Business Model Canvas Workshop

Copyright 2014 Cowan Publishing
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. The templates here are made available on the same CC license terms as the original canvas.
(Cost Structure)
(Key
Partners)
(Key
Activities)
(Key
Resources)
(Revenue Streams)
(Customer
Relationships)
(Channels)
(Value
Propositions)
(Customer
Segments)
Venture Design Workshop IV
Engineering Your
Business Model
ALEX COWAN
AlexanderCowan.com
@cowanSF
ABOUT ME
Entrepreneur (5x)
Intrapreneur (1x)
ALEX COWAN
AlexanderCowan.com
@cowanSF
ABOUT ME
ABOUT ME
www.alexandercowan.com
AGENDA
Period Deliverables
Venture Design I: Achieving
Customer Relevance
Personas
Problem Scenarios-Alternatives-Value Propositions
Start Business Model Canvas
Storyboards
Customer Discovery
Venture Design II: Iterating to
Success
Venture Planning- focal hypotheses, experiments, and minimum
viable product
Venture Design III: Focusing &
Validating Venture Progress
Review of eld work, renements of approach, planning next
steps.
Venture Design IV: Engineering
Your Business Model
Detailing your business model and remaining focal
assumptions.
Venture Design V: Designing the
Right Product
Pairing your learnings on personas & hypotheses with high
quality, actionable inputs (stories & wireframes) for product
development and product validation.
THE BUSINESS MODEL CANVAS
(Cost Structure)
(Key
Partners)
(Key
Activities)
(Key
Resources)
(Revenue Streams)
(Customer
Relationships)
(Channels)
(Value
Propositions)
(Customer
Segments)
ALEX COWAN
AlexanderCowan.com
@cowanSF
CUSTOMER DEVELOPMENT
MVP
Nascent
Product-Market
Fit(?)
Scale
PIVOTAL
ASSUMPTIONS
PRODUCT
ORGANIZATION
PARTNERS,
CHANNELS
Founders
N/A
Probably too
soon
Test, revise,
test...
MVP
Customer dev.
team
Probably too
soon
Validated- now
tactical
Focus: efciency,
extension
Full functional
organization
Yeah, maybe?
Validated- now
tactical
What would a
startup do??
Scalable
organization
Yeah, denitely!
CUSTOMER DEVELOPMENT & THE CANVAS
MVP
Product-Market
Fit(?) Scale
Thinking through what you want the business to be for a
better idea of what you dont know.
Then use that to focus your discovery.
Focal point for managing your assumptions- which are
open? closed? what are their inter-relationships?
MVP
Product-Market
Fit(?) Scale
Focal point for organizing incremental
growth hacking experiments.
MVP
Product-Market
Fit(?) Scale
Strategy management tool and jumping off point for new
intrapreneurial ventures and business model innovation.
MVP
Product-Market
Fit(?) Scale
The Canvas is a housekeeping tool.
It wont hand you the gold but it will
help you monitor how things are
panning out.
ALEX COWAN
AlexanderCowan.com
@cowanSF
Personas
ITS A PROCESS
Some techniques are more effective than others.
But they all require substantial, consistent exertion.
Foundation in
Design Thinking
VENTURE DESIGN
Foundation in
Design Thinking
Experiment Learn
Hypothesize
Lean Startup-
Style Assumptions
VENTURE DESIGN
Foundation in
Design Thinking
Business Model
Canvas
Experiment Learn
Hypothesize
Lean Startup-
Style Assumptions
VENTURE DESIGN
Foundation in
Design Thinking
User Stories &
Test Cases
Business Model
Canvas
Experiment Learn
Hypothesize
Lean Startup-
Style Assumptions
VENTURE DESIGN
Foundation in
Design Thinking
Product &
Promotion
User Stories &
Test Cases
Business Model
Canvas
Experiment Learn
Hypothesize
Lean Startup-
Style Assumptions
VENTURE DESIGN
Business Model
Canvas
VENTURE DESIGN
THE CANVAS: 3 PARTS
ALEX COWAN
AlexanderCowan.com
@cowanSF
O!ering
Customers
Infrastructure
Cost_1
Cost_2
Cost_3
Partner_1
Partner_2
Partner_3
Activity_1
Activity_2
Activity_3
Resource_1
Resource_2
Resource_3
Revenue_1
Revenue_2
Revenue_3
Relationship_1
Relationship_2
Relationship_3
Channel_1
Channel_2
Channel_3
Proposition_1
Proposition_2
Proposition_3
Persona_1
Persona_2
Persona_3
REALLY GETTING CUSTOMER SEGMENTS
(Cost Structure)
(Key
Partners)
(Key
Activities)
(Key
Resources)
(Revenue Streams)
(Customer
Relationships)
(Channels)
(Value
Propositions)
(Customer
Segments)
SEGMENT TO VALUE PROPOSITION MAPPING
Cost_1
Cost_2
Cost_3
Partner_1
Partner_2
Partner_3
Activity_1
Activity_2
Activity_3
Resource_1
Resource_2
Resource_3
Revenue_1
Revenue_2
Revenue_3
Relationship_1
Relationship_2
Relationship_3
Channel_1
Channel_2
Channel_3
Proposition_1
Proposition_2
Proposition_3
Segment_1
Segment_2
Segment_3
ALEX COWAN
AlexanderCowan.com
@cowanSF
THE INDEPENDENT VARIABLE
Value
Propositions
Customer
Segments
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. The templates here are made available on the same CC license terms as the original canvas.
(Cost Structure)
(Key
Partners)
(Key
Activities)
(Key
Resources)
(Revenue Streams)
(Customer
Relationships)
(Channels)
(Value
Propositions)
(Customer
Segments)
ALEX COWAN
AlexanderCowan.com
@cowanSF
CUSTOMER SEGMENTS VS. PERSONAS
"
C u s t o m e r
S e g m e n t s
Customer
Segments
Personas
ALEX COWAN
AlexanderCowan.com
@cowanSF
Empathy Creativity
DESIGN THINKING
ALEX COWAN
AlexanderCowan.com
@cowanSF
DESIGN THINKING- APPLICATIONS
Entry 1
Urinate as they go 2
Edges preferred 3
Speedy 4
PB > cheese
5
Empathy
ALEX COWAN
AlexanderCowan.com
@cowanSF
Check & Repair
UV Validation
Relevant Placement
A Better Mouse Trap
Powered by Better Bait
Creativity
1
2
3
4
5
ALEX COWAN
AlexanderCowan.com
@cowanSF
Foundation in
Design Thinking
DESIGN THINKING- PERSONAS
Personas Problem Scenarios
Alternatives
Your Value Propositions
ALEX COWAN
AlexanderCowan.com
@cowanSF
ALEX COWAN
AlexanderCowan.com
@cowanSF
DISCOVERY & LEARNING: THINK-SEE-FEEL-DO
ALEX COWAN
AlexanderCowan.com
@cowanSF
ALEX COWAN
AlexanderCowan.com
@cowanSF
X
PROBLEM SCENARIO
DISCOVERY & LEARNING: PROBLEM SCENARIOS
ALEX COWAN
AlexanderCowan.com
@cowanSF
X
What job(s) are you doing for
the customer?
What existing need or
behavior are you fullling?
PROBLEM SCENARIO
ALEX COWAN
AlexanderCowan.com
@cowanSF
?
X
ALTERNATIVE(S)
PROBLEM SCENARIO
ALEX COWAN
AlexanderCowan.com
@cowanSF
?
X
If they currently use
spreadsheets, watch them
use it and get a copy of it.
If they currently put notes on the
family fridge, ask about it,
photograph it.
ALTERNATIVE(S)
PROBLEM SCENARIO
ALEX COWAN
AlexanderCowan.com
@cowanSF
YOUR VALUE PROPOSITIONS
!
ALTERNATIVE(S)
?
PROBLEM SCENARIO
X
ALEX COWAN
AlexanderCowan.com
@cowanSF
X
Are they better enough than the
alternative(s)?
!
?
YOUR VALUE PROPOSITIONS
ALTERNATIVE(S)
PROBLEM SCENARIO
Copyright 2014 Cowan Publishing Copyright 2014 Cowan Publishing
ENABLE QUIZ: EXAMPLE PROBLEM SCENARIOS
X
Helen the HR Manager
Its hard for me to screen on
technical skill sets and I end up
sending Frank unqualied
recruits.
Frank the Functional Manager
I have limited time and I dont
want to be a jerk. Its hard to
screen for all the relevant
technical skill sets.
PERSONA
PROBLEM
SCENARIO
- Call references
- Take their word for it
- A few probing questions
- Take their word for it
?
ALTERNATIVE(S)
!
VALUE
PROPOSITIONS
New ability for meaningful
screening of technical
candidates, increasing % of
successful hires and lowering
Franks workload on recruiting.
Less time doing interviews, and
better hires sooner.
STORYBOARDING A PROBLEM SCENARIO
AFTER
BEFORE
BEFORE
(using the
Alternative)
AFTER
(with the Value
Proposition)
EXERCISE- PERSONA CREATION
Mary the Working Mom
Susan the Stay-at-Home Mom
Douglas the Dad
Nathan the Nanny
Ivan the Infant
List at least 3 personas

(4 min)
use 1 index card/
persona
Mary the Working Mom (B, U)
Susan the Stay-at-Home Mom (B, U)
Douglas the Dad (U)
Nathan the Nanny (U)
Ivan the Infant (U)
Which are buyers? Users? Both?

Note with a B and/or a U on the Index Card
(1 min)
(2 min)
Can you think of 5 real examples for each?
Use the back of your index cards
Which have the most compelling need, desire?
If you could only pitch 1 persona type, which? Sort top to bottom
(1 min)
EXERCISE- VALUE PROPOSITIONS
Brainstorm Problem Scenario-
Alternative-Value Proposition
Trios.
YOUR VALUE
PROPOSITIONS
!
ALTERNATIVE(S)
?
PROBLEM SCENARIO
X
Problem: Mary would like to be more
structured and consistent in her use of
allowances to teach the link between work
and nancial rewards.
Alternative: Track the completion of chores,
homework, etc. manually using paper, boards,
notes on her phone.
Value Proposition: Use our app to easily and
consistently implement best practices tailored
to your situation.
(7 min.)
EXERCISE- VALUE PROPOSITIONS
Prioritize your value propositions-
if you could only pitch one, which?
After that? Etc.
(2 min.)
EXERCISE- MAPPING PERSONAS, VALUE PROPS
1. List your prioritized personas
(Customer Segments block)
and Value Propositions
2. Map your personas to your
Value Propositions
Activity_1
Activity_2
Activity_3
Proposition_1
Proposition_2
Proposition_3
Persona_1
Persona_2
Persona_3
(3 min)
PEER PRESENTATIONS PREP!
(4 min.)
For [target customer] who [statement of the need or opportunity], the
[product name] is a [product category] that [statement of key benet/
key reason to buy]. unlike [primary alternative], our product [statement
of primary differentiation].
For [hiring managers] who [need to evaluate technical talent], [Enable
Quiz] is a [talent assessment system] that [allows for quick and easy
assessment of topical understanding in key engineering topics]. Unlike
[formal certications or ad hoc questions], our product [allows for
lightweight but consistent assessments of technical talent].
EXAMPLE
As
Presenter
As
Audience
PERSONAS & VALUE PROPOSITIONS
1) Intro. with your positioning statement.
2) Who is/are the top persona(s)?
3) Whats cool about the value prop.?
4) If applicable, how do they differ between
the personas?
- Focus on the process; avoid editorial
- Ask a lot of questions
- Think about it like an investor
EXERCISE: PEER PRESENTATIONS (4 MIN/EACH)
REALLY GETTING RELATIONSHIPS & CHANNELS
(Cost Structure)
(Key
Partners)
(Key
Activities)
(Key
Resources)
(Revenue Streams)
(Customer
Relationships)
(Channels)
(Value
Propositions)
(Customer
Segments)
A
I
D
A
O
R
ttention
nterest
esire
ction
nboarding
etention
How do they rst
nd out that you,
your proposition
exist?
How do you break
through the noise
oor?
A
I
D
A
O
R
ttention
nterest
esire
ction
nboarding
etention
What is it that
engages them with
your proposition?
How will you
connect?
A
I
D
A
O
R
ttention
nterest
esire
ction
nboarding
etention
Are you connecting
with an important
problem scenario?
Is your VP better
enough than the
alternative?
A
I
D
A
O
R
ttention
nterest
esire
ction
nboarding
etention
What is absolute
minimum set of
actions required by
the customer to
have you deliver on
their problem?
A
I
D
A
O
R
ttention
nterest
esire
ction
nboarding
etention
How do they
become a regular,
habitual user? How
will you know if
thats happening?
A
I
D
A
O
R
ttention
nterest
esire
ction
nboarding
etention
How do you
deepen their
involvement?
Investment? How
do you get them
talking about it?
STORYBOARDING AIDA(OR)
STORYBOARDING AIDA(OR)
Using the
squares, create
a 6-panel
AIDA(OR)
storyboard
(10 min)
EXERCISE: AIDA STORYBOARD (10 MIN)
EXERCISE- CUSTOMER RELATIONSHIPS
GETTING STARTED
1. Bounce off your take on AIDA(OR)
2. Decouple any concierge/hand-holding actions you use for discovery
from your target steady state
3. Variation by segment?
4. How will you know if its working?
EXAMPLES
dedicated personal service (onsite? offsite?)
personal service
phone support
web/email based tickets
web self-help and forums
(3 min)
Customer
Relationships
EXERCISE- CHANNELS
GETTING STARTED
1. Bounce off your take on AIDA(OR)
2. Variation by segment?
3. How will you know if its working?
EXAMPLES
SALES
hand sales (direct or indirect?)
retail
web
phone
delivery
(3 min)
PROMOTION
personal (direct vs. indirect?)
specialty media
television
radio
AdWords + SEO
Channels
As
Presenter
As
Audience
RELATIONSHIPS & CHANNELS
1) Whats the AIDAOR journey?
2) How do the Relationships & Channels
work for that?
REVENUE STREAMS
Dont overcomplicate it.
When a plumber does
something, you pay them.
If a sink garbage disposal lasts
twice as long, youd pay more,
right?
ALEX COWAN
AlexanderCowan.com
@cowanSF
CREATE PRICING THAT TESTS ELASTICITY
Base
Camp
Hootsuite
EXERCISE- REVENUE
GETTING STARTED
1. Where are you providing value? When?
2. How does the customers perception of value change over the course
of their experience with the product?
3. How will you collect revenue, administratively?
EXAMPLES
price/unit
access/subscription fees
utilization fees
support & maintenance contracts
hourly billing
xed price services billing
royalties/revenue share
(3 min)
Revenue
Streams
EXERCISE: SEGMENT TO VALPROP TO REVENUE
(2 min)
Cost_1
Cost_2
Cost_3
Partner_1
Partner_2
Partner_3
Activity_1
Activity_2
Activity_3
Resource_1
Resource_2
Resource_3
Revenue_1
Revenue_2
Revenue_3
Relationship_1
Relationship_2
Relationship_3
Channel_1
Channel_2
Channel_3
Proposition_1
Proposition_2
Proposition_3
Persona_1
Persona_2
Persona_3
THE CANVAS: 3 PARTS
ALEX COWAN
AlexanderCowan.com
@cowanSF
O!ering
Customers
Infrastructure
Cost_1
Cost_2
Cost_3
Partner_1
Partner_2
Partner_3
Activity_1
Activity_2
Activity_3
Resource_1
Resource_2
Resource_3
Revenue_1
Revenue_2
Revenue_3
Relationship_1
Relationship_2
Relationship_3
Channel_1
Channel_2
Channel_3
Proposition_1
Proposition_2
Proposition_3
Persona_1
Persona_2
Persona_3
THE CANVAS: 3 PARTS
O!ering
Customers
Infrastructure
Cost_1
Cost_2
Cost_3
Partner_1
Partner_2
Partner_3
Activity_1
Activity_2
Activity_3
Resource_1
Resource_2
Resource_3
Revenue_1
Revenue_2
Revenue_3
Relationship_1
Relationship_2
Relationship_3
Channel_1
Channel_2
Channel_3
Proposition_1
Proposition_2
Proposition_3
Persona_1
Persona_2
Persona_3
(Cost Structure)
(Key
Partners)
(Key
Activities)
(Key
Resources)
(Revenue Streams)
(Customer
Relationships)
(Channels)
(Value
Propositions)
(Customer
Segments)
3 BUSINESS MODEL TYPES
1. INFRASTRUCTURE-DRIVEN
2. CUSTOMER SCOPE-DRIVEN
3. PRODUCT-DRIVEN
Infrastructure-Driven
UTILITIES TELECOM COMMODITIES
Scope-Driven
RETAIL BANKING CORP. LAW
Product-Driven
PACKAGED GOODS APP. SOFTWARE MEDIA
INFRASTRUCTURE
Kimberly-Clark: paper pulp
DuPont: plastics and polymers
SCOPE
Procter & Gamble: cradle to grave products
Baby Store: everything for babies in one place
PRODUCT
EarthBaby, TinyTots, Honest Company:
compostable diapers and service
EXERCISE- KEY ACTIVITIES
GETTING STARTED
1. Bounce off your business type
2. What is particular, strategic to your business model?
3. How will you do these things?
4. Will partners be involved? Should they be?
(3 min)
EXAMPLES
INFRASTRUCTURE: a) industry participation b) supply chain
management c) process design and iteration
SCOPE: a) industry participation b) growth marketing online [SEO, web
analytics..] c) supplier management
PRODUCT: a) software product development b) growth marketing
online [SEO, web analytics..]
Key
Activities
EXERCISE- KEY RESOURCES
GETTING STARTED
3. How will you get it?
EXAMPLES
(3 min)
INFRASTRUCTURE: a) track record in [relevant topic] b) investment in
infrastructure c)supplier relationships/integration
SCOPE: a) track record with [customer segment] b) channel or partner
relationships
PRODUCT: a) proprietary technology b) rapid prototyping and validation
methodologies c) expertise in [exotic technology]
Key
Resources
EXERCISE- KEY PARTNERSHIPS
GETTING STARTED
3. Are you comparatively good at it?
4. Where will partners make the business bigger and more effective?
EXAMPLES
direct sales partners
content creators
retail or distribution
creative agency
subcontractors
referral network
(3 min)
Key
Partnerships
COST STRUCTURE
ALEX COWAN
AlexanderCowan.com
@cowanSF
Minimize: Obviously.
Defer: MVPs; dont over invest
for the sake of creating output
Link: To revenue as much as
possible (variable vs. xed).
PROFIT DRIVERS: EXAMPLE
ALEX COWAN
AlexanderCowan.com
@cowanSF
Prot
Drivers
Revenue
Drivers
Tighter Proposition (website, pres., etc.)
Finite Cost
Finite Deliverables
Increased Use of Channels
Ease of Entry
Easy to See What's on Menu Upsell
Intellectual Property Multipliers
Tighter Talent Denition
Simpler Training, Eval., Promotion
Cost of Delivery
Cost
Drivers
Less Consultative Selling
Simplied Contracting
Cost of Sales
Standard Project Management
Comparable Post Mortems
Engagement
Management
(example: product-driven consulting)
COST STRUCTURE
GETTING STARTED
1. How do you minimize? Use of partners? Off the shelf tech/
components?
2. How do you defer against customer development milestones?
3. How do you link to revenues?
4. Which are xed vs. variable? How do they related to revenues?
EXAMPLES
xed cost product development
xed cost infrastructure investment
variable cost marketing or commissions
variable cost customer onboarding and support
variable cost inputs
(3 min)
Cost
Structure
EXERCISE: COST STRUCTURE & LINKAGES
(3 min)
Cost_1
Cost_2
Cost_3
Partner_1
Partner_2
Partner_3
Activity_1
Activity_2
Activity_3
Resource_1
Resource_2
Resource_3
Revenue_1
Revenue_2
Revenue_3
Relationship_1
Relationship_2
Relationship_3
Channel_1
Channel_2
Channel_3
Proposition_1
Proposition_2
Proposition_3
Persona_1
Persona_2
Persona_3
As
Presenter
As
Audience
INFRASTRUCTURE
1) Whats your business type
(infrastructure, scope, product)?
2) What are the major cost drivers and
linkages? How do they tie to revenue?
3) How do the key activities, resources,
and partnerships help that?
AGENDA
Period Deliverables
Venture Design I: Achieving
Customer Relevance
Personas
Problem Scenarios-Alternatives-Value Propositions
Start Business Model Canvas
Storyboards
Customer Discovery
Venture Design II: Iterating to
Success
Venture Planning- focal hypotheses, experiments, and minimum
viable product
Venture Design III: Focusing &
Validating Venture Progress
Review of eld work, renements of approach, planning next
steps.
Venture Design IV: Engineering
Your Business Model
Detailing your business model and remaining focal
assumptions.
Venture Design V: Designing the
Right Product
Pairing your learnings on personas & hypotheses with high
quality, actionable inputs (stories & wireframes) for product
development and product validation.
RECOMMENDED NEXT STEPS
Follow-On Workshops
1. For Creating Strong Personas
Day in the Life Workshop: http://bit.ly/daynthelife
2. For Structuring Your Product Value Propositions into Testable Assumptions
Venture Design II: Iterating to Success: http://bit.ly/vdesignII
3. For Designing a Protable Business Model
Venture Design IV: Engineering Your Business Model: http://bit.ly/vdesignIV
4. For Linking the Above to an Effective Product Development Program
Venture Design V: Designing the Right Product: http://bit.ly/vdesignV
acowan@alexandercowan.com
@cowanSF
www.alexandercowan.com/venture-design
bit.ly/vdesignIV
www.alexandercowan.com/startup-sprints
FINI

Business Model Canvas Workshop

Încărcat de

Informații document

Drepturi de autor

Partajați acest document

Partajați sau inserați document

Opțiuni de partajare

Vi se pare util acest document?

Este necorespunzător acest conținut?

Drepturi de autor:

Business Model Canvas Workshop

Încărcat de

Drepturi de autor:

Copyright 2014 Cowan Publishing

List at least 3 personas

Which are buyers? Users? Both?

S-ar putea să vă placă și