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BUSINESS MODEL GENERATION, Alexander Osterwalder & Yves Pigneur

A business model describes the rationale of how an organization creates, delivers and captures value.
1. Customer Segments
Defines the different groups of people or organizations an enterprise aims to reach and serve.
For whom are we creating value? Who are our most important customers?
Customers are the heart of any business model. In order to better satisfy them, a company may group
them into distinct segments with common needs, behaviors, or other attributes. An organization must
make a conscious decision about which segments to serve and which to ignore. Once this decision is
made, a business model can be carefully designed around a strong understanding of specific needs.
Customer groups represent separate segments if:
Their needs require and justify distinct offer
They are reached through different Distribution Channels
They require different types of relationships
They have substantially different profitabilities
They are willing to pay for different aspects of the offer
Mass market (no distinction)
Niche market (specific, specialized segments)
Segmented (similar but varying needs and problems)
Diversified (unrelated segments)
Multi-sided platforms (independent segments)

2. Value Propositions
Describes the bundle of products and services that create value for a specific Customer Segment.
What value do we deliver to the customer? Which one of our customers problems are we helping to
solve? Which customer needs are we satisfying? What bundles of products and services are we offering
to each Customer Segment?
The Value Proposition is the reason why customers turn to one company to another. It solves a
customer problem or satisfies a customer need. Values may be quantitative or qualitative.
Getting the job done
Cost reduction
Risk reduction
3. Channels
How a company communicates with and reaches its Customer Segments to deliver a Value
Proposition. Communication, distribution and sales Channels are the interface with customers.
Through which Channels do our Customer Segments want to be reached? How are we reaching them
now? How are our Channels integrated? Which ones work best? Which ones are most cost-efficient?
How are we integrating them with customer routines?
Raising awareness among customers about a companys products and services
Helping customers evaluate a companys Value Proposition
Allowing customers to purchase specific products and services
Delivering a Value Proposition to customers
Providing post-purchase customer support
Channel phases:
1. Awareness
2. Evaluation
3. Purchase
4. Delivery
5. After sales

4. Customer Relationships
Describes the types of relationships a company establishes with specific Customer Segments.
What type of relationship does each of our Customer Segments expect us to establish and
maintain with them?
Which ones have we established? How costly are they?
How are they integrated with the rest of our business model?
Customer acquisition
Customer retention
Boosting sales
Personal assistance
Dedicated personal assistance
Automated services

5. Revenue Streams
Represents the cash a company generates from each Customer Segment
For what value are our customers really willing to pay? For what do they currently pay? How are they
currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to
overall revenues?
Transaction revenues resulting from one-time customer payments
Recurring revenues resulting from ongoing payments
Ways of generating Revenue Streams:
Asset sale
Usage fee
Subscription fees
Brokerage fees
Pricing mechanisms:
Fixed menu (based on static variables) Dynamic (based on market conditions
List price Negotiation (bargaining)
Product feature dependen Yield management (inventory and time of purchase)
Customer segment dependent Real-time-market (supply and demand)
Volume dependent Auctions (competitive bidding)

6. Key resources
Describes the most important assets required to make a business model work.
What Key Resources do our Value Propositions require? Our Distribution Channels? Customer
Relationships? Revenue Streams?

7. Key Activities
Describes the most important things a company must do to make its business model work
What Key Activities do our Value Propositions require? Our Distribution Channels? Customer
Relationships? Revenue Streams?
Problem solving

8. Key Partnerships
Describes the network of suppliers and partners that make the business model work. Companies
create alliances to optimize their business models, reduce risk or acquire resources.
Who are our Key Partners? Who are our key suppliers? Which Key Resources are we acquiring from
partners? Which Key Activities do partners perform?
Types of partnerships:
Strategic alliances between non-competitors
Coopetition: strategic partnerships between competitors
Joint ventures to develop new businesses
Buyer-supplier relationships to assure reliable supplies
Optimization and economy of scale
Reduction of risk and uncertainty
Acquisition of particular resources and activities

9. Cost Structure
Describes all costs to operate a business model
What are the most important inherent costs in our business model? Which Key Resources are most
expensive? Which Key Activities are most expensive?
Cost-driven: creating and maintaining the leanest possible Cost Structure, using low price
Value Propositions, maximum automation and extensive outsourcing
Value-driven: focus on value creation, premium Value Propositions and a high degree of
personalized service.
Fixed costs
Variable costs
Economies of scale
Economies of scope