SlideShare a Scribd company logo

Business Models Beyond Profit - Social Entrepreneurship Lecture

•
•
Alexander Osterwalder
Alexander Osterwalder

Slides of a 3h Lecture I gave at Jacobs University, Bremen, Germany for the impACT program. Examples include Kiva, Grameen Bank, Wise and many more.

BusinessEconomy & Finance
1 of 143
Download to read offline
how to systematically build! BUSINESS MODELS BEYOND PROFIT Alex Osterwalder, PhD! www.businessmodelgeneration.com Twitter: business_design
this was a three hour lecture given at Jacobs University, Bremen, in the context of impACT3 - a pan-European student competition for social entrepreneurship www.act-for-impact.net sponsored by
the world used to be divided into …
giving…
…and taking
“ Iʼve found that investors typically have two pockets, one for donations and one for ” maximizing profits Matt Scott, co-founder COSMOS Ignite
social impact − + potential old school not-for-profit
profit potential + social impact − + potential old school not-for-profit −
profit potential + old school corporation social impact − + potential old school not-for-profit −
profit potential + old school corporation x social impact − + potential old school not-for-profit −
“ Business must be for profit but profit must also be for purpose ” Mads Kjaer co-founder MYC4
profit potential + new school of old school conscientious corporations entrepreneurs social impact − + potential old school not- for-profits −
interesting?
interesting? YES?
so
we need new tools to come-up with business models beyond profit
my mission today is to help you…
… systematically look at business models
… and learn how to develop business models
what do business models have to do with social & environmental impact?
it’s key if you want to come up with innovative ways to “do good” AND “do well”
outline
outline approach
outline approach patterns
outline approach patterns attitude
outline approach patterns attitude process
A approach
does…
… have a business model?
… have a business model?
… have a business model?
… have a business model?
… have a business model?
… have a business model?
buzz
 group

discuss with your neighbor what a business model is and write down your definition
which elements did you mention when you defined a business model? ?
“ there is a lack of definition ”
“ few companies understand their existing business model well enough ”
so we came up with a way to master business models through…
the BUSINESS MODEL CANVAS
Def_Business Model a business model describes the rationale of how an organization creates, delivers, and captures value
9 BUILDING BLOCKS
the 9 building blocks of a business model images by JAM
CUSTOMER SEGMENTS images by JAM
VALUE PROPOSITIONS images by JAM
CHANNELS images by JAM
CUSTOMER RELATIONSHIOPS images by JAM
REVENUE STREAMS images by JAM
KEY RESOURCES images by JAM
KEY ACTIVITIES images by JAM
KEY PARTNERS images by JAM
COST STRUCTURE images by JAM
key value customer activities proposition relationships key customer partners segments cost revenue structure key distribution streams resources channels images by JAM
key value customer activities proposition relationships key customer partners segments cost revenue structure key distribution streams resources channels images by JAM
images by JAM
OVERLAY PARTNER KEY OFFER CUSTOMER CUSTOMER NETWORK ACTIVITIES RELATIONSHIPS SEGMENTS KEY DISTRIBUTION RESOURCES CHANNELS COST STRUCTURE REVENUE STREAMS images by JAM
OVERLAY PARTNER KEY OFFER CUSTOMER CUSTOMER NETWORK ACTIVITIES RELATIONSHIPS SEGMENTS KEY DISTRIBUTION RESOURCES CHANNELS COST STRUCTURE REVENUE STREAMS images by JAM
THE BUSINESS MODEL CANVAS PARTNER KEY OFFER CUSTOMER CUSTOMER NETWORK ACTIVITIES RELATIONSHIPS SEGMENTS KEY DISTRIBUTION RESOURCES CHANNELS COST STRUCTURE REVENUE STREAMS
THE BUSINESS MODEL CANVAS PARTNER KEY OFFER CUSTOMER CUSTOMER NETWORK ACTIVITIES RELATIONSHIPS SEGMENTS building block! building building building block! block! block! building block! KEY DISTRIBUTION RESOURCES CHANNELS building block! building block! building block! COST STRUCTURE REVENUE STREAMS building building building block! block! block!
example

ʻs business model PARTNER KEY OFFER CUSTOMER CUSTOMER NETWORK ACTIVITIES RELATIONSHIPS SEGMENTS KEY DISTRIBUTION RESOURCES CHANNELS COST STRUCTURE REVENUE STREAMS
ʻs business model PARTNER KEY OFFER CUSTOMER CUSTOMER NETWORK ACTIVITIES RELATIONSHIPS SEGMENTS wealthy lend to poor westerners! ! entrepreneurs KEY DISTRIBUTION RESOURCES CHANNELS Kiva.org! COST STRUCTURE REVENUE STREAMS
ʻs business model PARTNER KEY OFFER CUSTOMER CUSTOMER NETWORK ACTIVITIES RELATIONSHIPS SEGMENTS wealthy lend to poor westerners! ! entrepreneurs KEY DISTRIBUTION RESOURCES CHANNELS Kiva.org! loans! poor local entrepreneu rs! microfinance institutions! COST STRUCTURE REVENUE STREAMS
ʻs business model PARTNER KEY OFFER CUSTOMER CUSTOMER NETWORK ACTIVITIES RELATIONSHIPS SEGMENTS wealthy lend to poor westerners! ! entrepreneurs KEY DISTRIBUTION RESOURCES CHANNELS Kiva.org! loans! poor local entrepreneu rs! microfinance institutions! COST STRUCTURE REVENUE STREAMS optional donations on top of loan!
ʻs business model PARTNER KEY OFFER CUSTOMER CUSTOMER ACTIVITIESeningMF NETWORK sc re s! RELATIONSHIPS SEGMENTS risk insti tution management! wealthy managing lend to poor westerners! ! platform! entrepreneurs KEY DISTRIBUTION RESOURCES CHANNELS Kiva.org! loans! Kiva.org poor local entrepreneu Platform ! rs! microfinance institutions! COST STRUCTURE REVENUE STREAMS optional donations on top of loan!
ʻs business model PARTNER KEY OFFER CUSTOMER CUSTOMER ACTIVITIESeningMF NETWORK sc re s! RELATIONSHIPS SEGMENTS risk insti tution management! wealthy managing lend to poor westerners! ! platform! entrepreneurs Paypal! KEY DISTRIBUTION RESOURCES CHANNELS Kiva.org! loans! local Kiva.org poor microfinance local entrepreneu Platform ! rs! institutions! microfinance institutions! COST STRUCTURE REVENUE STREAMS optional donations on top of loan!
ʻs business model PARTNER KEY OFFER CUSTOMER CUSTOMER ACTIVITIESening MF NETWORK re sc s! RELATIONSHIPS SEGMENTS risk insti tution management! wealthy managing lend to poor westerners! ! platform! entrepreneurs Paypal! KEY DISTRIBUTION RESOURCES CHANNELS Kiva.org! loans! local Kiva.org poor microfinance local entrepreneu Platform ! rs! institutions! microfinance institutions! COST STRUCTURE REVENUE STREAMS platf optional risk orm screening! donations on ! management! top of loan!
the Canvas is a handy tool
break‐out
 session

map out the renowned business model of…
ʻs business model PARTNER KEY OFFER CUSTOMER CUSTOMER NETWORK ACTIVITIES RELATIONSHIPS SEGMENTS KEY DISTRIBUTION RESOURCES CHANNELS COST STRUCTURE REVENUE STREAMS
a rough sketch of Grameen Bank…
ʻs business model PARTNER KEY OFFER CUSTOMER CUSTOMER NETWORK ACTIVITIES RELATIONSHIPS SEGMENTS personal! KEY micro-loans! DISTRIBUTION RESOURCES CHANNELS poor entrepreneurs! branches! COST STRUCTURE REVENUE STREAMS
ʻs business model PARTNER KEY OFFER CUSTOMER CUSTOMER NETWORK ACTIVITIES RELATIONSHIPS SEGMENTS personal! KEY micro-loans! DISTRIBUTION RESOURCES CHANNELS poor entrepreneurs! branches! COST STRUCTURE REVENUE STREAMS interest rates!
ʻs business model PARTNER KEY OFFER CUSTOMER CUSTOMER NETWORK ACTIVITIES RELATIONSHIPS SEGMENTS risk management! lending & personal! collecting payments! KEY micro-loans! DISTRIBUTION government! RESOURCES CHANNELS poor entrepreneurs! branches! brand/ trust! branches! capital! COST STRUCTURE REVENUE STREAMS interest rates!
ʻs business model PARTNER KEY OFFER CUSTOMER CUSTOMER NETWORK ACTIVITIES RELATIONSHIPS SEGMENTS risk management! lending & personal! collecting payments! KEY micro-loans! DISTRIBUTION government! RESOURCES CHANNELS poor entrepreneurs! branches! brand/ trust! branches! capital! COST STRUCTURE REVENUE STREAMS capital interest costs! rates! people!
B patterns
“ pattern in architecture is the idea of capturing architectural design ideas as archetypical ” and reusable descriptions Christopher Alexandert, Architect
buzz
 group

how does a donor- funded business model look like? ?
3rd party-funded business models PARTNER KEY OFFER CUSTOMER CUSTOMER NETWORK ACTIVITIES RELATIONSHIPS SEGMENTS proposal proposal! writing! donor! KEY DISTRIBUTION RESOURCES CHANNELS COST STRUCTURE REVENUE STREAMS donations!
3rd party-funded business models PARTNER KEY OFFER CUSTOMER CUSTOMER NETWORK ACTIVITIES RELATIONSHIPS SEGMENTS proposal proposal! writing! donor! KEY DISTRIBUTION RESOURCES CHANNELS reputation! mission! recipient! COST STRUCTURE REVENUE STREAMS donations!
3rd party-funded business models PARTNER KEY OFFER CUSTOMER CUSTOMER NETWORK ACTIVITIES RELATIONSHIPS SEGMENTS to ency tend s on focu oney m do nor ( e)! proposal c writing! proposal! sour donor! KEY DISTRIBUTION RESOURCES CHANNELS t no direc ” ck reputation! edba iary! “$fe nefic e mission! fr om b recipient! COST STRUCTURE REVENUE STREAMS donations!
“ The dependence of nonprofits on begging – oops, I mean fundraising – limits the sectorʼs self-respect, independence, ” vision, and impact Michael Shuman, author of “Going Local”
example

Iqbal Quadir dream had a
customer-funded business model PARTNER KEY OFFER CUSTOMER CUSTOMER NETWORK ACTIVITIES RELATIONSHIPS SEGMENTS mobile connectivity! KEY DISTRIBUTION RESOURCES CHANNELS COST STRUCTURE REVENUE STREAMS
customer-funded business model PARTNER KEY OFFER CUSTOMER CUSTOMER NETWORK ACTIVITIES RELATIONSHIPS SEGMENTS network mobile management! connectivity! KEY DISTRIBUTION RESOURCES CHANNELS Telenor! license! network! COST STRUCTURE REVENUE STREAMS network management!
customer-funded business model PARTNER KEY OFFER CUSTOMER CUSTOMER NETWORK ACTIVITIES RELATIONSHIPS SEGMENTS network mobile management! connectivity! KEY DISTRIBUTION villagers! RESOURCES CHANNELS vide Telenor! license! how do you pro to c onnectivity n they network! vill agers whe y COST STRUCTURE poor to bu are too REVENUE STREAMS a phone?! network management!
customer-funded business model PARTNER KEY OFFER CUSTOMER CUSTOMER NETWORK ACTIVITIES RELATIONSHIPS SEGMENTS n by providing a loan inte rmediary a e and to b uy a phon network s! mobile c all service Grameen management! connectivity! resell Bank! KEY DISTRIBUTION villagers! RESOURCES CHANNELS phone ladies! Telenor! license! network! COST STRUCTURE REVENUE STREAMS network management!
customer-funded business model PARTNER KEY OFFER CUSTOMER CUSTOMER NETWORK ACTIVITIES RELATIONSHIPS SEGMENTS network mobile Grameen management! connectivity! Bank! KEY DISTRIBUTION villagers! RESOURCES CHANNELS phone income ladies! opportunity! Telenor! license! phone ladies! network! Grameen branches! COST STRUCTURE REVENUE STREAMS network management!
customer-funded business model PARTNER KEY OFFER CUSTOMER CUSTOMER NETWORK ACTIVITIES RELATIONSHIPS SEGMENTS network mobile Grameen management! connectivity! Bank! KEY DISTRIBUTION villagers! RESOURCES CHANNELS phone income ladies! opportunity! Telenor! license! phone ladies! network! Grameen branches! COST STRUCTURE REVENUE STREAMS communication network revenues! management!
RESULTS
Rashmi, 24 Bangladeshi village phone lady 2-3 $ daily income
there are about 250ʼ000 women retailing telephone services in 60ʼ000 villages giving access to about 100 million people
the 250ʼ000 telephones are producing revenues at an annual rate of well over $100 million for GrameenPhone
each entrepreneur makes about $2 in profits per day or about $700 per year
design from the customer perspective PARTNER KEY OFFER CUSTOMER CUSTOMER NETWORK ACTIVITIES RELATIONSHIPS SEGMENTS KEY DISTRIBUTION RESOURCES CHANNELS COST STRUCTURE REVENUE STREAMS
blended value / triple bottom line social and environmental cost
blended value / triple bottom line social and environmental cost social and environmental benefit
C attitude
“ If you freeze to an idea too quickly, you fall in love with it. If you refine it too quickly, you become attached to it and it becomes very hard to keep exploring, to keep looking for better. ” Jim Glymph, Gehry Partners
business model prototyping napkin sketch
business model prototyping napkin sketch Canvas
business model prototyping napkin sketch Canvas business case
business model prototyping napkin sketch Canvas business case field test
key is: finding the appropriate business model
so you need to generate options first!
buzz
 group

a silly exercise
the silly cow exercise!
Muuuuhhhh
sketch out 3 business models..
…in which I, the cow, play the main act!
letʼs look at some examples…
cows-for-advertising
rent-a-cow-for-the-weekend
got it?
you got 2 minutes!
you got 2 minutes! GO!
example

ʻs business model PARTNER KEY OFFER CUSTOMER CUSTOMER NETWORK ACTIVITIES RELATIONSHIPS SEGMENTS KEY DISTRIBUTION RESOURCES CHANNELS COST STRUCTURE REVENUE STREAMS
D process
five phases of business model design mobilize set the stage
five phases of business model design mobilize understand set the stage immersion
five phases of business model design mobilize understand design set the stage immersion inquiry
five phases of business model design mobilize understand design implement set the stage immersion inquiry execution
five phases of business model design mobilize understand design implement manage set the stage immersion inquiry execution evolution
financial spreadsheets environment analysis implementation roadmap SWOT and uncertainty analysis 141
www.businessmodelgeneration.com
THANK YOU!! www.businessmodelgeneration.com www.alexosterwalder.com (upcoming) www.businessmodelalchemist.com (upcoming new blog) Twitter: business_design

Recommended

Business model canvas building blocks complete
Business model canvas building blocks completeBusiness model canvas building blocks complete
Business model canvas building blocks completeAstadi Pangarso
 
Business Model Innovation for New Growth
Business Model Innovation for New GrowthBusiness Model Innovation for New Growth
Business Model Innovation for New GrowthDr. Marc Sniukas
 
Business Model Canvas
Business Model CanvasBusiness Model Canvas
Business Model Canvassvanebjerg
 
Lecture 3 - Business Model
Lecture 3 - Business ModelLecture 3 - Business Model
Lecture 3 - Business Modelcommandeleven
 
2 types of entrepreneurship
2 types of entrepreneurship2 types of entrepreneurship
2 types of entrepreneurshipMuhd Ishraf Yahaya
 
Business model canvas
Business model canvasBusiness model canvas
Business model canvasUtai Sukviwatsirikul
 
Building a Social Enterprise
Building a Social Enterprise Building a Social Enterprise
Building a Social Enterprise Wisnu Dewobroto
 
Business Model
Business ModelBusiness Model
Business ModelAnggriawan Sugianto
 

More Related Content

What's hot

Business Model Canvas 101
Business Model Canvas 101Business Model Canvas 101
Business Model Canvas 101Emad Saif
 
Developing A Business Model Canvas (BMC)
Developing A Business Model Canvas (BMC)Developing A Business Model Canvas (BMC)
Developing A Business Model Canvas (BMC)Edward Erasmus
 
The Business Model Generation
The Business Model GenerationThe Business Model Generation
The Business Model GenerationGMR Group
 
Business Model Canvas
Business Model CanvasBusiness Model Canvas
Business Model CanvasJason Yip
 
Lecture 5 customer relationships 120411
Lecture 5 customer relationships 120411Lecture 5 customer relationships 120411
Lecture 5 customer relationships 120411Stanford University
 
Business Model Canvas
Business Model CanvasBusiness Model Canvas
Business Model CanvasHandaru Sakti
 
Business model innovation
Business model innovationBusiness model innovation
Business model innovationbeltamayo
 
Two Stories About Strongly Sustainable Business Models
Two Stories About Strongly Sustainable Business ModelsTwo Stories About Strongly Sustainable Business Models
Two Stories About Strongly Sustainable Business ModelsAntony Upward
 
Ch10 entrepreneurial strategies
Ch10 entrepreneurial strategiesCh10 entrepreneurial strategies
Ch10 entrepreneurial strategiesRione Drevale
 
Lecture 3 customer segments 120411
Lecture 3 customer segments 120411Lecture 3 customer segments 120411
Lecture 3 customer segments 120411Stanford University
 
Lecture 2 - Entrepreneurial Ventures
Lecture 2 - Entrepreneurial VenturesLecture 2 - Entrepreneurial Ventures
Lecture 2 - Entrepreneurial VenturesStefanieWijaya
 
Business model of Entreprenuers. The effective business model
Business model of Entreprenuers. The effective business modelBusiness model of Entreprenuers. The effective business model
Business model of Entreprenuers. The effective business modelRuhulamin Jafor
 
AIA2018 - Emad Saif - Business Model Hacking & Innovation
AIA2018 - Emad Saif - Business Model Hacking & InnovationAIA2018 - Emad Saif - Business Model Hacking & Innovation
AIA2018 - Emad Saif - Business Model Hacking & InnovationEuropean Innovation Academy
 
Customer Development/Lean Startup 012610 Class 2
Customer Development/Lean Startup 012610 Class 2Customer Development/Lean Startup 012610 Class 2
Customer Development/Lean Startup 012610 Class 2Stanford University
 

What's hot (20)

Business Model Canvas 101
Business Model Canvas 101Business Model Canvas 101
Business Model Canvas 101
 
Developing A Business Model Canvas (BMC)
Developing A Business Model Canvas (BMC)Developing A Business Model Canvas (BMC)
Developing A Business Model Canvas (BMC)
 
Business Model
Business ModelBusiness Model
Business Model
 
Business model canvas
Business model canvasBusiness model canvas
Business model canvas
 
Business Model Canvas
Business Model CanvasBusiness Model Canvas
Business Model Canvas
 
Business model
Business modelBusiness model
Business model
 
The Business Model Generation
The Business Model GenerationThe Business Model Generation
The Business Model Generation
 
Business Model Canvas
Business Model CanvasBusiness Model Canvas
Business Model Canvas
 
Lecture 5 customer relationships 120411
Lecture 5 customer relationships 120411Lecture 5 customer relationships 120411
Lecture 5 customer relationships 120411
 
Social entrepreneurship
Social entrepreneurshipSocial entrepreneurship
Social entrepreneurship
 
Business Model Canvas
Business Model CanvasBusiness Model Canvas
Business Model Canvas
 
Business model innovation
Business model innovationBusiness model innovation
Business model innovation
 
Two Stories About Strongly Sustainable Business Models
Two Stories About Strongly Sustainable Business ModelsTwo Stories About Strongly Sustainable Business Models
Two Stories About Strongly Sustainable Business Models
 
Ch10 entrepreneurial strategies
Ch10 entrepreneurial strategiesCh10 entrepreneurial strategies
Ch10 entrepreneurial strategies
 
Basics of Social Enterprise
Basics of Social Enterprise Basics of Social Enterprise
Basics of Social Enterprise
 
Lecture 3 customer segments 120411
Lecture 3 customer segments 120411Lecture 3 customer segments 120411
Lecture 3 customer segments 120411
 
Lecture 2 - Entrepreneurial Ventures
Lecture 2 - Entrepreneurial VenturesLecture 2 - Entrepreneurial Ventures
Lecture 2 - Entrepreneurial Ventures
 
Business model of Entreprenuers. The effective business model
Business model of Entreprenuers. The effective business modelBusiness model of Entreprenuers. The effective business model
Business model of Entreprenuers. The effective business model
 
AIA2018 - Emad Saif - Business Model Hacking & Innovation
AIA2018 - Emad Saif - Business Model Hacking & InnovationAIA2018 - Emad Saif - Business Model Hacking & Innovation
AIA2018 - Emad Saif - Business Model Hacking & Innovation
 
Customer Development/Lean Startup 012610 Class 2
Customer Development/Lean Startup 012610 Class 2Customer Development/Lean Startup 012610 Class 2
Customer Development/Lean Startup 012610 Class 2
 

Similar to Business Models Beyond Profit - Social Entrepreneurship Lecture

Lecture 1: Business Model & Customer Development
Lecture 1: Business Model & Customer DevelopmentLecture 1: Business Model & Customer Development
Lecture 1: Business Model & Customer DevelopmentStanford University
 
Business Modeling Appsterdam (guru session)
Business Modeling Appsterdam (guru session)Business Modeling Appsterdam (guru session)
Business Modeling Appsterdam (guru session)Steven Zwerink
 
Alex Osterwalder: Business Models Reloaded (SKOLKOVO open lecture)
Alex Osterwalder: Business Models Reloaded (SKOLKOVO open lecture)Alex Osterwalder: Business Models Reloaded (SKOLKOVO open lecture)
Alex Osterwalder: Business Models Reloaded (SKOLKOVO open lecture)SKOLKOVO
 
Business Model Camp, Hub Berkeley, CA
Business Model Camp, Hub Berkeley, CABusiness Model Camp, Hub Berkeley, CA
Business Model Camp, Hub Berkeley, CAAlexander Osterwalder
 
Ramon Vullings - Business Model Innovation
Ramon Vullings - Business Model InnovationRamon Vullings - Business Model Innovation
Ramon Vullings - Business Model InnovationNEXUS Training Solutions
 
Business Model Innovation
Business Model Innovation Business Model Innovation
Business Model Innovation Yves Pigneur
 
Master Workshop Business Modeling - The Institute Mexico
Master Workshop Business Modeling - The Institute MexicoMaster Workshop Business Modeling - The Institute Mexico
Master Workshop Business Modeling - The Institute MexicoTheInstituteMexico
 
Cradle2013 businessmodelcanvas
Cradle2013 businessmodelcanvasCradle2013 businessmodelcanvas
Cradle2013 businessmodelcanvasNextUpAsia
 
Business Model Knowledge Fair, Amsterdam
Business Model Knowledge Fair, AmsterdamBusiness Model Knowledge Fair, Amsterdam
Business Model Knowledge Fair, AmsterdamAlexander Osterwalder
 
Talk with Steve Blank at true ventures
Talk with Steve Blank at true ventures Talk with Steve Blank at true ventures
Talk with Steve Blank at true ventures Alexander Osterwalder
 
Cbs social media & innovation in ibm anders quitzau copy
Cbs social media & innovation in ibm anders quitzau copyCbs social media & innovation in ibm anders quitzau copy
Cbs social media & innovation in ibm anders quitzau copyAnders Quitzau
 
Sfdc user group presentation july 2012
Sfdc user group presentation july 2012Sfdc user group presentation july 2012
Sfdc user group presentation july 2012Esteban Kolsky
 
Development of business strategies and business models for associations
Development of business strategies and business models for associationsDevelopment of business strategies and business models for associations
Development of business strategies and business models for associationsajcortese
 
Designing Business Models
Designing Business ModelsDesigning Business Models
Designing Business ModelsYves Pigneur
 
the long tail of marketing
the long tail of marketingthe long tail of marketing
the long tail of marketingEsteban Kolsky
 
Start a Business with Business Model Canvas
Start a Business with Business Model CanvasStart a Business with Business Model Canvas
Start a Business with Business Model CanvasPanji Prabowo
 
BMGEN talk in Korea
BMGEN talk in KoreaBMGEN talk in Korea
BMGEN talk in KoreaYves Pigneur
 
Business Model Design for Designers
Business Model Design for DesignersBusiness Model Design for Designers
Business Model Design for DesignersuxHH
 

Similar to Business Models Beyond Profit - Social Entrepreneurship Lecture (20)

Lecture 1: Business Model & Customer Development
Lecture 1: Business Model & Customer DevelopmentLecture 1: Business Model & Customer Development
Lecture 1: Business Model & Customer Development
 
Business Modeling Appsterdam (guru session)
Business Modeling Appsterdam (guru session)Business Modeling Appsterdam (guru session)
Business Modeling Appsterdam (guru session)
 
Alex Osterwalder: Business Models Reloaded (SKOLKOVO open lecture)
Alex Osterwalder: Business Models Reloaded (SKOLKOVO open lecture)Alex Osterwalder: Business Models Reloaded (SKOLKOVO open lecture)
Alex Osterwalder: Business Models Reloaded (SKOLKOVO open lecture)
 
Business Model Camp, Hub Berkeley, CA
Business Model Camp, Hub Berkeley, CABusiness Model Camp, Hub Berkeley, CA
Business Model Camp, Hub Berkeley, CA
 
Ramon Vullings - Business Model Innovation
Ramon Vullings - Business Model InnovationRamon Vullings - Business Model Innovation
Ramon Vullings - Business Model Innovation
 
Business Model Innovation
Business Model Innovation Business Model Innovation
Business Model Innovation
 
Master Workshop Business Modeling - The Institute Mexico
Master Workshop Business Modeling - The Institute MexicoMaster Workshop Business Modeling - The Institute Mexico
Master Workshop Business Modeling - The Institute Mexico
 
Cradle2013 businessmodelcanvas
Cradle2013 businessmodelcanvasCradle2013 businessmodelcanvas
Cradle2013 businessmodelcanvas
 
Business Model Knowledge Fair, Amsterdam
Business Model Knowledge Fair, AmsterdamBusiness Model Knowledge Fair, Amsterdam
Business Model Knowledge Fair, Amsterdam
 
Talk with Steve Blank at true ventures
Talk with Steve Blank at true ventures Talk with Steve Blank at true ventures
Talk with Steve Blank at true ventures
 
Cbs social media & innovation in ibm anders quitzau copy
Cbs social media & innovation in ibm anders quitzau copyCbs social media & innovation in ibm anders quitzau copy
Cbs social media & innovation in ibm anders quitzau copy
 
Designing For Innovation: Business Models
Designing For Innovation: Business ModelsDesigning For Innovation: Business Models
Designing For Innovation: Business Models
 
Sfdc user group presentation july 2012
Sfdc user group presentation july 2012Sfdc user group presentation july 2012
Sfdc user group presentation july 2012
 
Development of business strategies and business models for associations
Development of business strategies and business models for associationsDevelopment of business strategies and business models for associations
Development of business strategies and business models for associations
 
Designing Business Models
Designing Business ModelsDesigning Business Models
Designing Business Models
 
the long tail of marketing
the long tail of marketingthe long tail of marketing
the long tail of marketing
 
Start a Business with Business Model Canvas
Start a Business with Business Model CanvasStart a Business with Business Model Canvas
Start a Business with Business Model Canvas
 
Bm innovation+incubation jan 2012
Bm innovation+incubation jan 2012Bm innovation+incubation jan 2012
Bm innovation+incubation jan 2012
 
BMGEN talk in Korea
BMGEN talk in KoreaBMGEN talk in Korea
BMGEN talk in Korea
 
Business Model Design for Designers
Business Model Design for DesignersBusiness Model Design for Designers
Business Model Design for Designers
 

More from Alexander Osterwalder

#bmgen: The Story of a Bestselling Management Book
#bmgen: The Story of a Bestselling Management Book#bmgen: The Story of a Bestselling Management Book
#bmgen: The Story of a Bestselling Management BookAlexander Osterwalder
 
Business Model Foundry (using the Minimal Viable Product concept)
Business Model Foundry (using the Minimal Viable Product concept)Business Model Foundry (using the Minimal Viable Product concept)
Business Model Foundry (using the Minimal Viable Product concept)Alexander Osterwalder
 
A Business Model for Solar Energy - SunEdison
A Business Model for Solar Energy - SunEdisonA Business Model for Solar Energy - SunEdison
A Business Model for Solar Energy - SunEdisonAlexander Osterwalder
 
The Music Industry - new models (excerpt of a keynote)
The Music Industry - new models (excerpt of a keynote)The Music Industry - new models (excerpt of a keynote)
The Music Industry - new models (excerpt of a keynote)Alexander Osterwalder
 
The Music Industry - what's broken (excerpt of a keynote)
The Music Industry - what's broken (excerpt of a keynote)The Music Industry - what's broken (excerpt of a keynote)
The Music Industry - what's broken (excerpt of a keynote)Alexander Osterwalder
 
Publishing Conference: A "Guerilla" Author Perspective
Publishing Conference: A "Guerilla" Author PerspectivePublishing Conference: A "Guerilla" Author Perspective
Publishing Conference: A "Guerilla" Author PerspectiveAlexander Osterwalder
 
Business Model Knowledge Fair & Book Launch
Business Model Knowledge Fair & Book LaunchBusiness Model Knowledge Fair & Book Launch
Business Model Knowledge Fair & Book LaunchAlexander Osterwalder
 
Business Model Exercise Series : nr.1 - ideation
Business Model Exercise Series : nr.1 - ideationBusiness Model Exercise Series : nr.1 - ideation
Business Model Exercise Series : nr.1 - ideationAlexander Osterwalder
 
Business Model Example Series : Issue 2 / iPod
Business Model Example Series : Issue 2 / iPodBusiness Model Example Series : Issue 2 / iPod
Business Model Example Series : Issue 2 / iPodAlexander Osterwalder
 
Good PowerPoint Design - for business presenters
Good PowerPoint Design - for business presentersGood PowerPoint Design - for business presenters
Good PowerPoint Design - for business presentersAlexander Osterwalder
 
Business Model Example Series : Issue 1
Business Model Example Series : Issue 1Business Model Example Series : Issue 1
Business Model Example Series : Issue 1Alexander Osterwalder
 

More from Alexander Osterwalder (20)

Burn Your Business Plan
Burn Your Business PlanBurn Your Business Plan
Burn Your Business Plan
 
#bmgen: The Story of a Bestselling Management Book
#bmgen: The Story of a Bestselling Management Book#bmgen: The Story of a Bestselling Management Book
#bmgen: The Story of a Bestselling Management Book
 
Lift11 Presentation
Lift11 PresentationLift11 Presentation
Lift11 Presentation
 
Creating Start-Up Success
Creating Start-Up SuccessCreating Start-Up Success
Creating Start-Up Success
 
Business Model Foundry (using the Minimal Viable Product concept)
Business Model Foundry (using the Minimal Viable Product concept)Business Model Foundry (using the Minimal Viable Product concept)
Business Model Foundry (using the Minimal Viable Product concept)
 
A Business Model for Solar Energy - SunEdison
A Business Model for Solar Energy - SunEdisonA Business Model for Solar Energy - SunEdison
A Business Model for Solar Energy - SunEdison
 
What Is A Business Model
What Is A Business ModelWhat Is A Business Model
What Is A Business Model
 
Business Model Canvas Poster V.1.0
Business Model Canvas Poster V.1.0Business Model Canvas Poster V.1.0
Business Model Canvas Poster V.1.0
 
The Music Industry - new models (excerpt of a keynote)
The Music Industry - new models (excerpt of a keynote)The Music Industry - new models (excerpt of a keynote)
The Music Industry - new models (excerpt of a keynote)
 
The Music Industry - what's broken (excerpt of a keynote)
The Music Industry - what's broken (excerpt of a keynote)The Music Industry - what's broken (excerpt of a keynote)
The Music Industry - what's broken (excerpt of a keynote)
 
Publishing Conference: A "Guerilla" Author Perspective
Publishing Conference: A "Guerilla" Author PerspectivePublishing Conference: A "Guerilla" Author Perspective
Publishing Conference: A "Guerilla" Author Perspective
 
Business Model Knowledge Fair & Book Launch
Business Model Knowledge Fair & Book LaunchBusiness Model Knowledge Fair & Book Launch
Business Model Knowledge Fair & Book Launch
 
Business Model Exercise Series : nr.1 - ideation
Business Model Exercise Series : nr.1 - ideationBusiness Model Exercise Series : nr.1 - ideation
Business Model Exercise Series : nr.1 - ideation
 
Business Model Example Series : Issue 2 / iPod
Business Model Example Series : Issue 2 / iPodBusiness Model Example Series : Issue 2 / iPod
Business Model Example Series : Issue 2 / iPod
 
Good PowerPoint Design - for business presenters
Good PowerPoint Design - for business presentersGood PowerPoint Design - for business presenters
Good PowerPoint Design - for business presenters
 
Business Model Example Series : Issue 1
Business Model Example Series : Issue 1Business Model Example Series : Issue 1
Business Model Example Series : Issue 1
 
Book Chunk Project - prototype
Book Chunk Project - prototypeBook Chunk Project - prototype
Book Chunk Project - prototype
 
Draw your Business Model
Draw your Business ModelDraw your Business Model
Draw your Business Model
 
Mediaplaza event \'08
Mediaplaza event \'08Mediaplaza event \'08
Mediaplaza event \'08
 
Long Tail Business Models
Long Tail Business ModelsLong Tail Business Models
Long Tail Business Models
 

Recently uploaded

Implementing Exponential Accelerators.pptx
Implementing Exponential Accelerators.pptxImplementing Exponential Accelerators.pptx
Implementing Exponential Accelerators.pptxRich Reba
 
How to Conduct a Service Gap Analysis for Your Business
How to Conduct a Service Gap Analysis for Your BusinessHow to Conduct a Service Gap Analysis for Your Business
How to Conduct a Service Gap Analysis for Your BusinessHelp Desk Migration
 
EUDR Info Meeting Ethiopian coffee exporters
EUDR Info Meeting Ethiopian coffee exportersEUDR Info Meeting Ethiopian coffee exporters
EUDR Info Meeting Ethiopian coffee exportersPeter Horsten
 
Pitch Deck Teardown: Xpanceo's $40M Seed deck
Pitch Deck Teardown: Xpanceo's $40M Seed deckPitch Deck Teardown: Xpanceo's $40M Seed deck
Pitch Deck Teardown: Xpanceo's $40M Seed deckHajeJanKamps
 
Neha Jhalani Hiranandani: A Guide to Her Life and Career
Neha Jhalani Hiranandani: A Guide to Her Life and CareerNeha Jhalani Hiranandani: A Guide to Her Life and Career
Neha Jhalani Hiranandani: A Guide to Her Life and Careerr98588472
 
5-Step Framework to Convert Any Business into a Wealth Generation Machine.pdf
5-Step Framework to Convert Any Business into a Wealth Generation Machine.pdf5-Step Framework to Convert Any Business into a Wealth Generation Machine.pdf
5-Step Framework to Convert Any Business into a Wealth Generation Machine.pdfSherl Simon
 
Intermediate Accounting, Volume 2, 13th Canadian Edition by Donald E. Kieso t...
Intermediate Accounting, Volume 2, 13th Canadian Edition by Donald E. Kieso t...Intermediate Accounting, Volume 2, 13th Canadian Edition by Donald E. Kieso t...
Intermediate Accounting, Volume 2, 13th Canadian Edition by Donald E. Kieso t...ssuserf63bd7
 
Introducing the AI ShillText Generator A New Era for Cryptocurrency Marketing...
Introducing the AI ShillText Generator A New Era for Cryptocurrency Marketing...Introducing the AI ShillText Generator A New Era for Cryptocurrency Marketing...
Introducing the AI ShillText Generator A New Era for Cryptocurrency Marketing...PRnews2
 
Welding Electrode Making Machine By Deccan Dynamics
Welding Electrode Making Machine By Deccan DynamicsWelding Electrode Making Machine By Deccan Dynamics
Welding Electrode Making Machine By Deccan DynamicsIndiaMART InterMESH Limited
 
WSMM Technology February.March Newsletter_vF.pdf
WSMM Technology February.March Newsletter_vF.pdfWSMM Technology February.March Newsletter_vF.pdf
WSMM Technology February.March Newsletter_vF.pdfJamesConcepcion7
 
Psychic Reading | Spiritual Guidance – Astro Ganesh Ji
Psychic Reading | Spiritual Guidance – Astro Ganesh JiPsychic Reading | Spiritual Guidance – Astro Ganesh Ji
Psychic Reading | Spiritual Guidance – Astro Ganesh Jiastral oracle
 
20200128 Ethical by Design - Whitepaper.pdf
20200128 Ethical by Design - Whitepaper.pdf20200128 Ethical by Design - Whitepaper.pdf
20200128 Ethical by Design - Whitepaper.pdfChris Skinner
 
The McKinsey 7S Framework: A Holistic Approach to Harmonizing All Parts of th...
The McKinsey 7S Framework: A Holistic Approach to Harmonizing All Parts of th...The McKinsey 7S Framework: A Holistic Approach to Harmonizing All Parts of th...
The McKinsey 7S Framework: A Holistic Approach to Harmonizing All Parts of th...Operational Excellence Consulting
 
Interoperability and ecosystems: Assembling the industrial metaverse
Interoperability and ecosystems: Assembling the industrial metaverseInteroperability and ecosystems: Assembling the industrial metaverse
Interoperability and ecosystems: Assembling the industrial metaverseSiemens
 
NAB Show Exhibitor List 2024 - Exhibitors Data
NAB Show Exhibitor List 2024 - Exhibitors DataNAB Show Exhibitor List 2024 - Exhibitors Data
NAB Show Exhibitor List 2024 - Exhibitors DataExhibitors Data
 
1911 Gold Corporate Presentation Apr 2024.pdf
1911 Gold Corporate Presentation Apr 2024.pdf1911 Gold Corporate Presentation Apr 2024.pdf
1911 Gold Corporate Presentation Apr 2024.pdfShaun Heinrichs
 
Healthcare Feb. & Mar. Healthcare Newsletter
Healthcare Feb. & Mar. Healthcare NewsletterHealthcare Feb. & Mar. Healthcare Newsletter
Healthcare Feb. & Mar. Healthcare NewsletterJamesConcepcion7
 
How Generative AI Is Transforming Your Business | Byond Growth Insights | Apr...
How Generative AI Is Transforming Your Business | Byond Growth Insights | Apr...How Generative AI Is Transforming Your Business | Byond Growth Insights | Apr...
How Generative AI Is Transforming Your Business | Byond Growth Insights | Apr...Hector Del Castillo, CPM, CPMM
 
GUIDELINES ON USEFUL FORMS IN FREIGHT FORWARDING (F) Danny Diep Toh MBA.pdf
GUIDELINES ON USEFUL FORMS IN FREIGHT FORWARDING (F) Danny Diep Toh MBA.pdfGUIDELINES ON USEFUL FORMS IN FREIGHT FORWARDING (F) Danny Diep Toh MBA.pdf
GUIDELINES ON USEFUL FORMS IN FREIGHT FORWARDING (F) Danny Diep Toh MBA.pdfDanny Diep To
 
WSMM Media and Entertainment Feb_March_Final.pdf
WSMM Media and Entertainment Feb_March_Final.pdfWSMM Media and Entertainment Feb_March_Final.pdf
WSMM Media and Entertainment Feb_March_Final.pdfJamesConcepcion7
 

Recently uploaded (20)

Implementing Exponential Accelerators.pptx
Implementing Exponential Accelerators.pptxImplementing Exponential Accelerators.pptx
Implementing Exponential Accelerators.pptx
 
How to Conduct a Service Gap Analysis for Your Business
How to Conduct a Service Gap Analysis for Your BusinessHow to Conduct a Service Gap Analysis for Your Business
How to Conduct a Service Gap Analysis for Your Business
 
EUDR Info Meeting Ethiopian coffee exporters
EUDR Info Meeting Ethiopian coffee exportersEUDR Info Meeting Ethiopian coffee exporters
EUDR Info Meeting Ethiopian coffee exporters
 
Pitch Deck Teardown: Xpanceo's $40M Seed deck
Pitch Deck Teardown: Xpanceo's $40M Seed deckPitch Deck Teardown: Xpanceo's $40M Seed deck
Pitch Deck Teardown: Xpanceo's $40M Seed deck
 
Neha Jhalani Hiranandani: A Guide to Her Life and Career
Neha Jhalani Hiranandani: A Guide to Her Life and CareerNeha Jhalani Hiranandani: A Guide to Her Life and Career
Neha Jhalani Hiranandani: A Guide to Her Life and Career
 
5-Step Framework to Convert Any Business into a Wealth Generation Machine.pdf
5-Step Framework to Convert Any Business into a Wealth Generation Machine.pdf5-Step Framework to Convert Any Business into a Wealth Generation Machine.pdf
5-Step Framework to Convert Any Business into a Wealth Generation Machine.pdf
 
Intermediate Accounting, Volume 2, 13th Canadian Edition by Donald E. Kieso t...
Intermediate Accounting, Volume 2, 13th Canadian Edition by Donald E. Kieso t...Intermediate Accounting, Volume 2, 13th Canadian Edition by Donald E. Kieso t...
Intermediate Accounting, Volume 2, 13th Canadian Edition by Donald E. Kieso t...
 
Introducing the AI ShillText Generator A New Era for Cryptocurrency Marketing...
Introducing the AI ShillText Generator A New Era for Cryptocurrency Marketing...Introducing the AI ShillText Generator A New Era for Cryptocurrency Marketing...
Introducing the AI ShillText Generator A New Era for Cryptocurrency Marketing...
 
Welding Electrode Making Machine By Deccan Dynamics
Welding Electrode Making Machine By Deccan DynamicsWelding Electrode Making Machine By Deccan Dynamics
Welding Electrode Making Machine By Deccan Dynamics
 
WSMM Technology February.March Newsletter_vF.pdf
WSMM Technology February.March Newsletter_vF.pdfWSMM Technology February.March Newsletter_vF.pdf
WSMM Technology February.March Newsletter_vF.pdf
 
Psychic Reading | Spiritual Guidance – Astro Ganesh Ji
Psychic Reading | Spiritual Guidance – Astro Ganesh JiPsychic Reading | Spiritual Guidance – Astro Ganesh Ji
Psychic Reading | Spiritual Guidance – Astro Ganesh Ji
 
20200128 Ethical by Design - Whitepaper.pdf
20200128 Ethical by Design - Whitepaper.pdf20200128 Ethical by Design - Whitepaper.pdf
20200128 Ethical by Design - Whitepaper.pdf
 
The McKinsey 7S Framework: A Holistic Approach to Harmonizing All Parts of th...
The McKinsey 7S Framework: A Holistic Approach to Harmonizing All Parts of th...The McKinsey 7S Framework: A Holistic Approach to Harmonizing All Parts of th...
The McKinsey 7S Framework: A Holistic Approach to Harmonizing All Parts of th...
 
Interoperability and ecosystems: Assembling the industrial metaverse
Interoperability and ecosystems: Assembling the industrial metaverseInteroperability and ecosystems: Assembling the industrial metaverse
Interoperability and ecosystems: Assembling the industrial metaverse
 
NAB Show Exhibitor List 2024 - Exhibitors Data
NAB Show Exhibitor List 2024 - Exhibitors DataNAB Show Exhibitor List 2024 - Exhibitors Data
NAB Show Exhibitor List 2024 - Exhibitors Data
 
1911 Gold Corporate Presentation Apr 2024.pdf
1911 Gold Corporate Presentation Apr 2024.pdf1911 Gold Corporate Presentation Apr 2024.pdf
1911 Gold Corporate Presentation Apr 2024.pdf
 
Healthcare Feb. & Mar. Healthcare Newsletter
Healthcare Feb. & Mar. Healthcare NewsletterHealthcare Feb. & Mar. Healthcare Newsletter
Healthcare Feb. & Mar. Healthcare Newsletter
 
How Generative AI Is Transforming Your Business | Byond Growth Insights | Apr...
How Generative AI Is Transforming Your Business | Byond Growth Insights | Apr...How Generative AI Is Transforming Your Business | Byond Growth Insights | Apr...
How Generative AI Is Transforming Your Business | Byond Growth Insights | Apr...
 
GUIDELINES ON USEFUL FORMS IN FREIGHT FORWARDING (F) Danny Diep Toh MBA.pdf
GUIDELINES ON USEFUL FORMS IN FREIGHT FORWARDING (F) Danny Diep Toh MBA.pdfGUIDELINES ON USEFUL FORMS IN FREIGHT FORWARDING (F) Danny Diep Toh MBA.pdf
GUIDELINES ON USEFUL FORMS IN FREIGHT FORWARDING (F) Danny Diep Toh MBA.pdf
 
WSMM Media and Entertainment Feb_March_Final.pdf
WSMM Media and Entertainment Feb_March_Final.pdfWSMM Media and Entertainment Feb_March_Final.pdf
WSMM Media and Entertainment Feb_March_Final.pdf
 

Business Models Beyond Profit - Social Entrepreneurship Lecture

  • 1. how to systematically build! BUSINESS MODELS BEYOND PROFIT Alex Osterwalder, PhD! www.businessmodelgeneration.com Twitter: business_design
  • 2. this was a three hour lecture given at Jacobs University, Bremen, in the context of impACT3 - a pan-European student competition for social entrepreneurship www.act-for-impact.net sponsored by
  • 3. the world used to be divided into …
  • 6. “ Iʼve found that investors typically have two pockets, one for donations and one for ” maximizing profits Matt Scott, co-founder COSMOS Ignite
  • 7. social impact − + potential old school not-for-profit
  • 8. profit potential + social impact − + potential old school not-for-profit −
  • 9. profit potential + old school corporation social impact − + potential old school not-for-profit −
  • 10. profit potential + old school corporation x social impact − + potential old school not-for-profit −
  • 11.
  • 12. “ Business must be for profit but profit must also be for purpose ” Mads Kjaer co-founder MYC4
  • 13. profit potential + new school of old school conscientious corporations entrepreneurs social impact − + potential old school not- for-profits −
  • 16. so
  • 17. we need new tools to come-up with business models beyond profit
  • 18. my mission today is to help you…
  • 19. … systematically look at business models
  • 20. … and learn how to develop business models
  • 21. what do business models have to do with social & environmental impact?
  • 22. it’s key if you want to come up with innovative ways to “do good” AND “do well”
  • 28. A approach
  • 30. … have a business model?
  • 31. … have a business model?
  • 32. … have a business model?
  • 33. … have a business model?
  • 34. … have a business model?
  • 35. … have a business model?
  • 37. discuss with your neighbor what a business model is and write down your definition
  • 38. which elements did you mention when you defined a business model? ?
  • 39.
  • 40. “ there is a lack of definition ”
  • 41. “ few companies understand their existing business model well enough ”
  • 42. so we came up with a way to master business models through…
  • 44. Def_Business Model a business model describes the rationale of how an organization creates, delivers, and captures value
  • 46. the 9 building blocks of a business model images by JAM
  • 47. CUSTOMER SEGMENTS images by JAM
  • 48. VALUE PROPOSITIONS images by JAM
  • 49. CHANNELS images by JAM
  • 50. CUSTOMER RELATIONSHIOPS images by JAM
  • 51. REVENUE STREAMS images by JAM
  • 52. KEY RESOURCES images by JAM
  • 53. KEY ACTIVITIES images by JAM
  • 54. KEY PARTNERS images by JAM
  • 55. COST STRUCTURE images by JAM
  • 56. key value customer activities proposition relationships key customer partners segments cost revenue structure key distribution streams resources channels images by JAM
  • 57. key value customer activities proposition relationships key customer partners segments cost revenue structure key distribution streams resources channels images by JAM
  • 59. OVERLAY PARTNER KEY OFFER CUSTOMER CUSTOMER NETWORK ACTIVITIES RELATIONSHIPS SEGMENTS KEY DISTRIBUTION RESOURCES CHANNELS COST STRUCTURE REVENUE STREAMS images by JAM
  • 60. OVERLAY PARTNER KEY OFFER CUSTOMER CUSTOMER NETWORK ACTIVITIES RELATIONSHIPS SEGMENTS KEY DISTRIBUTION RESOURCES CHANNELS COST STRUCTURE REVENUE STREAMS images by JAM
  • 61. THE BUSINESS MODEL CANVAS PARTNER KEY OFFER CUSTOMER CUSTOMER NETWORK ACTIVITIES RELATIONSHIPS SEGMENTS KEY DISTRIBUTION RESOURCES CHANNELS COST STRUCTURE REVENUE STREAMS
  • 62. THE BUSINESS MODEL CANVAS PARTNER KEY OFFER CUSTOMER CUSTOMER NETWORK ACTIVITIES RELATIONSHIPS SEGMENTS building block! building building building block! block! block! building block! KEY DISTRIBUTION RESOURCES CHANNELS building block! building block! building block! COST STRUCTURE REVENUE STREAMS building building building block! block! block!
  • 64. ʻs business model PARTNER KEY OFFER CUSTOMER CUSTOMER NETWORK ACTIVITIES RELATIONSHIPS SEGMENTS KEY DISTRIBUTION RESOURCES CHANNELS COST STRUCTURE REVENUE STREAMS
  • 65. ʻs business model PARTNER KEY OFFER CUSTOMER CUSTOMER NETWORK ACTIVITIES RELATIONSHIPS SEGMENTS wealthy lend to poor westerners! ! entrepreneurs KEY DISTRIBUTION RESOURCES CHANNELS Kiva.org! COST STRUCTURE REVENUE STREAMS
  • 66. ʻs business model PARTNER KEY OFFER CUSTOMER CUSTOMER NETWORK ACTIVITIES RELATIONSHIPS SEGMENTS wealthy lend to poor westerners! ! entrepreneurs KEY DISTRIBUTION RESOURCES CHANNELS Kiva.org! loans! poor local entrepreneu rs! microfinance institutions! COST STRUCTURE REVENUE STREAMS
  • 67. ʻs business model PARTNER KEY OFFER CUSTOMER CUSTOMER NETWORK ACTIVITIES RELATIONSHIPS SEGMENTS wealthy lend to poor westerners! ! entrepreneurs KEY DISTRIBUTION RESOURCES CHANNELS Kiva.org! loans! poor local entrepreneu rs! microfinance institutions! COST STRUCTURE REVENUE STREAMS optional donations on top of loan!
  • 68. ʻs business model PARTNER KEY OFFER CUSTOMER CUSTOMER ACTIVITIESeningMF NETWORK sc re s! RELATIONSHIPS SEGMENTS risk insti tution management! wealthy managing lend to poor westerners! ! platform! entrepreneurs KEY DISTRIBUTION RESOURCES CHANNELS Kiva.org! loans! Kiva.org poor local entrepreneu Platform ! rs! microfinance institutions! COST STRUCTURE REVENUE STREAMS optional donations on top of loan!
  • 69. ʻs business model PARTNER KEY OFFER CUSTOMER CUSTOMER ACTIVITIESeningMF NETWORK sc re s! RELATIONSHIPS SEGMENTS risk insti tution management! wealthy managing lend to poor westerners! ! platform! entrepreneurs Paypal! KEY DISTRIBUTION RESOURCES CHANNELS Kiva.org! loans! local Kiva.org poor microfinance local entrepreneu Platform ! rs! institutions! microfinance institutions! COST STRUCTURE REVENUE STREAMS optional donations on top of loan!
  • 70. ʻs business model PARTNER KEY OFFER CUSTOMER CUSTOMER ACTIVITIESening MF NETWORK re sc s! RELATIONSHIPS SEGMENTS risk insti tution management! wealthy managing lend to poor westerners! ! platform! entrepreneurs Paypal! KEY DISTRIBUTION RESOURCES CHANNELS Kiva.org! loans! local Kiva.org poor microfinance local entrepreneu Platform ! rs! institutions! microfinance institutions! COST STRUCTURE REVENUE STREAMS platf optional risk orm screening! donations on ! management! top of loan!
  • 71. the Canvas is a handy tool
  • 73. map out the renowned business model of…
  • 74.
  • 75. ʻs business model PARTNER KEY OFFER CUSTOMER CUSTOMER NETWORK ACTIVITIES RELATIONSHIPS SEGMENTS KEY DISTRIBUTION RESOURCES CHANNELS COST STRUCTURE REVENUE STREAMS
  • 76. a rough sketch of Grameen Bank…
  • 77. ʻs business model PARTNER KEY OFFER CUSTOMER CUSTOMER NETWORK ACTIVITIES RELATIONSHIPS SEGMENTS personal! KEY micro-loans! DISTRIBUTION RESOURCES CHANNELS poor entrepreneurs! branches! COST STRUCTURE REVENUE STREAMS
  • 78. ʻs business model PARTNER KEY OFFER CUSTOMER CUSTOMER NETWORK ACTIVITIES RELATIONSHIPS SEGMENTS personal! KEY micro-loans! DISTRIBUTION RESOURCES CHANNELS poor entrepreneurs! branches! COST STRUCTURE REVENUE STREAMS interest rates!
  • 79. ʻs business model PARTNER KEY OFFER CUSTOMER CUSTOMER NETWORK ACTIVITIES RELATIONSHIPS SEGMENTS risk management! lending & personal! collecting payments! KEY micro-loans! DISTRIBUTION government! RESOURCES CHANNELS poor entrepreneurs! branches! brand/ trust! branches! capital! COST STRUCTURE REVENUE STREAMS interest rates!
  • 80. ʻs business model PARTNER KEY OFFER CUSTOMER CUSTOMER NETWORK ACTIVITIES RELATIONSHIPS SEGMENTS risk management! lending & personal! collecting payments! KEY micro-loans! DISTRIBUTION government! RESOURCES CHANNELS poor entrepreneurs! branches! brand/ trust! branches! capital! COST STRUCTURE REVENUE STREAMS capital interest costs! rates! people!
  • 81. B patterns
  • 82. “ pattern in architecture is the idea of capturing architectural design ideas as archetypical ” and reusable descriptions Christopher Alexandert, Architect
  • 84. how does a donor- funded business model look like? ?
  • 85. 3rd party-funded business models PARTNER KEY OFFER CUSTOMER CUSTOMER NETWORK ACTIVITIES RELATIONSHIPS SEGMENTS proposal proposal! writing! donor! KEY DISTRIBUTION RESOURCES CHANNELS COST STRUCTURE REVENUE STREAMS donations!
  • 86. 3rd party-funded business models PARTNER KEY OFFER CUSTOMER CUSTOMER NETWORK ACTIVITIES RELATIONSHIPS SEGMENTS proposal proposal! writing! donor! KEY DISTRIBUTION RESOURCES CHANNELS reputation! mission! recipient! COST STRUCTURE REVENUE STREAMS donations!
  • 87. 3rd party-funded business models PARTNER KEY OFFER CUSTOMER CUSTOMER NETWORK ACTIVITIES RELATIONSHIPS SEGMENTS to ency tend s on focu oney m do nor ( e)! proposal c writing! proposal! sour donor! KEY DISTRIBUTION RESOURCES CHANNELS t no direc ” ck reputation! edba iary! “$fe nefic e mission! fr om b recipient! COST STRUCTURE REVENUE STREAMS donations!
  • 88. “ The dependence of nonprofits on begging – oops, I mean fundraising – limits the sectorʼs self-respect, independence, ” vision, and impact Michael Shuman, author of “Going Local”
  • 90.
  • 91. Iqbal Quadir dream had a
  • 92.
  • 93.
  • 94.
  • 95. customer-funded business model PARTNER KEY OFFER CUSTOMER CUSTOMER NETWORK ACTIVITIES RELATIONSHIPS SEGMENTS mobile connectivity! KEY DISTRIBUTION RESOURCES CHANNELS COST STRUCTURE REVENUE STREAMS
  • 96. customer-funded business model PARTNER KEY OFFER CUSTOMER CUSTOMER NETWORK ACTIVITIES RELATIONSHIPS SEGMENTS network mobile management! connectivity! KEY DISTRIBUTION RESOURCES CHANNELS Telenor! license! network! COST STRUCTURE REVENUE STREAMS network management!
  • 97. customer-funded business model PARTNER KEY OFFER CUSTOMER CUSTOMER NETWORK ACTIVITIES RELATIONSHIPS SEGMENTS network mobile management! connectivity! KEY DISTRIBUTION villagers! RESOURCES CHANNELS vide Telenor! license! how do you pro to c onnectivity n they network! vill agers whe y COST STRUCTURE poor to bu are too REVENUE STREAMS a phone?! network management!
  • 98. customer-funded business model PARTNER KEY OFFER CUSTOMER CUSTOMER NETWORK ACTIVITIES RELATIONSHIPS SEGMENTS n by providing a loan inte rmediary a e and to b uy a phon network s! mobile c all service Grameen management! connectivity! resell Bank! KEY DISTRIBUTION villagers! RESOURCES CHANNELS phone ladies! Telenor! license! network! COST STRUCTURE REVENUE STREAMS network management!
  • 99. customer-funded business model PARTNER KEY OFFER CUSTOMER CUSTOMER NETWORK ACTIVITIES RELATIONSHIPS SEGMENTS network mobile Grameen management! connectivity! Bank! KEY DISTRIBUTION villagers! RESOURCES CHANNELS phone income ladies! opportunity! Telenor! license! phone ladies! network! Grameen branches! COST STRUCTURE REVENUE STREAMS network management!
  • 100. customer-funded business model PARTNER KEY OFFER CUSTOMER CUSTOMER NETWORK ACTIVITIES RELATIONSHIPS SEGMENTS network mobile Grameen management! connectivity! Bank! KEY DISTRIBUTION villagers! RESOURCES CHANNELS phone income ladies! opportunity! Telenor! license! phone ladies! network! Grameen branches! COST STRUCTURE REVENUE STREAMS communication network revenues! management!
  • 102. Rashmi, 24 Bangladeshi village phone lady 2-3 $ daily income
  • 103. there are about 250ʼ000 women retailing telephone services in 60ʼ000 villages giving access to about 100 million people
  • 104. the 250ʼ000 telephones are producing revenues at an annual rate of well over $100 million for GrameenPhone
  • 105. each entrepreneur makes about $2 in profits per day or about $700 per year
  • 106. design from the customer perspective PARTNER KEY OFFER CUSTOMER CUSTOMER NETWORK ACTIVITIES RELATIONSHIPS SEGMENTS KEY DISTRIBUTION RESOURCES CHANNELS COST STRUCTURE REVENUE STREAMS
  • 107. blended value / triple bottom line social and environmental cost
  • 108. blended value / triple bottom line social and environmental cost social and environmental benefit
  • 109. C attitude
  • 110.
  • 111.
  • 112. “ If you freeze to an idea too quickly, you fall in love with it. If you refine it too quickly, you become attached to it and it becomes very hard to keep exploring, to keep looking for better. ” Jim Glymph, Gehry Partners
  • 113.
  • 116. business model prototyping napkin sketch Canvas business case
  • 117. business model prototyping napkin sketch Canvas business case field test
  • 118. key is: finding the appropriate business model
  • 119. so you need to generate options first!
  • 121. a silly exercise
  • 125. …in which I, the cow, play the main act!
  • 126. letʼs look at some examples…
  • 130. you got 2 minutes!
  • 131. you got 2 minutes! GO!
  • 133.
  • 134. ʻs business model PARTNER KEY OFFER CUSTOMER CUSTOMER NETWORK ACTIVITIES RELATIONSHIPS SEGMENTS KEY DISTRIBUTION RESOURCES CHANNELS COST STRUCTURE REVENUE STREAMS
  • 135. D process
  • 136. five phases of business model design mobilize set the stage
  • 137. five phases of business model design mobilize understand set the stage immersion
  • 138. five phases of business model design mobilize understand design set the stage immersion inquiry
  • 139. five phases of business model design mobilize understand design implement set the stage immersion inquiry execution
  • 140. five phases of business model design mobilize understand design implement manage set the stage immersion inquiry execution evolution
  • 141. financial spreadsheets environment analysis implementation roadmap SWOT and uncertainty analysis 141
  • 143. THANK YOU!! www.businessmodelgeneration.com www.alexosterwalder.com (upcoming) www.businessmodelalchemist.com (upcoming new blog) Twitter: business_design