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Business Model Canvas & Design Thinking
Fred Voorhorst
• Design thinking is a formal method for practical, creative resolution of problems and creation of solutions, with the intent of an improved future result.
• It is a form of solution-based, or solution-focused thinking – starting with a goal (a better future situation) instead of solving a specific problem.
• Design thinking is especially useful when addressing wicked problems.
DESIGN THINKING
“WICKED” PROBLEMS • A Wicked problem is a problem that is difficult or impossible to solve
because of incomplete, contradictory, and changing requirements that are often difficult to recognize.
Do: • Immerse • Observe • Engage Create • User stories • User journeys • Personas
www.interaction-design.org
Do: • Organize & group data • Formulate insights • Analyze and synthesize Create • Problem statement
• Human-centred • Broad enough (creative) • Narrow enough
(Achievable) • Why/how ladders • Empathy maps
www.interaction-design.org
Do: • Create loads of ideas • Get ideas out of your head • Transform insights into solutions Create • Storyboards • Prototypes (digital, experience) • “Waste”
www.interaction-design.org
Do: • Low-Fidelity Prototyping • High-Fidelity Prototyping • Challenge everything again Create • (testable) Prototypes
www.interaction-design.org
Do: • Immerse • Observe • Engage Create • User stories • User journeys • Personas
www.interaction-design.org
• The Business Model Canvas is a 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 helps firms in aligning their activities by visualizing/illustrating potential trade-offs.
Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers - Book by Alexander Osterwalder & Yves Pigneur
The Value Proposition Canvas (VPC); A template that helps your to understand your customers needs, and understand the foundation based on which to design products and services they want. It works in conjunction with the Business Model Canvas.
Value Proposition Design: How to Create Products and Services Customers Want - Book by Alexander Osterwalder, Yves Pigneur, Gregory Bernada, Alan Smith & Trish Papadakos
CUSTOMER SEGMENTS: The people or
organizations an company or enterprise aims to
serve.
12
CUSTOMER SEGMENTS: The people or
organizations an company or enterprise aims to
serve.
VALUE PROPOSITION: The bundle of products/services that
create value for the specific customer segment.
22
CUSTOMER SEGMENTS: The people or
organizations an company or enterprise aims to
serve.
VALUE PROPOSITION: The bundle of products/services that
create value for the specific customer segment.
CUSTOMER SEGMENTS: The people or
organizations an company or enterprise aims to
serve.
CHANNELS: How a company
communicates with/reaches its customer
segments.
VALUE PROPOSITION: The bundle of products/services that
create value for the specific customer segment.
24
CUSTOMER RELATIONSHIPS: The types of relationships a customer establishes with the specific customer
segment.
CUSTOMER SEGMENTS: The people or
organizations an company or enterprise aims to
serve.
CHANNELS: How a company
communicates with/reaches its customer
segments.
VALUE PROPOSITION: The bundle of products/services that
create value for the specific customer segment.
25
KEY ACTIVITIES: These are the most important things a company must do to
make the business mode work.
CUSTOMER RELATIONSHIPS: The types of relationships a customer establishes with the specific customer
segment.
CUSTOMER SEGMENTS: The people or
organizations an company or enterprise aims to
serve.
CHANNELS: How a company
communicates with/reaches its customer
segments.
VALUE PROPOSITION: The bundle of products/services that
create value for the specific customer segment.
26
KEY ACTIVITIES: These are the most important things a company must do to
make the business mode work.
CUSTOMER RELATIONSHIPS: The types of relationships a customer establishes with the specific customer
segment.
CUSTOMER SEGMENTS: The people or
organizations an company or enterprise aims to
serve.
CHANNELS: How a company
communicates with/reaches its customer
segments.
VALUE PROPOSITION: The bundle of products/services that
create value for the specific customer segment.
KEY RESOURCES: This describes the most
important assets required to make the business
model work.
27
KEY PARTNERSHIPS: These are the network of
suppliers and partners that makes the business model
work
KEY ACTIVITIES: These are the most important things a company must do to
make the business mode work.
CUSTOMER RELATIONSHIPS: The types of relationships a customer establishes with the specific customer
segment.
CUSTOMER SEGMENTS: The people or
organizations an company or enterprise aims to
serve.
CHANNELS: How a company
communicates with/reaches its customer
segments.
VALUE PROPOSITION: The bundle of products/services that
create value for the specific customer segment.
KEY RESOURCES: This describes the most
important assets required to make the business
model work.
28
KEY PARTNERSHIPS: These are the network of
suppliers and partners that makes the business model
work
KEY ACTIVITIES: These are the most important things a company must do to
make the business mode work.
CUSTOMER RELATIONSHIPS: The types of relationships a customer establishes with the specific customer
segment.
CUSTOMER SEGMENTS: The people or
organizations an company or enterprise aims to
serve.
CHANNELS: How a company
communicates with/reaches its customer
segments.
VALUE PROPOSITION: The bundle of products/services that
create value for the specific customer segment.
KEY RESOURCES: This describes the most
important assets required to make the business
model work.
COST STRUCTURE: This describes all the costs
incurred to operate the business model.
KEY PARTNERSHIPS: These are the network of
suppliers and partners that makes the business model
work
KEY ACTIVITIES: These are the most important things a company must do to
make the business mode work.
CUSTOMER RELATIONSHIPS: The types of relationships a customer establishes with the specific customer
segment.
CUSTOMER SEGMENTS: The people or
organizations an company or enterprise aims to
serve.
CHANNELS: How a company
communicates with/reaches its customer
segments.
VALUE PROPOSITION: The bundle of products/services that
create value for the specific customer segment.
KEY RESOURCES: This describes the most
important assets required to make the business
model work.
REVENUE STREAM: The cash a company generates from each customer segment.
COST STRUCTURE: This describes all the costs
incurred to operate the business model.
• You can create not just one, but many canvas variations, each of them representing a ‘what if’ situation.
• Different Business Models can be considered a ‘prototype’.
• Evaluating these Business Model variations with stakeholders involved is like testing.
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Disclaimer For illustration purposes only.
This is part of a project proposal from Adviscent AG,
that until now has not yet materialized.
WM clients ‘Interesting’ content
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Analysts
Operating costs Mandates
WM clients ‘Interesting’ content
iPhone App
Self service Creating content
Analysts
Operating costs Mandates
Content creators
Content
Daily
Prospects
WM clients ‘Interesting’ content
iPhone App
Self service
Operating costs Mandates
Content creators
Content
Daily
Selecting 3rd party producers
Prospects
WM clients ‘Interesting’ content
iPhone App
Self service
Operating costs Mandates
Content creators Daily
Selecting 3rd party producers
Advertisements
?
Prospects
• Design thinking is a formal method for practical, creative resolution of problems and creation of solutions, with the intent of an improved future result.
• It is a form of solution-based, or solution-focused thinking – starting with a goal (a better future situation) instead of solving a specific problem.
• Design thinking is especially useful when addressing wicked problems.
Business Model Canvas & Design Thinking
• The Business Model Canvas is a 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 helps firms in aligning their activities by visualizing/illustrating potential trade-offs.
Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers - Book by Alexander Osterwalder and Yves Pigneur