BMC in a nutshell
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THE BMC IN A NUTSHELL
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The Business Model Canvas in a nutshell presented at the StarTUp Day/TU Berlin (17.11.14)
Transcript of BMC in a nutshell
THE BMC IN A NUTSHELL
Hi - my name is cemvogt ndash Irsquom a design thinking MBA
Lect
urin
g
Men
tori
ngFr
amew
ork
M
etho
dsKe
y Re
sour
ces
Ke
y Pa
rtne
rs
neunvier
Ein Geschaumlftsmodell (Business Model) kann anhand von neun grundlegenden Bausteinen (Blocks) beschrieben werden
Diese neun Bloumlcke decken vier relevante Kernbereiche eines Unternehmens ab
1 den Kunden 2 das Angebot (ProduktService) 3 die Infrastruktur und 4 die langfristige Finanzierbarkeit
Market Organization
Use as a guide (Leitfaden)
Customers are the reason for an organizationrsquos existence
No organization survives long without paying customers (B2B B2C)
Mass market ndash one large group comprising only one segment
Niche market ndash specificspecialized customer group
Segmented ndash slightly different customer groups
Diversified ndash multiple unrelated customer segments
Multi-sided markets
VALUE PROVIDED convenience price design brandstatus cost reduction risk reduction
Designing an innovative customer value proposition begins with genuinely understanding the customers ldquojob-to-be-done
The premise is simple customers dont really buy products They hire them to do a job Instead of asking what products customers want to buy ask what fundamental problems they hope to address
Prof Luc de Brabandere ldquoWhat managers can learn from great philosophers
Describes the bundle of products or services that create value for a specific customer segment bull What value do we deliver to the
customer bull Which customer needs are we
satisfying bull What are we offering to each customer
segment
GAINS )
CUSTOMER JOBS
Pains (
Pain Relievers
Product amp Services
Gain Relievers
PRODUCT MARKET FIT
=
A startup is not a smaller version of a large company
ldquoA startup is a temporary organization in search of a scalable repeatable profitable business modelrdquo -Steve Blank
Five Functions
1 Create awareness for serviceproduct
2 Helping customers evaluate the value proposition
3 Help potential customers to purchase
4 Deliver value to customer
5 Ensure post-purchase satisfaction through support
Personal Automated or self service
Co-creating products or services with customers (ie Amazon YouTube etc)
Evaluating the ldquoNet Promoter Score (NPS)rdquo
Organizations must know
1 what will customer pay
2 accept payment in ways customer prefer
Two categories of revenue
1 one-time customer payments
2 recurring payments
Outrage sale lease or rent service or usage fee subscription fees licensing brokerage fees
Describes the most important assets required to make a business model work
Can be physical financial intellectual or human
Key resources can be owned or leased by the company or acquired from key partners
Describes the most important things a company must do to make its business model workbull For PC manufacturer Dell key activities
include supply chain management bull For consultancy McKinsey key activities
include problem solving
Describes the network of suppliers and partners that make the business model work Types of partnerships
Strategic alliances between non-competitors Joint ventures to develop new businesses Buyer-supplier relationships Coopetition strategic partnerships between competitors
Describes all costs incurred to operate a business model
VP CS3
47
58
6
9
=
VP CSKA
PURPOSE STATEMENT I would like to help VP people CS through these activities KA
1 13
47
58
6
9
What is the job-to-be-done
Which of our customerrsquos 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
Through which Channels
do our Customers Segments want to be
reached
What Key Activities do we require Manufacturing
Software Supply chain
What Key Resources do we require
Financial IP HR
What Job do they want us to get done
for them
Who are our most important customers
What are their archetypes
Who are our Key Partners
Who are our key suppliers
What are we getting from them Giving
them
How do we make money Whatrsquos the revenue model Pricing tactics
What are the most important costs inherent inner business model Fixed Variable
How will we Get Keep and Grow
Customers
Business Model Macroeconomics amp
Evaluation
+ -ndash Ex
tern
al ndash
ndash Int
erna
l ndash
ndash Positive ndash ndash Negative ndash
Recommended reading
copy 2014 CEMVOGT CONSULTING LTD amp CO KG | Pappelallee 7879 | 10437 Berlin | httpcemvogtcom | cemvogt C5T amp Company Ltd | Stron House | 100 Pall Mall London England SW1Y 5EA | httpc5tco | c5tco SCRUMCENTER Ltd | Level 3 207 Regent Street | W1B 3HH London England | httpscrumcentercom BER +49 (30) 463 09 777 | LON +44 (20) 8133 0242 | SF +1 (415) 513 0242 | helloc5tco
THANK YOU
Hi - my name is cemvogt ndash Irsquom a design thinking MBA
Lect
urin
g
Men
tori
ngFr
amew
ork
M
etho
dsKe
y Re
sour
ces
Ke
y Pa
rtne
rs
neunvier
Ein Geschaumlftsmodell (Business Model) kann anhand von neun grundlegenden Bausteinen (Blocks) beschrieben werden
Diese neun Bloumlcke decken vier relevante Kernbereiche eines Unternehmens ab
1 den Kunden 2 das Angebot (ProduktService) 3 die Infrastruktur und 4 die langfristige Finanzierbarkeit
Market Organization
Use as a guide (Leitfaden)
Customers are the reason for an organizationrsquos existence
No organization survives long without paying customers (B2B B2C)
Mass market ndash one large group comprising only one segment
Niche market ndash specificspecialized customer group
Segmented ndash slightly different customer groups
Diversified ndash multiple unrelated customer segments
Multi-sided markets
VALUE PROVIDED convenience price design brandstatus cost reduction risk reduction
Designing an innovative customer value proposition begins with genuinely understanding the customers ldquojob-to-be-done
The premise is simple customers dont really buy products They hire them to do a job Instead of asking what products customers want to buy ask what fundamental problems they hope to address
Prof Luc de Brabandere ldquoWhat managers can learn from great philosophers
Describes the bundle of products or services that create value for a specific customer segment bull What value do we deliver to the
customer bull Which customer needs are we
satisfying bull What are we offering to each customer
segment
GAINS )
CUSTOMER JOBS
Pains (
Pain Relievers
Product amp Services
Gain Relievers
PRODUCT MARKET FIT
=
A startup is not a smaller version of a large company
ldquoA startup is a temporary organization in search of a scalable repeatable profitable business modelrdquo -Steve Blank
Five Functions
1 Create awareness for serviceproduct
2 Helping customers evaluate the value proposition
3 Help potential customers to purchase
4 Deliver value to customer
5 Ensure post-purchase satisfaction through support
Personal Automated or self service
Co-creating products or services with customers (ie Amazon YouTube etc)
Evaluating the ldquoNet Promoter Score (NPS)rdquo
Organizations must know
1 what will customer pay
2 accept payment in ways customer prefer
Two categories of revenue
1 one-time customer payments
2 recurring payments
Outrage sale lease or rent service or usage fee subscription fees licensing brokerage fees
Describes the most important assets required to make a business model work
Can be physical financial intellectual or human
Key resources can be owned or leased by the company or acquired from key partners
Describes the most important things a company must do to make its business model workbull For PC manufacturer Dell key activities
include supply chain management bull For consultancy McKinsey key activities
include problem solving
Describes the network of suppliers and partners that make the business model work Types of partnerships
Strategic alliances between non-competitors Joint ventures to develop new businesses Buyer-supplier relationships Coopetition strategic partnerships between competitors
Describes all costs incurred to operate a business model
VP CS3
47
58
6
9
=
VP CSKA
PURPOSE STATEMENT I would like to help VP people CS through these activities KA
1 13
47
58
6
9
What is the job-to-be-done
Which of our customerrsquos 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
Through which Channels
do our Customers Segments want to be
reached
What Key Activities do we require Manufacturing
Software Supply chain
What Key Resources do we require
Financial IP HR
What Job do they want us to get done
for them
Who are our most important customers
What are their archetypes
Who are our Key Partners
Who are our key suppliers
What are we getting from them Giving
them
How do we make money Whatrsquos the revenue model Pricing tactics
What are the most important costs inherent inner business model Fixed Variable
How will we Get Keep and Grow
Customers
Business Model Macroeconomics amp
Evaluation
+ -ndash Ex
tern
al ndash
ndash Int
erna
l ndash
ndash Positive ndash ndash Negative ndash
Recommended reading
copy 2014 CEMVOGT CONSULTING LTD amp CO KG | Pappelallee 7879 | 10437 Berlin | httpcemvogtcom | cemvogt C5T amp Company Ltd | Stron House | 100 Pall Mall London England SW1Y 5EA | httpc5tco | c5tco SCRUMCENTER Ltd | Level 3 207 Regent Street | W1B 3HH London England | httpscrumcentercom BER +49 (30) 463 09 777 | LON +44 (20) 8133 0242 | SF +1 (415) 513 0242 | helloc5tco
THANK YOU
Lect
urin
g
Men
tori
ngFr
amew
ork
M
etho
dsKe
y Re
sour
ces
Ke
y Pa
rtne
rs
neunvier
Ein Geschaumlftsmodell (Business Model) kann anhand von neun grundlegenden Bausteinen (Blocks) beschrieben werden
Diese neun Bloumlcke decken vier relevante Kernbereiche eines Unternehmens ab
1 den Kunden 2 das Angebot (ProduktService) 3 die Infrastruktur und 4 die langfristige Finanzierbarkeit
Market Organization
Use as a guide (Leitfaden)
Customers are the reason for an organizationrsquos existence
No organization survives long without paying customers (B2B B2C)
Mass market ndash one large group comprising only one segment
Niche market ndash specificspecialized customer group
Segmented ndash slightly different customer groups
Diversified ndash multiple unrelated customer segments
Multi-sided markets
VALUE PROVIDED convenience price design brandstatus cost reduction risk reduction
Designing an innovative customer value proposition begins with genuinely understanding the customers ldquojob-to-be-done
The premise is simple customers dont really buy products They hire them to do a job Instead of asking what products customers want to buy ask what fundamental problems they hope to address
Prof Luc de Brabandere ldquoWhat managers can learn from great philosophers
Describes the bundle of products or services that create value for a specific customer segment bull What value do we deliver to the
customer bull Which customer needs are we
satisfying bull What are we offering to each customer
segment
GAINS )
CUSTOMER JOBS
Pains (
Pain Relievers
Product amp Services
Gain Relievers
PRODUCT MARKET FIT
=
A startup is not a smaller version of a large company
ldquoA startup is a temporary organization in search of a scalable repeatable profitable business modelrdquo -Steve Blank
Five Functions
1 Create awareness for serviceproduct
2 Helping customers evaluate the value proposition
3 Help potential customers to purchase
4 Deliver value to customer
5 Ensure post-purchase satisfaction through support
Personal Automated or self service
Co-creating products or services with customers (ie Amazon YouTube etc)
Evaluating the ldquoNet Promoter Score (NPS)rdquo
Organizations must know
1 what will customer pay
2 accept payment in ways customer prefer
Two categories of revenue
1 one-time customer payments
2 recurring payments
Outrage sale lease or rent service or usage fee subscription fees licensing brokerage fees
Describes the most important assets required to make a business model work
Can be physical financial intellectual or human
Key resources can be owned or leased by the company or acquired from key partners
Describes the most important things a company must do to make its business model workbull For PC manufacturer Dell key activities
include supply chain management bull For consultancy McKinsey key activities
include problem solving
Describes the network of suppliers and partners that make the business model work Types of partnerships
Strategic alliances between non-competitors Joint ventures to develop new businesses Buyer-supplier relationships Coopetition strategic partnerships between competitors
Describes all costs incurred to operate a business model
VP CS3
47
58
6
9
=
VP CSKA
PURPOSE STATEMENT I would like to help VP people CS through these activities KA
1 13
47
58
6
9
What is the job-to-be-done
Which of our customerrsquos 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
Through which Channels
do our Customers Segments want to be
reached
What Key Activities do we require Manufacturing
Software Supply chain
What Key Resources do we require
Financial IP HR
What Job do they want us to get done
for them
Who are our most important customers
What are their archetypes
Who are our Key Partners
Who are our key suppliers
What are we getting from them Giving
them
How do we make money Whatrsquos the revenue model Pricing tactics
What are the most important costs inherent inner business model Fixed Variable
How will we Get Keep and Grow
Customers
Business Model Macroeconomics amp
Evaluation
+ -ndash Ex
tern
al ndash
ndash Int
erna
l ndash
ndash Positive ndash ndash Negative ndash
Recommended reading
copy 2014 CEMVOGT CONSULTING LTD amp CO KG | Pappelallee 7879 | 10437 Berlin | httpcemvogtcom | cemvogt C5T amp Company Ltd | Stron House | 100 Pall Mall London England SW1Y 5EA | httpc5tco | c5tco SCRUMCENTER Ltd | Level 3 207 Regent Street | W1B 3HH London England | httpscrumcentercom BER +49 (30) 463 09 777 | LON +44 (20) 8133 0242 | SF +1 (415) 513 0242 | helloc5tco
THANK YOU
neunvier
Ein Geschaumlftsmodell (Business Model) kann anhand von neun grundlegenden Bausteinen (Blocks) beschrieben werden
Diese neun Bloumlcke decken vier relevante Kernbereiche eines Unternehmens ab
1 den Kunden 2 das Angebot (ProduktService) 3 die Infrastruktur und 4 die langfristige Finanzierbarkeit
Market Organization
Use as a guide (Leitfaden)
Customers are the reason for an organizationrsquos existence
No organization survives long without paying customers (B2B B2C)
Mass market ndash one large group comprising only one segment
Niche market ndash specificspecialized customer group
Segmented ndash slightly different customer groups
Diversified ndash multiple unrelated customer segments
Multi-sided markets
VALUE PROVIDED convenience price design brandstatus cost reduction risk reduction
Designing an innovative customer value proposition begins with genuinely understanding the customers ldquojob-to-be-done
The premise is simple customers dont really buy products They hire them to do a job Instead of asking what products customers want to buy ask what fundamental problems they hope to address
Prof Luc de Brabandere ldquoWhat managers can learn from great philosophers
Describes the bundle of products or services that create value for a specific customer segment bull What value do we deliver to the
customer bull Which customer needs are we
satisfying bull What are we offering to each customer
segment
GAINS )
CUSTOMER JOBS
Pains (
Pain Relievers
Product amp Services
Gain Relievers
PRODUCT MARKET FIT
=
A startup is not a smaller version of a large company
ldquoA startup is a temporary organization in search of a scalable repeatable profitable business modelrdquo -Steve Blank
Five Functions
1 Create awareness for serviceproduct
2 Helping customers evaluate the value proposition
3 Help potential customers to purchase
4 Deliver value to customer
5 Ensure post-purchase satisfaction through support
Personal Automated or self service
Co-creating products or services with customers (ie Amazon YouTube etc)
Evaluating the ldquoNet Promoter Score (NPS)rdquo
Organizations must know
1 what will customer pay
2 accept payment in ways customer prefer
Two categories of revenue
1 one-time customer payments
2 recurring payments
Outrage sale lease or rent service or usage fee subscription fees licensing brokerage fees
Describes the most important assets required to make a business model work
Can be physical financial intellectual or human
Key resources can be owned or leased by the company or acquired from key partners
Describes the most important things a company must do to make its business model workbull For PC manufacturer Dell key activities
include supply chain management bull For consultancy McKinsey key activities
include problem solving
Describes the network of suppliers and partners that make the business model work Types of partnerships
Strategic alliances between non-competitors Joint ventures to develop new businesses Buyer-supplier relationships Coopetition strategic partnerships between competitors
Describes all costs incurred to operate a business model
VP CS3
47
58
6
9
=
VP CSKA
PURPOSE STATEMENT I would like to help VP people CS through these activities KA
1 13
47
58
6
9
What is the job-to-be-done
Which of our customerrsquos 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
Through which Channels
do our Customers Segments want to be
reached
What Key Activities do we require Manufacturing
Software Supply chain
What Key Resources do we require
Financial IP HR
What Job do they want us to get done
for them
Who are our most important customers
What are their archetypes
Who are our Key Partners
Who are our key suppliers
What are we getting from them Giving
them
How do we make money Whatrsquos the revenue model Pricing tactics
What are the most important costs inherent inner business model Fixed Variable
How will we Get Keep and Grow
Customers
Business Model Macroeconomics amp
Evaluation
+ -ndash Ex
tern
al ndash
ndash Int
erna
l ndash
ndash Positive ndash ndash Negative ndash
Recommended reading
copy 2014 CEMVOGT CONSULTING LTD amp CO KG | Pappelallee 7879 | 10437 Berlin | httpcemvogtcom | cemvogt C5T amp Company Ltd | Stron House | 100 Pall Mall London England SW1Y 5EA | httpc5tco | c5tco SCRUMCENTER Ltd | Level 3 207 Regent Street | W1B 3HH London England | httpscrumcentercom BER +49 (30) 463 09 777 | LON +44 (20) 8133 0242 | SF +1 (415) 513 0242 | helloc5tco
THANK YOU
Market Organization
Use as a guide (Leitfaden)
Customers are the reason for an organizationrsquos existence
No organization survives long without paying customers (B2B B2C)
Mass market ndash one large group comprising only one segment
Niche market ndash specificspecialized customer group
Segmented ndash slightly different customer groups
Diversified ndash multiple unrelated customer segments
Multi-sided markets
VALUE PROVIDED convenience price design brandstatus cost reduction risk reduction
Designing an innovative customer value proposition begins with genuinely understanding the customers ldquojob-to-be-done
The premise is simple customers dont really buy products They hire them to do a job Instead of asking what products customers want to buy ask what fundamental problems they hope to address
Prof Luc de Brabandere ldquoWhat managers can learn from great philosophers
Describes the bundle of products or services that create value for a specific customer segment bull What value do we deliver to the
customer bull Which customer needs are we
satisfying bull What are we offering to each customer
segment
GAINS )
CUSTOMER JOBS
Pains (
Pain Relievers
Product amp Services
Gain Relievers
PRODUCT MARKET FIT
=
A startup is not a smaller version of a large company
ldquoA startup is a temporary organization in search of a scalable repeatable profitable business modelrdquo -Steve Blank
Five Functions
1 Create awareness for serviceproduct
2 Helping customers evaluate the value proposition
3 Help potential customers to purchase
4 Deliver value to customer
5 Ensure post-purchase satisfaction through support
Personal Automated or self service
Co-creating products or services with customers (ie Amazon YouTube etc)
Evaluating the ldquoNet Promoter Score (NPS)rdquo
Organizations must know
1 what will customer pay
2 accept payment in ways customer prefer
Two categories of revenue
1 one-time customer payments
2 recurring payments
Outrage sale lease or rent service or usage fee subscription fees licensing brokerage fees
Describes the most important assets required to make a business model work
Can be physical financial intellectual or human
Key resources can be owned or leased by the company or acquired from key partners
Describes the most important things a company must do to make its business model workbull For PC manufacturer Dell key activities
include supply chain management bull For consultancy McKinsey key activities
include problem solving
Describes the network of suppliers and partners that make the business model work Types of partnerships
Strategic alliances between non-competitors Joint ventures to develop new businesses Buyer-supplier relationships Coopetition strategic partnerships between competitors
Describes all costs incurred to operate a business model
VP CS3
47
58
6
9
=
VP CSKA
PURPOSE STATEMENT I would like to help VP people CS through these activities KA
1 13
47
58
6
9
What is the job-to-be-done
Which of our customerrsquos 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
Through which Channels
do our Customers Segments want to be
reached
What Key Activities do we require Manufacturing
Software Supply chain
What Key Resources do we require
Financial IP HR
What Job do they want us to get done
for them
Who are our most important customers
What are their archetypes
Who are our Key Partners
Who are our key suppliers
What are we getting from them Giving
them
How do we make money Whatrsquos the revenue model Pricing tactics
What are the most important costs inherent inner business model Fixed Variable
How will we Get Keep and Grow
Customers
Business Model Macroeconomics amp
Evaluation
+ -ndash Ex
tern
al ndash
ndash Int
erna
l ndash
ndash Positive ndash ndash Negative ndash
Recommended reading
copy 2014 CEMVOGT CONSULTING LTD amp CO KG | Pappelallee 7879 | 10437 Berlin | httpcemvogtcom | cemvogt C5T amp Company Ltd | Stron House | 100 Pall Mall London England SW1Y 5EA | httpc5tco | c5tco SCRUMCENTER Ltd | Level 3 207 Regent Street | W1B 3HH London England | httpscrumcentercom BER +49 (30) 463 09 777 | LON +44 (20) 8133 0242 | SF +1 (415) 513 0242 | helloc5tco
THANK YOU
Customers are the reason for an organizationrsquos existence
No organization survives long without paying customers (B2B B2C)
Mass market ndash one large group comprising only one segment
Niche market ndash specificspecialized customer group
Segmented ndash slightly different customer groups
Diversified ndash multiple unrelated customer segments
Multi-sided markets
VALUE PROVIDED convenience price design brandstatus cost reduction risk reduction
Designing an innovative customer value proposition begins with genuinely understanding the customers ldquojob-to-be-done
The premise is simple customers dont really buy products They hire them to do a job Instead of asking what products customers want to buy ask what fundamental problems they hope to address
Prof Luc de Brabandere ldquoWhat managers can learn from great philosophers
Describes the bundle of products or services that create value for a specific customer segment bull What value do we deliver to the
customer bull Which customer needs are we
satisfying bull What are we offering to each customer
segment
GAINS )
CUSTOMER JOBS
Pains (
Pain Relievers
Product amp Services
Gain Relievers
PRODUCT MARKET FIT
=
A startup is not a smaller version of a large company
ldquoA startup is a temporary organization in search of a scalable repeatable profitable business modelrdquo -Steve Blank
Five Functions
1 Create awareness for serviceproduct
2 Helping customers evaluate the value proposition
3 Help potential customers to purchase
4 Deliver value to customer
5 Ensure post-purchase satisfaction through support
Personal Automated or self service
Co-creating products or services with customers (ie Amazon YouTube etc)
Evaluating the ldquoNet Promoter Score (NPS)rdquo
Organizations must know
1 what will customer pay
2 accept payment in ways customer prefer
Two categories of revenue
1 one-time customer payments
2 recurring payments
Outrage sale lease or rent service or usage fee subscription fees licensing brokerage fees
Describes the most important assets required to make a business model work
Can be physical financial intellectual or human
Key resources can be owned or leased by the company or acquired from key partners
Describes the most important things a company must do to make its business model workbull For PC manufacturer Dell key activities
include supply chain management bull For consultancy McKinsey key activities
include problem solving
Describes the network of suppliers and partners that make the business model work Types of partnerships
Strategic alliances between non-competitors Joint ventures to develop new businesses Buyer-supplier relationships Coopetition strategic partnerships between competitors
Describes all costs incurred to operate a business model
VP CS3
47
58
6
9
=
VP CSKA
PURPOSE STATEMENT I would like to help VP people CS through these activities KA
1 13
47
58
6
9
What is the job-to-be-done
Which of our customerrsquos 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
Through which Channels
do our Customers Segments want to be
reached
What Key Activities do we require Manufacturing
Software Supply chain
What Key Resources do we require
Financial IP HR
What Job do they want us to get done
for them
Who are our most important customers
What are their archetypes
Who are our Key Partners
Who are our key suppliers
What are we getting from them Giving
them
How do we make money Whatrsquos the revenue model Pricing tactics
What are the most important costs inherent inner business model Fixed Variable
How will we Get Keep and Grow
Customers
Business Model Macroeconomics amp
Evaluation
+ -ndash Ex
tern
al ndash
ndash Int
erna
l ndash
ndash Positive ndash ndash Negative ndash
Recommended reading
copy 2014 CEMVOGT CONSULTING LTD amp CO KG | Pappelallee 7879 | 10437 Berlin | httpcemvogtcom | cemvogt C5T amp Company Ltd | Stron House | 100 Pall Mall London England SW1Y 5EA | httpc5tco | c5tco SCRUMCENTER Ltd | Level 3 207 Regent Street | W1B 3HH London England | httpscrumcentercom BER +49 (30) 463 09 777 | LON +44 (20) 8133 0242 | SF +1 (415) 513 0242 | helloc5tco
THANK YOU
Mass market ndash one large group comprising only one segment
Niche market ndash specificspecialized customer group
Segmented ndash slightly different customer groups
Diversified ndash multiple unrelated customer segments
Multi-sided markets
VALUE PROVIDED convenience price design brandstatus cost reduction risk reduction
Designing an innovative customer value proposition begins with genuinely understanding the customers ldquojob-to-be-done
The premise is simple customers dont really buy products They hire them to do a job Instead of asking what products customers want to buy ask what fundamental problems they hope to address
Prof Luc de Brabandere ldquoWhat managers can learn from great philosophers
Describes the bundle of products or services that create value for a specific customer segment bull What value do we deliver to the
customer bull Which customer needs are we
satisfying bull What are we offering to each customer
segment
GAINS )
CUSTOMER JOBS
Pains (
Pain Relievers
Product amp Services
Gain Relievers
PRODUCT MARKET FIT
=
A startup is not a smaller version of a large company
ldquoA startup is a temporary organization in search of a scalable repeatable profitable business modelrdquo -Steve Blank
Five Functions
1 Create awareness for serviceproduct
2 Helping customers evaluate the value proposition
3 Help potential customers to purchase
4 Deliver value to customer
5 Ensure post-purchase satisfaction through support
Personal Automated or self service
Co-creating products or services with customers (ie Amazon YouTube etc)
Evaluating the ldquoNet Promoter Score (NPS)rdquo
Organizations must know
1 what will customer pay
2 accept payment in ways customer prefer
Two categories of revenue
1 one-time customer payments
2 recurring payments
Outrage sale lease or rent service or usage fee subscription fees licensing brokerage fees
Describes the most important assets required to make a business model work
Can be physical financial intellectual or human
Key resources can be owned or leased by the company or acquired from key partners
Describes the most important things a company must do to make its business model workbull For PC manufacturer Dell key activities
include supply chain management bull For consultancy McKinsey key activities
include problem solving
Describes the network of suppliers and partners that make the business model work Types of partnerships
Strategic alliances between non-competitors Joint ventures to develop new businesses Buyer-supplier relationships Coopetition strategic partnerships between competitors
Describes all costs incurred to operate a business model
VP CS3
47
58
6
9
=
VP CSKA
PURPOSE STATEMENT I would like to help VP people CS through these activities KA
1 13
47
58
6
9
What is the job-to-be-done
Which of our customerrsquos 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
Through which Channels
do our Customers Segments want to be
reached
What Key Activities do we require Manufacturing
Software Supply chain
What Key Resources do we require
Financial IP HR
What Job do they want us to get done
for them
Who are our most important customers
What are their archetypes
Who are our Key Partners
Who are our key suppliers
What are we getting from them Giving
them
How do we make money Whatrsquos the revenue model Pricing tactics
What are the most important costs inherent inner business model Fixed Variable
How will we Get Keep and Grow
Customers
Business Model Macroeconomics amp
Evaluation
+ -ndash Ex
tern
al ndash
ndash Int
erna
l ndash
ndash Positive ndash ndash Negative ndash
Recommended reading
copy 2014 CEMVOGT CONSULTING LTD amp CO KG | Pappelallee 7879 | 10437 Berlin | httpcemvogtcom | cemvogt C5T amp Company Ltd | Stron House | 100 Pall Mall London England SW1Y 5EA | httpc5tco | c5tco SCRUMCENTER Ltd | Level 3 207 Regent Street | W1B 3HH London England | httpscrumcentercom BER +49 (30) 463 09 777 | LON +44 (20) 8133 0242 | SF +1 (415) 513 0242 | helloc5tco
THANK YOU
VALUE PROVIDED convenience price design brandstatus cost reduction risk reduction
Designing an innovative customer value proposition begins with genuinely understanding the customers ldquojob-to-be-done
The premise is simple customers dont really buy products They hire them to do a job Instead of asking what products customers want to buy ask what fundamental problems they hope to address
Prof Luc de Brabandere ldquoWhat managers can learn from great philosophers
Describes the bundle of products or services that create value for a specific customer segment bull What value do we deliver to the
customer bull Which customer needs are we
satisfying bull What are we offering to each customer
segment
GAINS )
CUSTOMER JOBS
Pains (
Pain Relievers
Product amp Services
Gain Relievers
PRODUCT MARKET FIT
=
A startup is not a smaller version of a large company
ldquoA startup is a temporary organization in search of a scalable repeatable profitable business modelrdquo -Steve Blank
Five Functions
1 Create awareness for serviceproduct
2 Helping customers evaluate the value proposition
3 Help potential customers to purchase
4 Deliver value to customer
5 Ensure post-purchase satisfaction through support
Personal Automated or self service
Co-creating products or services with customers (ie Amazon YouTube etc)
Evaluating the ldquoNet Promoter Score (NPS)rdquo
Organizations must know
1 what will customer pay
2 accept payment in ways customer prefer
Two categories of revenue
1 one-time customer payments
2 recurring payments
Outrage sale lease or rent service or usage fee subscription fees licensing brokerage fees
Describes the most important assets required to make a business model work
Can be physical financial intellectual or human
Key resources can be owned or leased by the company or acquired from key partners
Describes the most important things a company must do to make its business model workbull For PC manufacturer Dell key activities
include supply chain management bull For consultancy McKinsey key activities
include problem solving
Describes the network of suppliers and partners that make the business model work Types of partnerships
Strategic alliances between non-competitors Joint ventures to develop new businesses Buyer-supplier relationships Coopetition strategic partnerships between competitors
Describes all costs incurred to operate a business model
VP CS3
47
58
6
9
=
VP CSKA
PURPOSE STATEMENT I would like to help VP people CS through these activities KA
1 13
47
58
6
9
What is the job-to-be-done
Which of our customerrsquos 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
Through which Channels
do our Customers Segments want to be
reached
What Key Activities do we require Manufacturing
Software Supply chain
What Key Resources do we require
Financial IP HR
What Job do they want us to get done
for them
Who are our most important customers
What are their archetypes
Who are our Key Partners
Who are our key suppliers
What are we getting from them Giving
them
How do we make money Whatrsquos the revenue model Pricing tactics
What are the most important costs inherent inner business model Fixed Variable
How will we Get Keep and Grow
Customers
Business Model Macroeconomics amp
Evaluation
+ -ndash Ex
tern
al ndash
ndash Int
erna
l ndash
ndash Positive ndash ndash Negative ndash
Recommended reading
copy 2014 CEMVOGT CONSULTING LTD amp CO KG | Pappelallee 7879 | 10437 Berlin | httpcemvogtcom | cemvogt C5T amp Company Ltd | Stron House | 100 Pall Mall London England SW1Y 5EA | httpc5tco | c5tco SCRUMCENTER Ltd | Level 3 207 Regent Street | W1B 3HH London England | httpscrumcentercom BER +49 (30) 463 09 777 | LON +44 (20) 8133 0242 | SF +1 (415) 513 0242 | helloc5tco
THANK YOU
Prof Luc de Brabandere ldquoWhat managers can learn from great philosophers
Describes the bundle of products or services that create value for a specific customer segment bull What value do we deliver to the
customer bull Which customer needs are we
satisfying bull What are we offering to each customer
segment
GAINS )
CUSTOMER JOBS
Pains (
Pain Relievers
Product amp Services
Gain Relievers
PRODUCT MARKET FIT
=
A startup is not a smaller version of a large company
ldquoA startup is a temporary organization in search of a scalable repeatable profitable business modelrdquo -Steve Blank
Five Functions
1 Create awareness for serviceproduct
2 Helping customers evaluate the value proposition
3 Help potential customers to purchase
4 Deliver value to customer
5 Ensure post-purchase satisfaction through support
Personal Automated or self service
Co-creating products or services with customers (ie Amazon YouTube etc)
Evaluating the ldquoNet Promoter Score (NPS)rdquo
Organizations must know
1 what will customer pay
2 accept payment in ways customer prefer
Two categories of revenue
1 one-time customer payments
2 recurring payments
Outrage sale lease or rent service or usage fee subscription fees licensing brokerage fees
Describes the most important assets required to make a business model work
Can be physical financial intellectual or human
Key resources can be owned or leased by the company or acquired from key partners
Describes the most important things a company must do to make its business model workbull For PC manufacturer Dell key activities
include supply chain management bull For consultancy McKinsey key activities
include problem solving
Describes the network of suppliers and partners that make the business model work Types of partnerships
Strategic alliances between non-competitors Joint ventures to develop new businesses Buyer-supplier relationships Coopetition strategic partnerships between competitors
Describes all costs incurred to operate a business model
VP CS3
47
58
6
9
=
VP CSKA
PURPOSE STATEMENT I would like to help VP people CS through these activities KA
1 13
47
58
6
9
What is the job-to-be-done
Which of our customerrsquos 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
Through which Channels
do our Customers Segments want to be
reached
What Key Activities do we require Manufacturing
Software Supply chain
What Key Resources do we require
Financial IP HR
What Job do they want us to get done
for them
Who are our most important customers
What are their archetypes
Who are our Key Partners
Who are our key suppliers
What are we getting from them Giving
them
How do we make money Whatrsquos the revenue model Pricing tactics
What are the most important costs inherent inner business model Fixed Variable
How will we Get Keep and Grow
Customers
Business Model Macroeconomics amp
Evaluation
+ -ndash Ex
tern
al ndash
ndash Int
erna
l ndash
ndash Positive ndash ndash Negative ndash
Recommended reading
copy 2014 CEMVOGT CONSULTING LTD amp CO KG | Pappelallee 7879 | 10437 Berlin | httpcemvogtcom | cemvogt C5T amp Company Ltd | Stron House | 100 Pall Mall London England SW1Y 5EA | httpc5tco | c5tco SCRUMCENTER Ltd | Level 3 207 Regent Street | W1B 3HH London England | httpscrumcentercom BER +49 (30) 463 09 777 | LON +44 (20) 8133 0242 | SF +1 (415) 513 0242 | helloc5tco
THANK YOU
Describes the bundle of products or services that create value for a specific customer segment bull What value do we deliver to the
customer bull Which customer needs are we
satisfying bull What are we offering to each customer
segment
GAINS )
CUSTOMER JOBS
Pains (
Pain Relievers
Product amp Services
Gain Relievers
PRODUCT MARKET FIT
=
A startup is not a smaller version of a large company
ldquoA startup is a temporary organization in search of a scalable repeatable profitable business modelrdquo -Steve Blank
Five Functions
1 Create awareness for serviceproduct
2 Helping customers evaluate the value proposition
3 Help potential customers to purchase
4 Deliver value to customer
5 Ensure post-purchase satisfaction through support
Personal Automated or self service
Co-creating products or services with customers (ie Amazon YouTube etc)
Evaluating the ldquoNet Promoter Score (NPS)rdquo
Organizations must know
1 what will customer pay
2 accept payment in ways customer prefer
Two categories of revenue
1 one-time customer payments
2 recurring payments
Outrage sale lease or rent service or usage fee subscription fees licensing brokerage fees
Describes the most important assets required to make a business model work
Can be physical financial intellectual or human
Key resources can be owned or leased by the company or acquired from key partners
Describes the most important things a company must do to make its business model workbull For PC manufacturer Dell key activities
include supply chain management bull For consultancy McKinsey key activities
include problem solving
Describes the network of suppliers and partners that make the business model work Types of partnerships
Strategic alliances between non-competitors Joint ventures to develop new businesses Buyer-supplier relationships Coopetition strategic partnerships between competitors
Describes all costs incurred to operate a business model
VP CS3
47
58
6
9
=
VP CSKA
PURPOSE STATEMENT I would like to help VP people CS through these activities KA
1 13
47
58
6
9
What is the job-to-be-done
Which of our customerrsquos 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
Through which Channels
do our Customers Segments want to be
reached
What Key Activities do we require Manufacturing
Software Supply chain
What Key Resources do we require
Financial IP HR
What Job do they want us to get done
for them
Who are our most important customers
What are their archetypes
Who are our Key Partners
Who are our key suppliers
What are we getting from them Giving
them
How do we make money Whatrsquos the revenue model Pricing tactics
What are the most important costs inherent inner business model Fixed Variable
How will we Get Keep and Grow
Customers
Business Model Macroeconomics amp
Evaluation
+ -ndash Ex
tern
al ndash
ndash Int
erna
l ndash
ndash Positive ndash ndash Negative ndash
Recommended reading
copy 2014 CEMVOGT CONSULTING LTD amp CO KG | Pappelallee 7879 | 10437 Berlin | httpcemvogtcom | cemvogt C5T amp Company Ltd | Stron House | 100 Pall Mall London England SW1Y 5EA | httpc5tco | c5tco SCRUMCENTER Ltd | Level 3 207 Regent Street | W1B 3HH London England | httpscrumcentercom BER +49 (30) 463 09 777 | LON +44 (20) 8133 0242 | SF +1 (415) 513 0242 | helloc5tco
THANK YOU
GAINS )
CUSTOMER JOBS
Pains (
Pain Relievers
Product amp Services
Gain Relievers
PRODUCT MARKET FIT
=
A startup is not a smaller version of a large company
ldquoA startup is a temporary organization in search of a scalable repeatable profitable business modelrdquo -Steve Blank
Five Functions
1 Create awareness for serviceproduct
2 Helping customers evaluate the value proposition
3 Help potential customers to purchase
4 Deliver value to customer
5 Ensure post-purchase satisfaction through support
Personal Automated or self service
Co-creating products or services with customers (ie Amazon YouTube etc)
Evaluating the ldquoNet Promoter Score (NPS)rdquo
Organizations must know
1 what will customer pay
2 accept payment in ways customer prefer
Two categories of revenue
1 one-time customer payments
2 recurring payments
Outrage sale lease or rent service or usage fee subscription fees licensing brokerage fees
Describes the most important assets required to make a business model work
Can be physical financial intellectual or human
Key resources can be owned or leased by the company or acquired from key partners
Describes the most important things a company must do to make its business model workbull For PC manufacturer Dell key activities
include supply chain management bull For consultancy McKinsey key activities
include problem solving
Describes the network of suppliers and partners that make the business model work Types of partnerships
Strategic alliances between non-competitors Joint ventures to develop new businesses Buyer-supplier relationships Coopetition strategic partnerships between competitors
Describes all costs incurred to operate a business model
VP CS3
47
58
6
9
=
VP CSKA
PURPOSE STATEMENT I would like to help VP people CS through these activities KA
1 13
47
58
6
9
What is the job-to-be-done
Which of our customerrsquos 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
Through which Channels
do our Customers Segments want to be
reached
What Key Activities do we require Manufacturing
Software Supply chain
What Key Resources do we require
Financial IP HR
What Job do they want us to get done
for them
Who are our most important customers
What are their archetypes
Who are our Key Partners
Who are our key suppliers
What are we getting from them Giving
them
How do we make money Whatrsquos the revenue model Pricing tactics
What are the most important costs inherent inner business model Fixed Variable
How will we Get Keep and Grow
Customers
Business Model Macroeconomics amp
Evaluation
+ -ndash Ex
tern
al ndash
ndash Int
erna
l ndash
ndash Positive ndash ndash Negative ndash
Recommended reading
copy 2014 CEMVOGT CONSULTING LTD amp CO KG | Pappelallee 7879 | 10437 Berlin | httpcemvogtcom | cemvogt C5T amp Company Ltd | Stron House | 100 Pall Mall London England SW1Y 5EA | httpc5tco | c5tco SCRUMCENTER Ltd | Level 3 207 Regent Street | W1B 3HH London England | httpscrumcentercom BER +49 (30) 463 09 777 | LON +44 (20) 8133 0242 | SF +1 (415) 513 0242 | helloc5tco
THANK YOU
PRODUCT MARKET FIT
=
A startup is not a smaller version of a large company
ldquoA startup is a temporary organization in search of a scalable repeatable profitable business modelrdquo -Steve Blank
Five Functions
1 Create awareness for serviceproduct
2 Helping customers evaluate the value proposition
3 Help potential customers to purchase
4 Deliver value to customer
5 Ensure post-purchase satisfaction through support
Personal Automated or self service
Co-creating products or services with customers (ie Amazon YouTube etc)
Evaluating the ldquoNet Promoter Score (NPS)rdquo
Organizations must know
1 what will customer pay
2 accept payment in ways customer prefer
Two categories of revenue
1 one-time customer payments
2 recurring payments
Outrage sale lease or rent service or usage fee subscription fees licensing brokerage fees
Describes the most important assets required to make a business model work
Can be physical financial intellectual or human
Key resources can be owned or leased by the company or acquired from key partners
Describes the most important things a company must do to make its business model workbull For PC manufacturer Dell key activities
include supply chain management bull For consultancy McKinsey key activities
include problem solving
Describes the network of suppliers and partners that make the business model work Types of partnerships
Strategic alliances between non-competitors Joint ventures to develop new businesses Buyer-supplier relationships Coopetition strategic partnerships between competitors
Describes all costs incurred to operate a business model
VP CS3
47
58
6
9
=
VP CSKA
PURPOSE STATEMENT I would like to help VP people CS through these activities KA
1 13
47
58
6
9
What is the job-to-be-done
Which of our customerrsquos 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
Through which Channels
do our Customers Segments want to be
reached
What Key Activities do we require Manufacturing
Software Supply chain
What Key Resources do we require
Financial IP HR
What Job do they want us to get done
for them
Who are our most important customers
What are their archetypes
Who are our Key Partners
Who are our key suppliers
What are we getting from them Giving
them
How do we make money Whatrsquos the revenue model Pricing tactics
What are the most important costs inherent inner business model Fixed Variable
How will we Get Keep and Grow
Customers
Business Model Macroeconomics amp
Evaluation
+ -ndash Ex
tern
al ndash
ndash Int
erna
l ndash
ndash Positive ndash ndash Negative ndash
Recommended reading
copy 2014 CEMVOGT CONSULTING LTD amp CO KG | Pappelallee 7879 | 10437 Berlin | httpcemvogtcom | cemvogt C5T amp Company Ltd | Stron House | 100 Pall Mall London England SW1Y 5EA | httpc5tco | c5tco SCRUMCENTER Ltd | Level 3 207 Regent Street | W1B 3HH London England | httpscrumcentercom BER +49 (30) 463 09 777 | LON +44 (20) 8133 0242 | SF +1 (415) 513 0242 | helloc5tco
THANK YOU
Five Functions
1 Create awareness for serviceproduct
2 Helping customers evaluate the value proposition
3 Help potential customers to purchase
4 Deliver value to customer
5 Ensure post-purchase satisfaction through support
Personal Automated or self service
Co-creating products or services with customers (ie Amazon YouTube etc)
Evaluating the ldquoNet Promoter Score (NPS)rdquo
Organizations must know
1 what will customer pay
2 accept payment in ways customer prefer
Two categories of revenue
1 one-time customer payments
2 recurring payments
Outrage sale lease or rent service or usage fee subscription fees licensing brokerage fees
Describes the most important assets required to make a business model work
Can be physical financial intellectual or human
Key resources can be owned or leased by the company or acquired from key partners
Describes the most important things a company must do to make its business model workbull For PC manufacturer Dell key activities
include supply chain management bull For consultancy McKinsey key activities
include problem solving
Describes the network of suppliers and partners that make the business model work Types of partnerships
Strategic alliances between non-competitors Joint ventures to develop new businesses Buyer-supplier relationships Coopetition strategic partnerships between competitors
Describes all costs incurred to operate a business model
VP CS3
47
58
6
9
=
VP CSKA
PURPOSE STATEMENT I would like to help VP people CS through these activities KA
1 13
47
58
6
9
What is the job-to-be-done
Which of our customerrsquos 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
Through which Channels
do our Customers Segments want to be
reached
What Key Activities do we require Manufacturing
Software Supply chain
What Key Resources do we require
Financial IP HR
What Job do they want us to get done
for them
Who are our most important customers
What are their archetypes
Who are our Key Partners
Who are our key suppliers
What are we getting from them Giving
them
How do we make money Whatrsquos the revenue model Pricing tactics
What are the most important costs inherent inner business model Fixed Variable
How will we Get Keep and Grow
Customers
Business Model Macroeconomics amp
Evaluation
+ -ndash Ex
tern
al ndash
ndash Int
erna
l ndash
ndash Positive ndash ndash Negative ndash
Recommended reading
copy 2014 CEMVOGT CONSULTING LTD amp CO KG | Pappelallee 7879 | 10437 Berlin | httpcemvogtcom | cemvogt C5T amp Company Ltd | Stron House | 100 Pall Mall London England SW1Y 5EA | httpc5tco | c5tco SCRUMCENTER Ltd | Level 3 207 Regent Street | W1B 3HH London England | httpscrumcentercom BER +49 (30) 463 09 777 | LON +44 (20) 8133 0242 | SF +1 (415) 513 0242 | helloc5tco
THANK YOU
Personal Automated or self service
Co-creating products or services with customers (ie Amazon YouTube etc)
Evaluating the ldquoNet Promoter Score (NPS)rdquo
Organizations must know
1 what will customer pay
2 accept payment in ways customer prefer
Two categories of revenue
1 one-time customer payments
2 recurring payments
Outrage sale lease or rent service or usage fee subscription fees licensing brokerage fees
Describes the most important assets required to make a business model work
Can be physical financial intellectual or human
Key resources can be owned or leased by the company or acquired from key partners
Describes the most important things a company must do to make its business model workbull For PC manufacturer Dell key activities
include supply chain management bull For consultancy McKinsey key activities
include problem solving
Describes the network of suppliers and partners that make the business model work Types of partnerships
Strategic alliances between non-competitors Joint ventures to develop new businesses Buyer-supplier relationships Coopetition strategic partnerships between competitors
Describes all costs incurred to operate a business model
VP CS3
47
58
6
9
=
VP CSKA
PURPOSE STATEMENT I would like to help VP people CS through these activities KA
1 13
47
58
6
9
What is the job-to-be-done
Which of our customerrsquos 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
Through which Channels
do our Customers Segments want to be
reached
What Key Activities do we require Manufacturing
Software Supply chain
What Key Resources do we require
Financial IP HR
What Job do they want us to get done
for them
Who are our most important customers
What are their archetypes
Who are our Key Partners
Who are our key suppliers
What are we getting from them Giving
them
How do we make money Whatrsquos the revenue model Pricing tactics
What are the most important costs inherent inner business model Fixed Variable
How will we Get Keep and Grow
Customers
Business Model Macroeconomics amp
Evaluation
+ -ndash Ex
tern
al ndash
ndash Int
erna
l ndash
ndash Positive ndash ndash Negative ndash
Recommended reading
copy 2014 CEMVOGT CONSULTING LTD amp CO KG | Pappelallee 7879 | 10437 Berlin | httpcemvogtcom | cemvogt C5T amp Company Ltd | Stron House | 100 Pall Mall London England SW1Y 5EA | httpc5tco | c5tco SCRUMCENTER Ltd | Level 3 207 Regent Street | W1B 3HH London England | httpscrumcentercom BER +49 (30) 463 09 777 | LON +44 (20) 8133 0242 | SF +1 (415) 513 0242 | helloc5tco
THANK YOU
Organizations must know
1 what will customer pay
2 accept payment in ways customer prefer
Two categories of revenue
1 one-time customer payments
2 recurring payments
Outrage sale lease or rent service or usage fee subscription fees licensing brokerage fees
Describes the most important assets required to make a business model work
Can be physical financial intellectual or human
Key resources can be owned or leased by the company or acquired from key partners
Describes the most important things a company must do to make its business model workbull For PC manufacturer Dell key activities
include supply chain management bull For consultancy McKinsey key activities
include problem solving
Describes the network of suppliers and partners that make the business model work Types of partnerships
Strategic alliances between non-competitors Joint ventures to develop new businesses Buyer-supplier relationships Coopetition strategic partnerships between competitors
Describes all costs incurred to operate a business model
VP CS3
47
58
6
9
=
VP CSKA
PURPOSE STATEMENT I would like to help VP people CS through these activities KA
1 13
47
58
6
9
What is the job-to-be-done
Which of our customerrsquos 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
Through which Channels
do our Customers Segments want to be
reached
What Key Activities do we require Manufacturing
Software Supply chain
What Key Resources do we require
Financial IP HR
What Job do they want us to get done
for them
Who are our most important customers
What are their archetypes
Who are our Key Partners
Who are our key suppliers
What are we getting from them Giving
them
How do we make money Whatrsquos the revenue model Pricing tactics
What are the most important costs inherent inner business model Fixed Variable
How will we Get Keep and Grow
Customers
Business Model Macroeconomics amp
Evaluation
+ -ndash Ex
tern
al ndash
ndash Int
erna
l ndash
ndash Positive ndash ndash Negative ndash
Recommended reading
copy 2014 CEMVOGT CONSULTING LTD amp CO KG | Pappelallee 7879 | 10437 Berlin | httpcemvogtcom | cemvogt C5T amp Company Ltd | Stron House | 100 Pall Mall London England SW1Y 5EA | httpc5tco | c5tco SCRUMCENTER Ltd | Level 3 207 Regent Street | W1B 3HH London England | httpscrumcentercom BER +49 (30) 463 09 777 | LON +44 (20) 8133 0242 | SF +1 (415) 513 0242 | helloc5tco
THANK YOU
Describes the most important assets required to make a business model work
Can be physical financial intellectual or human
Key resources can be owned or leased by the company or acquired from key partners
Describes the most important things a company must do to make its business model workbull For PC manufacturer Dell key activities
include supply chain management bull For consultancy McKinsey key activities
include problem solving
Describes the network of suppliers and partners that make the business model work Types of partnerships
Strategic alliances between non-competitors Joint ventures to develop new businesses Buyer-supplier relationships Coopetition strategic partnerships between competitors
Describes all costs incurred to operate a business model
VP CS3
47
58
6
9
=
VP CSKA
PURPOSE STATEMENT I would like to help VP people CS through these activities KA
1 13
47
58
6
9
What is the job-to-be-done
Which of our customerrsquos 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
Through which Channels
do our Customers Segments want to be
reached
What Key Activities do we require Manufacturing
Software Supply chain
What Key Resources do we require
Financial IP HR
What Job do they want us to get done
for them
Who are our most important customers
What are their archetypes
Who are our Key Partners
Who are our key suppliers
What are we getting from them Giving
them
How do we make money Whatrsquos the revenue model Pricing tactics
What are the most important costs inherent inner business model Fixed Variable
How will we Get Keep and Grow
Customers
Business Model Macroeconomics amp
Evaluation
+ -ndash Ex
tern
al ndash
ndash Int
erna
l ndash
ndash Positive ndash ndash Negative ndash
Recommended reading
copy 2014 CEMVOGT CONSULTING LTD amp CO KG | Pappelallee 7879 | 10437 Berlin | httpcemvogtcom | cemvogt C5T amp Company Ltd | Stron House | 100 Pall Mall London England SW1Y 5EA | httpc5tco | c5tco SCRUMCENTER Ltd | Level 3 207 Regent Street | W1B 3HH London England | httpscrumcentercom BER +49 (30) 463 09 777 | LON +44 (20) 8133 0242 | SF +1 (415) 513 0242 | helloc5tco
THANK YOU
Describes the most important things a company must do to make its business model workbull For PC manufacturer Dell key activities
include supply chain management bull For consultancy McKinsey key activities
include problem solving
Describes the network of suppliers and partners that make the business model work Types of partnerships
Strategic alliances between non-competitors Joint ventures to develop new businesses Buyer-supplier relationships Coopetition strategic partnerships between competitors
Describes all costs incurred to operate a business model
VP CS3
47
58
6
9
=
VP CSKA
PURPOSE STATEMENT I would like to help VP people CS through these activities KA
1 13
47
58
6
9
What is the job-to-be-done
Which of our customerrsquos 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
Through which Channels
do our Customers Segments want to be
reached
What Key Activities do we require Manufacturing
Software Supply chain
What Key Resources do we require
Financial IP HR
What Job do they want us to get done
for them
Who are our most important customers
What are their archetypes
Who are our Key Partners
Who are our key suppliers
What are we getting from them Giving
them
How do we make money Whatrsquos the revenue model Pricing tactics
What are the most important costs inherent inner business model Fixed Variable
How will we Get Keep and Grow
Customers
Business Model Macroeconomics amp
Evaluation
+ -ndash Ex
tern
al ndash
ndash Int
erna
l ndash
ndash Positive ndash ndash Negative ndash
Recommended reading
copy 2014 CEMVOGT CONSULTING LTD amp CO KG | Pappelallee 7879 | 10437 Berlin | httpcemvogtcom | cemvogt C5T amp Company Ltd | Stron House | 100 Pall Mall London England SW1Y 5EA | httpc5tco | c5tco SCRUMCENTER Ltd | Level 3 207 Regent Street | W1B 3HH London England | httpscrumcentercom BER +49 (30) 463 09 777 | LON +44 (20) 8133 0242 | SF +1 (415) 513 0242 | helloc5tco
THANK YOU
Describes the network of suppliers and partners that make the business model work Types of partnerships
Strategic alliances between non-competitors Joint ventures to develop new businesses Buyer-supplier relationships Coopetition strategic partnerships between competitors
Describes all costs incurred to operate a business model
VP CS3
47
58
6
9
=
VP CSKA
PURPOSE STATEMENT I would like to help VP people CS through these activities KA
1 13
47
58
6
9
What is the job-to-be-done
Which of our customerrsquos 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
Through which Channels
do our Customers Segments want to be
reached
What Key Activities do we require Manufacturing
Software Supply chain
What Key Resources do we require
Financial IP HR
What Job do they want us to get done
for them
Who are our most important customers
What are their archetypes
Who are our Key Partners
Who are our key suppliers
What are we getting from them Giving
them
How do we make money Whatrsquos the revenue model Pricing tactics
What are the most important costs inherent inner business model Fixed Variable
How will we Get Keep and Grow
Customers
Business Model Macroeconomics amp
Evaluation
+ -ndash Ex
tern
al ndash
ndash Int
erna
l ndash
ndash Positive ndash ndash Negative ndash
Recommended reading
copy 2014 CEMVOGT CONSULTING LTD amp CO KG | Pappelallee 7879 | 10437 Berlin | httpcemvogtcom | cemvogt C5T amp Company Ltd | Stron House | 100 Pall Mall London England SW1Y 5EA | httpc5tco | c5tco SCRUMCENTER Ltd | Level 3 207 Regent Street | W1B 3HH London England | httpscrumcentercom BER +49 (30) 463 09 777 | LON +44 (20) 8133 0242 | SF +1 (415) 513 0242 | helloc5tco
THANK YOU
Describes all costs incurred to operate a business model
VP CS3
47
58
6
9
=
VP CSKA
PURPOSE STATEMENT I would like to help VP people CS through these activities KA
1 13
47
58
6
9
What is the job-to-be-done
Which of our customerrsquos 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
Through which Channels
do our Customers Segments want to be
reached
What Key Activities do we require Manufacturing
Software Supply chain
What Key Resources do we require
Financial IP HR
What Job do they want us to get done
for them
Who are our most important customers
What are their archetypes
Who are our Key Partners
Who are our key suppliers
What are we getting from them Giving
them
How do we make money Whatrsquos the revenue model Pricing tactics
What are the most important costs inherent inner business model Fixed Variable
How will we Get Keep and Grow
Customers
Business Model Macroeconomics amp
Evaluation
+ -ndash Ex
tern
al ndash
ndash Int
erna
l ndash
ndash Positive ndash ndash Negative ndash
Recommended reading
copy 2014 CEMVOGT CONSULTING LTD amp CO KG | Pappelallee 7879 | 10437 Berlin | httpcemvogtcom | cemvogt C5T amp Company Ltd | Stron House | 100 Pall Mall London England SW1Y 5EA | httpc5tco | c5tco SCRUMCENTER Ltd | Level 3 207 Regent Street | W1B 3HH London England | httpscrumcentercom BER +49 (30) 463 09 777 | LON +44 (20) 8133 0242 | SF +1 (415) 513 0242 | helloc5tco
THANK YOU
VP CS3
47
58
6
9
=
VP CSKA
PURPOSE STATEMENT I would like to help VP people CS through these activities KA
1 13
47
58
6
9
What is the job-to-be-done
Which of our customerrsquos 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
Through which Channels
do our Customers Segments want to be
reached
What Key Activities do we require Manufacturing
Software Supply chain
What Key Resources do we require
Financial IP HR
What Job do they want us to get done
for them
Who are our most important customers
What are their archetypes
Who are our Key Partners
Who are our key suppliers
What are we getting from them Giving
them
How do we make money Whatrsquos the revenue model Pricing tactics
What are the most important costs inherent inner business model Fixed Variable
How will we Get Keep and Grow
Customers
Business Model Macroeconomics amp
Evaluation
+ -ndash Ex
tern
al ndash
ndash Int
erna
l ndash
ndash Positive ndash ndash Negative ndash
Recommended reading
copy 2014 CEMVOGT CONSULTING LTD amp CO KG | Pappelallee 7879 | 10437 Berlin | httpcemvogtcom | cemvogt C5T amp Company Ltd | Stron House | 100 Pall Mall London England SW1Y 5EA | httpc5tco | c5tco SCRUMCENTER Ltd | Level 3 207 Regent Street | W1B 3HH London England | httpscrumcentercom BER +49 (30) 463 09 777 | LON +44 (20) 8133 0242 | SF +1 (415) 513 0242 | helloc5tco
THANK YOU
VP CSKA
PURPOSE STATEMENT I would like to help VP people CS through these activities KA
1 13
47
58
6
9
What is the job-to-be-done
Which of our customerrsquos 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
Through which Channels
do our Customers Segments want to be
reached
What Key Activities do we require Manufacturing
Software Supply chain
What Key Resources do we require
Financial IP HR
What Job do they want us to get done
for them
Who are our most important customers
What are their archetypes
Who are our Key Partners
Who are our key suppliers
What are we getting from them Giving
them
How do we make money Whatrsquos the revenue model Pricing tactics
What are the most important costs inherent inner business model Fixed Variable
How will we Get Keep and Grow
Customers
Business Model Macroeconomics amp
Evaluation
+ -ndash Ex
tern
al ndash
ndash Int
erna
l ndash
ndash Positive ndash ndash Negative ndash
Recommended reading
copy 2014 CEMVOGT CONSULTING LTD amp CO KG | Pappelallee 7879 | 10437 Berlin | httpcemvogtcom | cemvogt C5T amp Company Ltd | Stron House | 100 Pall Mall London England SW1Y 5EA | httpc5tco | c5tco SCRUMCENTER Ltd | Level 3 207 Regent Street | W1B 3HH London England | httpscrumcentercom BER +49 (30) 463 09 777 | LON +44 (20) 8133 0242 | SF +1 (415) 513 0242 | helloc5tco
THANK YOU
1 13
47
58
6
9
What is the job-to-be-done
Which of our customerrsquos 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
Through which Channels
do our Customers Segments want to be
reached
What Key Activities do we require Manufacturing
Software Supply chain
What Key Resources do we require
Financial IP HR
What Job do they want us to get done
for them
Who are our most important customers
What are their archetypes
Who are our Key Partners
Who are our key suppliers
What are we getting from them Giving
them
How do we make money Whatrsquos the revenue model Pricing tactics
What are the most important costs inherent inner business model Fixed Variable
How will we Get Keep and Grow
Customers
Business Model Macroeconomics amp
Evaluation
+ -ndash Ex
tern
al ndash
ndash Int
erna
l ndash
ndash Positive ndash ndash Negative ndash
Recommended reading
copy 2014 CEMVOGT CONSULTING LTD amp CO KG | Pappelallee 7879 | 10437 Berlin | httpcemvogtcom | cemvogt C5T amp Company Ltd | Stron House | 100 Pall Mall London England SW1Y 5EA | httpc5tco | c5tco SCRUMCENTER Ltd | Level 3 207 Regent Street | W1B 3HH London England | httpscrumcentercom BER +49 (30) 463 09 777 | LON +44 (20) 8133 0242 | SF +1 (415) 513 0242 | helloc5tco
THANK YOU
Business Model Macroeconomics amp
Evaluation
+ -ndash Ex
tern
al ndash
ndash Int
erna
l ndash
ndash Positive ndash ndash Negative ndash
Recommended reading
copy 2014 CEMVOGT CONSULTING LTD amp CO KG | Pappelallee 7879 | 10437 Berlin | httpcemvogtcom | cemvogt C5T amp Company Ltd | Stron House | 100 Pall Mall London England SW1Y 5EA | httpc5tco | c5tco SCRUMCENTER Ltd | Level 3 207 Regent Street | W1B 3HH London England | httpscrumcentercom BER +49 (30) 463 09 777 | LON +44 (20) 8133 0242 | SF +1 (415) 513 0242 | helloc5tco
THANK YOU
+ -ndash Ex
tern
al ndash
ndash Int
erna
l ndash
ndash Positive ndash ndash Negative ndash
Recommended reading
copy 2014 CEMVOGT CONSULTING LTD amp CO KG | Pappelallee 7879 | 10437 Berlin | httpcemvogtcom | cemvogt C5T amp Company Ltd | Stron House | 100 Pall Mall London England SW1Y 5EA | httpc5tco | c5tco SCRUMCENTER Ltd | Level 3 207 Regent Street | W1B 3HH London England | httpscrumcentercom BER +49 (30) 463 09 777 | LON +44 (20) 8133 0242 | SF +1 (415) 513 0242 | helloc5tco
THANK YOU
Recommended reading
copy 2014 CEMVOGT CONSULTING LTD amp CO KG | Pappelallee 7879 | 10437 Berlin | httpcemvogtcom | cemvogt C5T amp Company Ltd | Stron House | 100 Pall Mall London England SW1Y 5EA | httpc5tco | c5tco SCRUMCENTER Ltd | Level 3 207 Regent Street | W1B 3HH London England | httpscrumcentercom BER +49 (30) 463 09 777 | LON +44 (20) 8133 0242 | SF +1 (415) 513 0242 | helloc5tco
THANK YOU
copy 2014 CEMVOGT CONSULTING LTD amp CO KG | Pappelallee 7879 | 10437 Berlin | httpcemvogtcom | cemvogt C5T amp Company Ltd | Stron House | 100 Pall Mall London England SW1Y 5EA | httpc5tco | c5tco SCRUMCENTER Ltd | Level 3 207 Regent Street | W1B 3HH London England | httpscrumcentercom BER +49 (30) 463 09 777 | LON +44 (20) 8133 0242 | SF +1 (415) 513 0242 | helloc5tco
THANK YOU
