and challengers striving to defy outmoded business models and design tomorrow's enterprises. It's a book for the written by. Alexander Osterwalder & Yves. Alexander Osterwalder – “Business Model Generation”. * How a company intends to make money / the (great pdf to help explain the business model canvas). PDF | On Jan 2, , Alexander Osterwalder and others published PDF FULL Business Model Generation: A Handbook for Visionaries, Game.
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Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers Read online, or download in secure PDF or secure EPUB format. What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?. Business Model Generation is a handbook for visionaries, game changers, Business Model Generation (eBook, PDF) - Osterwalder, Alexander; Pigneur, Yves.
It explains the most common Business Model patterns, based on concepts from leading business thinkers, and helps you reinterpret them for your own context. You will learn how to systematically understand, design, and implement a game-changing business model--or analyze and renovate an old one. Along the way, you'll understand at a much deeper level your customers, distribution channels, partners, revenue streams, costs, and your core value proposition.
Business Model Generation features practical innovation techniques used today by leading consultants and companies worldwide, including 3M, Ericsson, Capgemini, Deloitte, and others. Designed for doers, it is for those ready to abandon outmoded thinking and embrace new models of value creation: If you're ready to change the rules, you belong to "the business model generation!
Alexander Osterwalder Lausanne, Switzerland; alexosterwalder. Besides his speaking engagements, Dr. Osterwalder focuses on executive training in the domain of business model development and innovation.
He writes a popular blog on business model innovation at www. For example, at Leonid, an enterprise software company I founded, we thought our largest customers worked with us because of the cost savings we offered and our knowledge about best practices. It turned out that was mostly wrong- reducing their time and risk to get new services to market was the most important. That made a difference on how we sold the product and how we focused on operationalizing it for customers.
Notes: Again, this pairing is the key driver for most business models and if you want more on how to describe and discovery what to put in this part of the canvas, I recommend this: Tutorial- Personas.
The key is to write down those assumptions, prioritize them, and figure out the quickest and cheapest way to prove or disprove them. Step 3 of 10 : Channels Channels includes entities you use to communicate your proposition to your segments, as well as entities through which you sell product and later service customers see AIDAOR journey below.
Output: a list of important Channels, linked to Personas or Segments if they differ substantially. Make notes on what steps are relevant for each- promotion, sales, service, etc. See Note this section for more structure on this.
Notes: Channels and the next item, Customer Relationships, define your interface with the Customer. OR framework attention-interest-desire-action-onboarding-retention and storyboarding your way through it.
Another consideration is whether your channels will give you enough visibility into the user, including, for example, a way to follow up with users. Not sure? Step 4 of 10 : Customer Relationships How does the customer interact with you through the sales and product lifecycle? Do they have a dedicated personal contact they see?
Is all the interaction over the web?
Do they never see you at all but instead talk to a Channel? A few litmus test questions you may want to ask yourself at this point: — Can the Value Proposition be delivered to the Customer this way? All the way through from promotion, to sale, to post-sale service?
Output: a description of Customer Relationships, with notes if they differ across Customers between Segments or among Personas within a Segment or across the customer journey. Also, the focal items are in a kind of specific order- you should validate your Segments and their relationship to the Propositions above all else.
You can subsequently test the Customer Relationship models. If you have an existing business, this will be self-evident. At this point, you should map Segments to Propositions to Revenue Streams. Are you charging on value? Perceived value? They say everyone loves their banker; hates their lawyer.
Why is that? Is there an actionable analog in your business? Congratulations on making it halfway! For a product-driven business, this probably includes ongoing learning about users and new techniques to build better product. For an infrastructure business ex: electric utility , it probably includes keeping the infrastructure working reliably and making it more efficient. Step 7 of 10 : Key Resources Key resources are the strategic assets you need in place, and you need in place to a greater or more targeted degree than your competitors.
The Business Model Canvas proposes that there are three core business types: product, scope, and infrastructure. These tend to have similar types of Key Resources. Notes: Product-driven businesses have a differentiated product of some sort.
Rovio, the company that makes the popular app Angry Birds, is such a company. Key Resources in product-driven businesses are typically key talent in critical areas of expertise and accumulated intellectual property related to their offering. Scope-driven businesses create some synergy around a particular Customer Segment.
For example, if you started a business that would take care of all the IT needs for law firms, that would be a scope-driven business. These businesses typically have key knowledge about their segment, a repeatable set of processes, and sometimes infrastructure, like service centers. Infrastructure-driven businesses achieve economies of scale in a specific, highly repeatable area.
Telecommunications is traditionally an infrastructure business. Retailers focused on retail, like Walgreens or Costco, are primarily infrastructure-driven businesses.
The Key Resources for this type of business are, you guessed it, various types of physical or virtual infrastructure. The Honest Company or another innovating around compostable or otherwise more environmentally friendly diapers would be a product-driven take on the category.