Business Model Canvas Explained

© Vujàdé Ltd. – Supporting Forward Thinking
Jasper Bouwsma
Founder & CEO
Vujàdé Ltd.
Köln, Deutschland 2013.09.18
Photoby:VujàdéLtd–JasperBouwsma
BUSINESS MODEL GENERATION
A common language to develop and discuss business models

IN COLLABORATION WITH

3
Vu-jà-dé
Vujàdé is the opposite of deja vu and gives the impression that something
has not yet taken place, or has never been there.
Vujàdé is the opposite of deja vu and gives the impression that something
has not yet taken place, or has never been there.
In other words, Vujàdé stands for innovation.
Photo by: Vujàdé Ltd – Jasper Bouwsma

4

1. CORPORATE CONSULTING
2. START-UP SUPPORT
3. INCUBATION
À PROPOS
PARTNER

Vujàdé unterstützt Entrepreneure, Start-ups und etablierte Unternehmen
bei der erfolgreiche Weiterentwicklung und Vermarktung deren Innovationen.
Durch die Kombination von diversen Start-up und Firmenerfahrungen bringt
Jasper einmalige Einsichten in Innovationsstrategie, den typischen Fehltritten
und die Erfolgsfaktoren mit.
Jasper, geboren und aufgewachsen in Holland, studierte International Business
an der Universität Maastricht (NL) und an der Universität Fribourg (CH).
Zusätzlich belegte er Kurse in Innovationsstrategie und Management am MIT
Sloan in Boston (USA) und am Stanford Research Institute in Menlo Park (USA).
Bis 2008 arbeitete er für den Schweizer Telekommunikationsanbieter Swisscom,
wo er die Inkubationsaktivitäten als “Head of Incubation” initiierte und führte.
Im Herbst 2008 hat er die Vujàdé Ltd. gegründet.
Jasper lebt mit seiner Frau, zwei Töchtern und einem Sohn in der Nähe von Bern.
Jasper Bouwsma
Founder & CEO Vujàdé Ltd.
Photo by: Vujàdé Ltd – Jasper Bouwsma

© Vujàdé Ltd. – Supporting Forward Thinking© Vujàdé Ltd. – Supporting Forward Thinking
TOPIC
OUR
FOR THE NEXT 2 HRS

© Vujàdé Ltd. – Supporting Forward Thinking Slide |Slide |© Vujàdé Ltd. – Supporting Forward Thinking 8
Business Modeling

Business Modeling

© Vujàdé Ltd. – Supporting Forward Thinking Slide |Slide | 10
Alexander Osterwalder
A Swiss Business Book author.

Insert Photo of book with Jasper’s Name.
Co-Created by
470 practitioners from 45 countries.

AGENDA
REFLEXION
A NEW GENERATION
THE BUSINESS MODEL GENERATION
LET’S GET TO WORK:
5 CASES 5 GROUPS
I II III

BUT BEFORE WE
START

EXPECTATIONS
YOUR
WHAT ARE
?!

AGENDA
II III1 2 3
BUSINESS MODEL
GENERATION
I

1
QUESTION
HOW MUCH DOES
1KG COFFEE COST
?

www.businessmodelgeneration.com

CHF6.95

CHF95.-

WHY HAS
NESPRESSO BEEN
SO SUCCESSFUL?
?

NESPRESSO
CHANGED THE
BUSINESS MODEL
FOR COFFEE

RESULT 2011
USD3.2B
(BY A SINGLE PRODUCT…)

BUZZ
GROUP

DISCUSS & DESCRIBE
WHAT YOU THINK
NESPRESSO’S
BUSINESS MODEL
IS.

2’

BUZZZZZZZ

PLEASE
EXCUSE
MYFRENCH

BUT THAT IS
BLAH
BOARD ROOM
BLAH BLAH

BULL
SHITBINGO

Business Model Canvas:
Creating a common language
for business modeling.

KEY PARTNERS CUSTOMER
SEGMENTS
VALUE
PROPOSITIONS
CUSTOMER
RELATIONSHIP
CHANNELS
KEY ACTIVITIES
KEY RESOURCES
COST STRUCTURE REVENUE STREAMS
THE BUSINESS MODEL CANVAS
SEGMENTS
VALUE
PROPOSITIONS
CUSTOMER
RELATIONSHIP
CHANNELS
KEY ACTIVITIES
KEY RESOURCES

SEGMENTS
VALUE
PROPOSITIONS
CUSTOMER
RELATIONSHIP
CHANNELS
KEY ACTIVITIES
KEY RESOURCES
SEGMENTS
VALUE
PROPOSITIONS
CUSTOMER
RELATIONSHIP
CHANNELS
KEY ACTIVITIES
KEY RESOURCES
House-
hold
N-Club
Stores
Produc-
tion
Marketing
Machine
Pro-
ducers
Produc-
tion
Distri-
bution
Marketing
Machine Pods
Call
Center
N.com
Brand
Produc-
tion
facilitie
s
Distri-
bution
channel
s
Retail
Patents
IP
(1800+
patents) Business

ANECDOTE

SEGMENTS
VALUE
PROPOSITIONS
CUSTOMER
RELATIONSHIP
CHANNELS
KEY ACTIVITIES
KEY RESOURCES
SEGMENTS
VALUE
PROPOSITIONS
CUSTOMER
RELATIONSHIP
KEY ACTIVITIES
CHANNELSKEY RESOURCES
House-
hold
N-Club
Stores
Produc-
tion
Marketing
Machine
Pro-
ducers
Produc-
tion
Distri-
bution
Marketing
Machine Pods
Call
Center
N.com
Brand
Produc-
tion
facilitie
s
Distri-
bution
channel
s
Retail
Patents
IP
(1800+
patents) Business

WHAT IS A
BUSINESS MODEL
?

© Vujàdé Ltd. – Supporting Forward ThinkingVujàdé Ltd. – Supporting Forward Thinking
REVENUE MODEL
≠
BUSINESS MODEL

A BUSINESS MODEL
DESCRIBES THE
RATIONALE OF HOW AN
ORGANIZATION
CREATES, DELIVERS,
AND CAPTURES VALUE

5’ EXERCISE
BUSINESS MODEL
Key
Partners
Project Name Iteration Nr
Channels
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License.
To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a
letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
Vujàdé Ltd. – Consulting I Start-up Support I Incubation
Elfenaustrasse 3 I CH-2502 Biel/Bienne I Switzerland
+41 32 32 32 300 I contact@vujade.com I www.vujade.com
www.slideshare.net/vujade
Key
Activities
Value
Proposition
Customer
Relationship
Customer
Segments
Key
Ressources
Cost
Structure
Revenue
Streams
images by Mathilde
images by Mathilde
community
community
catalogue development
catalogue development
employees
employees
worldwide
coverage
worldwide
coverage
sales & marketing
sales & marketing
platform
platform
pay pal
pay pal
sales & marketing
sales & marketing
photographers
helpdesk

VALUE
PROPOSITIONS
KEY ACTIVITIES
KEY RESOURCES
REVENUE STREAMSCOST STRUCTURE
SEGMENTS
CUSTOMER
RELATIONSHIP
CHANNELS
Images by Mathilda, with warm thanks to Yves Pigneur

BEFORE
WEMOVE
ON

WE SHOULD
QUICKLY
FINISH

TALKING
ABOUT
COFFEE

HAS TAKEN A
WHILE TO BECOME
SUCCESSFUL…
NESPRESSO

1987

THE RIGHT BUSINESS MODEL
CAN BE THE DIFFERENCE
BETWEEN SUCCESS AND
FAILURE FOR EXACTLY THE
SAME TECHNOLOGY OR
PRODUCT

WHY WILL
NESPRESSO EVEN
BE MORE
SUCCESSFUL?
?

WE ARE MOVING FROM
PORTFOLIOS OF PRODUCTS
TO
PORTFOLIOS OF
BUSINESS MODELS.

AGENDA
I III
LET’S GET TO WORK
5 CASES 5 GROUPS
II 1 2 3

5GROUPS
5CASES

5 GROUPS | 5 CASES

5 GROUPS | 5 CASES
A CHALLENGE FOR EACH…

5 GROUPS | 5 CASES
A CHALENGE FOR EACH..

Work on the Frontstage
of the Business Model Canvas
•  Wertangebote
•  Kundensegmente
•  Kundenbeziehungen
•  Kanäle
•  Einnahmequellen
25 Minuten
Vergangenheit
Zukunft
5 GROUPS | 5 CASES
ENJOY PART 1 (25’)

Work on the Backstage
of the Business Model Canvas
•  Wertangebote
•  Schlüsselpartner
•  Schlüsselaktivitäten
•  Schlüsselressourcen
•  Kostenstruktur
20 Minutes
Vergangenheit
Zukunft
5 GROUPS | 5 CASES
ENJOY PART 2 (20’)

AGENDA
I II 1 2 3
PITCH & REFLEXION
III

Share your key-findings:
•  Bankruptcy or is their a future for your case?
•  Will it be easy to face the challenge?
•  Was the canvas useful for the group discussion?
5 GROUPS | 5 CASES
PITCH PER GROUP (2’)

WRAP
UPVJD

BUSINESS MODEL ENVIRONMENT
The three layers

A) BUSINESS MODEL LAYER
•  Build prototypes for your business model
•  Discuss and select the prototype you are going to
further develop

B) HYPOTHESES LAYER
•  Quantify your model with hypotheses
•  Analyse your enviroment and develop foresights
•  Build hypotheses for the market, competitors,
customers and challenges

C) TEST LAYER
•  GOOTB!!!
•  Test your hypotheses by asking customers and partners
•  Iterate your Business Model
•  Constantly test your models and reiterate

The stages of an iteractive process

FURTHER
METHODS
SOME

VALUE PROPOSITION CANVAS
CUSTOMER
JOBS
PRODUCTS
& SERVICES
PAIN
RELIEVERS
GAIN
CREATORS
GAINS
PAINS

CUSTOMER FOCUS
STRATEGYZER.COM

QUESTIONS &
ANSWERS

Eric Hoffer, (July 25, 1902 – May 21, 1983)
American social writer and philosopher
In times of change
learners inherit the earth;
while the learned find themselves
beautifully equipped to deal with a
world that no longer exists.
“
Photoby:VujàdéLtd.–JasperBouwsma

Vujàdé Ltd.
Postal Address
P.O. Box 4
CH-3257 Grossaffoltern
Visiting Address
Elfenaustrasse 3
CH-2502 Biel/Bienne
+41 (0)32 32 32 300
Online
www.vujade.com
contact@vujade.com
VujadeLtd

Business Model Canvas Explained

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