Understanding Business Model Canvas with real life examples
What you'll learn
- Different components of business model
- Examples to show how different companies use business model canvas
- how to fill up business model canvas
- Tips on writing business plans
- Previous classes on this startup finance series
Business Model Canvas is strategic management and lean startup template for developing new or documenting existing business models. It is a visual chart with elements describing a firm's or product's value proposition, infrastructure, customers, and finances. It assists firms in aligning their activities by illustrating potential trade-offs.
The nine "building blocks" of the business model design template that came to be called the Business Model Canvas were initially proposed in 2005 by Alexander Osterwalder based on his earlier work on business model ontology. Since the release of Osterwalder's work around 2008, new canvases for specific niches have appeared.
This course was recorded during a live class with startup founders who do not have any formal background in accounting and finance. Course contents, speed, and explanations are designed keeping in mind those users, hence other users may find it slow and sometimes repetitive. I repeated a few things just to make my audience understand and absorb concepts.
Deriving financial plan and blending with business models
· Business Model – Components
· how each business model component is represented in financial plan
· Interwind different components to make a complete business plan.
· Case Study – Alibaba, IKEA and new startup
Key Activities: The most important activities in executing a company's value proposition. An example for Bic, the pen manufacturer, would be creating an efficient supply chain to drive down costs.
Key Resources: The resources that are necessary to create value for the customer. They are considered assets to a company that are needed to sustain and support the business. These resources could be human, financial, physical and intellectual.
Partner Network: In order to optimize operations and reduce risks of a business model, organizations usually cultivate buyer-supplier relationships so they can focus on their core activity. Complementary business alliances also can be considered through joint ventures or strategic alliances between competitors or non-competitors.
Value Propositions: The collection of products and services a business offers to meet the needs of its customers. According to Osterwalder (2004), a company's value proposition is what distinguishes it from its competitors. The value proposition provides value through various elements such as newness, performance, customization, "getting the job done", design, brand/status, price, cost reduction, risk reduction, accessibility, and convenience/usability.
The value propositions may be:
Quantitative – price and efficiency
Qualitative – overall customer experience and outcome
Customer Segments: To build an effective business model, a company must identify which customers it tries to serve. Various sets of customers can be segmented based on their different needs and attribute to ensure appropriate implementation of corporate strategy to meet the characteristics of selected groups of clients. The different types of customer segments include:
Mass Market: There is no specific segmentation for a company that follows the Mass Market element as the organization displays a wide view of potential clients. e.g. Car
Niche Market: Customer segmentation based on the specialized needs and characteristics of its clients. e.g. Rolex
Segmented: A company applies additional segmentation within the existing customer segment. In the segmented situation, the business may further distinguish its clients based on gender, age, and/or income.
Diversify: A business serves multiple customer segments with different needs and characteristics.
Multi-Sided Platform / Market: For a smooth day-to-day business operation, some companies will serve mutually dependent customer segments. A credit card company will provide services to credit card holders while simultaneously assisting merchants who accept those credit cards.
Channels: A company can deliver its value proposition to its targeted customers through different channels. Effective channels will distribute a company's value proposition in ways that are fast, efficient and cost-effective. An organization can reach its clients through its own channels (store front), partner channels (major distributors), or a combination of both.
Customer Relationships: To ensure the survival and success of any businesses, companies must identify the type of relationship they want to create with their customer segments. That element should address three critical steps on a customers relationship: How the business will get new customers, how the business will keep customers purchasing or using its services and how the business will grow its revenue from its current customers. Various forms of customer relationships include:
Personal Assistance: Assistance in a form of employee-customer interaction. Such assistance is performed during sales and/or after sales.
Dedicated Personal Assistance: The most intimate and hands-on personal assistance in which a sales representative is assigned to handle all the needs and questions of a special set of clients.
Self Service: The type of relationship that translates from the indirect interaction between the company and the clients. Here, an organization provides the tools needed for the customers to serve themselves easily and effectively.
Automated Services: A system similar to self-service but more personalized as it has the ability to identify individual customers and their preferences. An example of this would be Amazon making book suggestions based on the characteristics of previous book purchases.
Communities: Creating a community allows for direct interactions among different clients and the company. The community platform produces a scenario where knowledge can be shared and problems are solved between different clients.
Co-creation: A personal relationship is created through the customer's direct input to the final outcome of the company's products/services.
Cost Structure: This describes the most important monetary consequences while operating under different business models. A company's DOC.
Classes of Business Structures:
Cost-Driven – This business model focuses on minimizing all costs and having no frills. e.g. Low-cost airlines
Value-Driven – Less concerned with cost, this business model focuses on creating value for products and services. e.g. Louis Vuitton, Rolex
Characteristics of Cost Structures:
Fixed Costs – Costs are unchanged across different applications. e.g. salary, rent
Variable Costs – Costs vary depending on the amount of production of goods or services. e.g. music festivals
Economies of Scale – Costs go down as the number of goods are ordered or produced.
Economies of Scope – Costs go down due to incorporating other businesses that have a direct relation to the original product.
Revenue Streams: The way a company makes income from each customer segment. Several ways to generate a revenue stream:
Asset Sale – (the most common type) Selling ownership rights to a physical good. e.g. retail corporations
Usage Fee – Money generated from the use of a particular service. e.g. UPS
Subscription Fees – Revenue generated by selling access to continuous service. e.g. Netflix
Lending/Leasing/Renting – Giving exclusive right to an asset for a particular period of time. e.g. Leasing a Car
Licensing – Revenue generated from charging for the use of a protected intellectual property.
Brokerage Fees – Revenue generated from an intermediate service between 2 parties. e.g. Broker selling a house for commission
Advertising – Revenue generated from charging fees for product advertising.
Who this course is for:
- Startup Founders and Cofounder
- Business Executives
PROFILE & STRENGTHS
Mr Manish Gupta is an experienced hospitality finance professional, having a blend of financial core expertise with hands-on training in managing hotel operations and business development.
Having worked as an Auditor for 7 years, he moved into finance management for brands like Parsvnath Developers and Shangri-La Hotels & Resorts and currently serving as the CFO of HTOO Hospitality.
His role is to spread the finance function for the largest hospitality in Myanmar owned and managed by one of the biggest business houses in Myanmar. They have 16 operational and underdevelopment High-end boutique resorts (covering an overall room inventory of 800+ rooms), 2,000 employees. Most of the properties are leaders in their region on trip advisor and won various travel awards over a period of time.
He has proven experience in setting up the foundation for sustainable growth (in the form of management information systems, restructuring), ERP implementation, gear towards IPO readiness & IFRS convergence. With such a great skill set, the students can be assured about the quality of training with his expertise.
He has been teaching at various institutions in Myanmar such as Swiss Business School, American Hospitality Institute of Myanmar with students ranging from directors to CEO of various companies.
ACADEMIC & PROFESSIONAL CREDENTIALS
Chartered Accountant – 2005 (Member of the ICAI) form Institute of Chartered Accountant of India
Company Secretary – 2005 from Institute of Company Secretaries of India
DISA (Diploma in Information System Audit) Supervisory Excellence (Online) & Business Leadership form e-Cornell University
Strategic Leadership from Shangri-La Global University
Hotel management school is leading online hotel management training and service provider with having over 15 years if experience in hospitality, finance, audits, startups. We have been training over 100k students on udemy and physical classes and impacting their learning experience.
We provide hotel consulting services to small and medium-sized hotels to help them grow their business and profitability. If you wish to explore our services, pls send us a message with your query, we will be happy to assist in
- Revenue Management
- Guest Journey Mapping
- Financial Management and Planning