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Start Co (/)
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On this page:
Build a common language for founders participating in our startup ecosystem
#1: The Customers
What’s the difference between business transition or change management? Not much but if we have to determine that we are
#2: Value Proposition #3: Channels #4: Customer Relationships
speaking about the same topic we are wasting time. That is why a
#5: Revenue Streams
common vocabulary is important.
#6: Key Resources
Using a common language we can facilitate discussion with ease.
#7: Key Activities
Without a shared language:
#8: Key Partnerships
It is difficult to systematically challenge assumptions.
#9: Cost Structure
It is difficult to innovate successfully. So, what is a Business Model? “A Business Model describes the rationale of how an organization creates, delivers, and captures value.” – Business Model Generation by Alex Osterwalder and Yves Pigneur
Customer Groups Represent Different Segments if: Their needs require and justify a distinct offer They are reached through different Distribution Channels They require different types of relationships They have substantially different profitability They are willing to pay for different aspects of the offer Mass Segments include: Mass – Don’t Distinguish; All Focus on One Large Group; Consumer Electronics Niche – All aspects of distribution, relationship, value etc are tailored to the specific Segmented – Slightly different needs and problems in market segments; Banking: Private Client Groups cater to those with $500,000 or more vs general consumer banking Diversified – Serve two totally unrelated market segments; Amazon is in retail but also is selling infrastructure Multi-Sided – Serve two more interdependent segments; Credit card companies need both a large base of card holder and a large base of merchants; News Paper – readership and advertisers For whom are we creating value? Who are our most important customers?
Why customers chose your company over others Solves problem or satisfies a need Caters specifically to the customer segment What value do we deliver to the customer? Which problem are we solving? Which needs are we satisfying? What are we offering? The answers include: Newness – New set of needs that customers previously didn’t perceive because there was no similar offering Performance – Improving product or service performance: PC sector used to rely on this factor to bring more and more powerful machines to market. Recently failed to produce customer demand Customization – Tailoring products or services to specific needs/problems Getting the Job Done Design Brand/Status Price Cost reduction Risk reduction Accessibility Convenience/Usability – Customer co-creation, mass customization
Which channels do our customers want to be reached on? Which channels work best? Which ones cost less? How are they integrated into customer routines? Direct vs Indirect Salesforce vs. Wholesale Partner vs Own Partner Stores vs Own Stores Where does Web Sales Fall – Own and Direct Channel Phases Awareness – How do we raise awareness about our company? Evaluation – How do we help customers evaluate our organization’s Value Proposition? Purchase – How do we allow customers to purchase specific products and services? Delivery – How do we deliver a Value Proposition to customers? After Sales – How do we provide post-purchase support?
For Customer Acquisition Customer Retention Boosting Sales What type of relation is established and maintained? How costly are they? How do they integrate with Business Model?
For what value is each customer segment truly willing to pay? What do they currently pay? How are they paying? What would they prefer? Transaction vs Recurring Fixed vs Dynamic
What Key Resources do our Value Propositions require? Physical – Buildings, Machines, POS, Trucks Intellectual – Brand, patents, microchip design Human – Pharma needs scientists; Pharma needs skilled salesforce Financial – Cash, lines of credit, stock option pool; Borrow funds from bank to provide vendor financing to downstream customers. Our Distribution Channels? Customer Relationships? Revenue Streams?
What Key Activities do our Value Propositions require? Distribution Channels? Relationships? Revenue Streams? Production Design, making, delivering Manufacturing Problem Solving Come up with solutions to individual customer problems Knowledge management and training Platform/Network Match Making Platform Promotion, Service, Management
Strategic Alliances between Non-Competitors Coopetition: Alliances between Competitors Joint ventures to develop new business Buyer-supplier relationships to assure reliability Who are our Key Partners? Who are our Key Suppliers? Which Key Resources are we acquiring? Which Key Activities do others perform?
Important costs incurred by while operating What are the important costs inherent to our business model? Cost-Driven – Minimize cost; No Frills Airlines Value Driven – Premium Value Propositions; Luxury hotels Fixed Costs – Remain the same despite changes in volume of goods or services produced; Physical plant Variable Costs – Vary proportionally with the volume of goods or services produced; Ticketing Which Key Resources are most expensive? Which Key Activities are most expensive? Economies of Scale As output expands cost advantages arrive Bulk purchases Economies of Scope Cost advantages due to larger scope of operation Use the same distribution channel for multiple products
In addition to our experienced team and seasoned mentors, Start Co. prides itself on the resources we make available to startups. Here are just a few of the tools we have available to assist founders.
What Makes a Good Business Idea? (/startlaunching/what-makes-a-good-business-idea/) 9 Building Blocks of a Business Model (/startlaunching/business-modeling-9-building-blocks/) The Four Hypotheses of Customer Discovery (/start-launching/the-four-steps-to-customerdiscovery/) Business Model Canvas (PDF) (/wpcontent/themes/StartCo/documents/Business_Mod el_Canvas.pdf) Innovators Toolkit (http://www.socialinnovation.ash.harvard.edu/innovatorstoolkit.html)