20140314 #BMgen @ START summit in St. Gallen, Switzerland

© Vujàdé Ltd. – Supporting Forward Thinking
Jasper Bouwsma
Founder & CEO
Vujàdé Ltd.
St. Gallen, Switzerland 2014.03.14
Photoby:VujàdéLtd–JasperBouwsma
BUSINESS MODEL GENERATION
A common language to develop and discuss business models in teams

© Vujàdé Ltd. – Supporting Forward Thinking© Vujàdé Ltd. – Supporting Forward Thinking
INTERESTED?SEND YOUR MOTIVATION WITH CV TO
contact@vujade.com
INTERNSHIP

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

WHO WE ARE
Photoby:VujàdéLtd.–JasperBouwsma
www.vujade.com
WHAT WE DO

5

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

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.

8
À PROPOS
YOU CAN DOWNLOAD THIS PRESENTATION:
WWW.SLIDESHARE.NET/VUJADE

TOPIC
OUR
FOR THE NEXT 120’

© Vujàdé Ltd. – Supporting Forward Thinking Slide |Slide |© Vujàdé Ltd. – Supporting Forward Thinking 10
Business Modeling

Business Modeling

© Vujàdé Ltd. – Supporting Forward Thinking Slide |Slide | 12
Alexander Osterwalder
A Swiss Business Book author.

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

AGENDA
PITCH & REFLECT
A NEW GENERATION
THE BUSINESS MODEL GENERATION
LET’S GET TO WORK:
10 CASES 10 GROUPS
I II III

AGENDA
PITCH & REFLECT
A NEW GENERATION
THE BUSINESS MODEL GENERATION
LET’S GET TO WORK:
10 GROUPS, 10 CASES
I II III

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 2012
USD4.0B
(BY A SINGLE PRODUCT…)

BUZZ
GROUP

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

1’

BUZZZZZZZ

OC NES DS

PLEASE
EXCUSE
MYFRENCH

BUT THAT IS
BLAH
BOARD ROOM
BLAH BLAH

BULL
SHITBINGO

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

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

GETTING FROM BUSINESS IDEA TO BUSINESS MODEL
VIDEO #BMGen – 01
http://www.youtube.com/watch?v=wwShFsSFb-Y

5’

1’
2’
3’
4’
5’

KEY
PARTNERS
KEY
ACTIVITIES
KEY
RESOURCES
CHANNELS
CUSTOMER
SEGMENTS
CUSTOMER
RELATIONSHIP
VALUE
PROPOSITIONS
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
facilities
Distri-
bution
channels
Retail
Patents
IP
(1800+
patents) Business

ANECDOTE

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

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.

Albert Einstein
Everything should be made
as simple as possible,
but not simpler.
“

VISUALIZE YOUR BUSINESS MODEL
VIDEO #BMGen – 02
http://www.youtube.com/watch?v=wlKP-BaC0jA

TIPS &
TRICKS

KEY
PARTNERS
KEY
ACTIVITIES
KEY
RESOURCES
CHANNELS
CUSTOMER
SEGMENTS
CUSTOMER
RELATIONSHIP
VALUE
PROPOSITIONS
… NEVER WRITE ON THE CANVAS
Using post-its allows an easily shifting and removing of elements.
Therefore the exercise stays dynamic and the business model or
the value propositions can be continuously developed.

mothers
… ONE IDEA - ONE POST-IT
Use a thick marker!
No bullets, use for each point a separate post-it. This allows
you easily shifting the elements and quickly testing combinations.
teenagers

… COLOR CODING
Use different color post-its to highlight certain aspects of your
business model. For example, use different color stickies if you
have two very different customer segments in your business
model with very different jobs-to-be done (e.g. advertisers and
users). Then continue to use the same colors for the
corresponding value propositions, channels, etc.

… VISUALS & WORDS
Combining images and words to describe business model building
blocks is more powerful than just using words. Our brain
processes images quicker than words. Hence, images will allow
viewers of your Canvas to more rapidly grasp the big picture of
your model.
production customersocial
network

… GRANULARITY
Don’t add too many elements when you are sketching out the
strategic overview of a business model. Too many details hide
the big picture. On the other hand, adding detail is appropriate
when you work on the refinement of your business model, in
order to test it and consider customer development.

FREQUENTLY
COMMITTED
MISTAKES

… ORPHAN ELEMENTS
Make sure you don’t create “orphan” elements in your
business model. For example, every Statty in the revenue streams
box needs a corresponding Statty in the customer segment and
value proposition box that highlights who is willing to pay for
what. You should not, for instance, have “advertising” as a
revenue stream, without having an “advertiser” who is willing to
pay for “an audience”
Customer
Segment
Revenue
Source
Value
Proposition
Orphan

… MIXING PRESENT AND FUTURE
Make sure you clearly distinguish between presently existing
business models and future ideas. Mixing them can be confusing.
You can easily distinguish between the two by using color coding
or by using separate Canvases.
present
future

KEY
PARTNERS
KEY
ACTIVITIES
KEY
RESOURCES
CHANNELS
CUSTOMER
SEGMENTS
CUSTOMER
RELATIONSHIP
VALUE
PROPOSITIONS
… TOO MANY IDEAS IN ONE CANVAS
Describing too many different ideas in the same Business Model
Canvas can lead to con- fusion. Try using separate Canvases to
sketch out individual ideas. If necessary you can al- ways bring
them together in the same Canvas later on.
KEY
PARTNERS
KEY
ACTIVITIES
KEY
RESOURCES
CHANNELS
CUSTOMER
SEGMENTS
CUSTOMER
RELATIONSHIP
VALUE
PROPOSITIONS
KEY
PARTNERS
KEY
ACTIVITIES
KEY
RESOURCES
CHANNELS
CUSTOMER
SEGMENTS
CUSTOMER
RELATIONSHIP
VALUE
PROPOSITIONS
KEY
PARTNERS
KEY
ACTIVITIES
KEY
RESOURCES
CHANNELS
CUSTOMER
SEGMENTS
CUSTOMER
RELATIONSHIP
VALUE
PROPOSITIONS

“
Because you can't do today's job
with yesterday's methods
and be in business tomorrow.

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

10GROUPS
10CASES

10 GROUPS | 10 CASES
You are ...
a record label
You generate revenues from the sale
of recordings.
You are...
a bank
You generate revenues from transaction fees and
asset management.
You are...
a pharma company
You generate revenues from
the sale of medicines.
You are...
a publishing house
You generate revenues from the sale of books,
newspapers, magazines, etc.
You are...
a trading company
the sale of goods abroad.
You are ...
a retailer
You generate revenues from the sale of single items
which you purchase from supply chain partners.
You are...
a transportation business
You generate revenues from ticket sales
for trips.
010
001100
010
001011
You are...
a software company
You generate revenues from the sale
of licences.
You are...
a mobile phone operator
usage fees.
You are ...
a car repair centre
the sale of spare parts and repair contracts.

A CHALLENGE FOR EACH…

1.  Split up in 10 Teams
•  2 #BMGen Canvases
•  1 Black-box
(FYI: material is in the box!)
2.  Find your own space and hang two canvases next or on
top of each other:
•  Left/Top is past
•  Right/Bottom is future
3.  Write in the top-right corner in the designated box:
•  Industry
•  Past (l) and Future (r)
BEFORE YOU START RUNNING AROUND…
PREPARATION

Work on the front-stage
of the Business Model Canvas
past & future
•  Value Proposition,
•  Customer Segments,
•  Customer Relationship,
•  Channels,
•  Revenue Streams
20 Minuten
Past
Future
ENJOY PART 1 (20’)
1x past
1x future

20’

Work on the Back-stage
of the Business Model Canvas
•  Value Proposition,
•  Key Activities,
•  Key Resources,
•  Key Partners,
•  Cost Structure
15 Minutes
Past
Future
ENJOY PART 2 (15’)
1x past
1x future

15’

Clayton Christensen,
Harvard Professor & Author
“
You may hate gravity,
but gravity doesn't care

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?
PITCH PER GROUP (2’)

WRAP
UPVJD

DESIGNALLOWS US TO CREATE AND
DELIVER SOLUTIONS BASED ON
PEOPLE’S NEEDS
HUMAN-CENTERED

DON’T FORGET THE RECYCLE BIN

COFFEE-BREAK VALUE PROPOSITION…
VIDEO

HORIZONTAL
ITERATION
VERTICAL
ITERATION INCREASE
INSIGHT
ITERATE ITERATE ITERATE
GET SMARTER DURING YOUR JOURNEY

NEWOLD
VJD
SHAKEN NOT STIRRED
COMBINE THE BEST OF BOTH WORLDS

THEOF
GET OUT
BUI NGIDL

FURTHER
TOOLS
SOME

BUSINESS MODEL ENVIRONMENT

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

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.
“

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

20140314 #BMgen @ START summit in St. Gallen, Switzerland

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20140314 #BMgen @ START summit in St. Gallen, Switzerland