1 / 20

Business Models Generation Business Model Canvas

Business Models Generation Business Model Canvas. Minder Chen, Ph.D. Professor of Management Information Systems Martin V. Smith School of Business and Economics CSU Channel Islands E-Mail: minder.chen@csuci.edu Web site: http://faculty.csuci.edu/minder.chen/. BMC Template.

ddobson
Download Presentation

Business Models Generation Business Model Canvas

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Business Models GenerationBusiness Model Canvas Minder Chen, Ph.D. Professor of Management Information Systems Martin V. Smith School of Business and Economics CSU Channel Islands E-Mail: minder.chen@csuci.edu Web site: http://faculty.csuci.edu/minder.chen/

  2. BMC Template • What Key Activities do we require? • Manufacturing? Software? Supply chain? • How will we Get, Keep and Grow Customers? • Who are our Key Partners? • Who are our key suppliers? • What are we getting from them? Giving them? • Which of our customer’s problems are we helping to solve? • Which customer needs are we satisfying • What are the Key Features of our product that match customers problem/need? • Who are our most important customers? • What are their archetypes? • What Job do they want us to get done for them? • Through which Channels do our Customer Segments • want to be reached? • What Key Resources we require? • Financial, physical, IP, HR? • What are the most important costs inherent in our business model? • Fixed? Variable? • How do we make money? What’s the revenue model? Pricing tactics?

  3. Customer Development and Pivoting (Business Model) https://www.youtube.com/watch?v=8GIbCg8NpBw

  4. Free? • Free pajamas still make money 羊毛出在狗身上，让猪来埋单 • 是做慈善？還是賠錢賺吆喝？ http://www.1111.com.tw/discuss/discussTopic.asp?id=8894

  5. Free Nest? • 羊毛出在狗身上，让猪来埋单 1. 豬＝電力公司：吸收了設備費用，但是獲得了使用者數據以及簽約用戶。2. 羊＝用戶：與以往一樣，每個月付電費，但免費得到超潮的智慧溫控。3. 狗＝ Nest：不必特別教育「節能」的重要，不必宣傳產品有多好，直接以免費做為號召，賣出無數台智慧溫控。 (e.g., S. Cal Edison, you could earn up to $60 a year.) https://nest.com/energy-partners/ http://www.dgcovery.com/2016/01/15/sheep-dog-pig/

  6. Find Your Earlyvangelist http://henrythe9th.com/wp-content/uploads/2012/12/Evangelist_Characteristics.png

  7. Case Study: Business Model Competition Presentation Owlet Baby Care: New Way to Work Final Pitch ** https://www.youtube.com/watch?v=f-8v_RgwGe0 or **https://vimeo.com/84423056 Pay attention to how they pivoted based based on users/market feedback. Another one: https://www.youtube.com/watch?v=DlGULe9WBmE Short commercial: https://vimeo.com/132213520 IBMC 2014: Veritas Medical - 1st Place Rollins Center for Entrepreneurship & Technology at BYU https://www.youtube.com/watch?v=-FGTTFMEDHU

  8. Google Business Model: Multi-sided Platform 90 percent of the firm’s $66 billion in 2014 revenue came from advertising Google’s Mission: Organize the world’s information and make it universally accessible and useful. Google’s matchmaking capabilities may represent “the most successful business idea in history.”

  9. Freemium Model In a freemium model, the key metrics to watch are (1) the average cost of serving a free user, and (2) the rate/ratio at which free users convert to premium (paying) customers.

  10. Skype

  11. Taobao.com • With a growing middle class and Internet connectivity, Taobao sees an opportunity to boost commerce by connecting Chinese consumers and sellers online. • But lack of trust and a largely missing infrastructure create challenges… • Taobao first focuses on creating trust and on building the missing infrastructure…

  12. Taobao.com 1.0

  13. Sellers discover an opportunity to create a business and become micro-entrepreneurs with a set of “business-like” jobs, pains and gains.

  14. Taobao.com 2.0

  15. Taobao.com 3.0  TMall.com Millions of consumers become a precious asset…Taobao leverages this asset for a new value proposition ……to a new lucrative customer (big brands).

  16. In 10 Years

  17. Expansion The platform is a lifestyle platform that aims to meet the increasingly sophisticated needs of Chinese consumers by providing a wide range of imported food and lifestyle products. At this time we have already begun to cooperate with offline supermarkets, and in the first phase of the platform launch we will mainly service consumers situated in Beijing and Hangzhou.

  18. BMC for Rent The Runway • Purchase dresses • Store the dresses • Rent them • Ship them • Clean them • Designers • Logistic partners • Cleaning service until they had their own • Media (like blogger, news paper, social media sites) • Outstanding customer experience • Refer to friends • Media/Blogger • Affordable designer dresses • Never have to wear a dress twice • Fashion consultant • Time saving • Inexpensive luxury • Helps to look great and self-confident • Go-get-it-Girl • Professional women • Not the money to buy • Fashion oriented • Willing to rent • Online ordering • Delivering by logistic partners • Flagship stores • Designer Dresses • Reliable Distribution • Fashion knowledge • Dresses, storage, logistic, cleaning, marketing, administration and stuffing • Revenue through renting dresses • Subscription or on demand

  19. Key Assumptions List at least 3 Key Assumptions that Rent The Runway relies on for its success. • Will middle- to upper-class young women rent a designer dress if it is available at one-tenth of the retail price? • Will women who rent dresses return them in a good condition? • Will the dresses be up to date and demanded long enough for return on investment? • Will customers send the dresses back in a appropriate timeframe? • Are designers willing to support the rental model?

More Related