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BusinessModels
forlibrary
success
M.J. D’Elia : University of Guelph
Computers in Libraries 2015 : Washington, DC
Welcome
Agenda
๏ Business plans and models
๏ Business model canvas
๏ Customer profile map
๏ Value map
๏ Value propositions
Objectives
๏ Learn fundamentals of business model design
๏ Map different models for libraries
๏ Develop customer profiles
๏...
BusinessPlans
Bad Business Planning
built on
assumptions
(secondary data)
assumptions
considered
“facts”
“facts” are not
challenged or
a...
Bad Business Planning
plan becomes
static (it is not
rewritten)
company-
centric
approach
productivity is
measured against...
First contact
“No plan survives first contact with its
customers.”
~ Steve Blank
Business Model Approach
built on
assumptions
(secondary data)
assumptions
considered
“facts”
“facts” are not
challenged or...
Business Model Approach
plan becomes
static (it is not
rewritten)
company-
centric
approach
productivity is
measured again...
BusinessModels
Key

Partners
Key

Activities
Value

Proposition
Customer

Relationships
Channels
Customer

Segments
Cost Revenue
Key

Res...
Key

Partners
Key

Activities
Value

Proposition
Customer

Relationships
Channels
Customer

Segments
Cost Revenue
CUSTOMER...
Key

Partners
Key

Activities
Value

Proposition
Customer

Relationships
Channels
Customer

Segments
Cost Revenue
INFRASTR...
Key

Partners
Key

Activities
Value

Proposition
Customer

Relationships
Channels
Customer

Segments
Cost Revenue
CRUX
Key...
Key

Partners
Key

Activities
Value

Proposition
Key

Resources
Customer

Relationships
Channels
Customer

Segments
Cost R...
BuildingBlocks
Customer
Segments
Customer segments
“...defines the different groups of people or
organizations an enterprise aims to reach and
serve.”
~BMG,...
Customer segments: Questions
๏ For whom does the library create value?
๏ Who are the most important customers/users?
Value
Proposition
Value proposition
“...describes the bundle of products and services
that create value for a specific customer
segment.”
~BM...
Value proposition: Questions
๏ What value does the idea deliver?
๏ Which problem is being solved?
๏ Which needs will be sa...
Channels
Channels
“...describes how a company communicates with
and reaches its customer segments to deliver a
value proposition.”
...
Channels: Questions
๏ How do the segments want to be reached?
๏ How are they reached now?
๏ How is the library integrating...
Customer
Relationships
Customer relationships
“...describes the types of relationships a
company establishes with specific customer
segments.”
~BM...
Customer relationships: Questions
๏ What type of relationship does each segment
expect?
๏ Which relationships have been es...
Revenue
Revenue streams
“...represents the cash a company generates
from each customer segment (costs must be
subtracted from reve...
Revenue streams: Questions
๏ For what value are customers willing to pay?
๏ For what do they currently pay?
๏ How are they...
Key
Resources
Key resources
“...the most important assets required to make
the business model work.”
~BMG, p. 34
Key resources: Questions
๏ What key resources do your value propositions
require?
๏ distribution channels?
๏ customer rela...
Key
Activities
Key activities
“...describes the most important things a
company must do to make its business model
work.”
~BMG, p. 36
Key activities: Questions
๏ What key activities do your value propositions
require?
๏ distribution channels?
๏ customer re...
Key
Partners
Key partners
“...describes the network of suppliers and
partners that make the business model work.”
~BMG, p. 38
Key partners: Questions
๏ Who are the key partners?
๏ Who are the key suppliers?
๏ Which key resources do you need from
so...
Cost
Cost
“...describes all costs incurred to operate the
business model.”
~BMG, p. 40
Cost: Questions
๏ What are the most important costs inherent in
our business model?
๏ Which key resources are most expensi...
Review
Business Model Canvas 101
๏ Start with the customer segments
๏ Create different value props for each segment
๏ Changes to ...
CustomerProfileMap
CUSTOMER PROFILE MAP
Revenue
Pains
Gains
Jobs
Jobs
“Jobs describe the things your customers are
trying to get done in their work or in their life.”
~VPD
Jobs: Questions
๏ What is your customer trying to accomplish?
๏ What tasks do they need to perform at work or
at home?
๏ W...
Pains
“Pains describe anything that annoys your
customers before, during, and after trying to get
a job done or simply pre...
Pains: Questions
๏ What are your customers frustrations and
annoyances?
๏ What keeps them up at night? What are their
big ...
Gains
Gains describe the outcomes and benefits your
customers want.”
~VPD
Gains: Questions
๏ Which savings would make your customers
happy? In terms of time, money or effort.
๏ What would make you...
ValueMap
VALUE MAP
Pain
Relievers
Gain

Creators
Products

Services
Pain relievers
“Pain relievers describe how exactly your
products and services alleviate specific customer
pains.”
~VPD
Pain relievers: Questions
๏ What could you do to produce savings?
๏ What might make customers feel better?
๏ What could yo...
Gain creators
Gain creators describe how you intend to
produce outcomes and benefits that your
customer expects and wants.
...
Gain creators: Questions
๏ What could you do to exceed customer
expectations?
๏ How can you help your customers look good?...
challenge
Draft a clear
value proposition
Value Prop: Ad-Libs
๏ Use the “fill-in-the-blanks” worksheet provided
๏ Borrow from your customer profile map and
value map
wrap
one
Business models
summarize essential
components
two
Business models depend
on clearly stated
value propositions
three
Business models are
dynamic - changes
are expected
four
Business models track
assumptions that
require validation
five
Business models align
resources to meet
customer need
References
References
Blank, S. & Dorf, B. (2012). The Startup Owner’s Manual. Pescadero, CA:
K&S Ranch.
Osterwalder, A. & Pigneur, Y...
BusinessModelsfor
librarysuccess
M.J. D’Elia
Computers in Libraries 2015 : Washington, DC
mdelia@uoguelph.ca
@mjdelia
Business Models for Library Success
Business Models for Library Success
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Workshop delivered at Computers in Libraries 2015 (Washington, DC).

Session Description:
How can the popular tool from Business Model Generation be used to map library value? What insights or opportunities exist when we tweak one of the building blocks? This workshop helps to understand the interconnected parts of your organization and what can push people to think of different models that might be applied. Join our business thinking librarian and learn how to use business models that work for your community and create value propositions that you can sell to your stakeholders.

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Business Models for Library Success

  1. 1. BusinessModels forlibrary success M.J. D’Elia : University of Guelph Computers in Libraries 2015 : Washington, DC
  2. 2. Welcome
  3. 3. Agenda ๏ Business plans and models ๏ Business model canvas ๏ Customer profile map ๏ Value map ๏ Value propositions
  4. 4. Objectives ๏ Learn fundamentals of business model design ๏ Map different models for libraries ๏ Develop customer profiles ๏ Articulate a clear value proposition
  5. 5. BusinessPlans
  6. 6. Bad Business Planning built on assumptions (secondary data) assumptions considered “facts” “facts” are not challenged or altered > > >
  7. 7. Bad Business Planning plan becomes static (it is not rewritten) company- centric approach productivity is measured against plan > >
  8. 8. First contact “No plan survives first contact with its customers.” ~ Steve Blank
  9. 9. Business Model Approach built on assumptions (secondary data) assumptions considered “facts” “facts” are not challenged or altered > > > built on observation (primary data) assumptions are acknowledged assumptions altered based on new learning > > >
  10. 10. Business Model Approach plan becomes static (it is not rewritten) company- centric approach productivity is measured against plan > > model continues to be rewritten (dynamic) customer- centric approach productivity is measured by performance > >
  11. 11. BusinessModels
  12. 12. Key Partners Key Activities Value Proposition Customer Relationships Channels Customer Segments Cost Revenue Key Resources BUSINESS MODEL CANVAS
  13. 13. Key Partners Key Activities Value Proposition Customer Relationships Channels Customer Segments Cost Revenue CUSTOMER EMOTION Key Resources
  14. 14. Key Partners Key Activities Value Proposition Customer Relationships Channels Customer Segments Cost Revenue INFRASTRUCTURE EFFICIENCY Key Resources
  15. 15. Key Partners Key Activities Value Proposition Customer Relationships Channels Customer Segments Cost Revenue CRUX Key Resources
  16. 16. Key Partners Key Activities Value Proposition Key Resources Customer Relationships Channels Customer Segments Cost Revenue BALANCE
  17. 17. BuildingBlocks
  18. 18. Customer Segments
  19. 19. Customer segments “...defines the different groups of people or organizations an enterprise aims to reach and serve.” ~BMG, p. 20
  20. 20. Customer segments: Questions ๏ For whom does the library create value? ๏ Who are the most important customers/users?
  21. 21. Value Proposition
  22. 22. Value proposition “...describes the bundle of products and services that create value for a specific customer segment.” ~BMG, p. 22
  23. 23. Value proposition: Questions ๏ What value does the idea deliver? ๏ Which problem is being solved? ๏ Which needs will be satisfied? ๏ What bundles of products/services are offered to each customer segment?
  24. 24. Channels
  25. 25. Channels “...describes how a company communicates with and reaches its customer segments to deliver a value proposition.” ~BMG, p. 26
  26. 26. Channels: Questions ๏ How do the segments want to be reached? ๏ How are they reached now? ๏ How is the library integrating with customer routines?
  27. 27. Customer Relationships
  28. 28. Customer relationships “...describes the types of relationships a company establishes with specific customer segments.” ~BMG, p. 28
  29. 29. Customer relationships: Questions ๏ What type of relationship does each segment expect? ๏ Which relationships have been established? ๏ How are they integrated with the rest of the model?
  30. 30. Revenue
  31. 31. Revenue streams “...represents the cash a company generates from each customer segment (costs must be subtracted from revenues to create earnings).” ~BMG, p. 30
  32. 32. Revenue streams: Questions ๏ For what value are customers willing to pay? ๏ For what do they currently pay? ๏ How are they currently paying? ๏ How much does each revenue stream contribute to overall revenue?
  33. 33. Key Resources
  34. 34. Key resources “...the most important assets required to make the business model work.” ~BMG, p. 34
  35. 35. Key resources: Questions ๏ What key resources do your value propositions require? ๏ distribution channels? ๏ customer relationships? ๏ revenue streams?
  36. 36. Key Activities
  37. 37. Key activities “...describes the most important things a company must do to make its business model work.” ~BMG, p. 36
  38. 38. Key activities: Questions ๏ What key activities do your value propositions require? ๏ distribution channels? ๏ customer relationships? ๏ revenue streams?
  39. 39. Key Partners
  40. 40. Key partners “...describes the network of suppliers and partners that make the business model work.” ~BMG, p. 38
  41. 41. Key partners: Questions ๏ Who are the key partners? ๏ Who are the key suppliers? ๏ Which key resources do you need from someone else? ๏ Which key activities do partners perform?
  42. 42. Cost
  43. 43. Cost “...describes all costs incurred to operate the business model.” ~BMG, p. 40
  44. 44. Cost: Questions ๏ What are the most important costs inherent in our business model? ๏ Which key resources are most expensive? ๏ Which key activities are most expensive?
  45. 45. Review
  46. 46. Business Model Canvas 101 ๏ Start with the customer segments ๏ Create different value props for each segment ๏ Changes to one section affect other sections ๏ Cost and revenue balance on the value prop
  47. 47. CustomerProfileMap
  48. 48. CUSTOMER PROFILE MAP Revenue Pains Gains Jobs
  49. 49. Jobs “Jobs describe the things your customers are trying to get done in their work or in their life.” ~VPD
  50. 50. Jobs: Questions ๏ What is your customer trying to accomplish? ๏ What tasks do they need to perform at work or at home? ๏ What is one thing that your customer absolutely needs to accomplish?
  51. 51. Pains “Pains describe anything that annoys your customers before, during, and after trying to get a job done or simply prevents them from getting a job done.” ~VPD
  52. 52. Pains: Questions ๏ What are your customers frustrations and annoyances? ๏ What keeps them up at night? What are their big fears? ๏ What takes them too much time? costs too much money? requires too much effort?
  53. 53. Gains Gains describe the outcomes and benefits your customers want.” ~VPD
  54. 54. Gains: Questions ๏ Which savings would make your customers happy? In terms of time, money or effort. ๏ What would make your customers’ lives easier? ๏ What do they dream about? Aspire to be?
  55. 55. ValueMap
  56. 56. VALUE MAP Pain Relievers Gain Creators Products Services
  57. 57. Pain relievers “Pain relievers describe how exactly your products and services alleviate specific customer pains.” ~VPD
  58. 58. Pain relievers: Questions ๏ What could you do to produce savings? ๏ What might make customers feel better? ๏ What could you do to solve under-performing solutions?
  59. 59. Gain creators Gain creators describe how you intend to produce outcomes and benefits that your customer expects and wants. ~VPD
  60. 60. Gain creators: Questions ๏ What could you do to exceed customer expectations? ๏ How can you help your customers look good? ๏ What desires can you fulfill for them?
  61. 61. challenge Draft a clear value proposition
  62. 62. Value Prop: Ad-Libs ๏ Use the “fill-in-the-blanks” worksheet provided ๏ Borrow from your customer profile map and value map
  63. 63. wrap
  64. 64. one Business models summarize essential components
  65. 65. two Business models depend on clearly stated value propositions
  66. 66. three Business models are dynamic - changes are expected
  67. 67. four Business models track assumptions that require validation
  68. 68. five Business models align resources to meet customer need
  69. 69. References
  70. 70. References Blank, S. & Dorf, B. (2012). The Startup Owner’s Manual. Pescadero, CA: K&S Ranch. Osterwalder, A. & Pigneur, Y. (2010). Business model generation. Hoboken, NJ: Wiley. Osterwalder, A., Pigneur, Y., Bernarda, G. & Smith, A. (2014). Value proposition design. Hoboken, NJ: Wiley. Ries, E. (2011). The Lean Startup. New York: Crown Business. Icons by: Maxim Basinski (aka vasabii) via Creative Market
  71. 71. BusinessModelsfor librarysuccess M.J. D’Elia Computers in Libraries 2015 : Washington, DC mdelia@uoguelph.ca @mjdelia
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    May. 5, 2016

Workshop delivered at Computers in Libraries 2015 (Washington, DC). Session Description: How can the popular tool from Business Model Generation be used to map library value? What insights or opportunities exist when we tweak one of the building blocks? This workshop helps to understand the interconnected parts of your organization and what can push people to think of different models that might be applied. Join our business thinking librarian and learn how to use business models that work for your community and create value propositions that you can sell to your stakeholders.

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