Walk-through of the Business Model Canvas - Part 2

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来自 University of Maryland, College Park 的课程

Building the Business Model for Corporate Entrepreneurs

35 个评分

University of Maryland, College Park

Building the Business Model for Corporate Entrepreneurs

35 个评分

课程 2（共 5 门，Specialization Corporate Entrepreneurship: Innovating within Corporations）

Led by Dan Gordon, a University of Maryland faculty member who teaches business modeling in the National Science Foundation's I-Corps Program, this course enables you to develop and apply the Business Model Canvas tool to scope a corporate challenge or opportunity. You will learn how to identify and communicate the nine elements of a business model: Customer Segments, Value Propositions, Channels, Customer Relationships, Revenue Streams, Key Resources, Key Activities, Key Partners, and Cost Structure. Your completed project will be a customer-validated Business Model Canvas that outlines the business case for a new product or service to address your selected challenge or opportunity in a corporate context. This project is derived from four areas of focus in the course: • Identifying how to create and deliver value for existing and future customers of the company; • Learning how to extract value for the corporate venture in a sustainable fashion; • Conducting in-depth interviews to guide the customer discovery process for your corporate venture; and • Developing business models that encompass the product or service, customers, and economic engine that deliver on the corporate venture objectives. Try this course for FREE at https://www.coursera.org/learn/corporate-entrepreneurs-business-model

从本节课中

Introduction to Business Modeling

In this module, we will introduce how to create and deliver value for existing and future customers of the company through a customer-validated, business modeling methodology.

Welcome to Week One3:05

What is a startup?3:17

Customer, market, and value propostion6:19

Product-market fit: The heart of the business model8:00

Walk-through of the Business Model Canvas - Part 15:53

Walk-through of the Business Model Canvas - Part 24:50

How do you develop a business model?6:42

与讲师见面

Daniel Gordon
Lecturer of Technology Entrepreneurship
Maryland Technology Enterprise Institute (Mtech)

Okay, we've talked through the right hand side of the Business Model Canvas,

the customer-facing side.

It's time to talk about the other side of the Business Model Canvas a little bit,

just as an introduction before we get started.

We're going to pay much less attention to this side of the Business Model Canvas in

this course.

In 12 weeks, it's logical to think that maybe we could find a value

proposition for a customer segment, maybe we'll find product market fit.

It's not logical to think that we're going to get the whole

business model nailed down in 12 weeks.

It may happen, but it's not likely and you don't want to lose focus,

you want to pay attention to the customer base inside first.

But on the other side of the business model canvas in the sectors that

are numbered 6,7,8 and 9 here are these internal sides of the business.

These have to work right for the business to work, but

they're not as important to nail down right away.

Except if they're conscious, you have to sort of nail down the main things first.

The key partners is a question of what are you going to do yourself and

what are you going to have other people do for you?

I'm sure you've heard the term core competencies about a business.

These are the things that you really do well,

that you are doing that are unique that no one else is doing.

The other stuff, why not have someone else do it if you can't.

That's where partners come in.

So the question here on the business model canvas is who are these key partners?

Who are your key suppliers because they're a very important kind of partner,

particularly if you're in the business of making physical goods?

And what are you getting from that?

And of course, you don't get without giving,

so when you get something from them, what are you giving back to them?

What is your relationship with those partners like?

That's the key partners part of the business model canvas.

Key Activities are the core competencies.

Those are the things you're going to do yourself.

What do you need to do?

And what can you do well?

You need to do manufacturing.

Is manufacturing something you're going to outsource or

is it something you're going to do yourself?

Are you good at it?

Are you great at it?

Maybe that's a key activity for you.

What about software development?

Do you have to do that?

What about securing intellectual property?

Do you have to do that?

Key activities are things that you must do in order for

your business to be a success.

Resources are what you need to get your partnerships done and

what do you need to get your activities done?

What do you need in the way of money?

What do you need in the way of physical space?

What do you need in the way of manufacturing space, office space?

What geographies do you have to operate in?

What do you need in terms of intellectual property?

What patents do you need, what copyrights do you need?

What trade secrets do you need to protect?

What do you need in the way of human resources?

How are you going to find the talent that you need?

What are the talent groups that you need and how are you going to locate them?

That's the sort of question of Key Resources.

Resources, activities and partners are sort of a balancing act.

They all go together.

You might need a key resource, but not need or want to supply it yourself,

in which case you have to find a partner who will supply it for you.

So, you pin down the resources, they tell you what you need.

Which of the things are going to be your core competency,

those are your key activities, and you find stable partners to whom you can

offer value to do the rest of the things.

Finally, last but not least, is the cost structure.

What are the costs of your business?

This is last in the business model canvas enumeration that we're doing today, but

getting a rough beat on this baby first because if you can't produce

the thing profitably, you don't have a business at all.

If it turns out that people are only going to pay 10 for something and

it takes 20 to make it, you don't have a business.

So you have to nail that down in some very broad terms

before you get up very far with the business model canvas.

It's a little bit akin to what happens with electricians on the work site.

They're the very first to do work on the work site because everyone else

needs electricity, but then they come back and finish up later.

So you get a rough idea of your cost to begin with, and then you come back and

finish it up later.

The main points,

the left-hand side of the business model has to do with how you do it.

It's your internal processes.

It's what you need to get the job done.

What do you yourself?

What do you have others do?

What does it all cost?

Once again, let me remind you that the business model canvass is a living

document.

You're going to be putting down your assumptions,

you're going to be correcting them as you go along.

And then at the inflection points you're going to have something that you can show

to others and say, this is how my business works.

Thank you.

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