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Advanced Business Model Canvas

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This presentation features an "Advanced" Business Model Canvas. Building on Alexander Osterwalder's Business Model Canvas and Business Model Environment as well as Rod King's Value Chain Map. New elements are added to the Business Model Canvas while maintaining the visual structure of the original canvas.

Using the Advanced Business Model Canvas, you'll be able to carry out business model planning, analysis, design, and performance management such as in the following tools and techniques:

* Balanced Scorecard
* Strategy Map
* Value Chain Analysis
* Root-cause Analysis
* Process Analysis (as in Six Sigma)

The Advanced Business Model Canvas is envisioned as a 'one-stop tool' that facilitates 3D-Business Model Planning.

Veröffentlicht in: Business
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Advanced Business Model Canvas

  1. 1. “ADVANCED” BUSINESS MODEL CANVAS: Template<br /> A Visual Template for Mapping, Optimizing, and Designing Business Models & Value Chains<br />ITENN <br />Based on Business Model Canvas: http://en.wikipedia.org/wiki/Business_Model_Canvas<br />Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing<br />
  2. 2. “ADVANCED” BUSINESS MODEL CANVAS<br />For Apple’s iPod (2001)<br />ITENN <br /> “Lovemark”<br />“A Thousand Songs in Your Pocket”<br />Mass Market<br />Original Equipment Manufacturers (OEMs)<br /><ul><li> Hardware Design</li></ul>- Software Design<br /><ul><li> Marketing</li></ul>Switching Costs<br />“Luxury Spot”<br />Seamless Music Experience on Demand<br />iTunes Store<br />Record Companies<br />www.apple.com<br /><ul><li> Staff
  3. 3. Apple Brand</li></ul>Apple Stores<br />Selected Retail Stores<br /><ul><li> Fragmented and Low–Fi Music Experience
  4. 4. To Effortlessly Listen to High Quality and Diverse Music at Any Time</li></ul>- IPod Hardware<br />- iTunes Software<br />- Content & Agreements<br /><ul><li> Employees
  5. 5. Manufacturing
  6. 6. Marketing & Sales
  7. 7. iPod Hardware
  8. 8. iTunes Store
  9. 9. Commissions</li></ul>Based on Business Model Canvas: http://en.wikipedia.org/wiki/Business_Model_Canvas<br />Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing<br />
  10. 10. Minimum “ADVANCED” BUSINESS MODEL CANVAS<br />For Apple’s iPod (2001)<br />ITENN <br /> “Lovemark”<br />“A Thousand Songs in Your Pocket”<br />Mass Market<br />Original Equipment Manufacturers (OEMs)<br /><ul><li> Hardware Design</li></ul>- Software Design<br /><ul><li> Marketing</li></ul>Switching Costs<br />“Luxury Spot”<br />Seamless Music Experience on Demand<br />iTunes Store<br />Record Companies<br />www.apple.com<br /><ul><li> Staff
  11. 11. Apple Brand</li></ul>Apple Stores<br />Selected Retail Stores<br /><ul><li> Fragmented and Low–Fi Music Experience
  12. 12. To Effortlessly Listen to High Quality and Diverse Music at Any Time</li></ul>- IPod Hardware<br />- iTunes Software<br />- Content & Agreements<br /><ul><li> Employees
  13. 13. Manufacturing
  14. 14. Marketing & Sales
  15. 15. iPod Hardware
  16. 16. iTunes Store
  17. 17. Commissions</li></ul>Based on Business Model Canvas: http://en.wikipedia.org/wiki/Business_Model_Canvas<br />Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing<br />
  18. 18. COST-REVENUE MAP For Apple’s iPod Where currently are you & your competitors? Where must you go? How will you get there?<br />Blue Ocean Universe/<br />New Market<br />Market Segment: Digital Music Players<br />Luxury Spot<br />Blue Ocean<br />(“Practical Impossibility”)<br />Revenue<br />Disruption Spot<br />Disruption Spot<br />(+): DELIGHT<br />Red Ocean<br />Strategic Choice<br />Key<br />OMG-Experience:<br />Undesirable Experience:<br />Cost<br />(-): PAIN<br />Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing<br />
  19. 19. COST-REVENUE MAP: Categories of Business Models & CanvasesWhere currently are you & your competitors? Where must you go? How will you get there?<br />Blue Ocean Universe/<br />New Market<br />Market Segment<br />Luxury Spot<br />Sweet Spot<br />Blue Ocean<br />(“Practical Impossibility”)<br />Luxury Spot<br />Revenue<br />(Differentiation;<br />Quality;<br />Performance)<br />Disruption Spot<br />Disruption Spot<br />Volcano<br />Oasis<br />(+): DELIGHT<br />Green Ocean<br />Red Ocean<br />No Man’s Island<br />Strategic Choice<br />Key<br />OMG-Experience:<br />Undesirable Experience:<br />Cost<br />(No. of Competitors)<br />(-): PAIN<br />Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing<br />
  20. 20. “ADVANCED” BUSINESS MODEL CANVAS: Jumbo Blocks<br /> A Visual Template for Mapping, Optimizing, and Designing Business Models & Value Chains<br />pro<br />Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing<br />
  21. 21. “ADVANCED” BUSINESS MODEL CANVAS<br />Original Business Model Canvas & Elements from the Business Model Environment <br /> A Visual Template for Mapping, Optimizing, and Designing Business Models & Value Chains<br />ITENN <br /><ul><li> Suppliers
  22. 22. Processes
  23. 23. Partners
  24. 24. Customer</li></ul> Problem/Job<br /><ul><li> Investors /</li></ul> Environment<br /><ul><li> Employees/IP
  25. 25. Machinery
  26. 26. Product/</li></ul> Service<br />Based on Business Model Canvas: http://en.wikipedia.org/wiki/Business_Model_Canvas<br />Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing<br />
  27. 27. BUSINESS MODEL CANVAS<br /> Alexander Osterwalder<br />A Visual Template for Developing and Sketching Out New and Existing Business Models<br />ITENN <br />Source: http://en.wikipedia.org/wiki/Business_Model_Canvas<br />
  28. 28. “ADVANCED” BUSINESS MODEL CANVAS<br />Performance Dashboard ForLean Startups<br />ITENN <br />Level of Complaints<br />- Customer Satisfaction<br />- Customer Delight<br />No. of Prospects/ Registrations<br /><ul><li> Cycle time for pivots/ </li></ul> prototyping/releases<br /><ul><li> Cost per pivot cycle</li></ul>Net Promoter Score<br />No. of Customers<br />No. of Referrals<br />Advertising Expenses<br />No. of contracts/<br />memo of understanding<br />Cost per Acquisition (Paid/Net)<br /><ul><li> Lessons learnt/insights
  29. 29. No. of interviews/pivots</li></ul>Viral Coefficient<br />Customer Lifetime Value<br /><ul><li> Revenue (Sales)
  30. 30. Cash Burn Rate
  31. 31. Months of Cash Left
  32. 32. Time to Cash Flow-</li></ul> Breakeven<br /><ul><li> Contribution Margin
  33. 33. No. of Competitors</li></ul>- Customer Pain<br />- Level of Defects<br />Customer Loyalty/ Retention<br /><ul><li> No. of Releases/Pivots
  34. 34. No. of MVPs
  35. 35. Total Page Views/Visits </li></ul>Average Time to First Order; Time for Follow-on Order<br /><ul><li> Suppliers/Materials/Employees/Rent/Hosting
  36. 36. Machinery/Equipment/Design/Manufacturing
  37. 37. Marketing & Sales/Transportation/Miscellaneous
  38. 38. Direct Sale of Product/Service
  39. 39. Subscriptions/Leasing Fees/Licensing Fees/Royalties
  40. 40. Advertising/Commissions/Brokerage</li></ul>Based on Business Model Canvas: http://en.wikipedia.org/wiki/Business_Model_Canvas<br />Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing<br />

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