Lean Startup 1

APRESENTAÇÃO
DE APOIO
LEAN STARTUP & MVP

Por Alexander Osterwalder - Aula 01
MBA em
Liderança, Inovação e Gestão 4.0
Ementa da disciplina
Criação de novos negócios em condições de extrema incerteza. O movimento das
Startups no Brasil e no mundo. A abordagem "Lean Startup" para a criação de empresas. O
Business Model Generation. A estratégia do MVP (Minimum Viable Product) para o
lançamento de novos produtos e serviços. Validação e viabilidade do negócio. A
importância da prototipagem.
Professores
ALEXANDER OSTERWALDER LEANDRO BENTO POMPERMAIER
Professor convidado Professor PUCRS
O Dr. Alexander (Alex) Osterwalder é um dos

especialistas em inovação mais influentes do mundo, um Possui graduação em Bacharelado Informática pela
importante autor, empresário e palestrante requisitado, cujo Universidade Luterana do Brasil (1995) e mestrado em
trabalho mudou a forma como as empresas estabelecidas Ciências da Computação pela Universidade Federal do Rio
fazem negócios e como novos empreendimentos são Grande do Sul (1998). Atualmente é sócio - MLV Consultoria,
iniciados. Classificado em 4º lugar entre os 50 maiores sócio - e-Core Desenvolvimento de Software e professor
pensadores de gestão em todo o mundo, Osterwalder é horista da Pontifícia Universidade Católica do Rio Grande do
conhecido por simplificar o processo de desenvolvimento de Sul. Tem experiência na área de Ciência da Computação, com
estratégia e transformar conceitos complexos em modelos ênfase em Ciência da Computação, atuando principalmente
visuais digeríveis. Junto com Yves Pigneur, ele inventou o nos seguintes temas: orientação a objetos, java, uml,
Business Model Canvas, o Value Proposition Canvas e o ferramenta case e componente. Atualmente, gerencia a
Business Portfolio Map - ferramentas práticas que contam incubadora de empresas RAIAR, pertencente ao ecossistema
com a confiança de milhões de profissionais de negócios de de inovação da PUCRS.
empresas globais líderes.
Encontros e resumo da disciplina
AULA 1 AULA 2 AULA 3
Se você for ágil a ponto de Devemos testar as ideias para chegar

O aprendizado do sucesso é
inventar novos modelos de ao modelo de negócio de proposição
de valor correto. válido, mas o aprendizado da
negócio, você se torna falha, do fracasso, é
mais resiliente. extremamente útil.
Deve-se ter cautela para não

O Business Model Canvas desenvolver nenhum produto antes A startup é uma organização
atua com a geração de valor do tempo certo. temporária usada para
de uma empresa. procurar um modelo de
negócios escalável e repetível.
O Canvas de Proposta de Valor Testar e adaptar são partes

fundamentais da inovação.
trabalha com o valor para Os canvas servem para
clientes.. organizar as nossas ideias.
ALEXANDER OSTERWALDER ALEXANDER OSTERWALDER LEANDRO BENTO POMPERMAIER

Professor convidado Professor convidado Professor PUCRS
Building Invincible Companies
How to Design, Test, and Build the world's best

Business Models and Invincible Companies
@strategyzer
@AlexOsterwalder @YPigneur
strategyzer.com

Alex Osterwalder
@AlexOsterwalder
Yves Pigneur
@YPigneur
Solutions
Leadership Innovation Growth Growth

Awareness Ecosystem Portfolio Discovery
Understand world-class Build your blueprint for Build your capacity for Design, test and adapt
innovation management reinvention and growth. reinvention. Generate new 10 new early-stage business
and Culture. growth in 12 months. ideas in only 3 months.
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GLOBAL SERVICES PHOTO IMAGING
OPTICAL DEVICE
PRODUCTION SERVICES
HEALTHCARE
PRINTERS
OFFICE PRODUCTS HIGH FUNCTIONAL MATERIALS
GRAPHIC SYSTEMS RECORDING MEDIA
2016
https://www.youtube.com/watch?v=mSdvoQX7ApY http://www.etgroup.ca/blog/is-higher-education-having-a-kodak-moment/ https://www.fujirumors.com/fuji lm- scal-report-2016/
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140 better, more competitive business models. you understand different
ways to apply the pattern –
We describe each pattern so that you can in question.

make use of it as a reference library.
Pain Relievers Pains
–
Case Illustration –
Each case serves to highlight a pattern
Invent
in action. We don’t outline the company’s
–
entire business model — just show how
it applied a particular pattern to build
Copyright Business Model Foundry AG
The makers of Business Model Generation and Strategyzer strategyzer.com
strategyzer.com
zoom in a more competitive business model. –
Patterns
In reality, an entire business model might
combine several patterns. –
13

1. Tools

Activity Relationship
Partner Your Value Your

Proposition Customer
Resource Channel
Cost Revenue Exercice - airbnb

https://pbs.twimg.com/media/DkJGA6vVsAA8Zg8?format=jpg&name=large
1
airbnb
Community 3min
Platform
Interesting
Business
Model
Development Travellers
place to stay
airbnb.com
website
‣ how would you map out

Platform airbnb’s business model
for the hosts (tenants)
1
Platform Fees for
development & travellers
maintenance
Fees
a
6 5 1 2
for hosts
Managing
airbnb
Community 5min
Business
b relationships w/
hosts/owners
Platform
Interesting
Model
Development Travellers
place to stay
c Hosts or
tenants
d Hosts/
property owners 4 airbnb.com
website
e
Worldwide
third-party
property listing
‣ Write down the full sequence of
Platform
7 letters matching the numbers
Payment to abcdefgh
f hosts/property
owners
7 Platform
development &
3 Fees for
travellers
g Rent out idle
property
maintenance Online: using Miro, in breakout rooms
Write down the full sequence of 7 letters matching the numbers
 
 
Lovemark Brand
Airbnb develops a very strong brand
for this particular type of travel expe-
rience. It deeply changes social norms
and habits. While it is commonplace
1. Tools
now, in 2008 it is unheard of to be will-
ing to sleep in a stranger’s home.
Fees
a
The Importance of Community and
6 5 1 2
the Sharing Economy
for hosts
Airbnb fosters the connection of hosts
and travelers on a more personal
level than what they’d experience at a
hotel, in order to build a global Airbnb airbnb
community. This type of connectivity
Managing
gives rise to the sharing economy, also Community
b
known as collaborative consumption.
relationships w/
7 hosts/owners
million global Platform

201eresting
Int
listings Development Travellers
place to stay
c Hosts or
PROFIT FORMULA DISRUPTION

Airbnb indicates 7 million global
tenants
active listings on its platform
in early 2019, which was more
rooms than the top 5 hotel
4
rooms combined.⁹¹
Double-sided
d 2property
Hosts/
owners
Share of Travelers Using Airbnb⁹²
Percentage of leisure and business travelers in the U.S. and Europe
Marketplace
airbnb.com
million+
29% 20% website

Average number of people staying
in an Airbnb per night in 2019.⁹¹
25%
22%
Worldwide
e Zero
third-party 14% Airbnb’s 2018 percent-
property listing
Number of properties Platform age of U.S. consumer
Airbnb owns. spending for lodging.⁹³

2015 2016 2017 2018
Payment to
f hosts/property
owners
7 Platform
development &
3 Fees for
travellers
g Rent out idle
property
maintenance
Solution: g c a e b d f
Why do we need a better way to tell

the story of how we create value for
our customers and our company?
put yourself in the

customers’ shoes
A great value proposition starts with a

deep understanding of customers
“ You can't just ask customers what

they want and then try to give that
The Business Model Canvas
”
to them. By the time you get it built,
they'll want something new
- Steve Jobs, Apple

create, deliver, and
capture value for your
organization
http://www.krw-intl.com/wp-content/uploads/2015/04/stevejobs1.jpg
The Idea… The Reality…
Gain Gains
Creators
Products Jobs
& Services
Fit To-be-Done
Pain Pains
Relievers
create & deliver value for
your customers

“
Jobs-to-be-done o ers
“
The focus should be on what jobs
a clear way to innovate. customers are trying to get done.
– Clay Christensen, HBS – Tony Ulwick, Founder Strategyn
ff
 

2min
Customer
Pro le
‣ what’s the pro
Exercice - airbnb
https://pbs.twimg.com/media/DkJGA6vVsAA8Zg8?format=jpg&name=large

Rent out idle Hosts or
property tenants
table Pro table

a rental a rental
Risk of Risk of
b damage Gain Creators Gains
b damage
Global Global
visibility
c Manage visibility
c Manage
2 2
booking booking
1 1
Products Customer
& Services Job(s)
3 d Publish &
announce 3 d Publish &
announce
Welcome Pain Relievers Pains Welcome

visitors Legal visitors Legal
e liability e liability
f Dif cult
to be paid f Dif cult
to be paid
copyright: Strategyzer AG
strategyzer.com
Solution: 1:cd 2:a 3:bef

The makers of Business Model Generation and Strategyzer
Write down the full sequence of 6 letters matching the 3 numbers

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property tenants
a
2min
ID veri ed
by airbnb
Value b
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calendar
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rental
Map c
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get paid
Online booking
Global
Publish &
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4
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d
6
Extra revenue Manage
booking
‣ which value proposition will Dif cult

to be paid
convince hosts (tenants) to e Global reach Pain Relievers Pains Welcome
visitors
use the airbnb platform ?

Risks covered Risk of Legal
f by airbnb damage liability
3 copyright: Strategyzer AG
The makers of Business Model Generation and Strategyzer strategyzer.com
Write down the full sequence of 6 letters matching the 3 numbers

property tenants
a ID veri ed
by airbnb
Manage visits Pro table

b calendar rental
Gain Creators Gains
Online booking Publish &

Assurance to
c get paid Global
announce
5 visibility
4
Products Customer
& Services Job(s)
d
6
Extra revenue Manage
booking
Insights
Dif cult
to be paid
Welcome
e Global reach Pain Relievers Pains
visitors
Risks covered Risk of Legal

f by airbnb damage liability
strategyzer.com
Alex
Solution: 4:b 5:de 6:acf
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Customer/user types
Are gains the

FIT opposite of pains?
VALUE MAP: CUSTOMER PROFILE:

DECIDE UNDERSTAND
The Value Proposition Canvas The Value Proposition Canvas
Value Proposition Customer Segment Value Proposition Customer Segment
points for Very hot

free travel 2’ Hot co ee
Gain Creators Gains Gain Creators Gains co ee
5’
works
Products Customer Products Customer
‘Expectations bar’ ‘Expectations bar’

& Services Job(s) & Services Job(s)
Pain Relievers refused

Pains Pain Relievers Pains
after client 10’
dinner
Cold co ee
copyright: Strategyzer AG copyright: Strategyzer AG

The makers of Business Model Generation and Strategyzer strategyzer.com The makers of Business Model Generation and Strategyzer strategyzer.com
ff
ff
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value customer
proposition segment
create increase
Do you always start

improve maximize
$
products &
services
FIT % jobs
with the customer?
0:00:00
eliminate decrease
reduce minimize

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Value Proposition Customer Segment Value Proposition Customer Segment
Job
Job Gain
Gain
Gain Creators Gains Pain Gain Creators Gains

Tech
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Products Customer Products Customer
& Services Job(s)
Pain & Services
Job
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Gain Capability Pain Job
Pain Relievers Pains Pain Relievers Pains

Pain
Gain
Patent
Pain
Pain
copyright: Strategyzer AG copyright: Strategyzer AG

The makers of Business Model Generation and Strategyzer strategyzer.com The makers of Business Model Generation and Strategyzer strategyzer.com
Customer/user types
Decision Maker $$$
How to design value

Economic Buyer $$$
Saboteurs
propositions in B2B Models ? Recommenders
In uencers
Users/Customers
[Source: Steve Blank & Bob Dorf, 2012, The Startup Owner’s Manual]

Designed for: Designed by:
v2 Date: Version: Family: Customer/user types
Key Partners Key Activities Value Propositions Customer Relationships Customer Segments
SERVICE
FLEET Our Value Proposition
Decision Maker $$$
Saboteurs
to You
PARTNERS
X The links you see on the
How to create products and
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Get started with…
Economic Buyer $$$
Value
side of every page point Proposition
STRATEGYZER.COM / VPD / INTRO
Design
Key Resources to resources in the online
companion.
Channels
strategyzer.com/vpd
Written by
Alex Osterwalder
Yves Pigneur
Greg Bernarda
Alan Smith
Designed by
Trish Papadakos
Series
Sequel to
Business Model Generation
International Bestseller
30+ Languages
Recommenders
VPD Book
+
Watch for the
VPD Online Companion
In uencers
Strategyzer logo
and follow the link to
ONLINE FLEET
online exercises,
MANAGEMENT
2 3
CONSTRUCTION Users/Customers
INVENTORY tools/templates, COMPANY
SYSTEM
posters and more.
Note: To gain access to these exclusve online portion of Value Proposition
Cost Structure Revenue Streams
Design, you'll need to prove you own the book. Keep the book near you to
help you answer the secret questions and verify your ownership!
LARGE
Web App + Online Courses
Go further with pro tools and courses
LONG-
TERM CONTRACTS
designed by: Business Model Foundry GmbH, Switzerland

www.businessmodelgeneration.com
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
[Source: Steve Blank & Bob Dorf, 2012, The Startup Owner’s Manual]
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Decision Maker $$$ Decision Maker $$$
Saboteurs
Saboteurs
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Recommenders Recommenders
FAKE In uencers In uencers
Users/Customers Users/Customers
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How to design value propositions
in Intermediary Models ?
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designed by: Business Model Foundry AG designed by: Business Model Foundry AG
The makers of Business Model Generation and Strategyzer The makers of Business Model Generation and Strategyzer
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit: This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:
54 http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
?
Indirect Sales Model
Value Proposition to End Customer
How to design value

propositions in Platform
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Value Proposition
to Intermediary
!
airBnb Big Picture Business Model
Value Proposition to travellers

accom-modations Travellers
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rent my house Hosts
Value Proposition for Each

Customer Segment
Value
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to hosts
f i e ld
G re e n
1. Tools Greenfield
The companies we portray in this section
all started from a blank sheet. They built
Competing on business models business models from scratch around a
rn
Patte technology, market opportunity, or trend.
They all disrupted an industry by applying
powerful business model patterns unheard
of in that industry.
you need to embed a product or
Pattern
tion
We highlight nine different invent patterns
Flavor
Each pattern has two or
more different flavors.
Legend service innovation in a
Ca se Ill
u s t ra with 27 flavors that new ventures and
established companies can apply to build
These are variations of a
particular pattern to help
sustainable business model
– Greenfield
better, more competitive business models. you understand different 141

ways to apply the pattern – Business Model
We describe each pattern so that you can in question. Pattern
make use of it as a reference library.
– Case
Illustration
Case Illustration – Pattern

Each case serves to highlight a pattern Building Blocks
in action. We don’t outline the company’s
– Optional Pattern
entire business model — just show how Building Blocks
it applied a particular pattern to build
a more competitive business model. – Original Business
Model Blocks
In reality, an entire business model might
combine several patterns. – Other Business
Model Blocks
?
How did Mr Beast Burger scale
to 300 locations overnight ?
Illustration 2001
https://sbo. nancial/blog/ecommerce/mrbeast-in uencer-turned-hamburger-magnate/
INNOVATION EPICENTRES
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Key Partners Key Activities Value Propositions Customer Relationships Customer Segments Key Partners Key Activities Value Propositions Customer Relationships Customer Segments
FROM PRODUCT INNOVATION TOWARDS BM INNOVATION FROM PRODUCT INNOVATION TOWARDS BM INNOVATION
OFFER-DRIVEN EPICENTRE OFFER-DRIVEN EPICENTRE
Key Resources Channels Key Resources Channels
RESOURCE-DRIVEN EPICENTRE CUSTOMER-DRIVEN EPICENTRE RESOURCE-DRIVEN EPICENTRE CUSTOMER-DRIVEN EPICENTRE

BUSINESS SCALABILITY CUSTOMER ATTRACTIVENESS BUSINESS SCALABILITY CUSTOMER ATTRACTIVENESS
BACK STAGE FRONT STAGE BACK STAGE FRONT STAGE
Cost Structure Revenue Streams Cost Structure Revenue Streams

Flavor
Each pattern has two or Legend
more different flavors.FINANCEV -DRIVEN
D
EPICENTRE
ALUE IFFERENTIATION
FINANCE-DRIVEN EPICENTRE
VALUE DIFFERENTIATION
These are variations of a – Greenfield

particular pattern to help
designed by: Business Model Foundry AG designed by: Business Model Foundry AG
The makers of Business Model Generation and Strategyzer The makers of Business Model Generation and Strategyzer
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit: This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
you understand different 141

ways to apply the pattern – Business Model
in question. Pattern
BUSINESS MODEL PATTERN – Case

BUSINESS MODEL PATTERN
Designed for: Designed by: Date: Version:
Key Partners Key Activities Value Propositions Customer Relationships Customer Segments Illustration
Key Resources Channels

– Pattern Business Models Canvas
Building Blocks
– Optional Pattern
designed by: Business Model Foundry AG
Pattern
Building Blocks
‣ A repeatable con guration of di erent – Original Business

business model building blocks to strengthen Model Blocks
New Business Model
an organization’s overall business model
– Other Business
Model Blocks

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BUSINESS MODEL PATTERN
Library
Value Backstage Profit Formula

Proposition Shifts Driven Shifts Driven Shifts
p. XXX From Product to p. XXX From Dedicated Resources p. XXX From High Cost to Low Cost
Recurring Service to Multi-Usage Resources
Frontstage
p. XXX From Transactional
p. XXX From Low-Tech to High-Tech p. XXX From Asset Heavy to Recurring Revenue
to Asset Light
Disruption
226
p. XXX From Sales to Platform p. XXX From Conventional 227
p. XXX From Closed to Open to Contrarian
(Innovation)
Backstage Pro t Formula Frontstage
Disruption Disruption Disruption
• Resource Castles • Revenue Di erentiators Frontstage
• Market Explorers
• Activity Di erentiators • Cost Di erentiators • Channel Kings Driven Shifts
• Scalers • Margin Masters • Gravity Creators
p. XXX From Niche Market
to Mass Market
Shift Pattern Library p. XXX From B2B to B2(B2)C
p. XXX From Low Touch

to High Touch
Gravity
Creators
What did all these Lock in
three companies add Customers
to their business
model that keeps them They added “switching costs” that
make it dif cult for customers to
ahead of competition? leave or switch to competitors.
Auditorium: conversation
Online: in the chat window
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Key Partners Key activities Value Proposition Customer Customer Segment
Relationship
LOCK IN
SWITCHING
Gravity COSTS
Creators NEW CUSTOMER

Lock in
VALUE SEGMENT
PROPOSITION
Customers
Cost Structure Revenue
Streams INCREASED
CUSTOMER
LIFETIME VALUE
TRIGGER QUESTION
How could we make it dif cult for customers to
Exercise - iPod
leave and increase switching costs in a positive way?
3
With this amazing 2min
Business
device you can put
a thousand songs
in your pocket
Model
... and you’re
locking us in because ‣ How would you map out Apple’s
it has just become iPod business model using the
more dif cult to switch ‘Gravity Creators’ pattern ?
devices
4
 

 
 
 
 
 
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Gravity Creators Gravity Creators
a
iPod: 1000
songs in your
pocket
1 3 2 a
iPod: 1000
songs in your
pocket
1 3 2
b Switching cost b Switching cost
c iPod hardware
c iPod hardware &
6 5 6 5
& software software
iTunes
High end High end
d mass-market d mass-market
Recurring Recurring
e transactional e transactional
sales sales
f Retail
Apple stores
4 f Retail
Apple stores
4
Write down the full sequence of 6 letters matching the numbers Solution: a d b e f c
DIRECT
MARKETING RELATIONSHIP Disintermediators – Establish direct
& SELLING customers where intermediaries prev
VALUE END
CUSTOMER nated market access. Replace the rea
Channel
PROPOSITION
VALUE CUSTOMER mediaries with your own (often creati
PROPOSITION SEGMENT customer acquisition activities, and s
Stickiness Scalers Superglue Makers

DIRECT
RELATIONSHIP Develop a better market
Disintermediators understandi
– Establish direct
MARKETING
Kings
stronger
customers customer relationships, prev
where intermediaries and
& BRAND
SELLING DIRECT END
VALUE full revenue,
SALES CUSTOMER nated marketwhich youReplace
access. previously
thesha
rea
Channel
PROPOSITION intermediaries.
VALUE CUSTOMER mediaries with your own (often creati
Gravity Channel
PROPOSITION SEGMENT customer acquisition activities, and s
EXAMPLES
Develop a better market understandi
INNOVATIVE Dollar Shave Club (DSC), Nespresso,
Kings
stronger customer relationships, and
Access
DIRECT
Channel
INCREASED
BRAND CAPTURE
DIRECTFULL full revenue, which you previously sha
ACQUISITION COST REVENUE
SALES
CHANNEL intermediaries.
Creators
TRIGGER QUESTION
Kings Customers
How could we cut out the middleman
EXAMPLES
INNOVATIVE a directShave
Dollar access to our
Club end-customers
(DSC), Nespresso,
Access
DIRECT INCREASED CAPTURE FULL
ACQUISITION COST REVENUE
Lock in
CHANNEL TRIGGER QUESTION
Customers
How could we cut out the middleman
Radically change how a direct access to our end-customers
Access
to reach and acquire a
Customers
150
Kings
large number of customers. VALUE END Opportunity Builders – Create busine
Radically change how
Pioneer innovative new TRIGGER QUESTION
PROPOSITION CUSTOMER ties for others to sell the company’s p
services. Help others make money an
to
channels thatacquire
reach and haven’ta
Customers
150 How could we increase market access and build strong and direct channels status, which is a powerful incentive t
RESELLERS increase your market reach.
to our end customers?
large number
been used of customers.
in your industry NETWORK VALUE
WIDE
DISTRIBUTION
END Opportunity Builders – Create busine
EXAMPLES
BUSINESS CUSTOMER ties for others to sell the company’s p
Pioneer
before. innovative new TRIGGER QUESTION
OF
RESELLERS
PROPOSITION
OPPORTUNITY RESELLER
Tupperware, Grameen Phone, J. Hilb
services. Help others make money an
SALES status, which is a powerful incentive t
How could weQuestion
Assessment increase market access and build strong and direct channels
channels that haven’t to
Doour
we end
havecustomers?
large-scale and, ideally, direct access to our end customer?
FORCE
RESELLERS increase your market reach.
TRIGGER QUESTION
WIDE
been used in your industry NETWORK
SALES
OF BUSINESS
DISTRIBUTION
REVENUES
How could we make it attractive for a
EXAMPLES
number of people
Tupperware, or third-party
Grameen Phone, J.busin
Hilb
before. COMMISSIONS
RESELLERS OPPORTUNITY FROM RESELLER to sell our products and services?
Flavors
OR FEES RESELLERS
SALES
Assessment Question
−3 −2 −1 0 +1 +2 +3 FORCE
Do we have large-scale and, ideally, direct access to our end customer? TRIGGER QUESTION
How could we make it attractive for a
SALES REVENUES number of people or third-party busin
COMMISSIONS FROM to sell our products and services?
OR FEES RESELLERS
−3 We have limited−2market access and
−1 0 +1 We have large-scale
+2 market +3
depend on intermediaries to get our access and own the channel(s) and
TRIGGER QUESTION
Access
products and services to customers relationships with end users of our
Assessment Question
and interact with them. products and services.
How could we increase Do we have large-scale and, ideally, direct access

We have limited market access and We have large-scale market
depend on intermediaries to get our access and own the channel(s) and
products and services to customers relationships with end users of our
and interact with them. products and services.
market access and build to our end-customer?

strong and direct channels
Customers
−3 −2 −1 0 +1 +2 +3
to our end customers?
Radically change how

CHAT WINDOW
Why are these three

companies hard to
compete against?
Backstage
Disruption

Relationship
VP THAT
Resource
DEPENDS ON
Resource Resource PROTECTED
Castles Castles
Castles
RESOURCE
Build Build HARD

Moats Moats
Build
TO COPY
RESOURCE
Moats Cost Structure Revenue

Streams
They created a competitive advantage RESOURCE

COST
Build a competitive
with key resources that are dif cult or advantage with key
impossible for competitors to copy. TRIGGER
resources that QUESTION
are
difficult or impossible TRIGGER QUESTION
How could
to copy we make difHowcult-to-copy
by competitors. could we make difficult-to-copy resources a key pillar of our business model?
resources a key pillar of our business model?

Assesment Question
Do we own key resources that are difficult or impossible to copy and which
give us a significant competitive advantage?
-3 -2 -1 0 +2 +2 +3

 
 
 

fi
4
2min
Business
Model
‣ How would you map out Waze’s
business model using the
‘Resource Castles’ pattern?
Exercise — Waze
5
User Base Castle 3
2008 2013 Network Effects

User A network effect occurs when a prod-
Waze acquisition 1 uct or service becomes more valuable

2 4 Drivers/ to its users as more people use it.
Resource Castles App
Real-time
editors Resource Castles A direct network effect occurs when
In 2008, Waze develops a traffic nav- development
traffic the increase in the user base of a
igation system that gets better with navigation
product or service creates more value
every additional user. Real-time infor-
4 1 2 4 1 2
Driver based on the increased number of
mation from users helps shorten com- community direct connections between these
Real time traf c Real time traf c
a circulation
mutes and reduce traffic congestion.
Traffic 5 a circulation users. Examples include the telephone,
data & WhatsApp, Skype, or Facebook.
algorithms
Ehud Shabtai, Amir Shinar, and Uri Levine
b User acquisition founded Waze in 2008. The business idea
originated from a crowdsourced project
App b User acquisition 2 Active Users
development Acquisition Free = 1 Connection
developed by Ehud Shabtai in 2006. The cost cost
project aimed to create a free digital map of
c Drivers 166 Israel with free updates and distribution.

c Drivers 167
3 3
community Waze then evolved into a traffic navi- 1 Identify User Base for 2 Solve Pains and Create 3 Acquire Users community
INVENT PATTERNS
BACKSTAGE DISRUPTION
gation app that combines the reach of a Competitive Advantage Gains for Those Users Aggressively
social network with GPS data to shorten the Waze identifies its users Waze is not just a voice To build its user base Example of a live Waze map of Toronto, generated from
as a critical resource to navigation system. Its traffic quickly, Waze makes the
commutes of its users and reduce traffic information reported by their user base. 5 Active Users
d Acquisition costs congestion globally. It’s a great example of
improve its digital maps.
They instrumentalize users
algorithm optimizes routes
to help users avoid conges-
strategic choice to offer
the app for free. Users are d Acquisition costs = 10 Connections
network effects, where the service becomes by collecting the data they tion and solves the pain of drawn to the free tool and
generate and by asking long delays in commutes for then stay for the steadily
more valuable as more people use it. them to actively help millions of drivers globally. improving value proposition Visibility Advertisers
130
Waze User Base³¹ Volunteer
Waze had more than 50 million users improve maps. (i.e., the effectiveness of
In millions
e Traf c data &
algorithms
globally when Google purchased it in 2013 the algorithm).
e Traf c data &
algorithms
editors Waze
counted
for $966 million, to improve its mapping
service.³⁰
120 million in 2016:
4 Use Users in Your Value Proposition 5 Reap Competitive Advantage
420
monthly active
5 5
12 Active Users
Users contribute in three ways: (1) Waze With every new user, Waze algorithms become
80 users in 2019. = 66 Connections
collects driving times and GPS data from all smarter, creating an even more attractive value
f Drivers
(& editors)
users, (2) active users post traffic updates, and
(3) a volunteer army of editors update maps
proposition to existing and new users. Waze’s
large and active global user base is difficult to
f Drivers
(& editors)
Waze's user base
has grown from thousand³³ Pay-per-click
l
pricing mode
40
and translate them into other languages. replicate by a competitor. 7 million in 2011.³²
2011
2012
2013
2017
2018
2019
Write down the full sequence of 6 letters matching the numbers Adapted from Andreessen Horowitz
Solution: a f ce b d
fi
fi

fi
fi

 
User Base Castles Platform Castles
Resource USER
PLATFORM
OPERATIONS VP THAT
RELIES ON
Castles
ACQUISITION “THE OTHER
VP THAT USER SIDE OF THE USER A
USER ACQUISITION PLATFORM”
GETS BETTER
Build
WITH MORE
USERS PLATFORM VP THAT
RELIES ON USER B
USER
“THE OTHER
BASE
Moats
USER BASE A SIDE OF THE
USER BASEB PLATFORM”
USER
ACQUISITION
COST GENERAL USER
ACQUISITION COST
Flavors
IP Castles Brand Castles
R&D LOVEMARK
MARKETING
DIFFERENTIATED BRAND
& BRANDING
VALUE CUSTOMER
BRANDED
PROPOSITION SEGMENT CUSTOMER
VALUE
BASED ON IP SEGMENT
PROPOSITION
PROTECTED
LOVEMARK
INTELLECTUAL
BRAND
PROPERTY
R&D COST
PREMIUM
PRICE
MARKETING &
BRAND COST
PREMIUM
PRICE
Illustration — Laurastar
Fer à repasser
2020
Ironing Hygienic steamer
2020
 
 
 

 
 
 
 
 
 

 
 
 

 
From Dedicated Resources
STRATEGIC REFLECTION
How might we monetize one of
our most important key resources
to Multi-Usage Resources
with a new value proposition
for a new customer segment?
How might the synergies with
our existing business allow us to
odel...
disrupt that new market we are
ce s m
targeting?
re s o u r
is the shift from using a resource for one value proposition toward using 3 From Traditional Channel
i ca t e d
From Dedicated Resources
the same resource for a completely different value proposition—which targets EXAMPLE
al ded to New Channel
origin
Fujifilm
a new customer. This leads to substantial synergies, while opening up an
he
entirely new revenue stream. From t Photographic film and
2003 2006 high-end skincare don’t use
From Dedicated Resources Resource Key Partners Key activities Value Proposition Customer theCustomer
same Segment
retail channels,
Fujifilm Castles graphers
Relationship so Fujifilm opens up new
Film ng
a n u facturi … retail channels dedicated
ess mo
del
m Photo …
to cosmetics for the Astalift
With the digitizationOrigof

l dedic
ina
a
photography
t e d re s
o u rc e s busin
ting otogra
phic Build business.
Health
Marke
255
P h sector
in the 2000s, Fujifilm realizes that IES
MER
CUSTO NT
SEGME
film Moats …
ACTIVIT Key Resources Channels
Professionals
it can no longer rely on continued ACTIVIT TO
IES VALUE N
ctuaNlEW
Intelle rtCyUSTOEMNETR raphy
MER
IES CUSTO NT E D POSITIO
Photog il
T
ACTIVIT SEGM E RE L A
U E PR
O
revenue from analog VALUE film. Chairman VA
NEW ITION
PROPO
S
L
ALUE p rNoEp
L
e S EG M
reta
SITION NEW V ITION C H A N
PROPO Technology
Shigetaka Komori starts CaHANperiod of PROPO
S
phic …
Wogra
NEL
o t
PChHANNEL logy
N E
transformation S TEARM
RESOU
CE for Fujifilm with the RESOU
RCE
technortise
VISION 75 plan. In 2006, Fujifilm puts & expe
les
its photographic film expertise REVEN

UE to NEW
UE REVEN
UE
Film sa
Y REVEN
R C E CTIVIT
NEW A ST
new Ause Y in cosmetics and launches ITY
U
RESO
urt s pg
in attern Costs …
COST CO r soe
ek ce
CTIVIT M a
ulti-us
age r
costs
COST ACTIV M
Astalift skincare. COST rch &
Resea ment Film
p actu
develo manuf
256 tin
Marke
As part of the VISION 75 plan, Fujifilm
re
S k i n ca r
INVENT PATTERNS
created the Advanced Research

actu
Laboratories (R&D) to look for innovative n manuf ketin
ce s patter & mar
uses of its technology in 2006. Fujifilm soon sage re s o u r
Multi-u 1
developed Astalift skincare and leveraged ctu
Intelle rty
its brand name to market the new cosmetics prope
line. By building a successful new business
4 tics b
model around an existing key resource, Co s m e
1 From Dedicated to Multi-Usage 2 From One Value Proposition
Fujifilm was able to bounce back from of a Key Resource to a New Value Proposition
rap
the sharp decline of film, unlike its former Fujifilm realizes that collagen is a major
for a New Customer Segment Photogolog
1 techn
How did these

rtis
competitor, Kodak. component of both film and skin, and that Fujifilm operates a radical shift from its
& ex p e
it can apply its photographic technology and original photographic film value proposition
This success became a launchpad to
four companies
expertise in film manufacturing to skincare for photographers worldwide. It now targets
explore other businesses (e.g., functional production. Over the years, Fujifilm has devel- Asian women with its Astalift, high-end skin- Co s m e
ting
materials, medical devices, etc.) and Fujifilm oped 20,000 chemical compounds in its chemi- care value proposition. Marke act
manuf ke
costs
Pro t
transformed into a diversified technology
conglomerate. Fujifilm’s Imaging Solutions
cal library, originally for use with photographic
film, and now applicable to pharmaceuticals change entire rch &
Resea ment
& mar ts
co s
industries?
and skincare.
Formula
p
Division accounted for 54% of the firm’s reve- develo
nue in 2001 versus just 15% in 2017.
Disruption

fi

 
 
 
Relationship
VALUE CUSTOMER
Revenue Revenue PROPOSITION SEGMENT
Di erentiators Di erentiators Key Resources Channels
Boost Boost
Revenues Revenues
Streams
They found innovative ways to NEW WAY

TO MONETIZE
capture value, unlock previously
unpro table markets and/or TRIGGER QUESTION
substantially increase revenues. Which new revenue streams could we introduce to capture
more value from our customers or unlock unpro table markets?
3min
Business
Model
‣ How would you map out Spotify’s
business model using the
‘Revenue Di
Exercise - Spotify
ff
ff

 
 
fi

 
 
 

#1 Subsidizers
most downloaded
2017 2019
erentiators
music streaming app
in the United States on
Revenue Di erentiators
Fortnite
the App Store in 2018.⁸⁶
In 2017, Epic Games releases Fortnite: Battle Royale,
a completely free, multiplatform, online video game that
a Music labels a U.S. On-Demand Audio Song Streams⁸⁷
Music labels
7 4 1 2 7 4 1 2
In billions is subsidized by in-app purchases for digital goods.
1,000
Attract free Free
Premium Premium
b b 1,000
players multiplayer
subscription subscription game
Conversion
to in-app Mass
purchases market
c 400
players
c Royalties 500 Royalties Sony
Collectibles
Universal Millions Freemium
2017 Warner
2019 of players model
5 5
Merlin 197
Premium Premium
d d

In-app
users users Cost of purchases
Free music Music Cost of free
game Free
collectibles musicFree Music
to play
streaming lovers streaming lovers
Free & Free &
e premium e premium
User base User base Fortnite: Battle Royale became a cultural
phenomenon after its release. It is a free-to- Festivals
play, multiplayer video game where hundreds Festivals often use subsi-
Conversion Conversion of players fight to the death on an island.
dizer mechanics. For some
f & churn f & churn

festivals, the sale of food
6 3 6 3
Epic Games monetizes through in-app and drinks subsidizes the
46%
management management purchases, allowing players to buy col- festival free-entry fee. In
other instances, a paid
compared to lectibles likefor both statements
fashion free & or dance festival can subsidize an
Free premium users Free
moves, but which provide no strategic edge
Premium
service conversion
Premium 30% for Slack, off or free festival such
service
g music g music 4% for Evernote, to advance in the game. Fortnite was orig- as the Montreux Jazz
streaming rate to
streaming
4% for Dropbox, inally released as a paid version for $40 in
Festival in Switzerland.
Write down the full sequence of 7 letters matching the numbers paid services
and 0.5% for
Google Drive.⁸⁸ Solution: g d b f e c a
July 2017 before switching to a free version
subsidized by in-app purchases.⁸⁹
#1 Subsidizers
most downloaded
2017 2019
music streaming app

in the United States on
Revenue Di erentiators
Fortnite
the App Store in 2018.⁸⁶
In 2017, Epic Games releases Fortnite: Battle Royale,
a completely free, multiplatform, online video game that
a U.S. On-Demand Audio Song Streams⁸⁷
Music labels Freemium Providers Bait & Hook
7 4 1 2
In billions is subsidized by in-app purchases for digital goods.
Revenue
CHURN
1,000 MANAGEMENT
FREE VALUE GET CUSTOMER BASE
Attract free USER LARGE LOCK-IN
Free PROPOSITION
Di erentiators
Premium
1,000
GROUP OF TO ACQUIRE PRODUCT
b players ACQUISITION
multiplayer FREE USERS BASE PRODUCT (BAIT)
subscription game CONVERSION
TO PREMIUM
(BAIT)
Conversion PREMIUM CUSTOMER
Boost
USERS CONSUMABLE
to in-app Mass VALUE
PAYING (HOOK) SEGMENT
PROPOSITION
purchases market LARGE PREMIUM
c 400
players USER USERS
500 Royalties
Revenues
Collectibles BASE
Sony
Universal Millions Freemium COST OF PREMIUM PREMIUM PRICE
RECURRING
REVENUE
2017 Warner
2019 of players model VALUE PROPOSITION SUBSCRIPTION
5
197 UPFRONT CUSTOMER
Merlin COST OF FREE $0 ACQUISITION COST TRANSACTIONAL SALES
Premium VALUE PROPOSITION TO LOCK IN CUSTOMER
d
Flavors
In-app
users Cost of purchases
Cost of free
game Free
collectibles musicFree Music
to play
streaming lovers
Free & Recurring Revenues Subsidizers
e premium CUSTOMER SUBSIDIZED
User base Fortnite: Battle Royale became a cultural CHURN ACQUISITION VALUE
PROPOSITION
MANAGEMENT LONGER TERM
phenomenon after its release. It is a free-to- Festivals RELATIONSHIP
CONVERSION TO
play, multiplayer video game where hundreds Festivals often use subsi- FIRST-TIME ALTERNATIVE
Conversion of players fight to the death on an island.
dizer mechanics. For some CUSTOMER VALUE
f
RECURRING RECURRING
festivals, the sale of food ACQUISITION PROPOSITION ALTERNATIVE CUSTOMER
& churn
6 3
VALUE JOB-TO- VALUE
Epic Games monetizes through in-app and drinks subsidizes the PROPOSITION BE-DONE
46%
PROPOSITION
management purchases, allowing players to buy col- festival free-entry fee. In LARGE
CUSTOMER
other instances, a paid
compared to lectibles likefor both statements
fashion free & or dance festival can subsidize an
BASE
premium users Free
moves, but which provide no strategic edge
conversion
Premium 30% for Slack, off or free festival such
service UPFRONT COST OF ALTERNATIVE
g
LOW, FREE,
4% for Evernote, to advance in the game. Fortnite was orig- as the Montreux Jazz RECURRING SUBSIDIZING
music CUSTOMER VALUE PROPOSITION OR PAY TO
rate to Festival in Switzerland. ACQUISITION COST REVENUE REVENUE
4% for Dropbox, inally released as a paid version for $40 in COST OF SUBSIDIZED ATTRACT
streaming and 0.5% for VALUE PROPOSITION
STREAM
CUSTOMER
paid services Google Drive.⁸⁸ Solution: g d b f e c a

July 2017 before switching to a free version
subsidized by in-app purchases.⁸⁹
 
 
 

 
 
 
 
 
 

ff

 
 
 
 
 

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 

ff
ff
ff

Margin
Masters
Boost
Margins
What do these three
business models
They achieve signi cantly higher margins
have in common? than competitors by focusing on what
customers are willing to pay for most,
while keeping cost structures in check.

Relationship
LOVEMARK
BRAND
Margin
Masters Key Resources
DIFFERENTIATED
Channels CUSTOMER
Boost VALUE
PROPOSITION
SEGMENT
Margins
Streams
MANAGEABLE HIGHER END
COSTS PRICE
TRIGGER QUESTION
How could we nd innovative ways to eliminate the most costly
aspects of our business model, while focusing on value that matters to Illustration — Nintendo WII
customers most and which they are willing to pay a high price for?

fi
fi


R&D
High-
performance
Consoles
Development Hardcore
Games Gamers
Game
Console Developers
Engineering
Audience

Royalties
Console subsidies & Hardware
high product costs Sales at loss
Other Consoles
(PS2, Xbox)

LOVEMARK
Margin BRAND
Margin
New untapped
LOVEMARK
“
LOW-COST Lovemark
Contrarians – Significantly reduce costs and
Masters Reduced R&D
ACTIVITY BRAND
brand
market
increase value at the same time. Eliminate the most
CONFIGURATION
Contrarians costly resources, activities, and partners from your
Masters
Family
Reduced console
development WELL- business model, even if that means limiting the value
DIFFERENTIATED
ATTRACTIVE
Casual
DEFINED
gamers
proposition. Compensate by focusing on features CUSTOMER
in Business people don’t just need to
VALUE
Games VALUE understand designers better; they
Easier/cheaper
Key Resources
PROPOSITION
Channels
CUSTOMER the value proposition that a well-defined customer
PROPOSITION SEGMENT
LOW-COST SEGMENT
Developers segment loves and is willing to pay for, but which areneed to become designers
operations
ASSETS
Reduced Cheap game relatively cheap to provide.
Boost
engineering development cost – Roger Martin, Rotman School @ Toronto
EXAMPLES
CitizenM, Cirque de Soleil, Nintendo Wii
Margins
Royalties
Lower
LOW cost HIGHER ENDPro table
per console
COSTS PRICE hardware sales TRIGGER QUESTION
Revenue from
both sides MANAGEABLE Which costly elements of our business model
HIGHER END
COSTS and value proposition could we eliminate
and make up for with extremelyPRICE

valuable
Achieve significantly
but affordable elements?
204 higher margins than

fi

2. Design Business
Prototype
Ideate
Value propositions in pro table business models Design canvases

BUSINESS
DESIGN
Assess
Assess risk
TEST
2. Design BUSINESS
DESIGN Prototyping
1. Ideate
2. Prototype
3. Assess
‣ re ning picture of your rst idea
DESIGN ‣ it’s about exploring alternatives
fi
 
 

fi
fi
Guggenheim Museum, Bilbao
“
You've got to bumble forward
into the unknown.
– Frank Gehry, architecte
Louis Vuitton Foundation, Paris
CAD simulations sketches
mock-ups
plans

 
Weatherhead School of Management at CWRU
“ The premise […] is that managers are

designers as well as decision makers, […]
we have for too long emphasized the
”
decision face over the design face
- Richard Boland and Frank Collopy, CWRU, “Managing as designing”
Managing as designing
“
If you freeze to an idea too quickly,
you fall in love with it.
– Jim Glymph, Gehry Partner
2. Design
2. Prototype
3. Assess
Do not fall in love with your

DESIGN
Business Ideate
Prototype
BUSINESS
BUSINESS DESIGN Assessment
DESIGN
Assess
TEST
‣ Questions for leaders (PATTERNS)
 
 

 
SCORING Gravity
Questions for leaders Creators
Lock in
Customers
TRIGGER QUESTION Assessment Question

How could we make it dif cult for How easy or dif cult is it for our customers
customers to leave and increase to leave or switch to another company?
switching costs in a positive way?
Assessment Questions for Leaders

Frontstage
Frontstage
FrontstageMarket Explorers: How large and
Assessment attractive
potential
is the untapped
Market Explorers:
we
market
How large
are untapped
going
and −3
−3
−2
−2
−1
−1
0
0
+1
+1
+2
+2
+3
+3
attractive
Market is the
Explorers: Howafter?
market
large and
Questions for leaders

potential we
attractive areuntapped
is the going after?
market −3 −2 −1 0 +1 +2 +3
Channel
potential Kings:
we areDo we have
going after?large-
scale
Channel and,Kings:
ideally,
Dodirect access
we have to our
large- −3 −2 −1 0 +1 +2 +3
end-customer?
scale and,
Channel ideally,
Kings: Dodirect access
we have to our
large- −3 −2 −1 0 +1 +2 +3
end-customer?
scale and, ideally, direct access to our −3 −2 −1 0 +1 +2 +3
Gravity Creators: How easy or difficult
end-customer?
is it for our
Gravity customers
Creators: Howtoeasy
leaveoror switch
difficult −3 −2 −1 0 +1 +2 +3
to
is itanother
for our
Gravity company?
customers
Creators: Howtoeasy
leaveoror switch
difficult −3 −2 −1 0 +1 +2 +3
toitanother
is for our company?
customers to leave or switch −3 −2 −1 0 +1 +2 +3
to another company?
Backstage
Backstage
BackstageResource Castles: Do we own key
resources
Resource that are difficult
Castles: or impossible
Do we own key
−3 −2 −1 0 +1 +2 +3
to copy and
resources
Resource which
that are give
Castles: Do us
weaown
difficult orsignificant
impossible
key −3 −2 −1 0 +1 +2 +3
competitive
to copy and
resources advantage?
which
that are give us aorsignificant
difficult impossible
competitive
−3 −2 −1 0 +1 +2 +3
to copy and advantage?
which give us a significant 213
ValueActivity
competitiveDifferentiators:
advantage? Do we create Backstage Profit Formula 213
significant value for customers
Activity Differentiators: Do webecause
create
Proposition Shifts
we perform
significant
Activity and configure
value activities
for customers
Differentiators: Do in
we because
create
Driven−3Shifts
−2 −1 0 +1 +2 Driven Shifts
+3 213
−3 −2 −1 0 +1 +2 +3
disruptively
we performvalue
significant innovative
and configureways?
activities
for customers in
because
disruptively innovative ways?
−3 −2 −1 0 +1 +2 +3
p. XXXweFrom Product
perform and to
configure activities in p. XXX From Dedicated Resources p. XXX From High Cost to Low Cost
Scalers:
RecurringHow
disruptively rapidly and
innovative
Service how easily can
ways? to Multi-Usage Resources
we grow our
Scalers: Howbusiness model
rapidly and how without
easily sub-
can p. XXX From Transactional
−3 −2 −1 0 +1 +2 +3
stantial
we additional
growLow-Tech
our business resources
model and activities
without sub-
p. XXXScalers:
From How rapidly and how
to High-Tech easily canp. XXX −3 Asset
From −2 Heavy
−1 0 +1 +2 +3 to Recurring Revenue
(e.g.,
we building
stantial
grow infrastructure,
additional
our business model finding
resources talent)?
and activities
without sub- to
−3Asset
−2Light
−1 0 +1 +2 +3
(e.g., building
stantial infrastructure,
additional resourcesfinding talent)?
and activities
p. XXX From Sales to Platform p. XXX From Conventional 227
(e.g., building infrastructure, finding talent)?
Profit Formula p. XXX From Closed to Open to Contrarian
Profit Formula (Innovation)
Revenue Differentiators: Do we use strong
Profit Formula
Exercice - citizenM
revenue
Revenuestreams and pricing
Differentiators: Domechanisms to
we use strong −3 −2 −1 0 +1 +2 +3
Backstage Pro t Formula Frontstage monetize value creation
revenue streams for customers?
and pricing mechanisms to
Revenue Differentiators: Do we use strong
Frontstage
−3 −2 −1 0 +1 +2 +3
Disruption Disruption Disruption monetizestreams

revenue
Driven
value creation
Shifts
monetize
Cost
for customers?
and pricing
value creation
Differentiators: Is for
mechanisms to
ourcustomers?
cost structure
−3 −2 −1 0 +1 +2 +3
−3 −2 −1 0 +1 +2 +3
conventional or disruptive?
Cost Differentiators: Is our cost structure
−3 −2 −1 0 +1 +2 +3
conventional or disruptive?
p. XXXCost
FromDifferentiators:
Niche Market Is our cost structure −3 −2 −1 0 +1 +2 +3
conventional
Margin or disruptive?
Monsters:
to Mass Market Do we have strong
−3 −2 −1
ft Pattern Library
0 +1 +2 +3
margins from low costs
Margin Monsters: Do weand high
have prices?
strong
−3 −2 −1 0 +1 +2 +3
margins
p. XXXMargin from
tolow
Monsters:
From B2B costs
Do we
B2(B2)C and high
have prices?
strong
−3 −2 −1 0 +1 +2 +3
margins from low costs and high prices?
p. XXX From Low Touch
to High Touch
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A
Streamlined
activities by Lovemark
small teams brand
Building
prefab
rooms ordable Mobile
Optimized luxury citizen
operations
partners
All-round
teams
Direct
distribution
Low Reduced High margin

construction labor per room
costs costs
2021
?
Market Assessment Question
How large and attractive is the untapped market potential we are going after?
Explorers
TRIGGER QUESTION −3 −2 −1 0 +1 +2 +3
How could we tap into new,
Frontstage
untapped, or underserved
markets with large potential?
How to assess citizenM’s

There is little untapped potential The market potential is large,
and the market is shrinking. not yet occupied, and growing.
Disruption
business model using the Channel

Kings
Assessment Question
Do we have large-scale and, ideally, direct access to our end customers?
“Questions for leaders” ? Assessment Questions for Leaders

Frontstage
TRIGGER QUESTION
How could we increase market access
and build strong and direct channels
−3 −2
We have limited market access and

−1
depend on intermediaries to get our

products and services to customers
0 +1 +2
We have large-scale market

access and own the channel(s)
and relationships with end-users
+3
MARKET EXPLORERS
How large and attractive is the untapped market potential we are going after? and interact with them. of our products and services.
There is little untapped potential The market potential is large,
-3 -2 -1 0 +1 +2 +3
and the market is shrinking. not yet occupied, and growing.
CHANNEL KINGS
Do we have large-scale and, ideally, direct access to our end-customer?
We have limited market access and depend on We have large-scale market access and
intermediaries to get our products and services to -3 -2 -1 0 +1 +2 +3 own the channel(s) and relationships with
customers and interact with them. end-users of our products and services.
GRAVITY CREATORS
How easy or difficult is it for our customers to leave or switch to another company?
All our customers could theoretically leave us Our customers are locked in for several
immediately without incurring direct or indirect -3 -2 -1 0 +1 +2 +3 years and they would incur significant direct
switching costs. and indirect switching costs if they left.
Backstage
RESOURCE CASTLES
Gravity
Do we own key resources that are difficult or impossible to copy and which give us a significant competitive advantage?
Our key resources can’t easily be copied or

Our key resources are significantly inferior emulated for the next couple of years and they
-3 -2 -1 0 +1 +2 +3
to those of our competitors. give us a significant competitive advantage
(e.g., intellectual property, brand, etc.).
ACTIVITY DIFFERENTIATORS
Assessment Question
Creators
Do we create significant value for customers because we perform and configure activities in disruptively innovative ways?
Our key activities can’t easily be copied

We operate conventional activities
How easy or difficult is it for our customers to leave or switch to another company?
or emulated for the next couple of years and
citizenM performs
that perform similarly or worse than -3 -2 -1 0 +1 +2 +3
they give us a significant competitive
comparable organizations.
advantage (e.g., cost effectiveness, scale etc.).
SCALERS
How rapidly and how easily can we grow our business model without substantial additional resources and activities
(e.g., building infrastructure, finding talent)?
Growing our business and customers is resource Our revenues and customer base can
poorly on locking
intensive (e.g., more people) and requires a lot of -3 -2 -1 0 +1 +2 +3 easily grow and scale without a lot
TRIGGER QUESTION −3 −2 −1 0 +1 +2 +3
effort (e.g., non-scalable activities). of additional resources and activities.
Profit Formula
How could we make it difficult for

in customers
REVENUE DIFFERENTIATORS
Do we use strong revenue streams and pricing mechanisms to monetize value creation for customers?
All our customers could theoretically Our customers are locked in

We mainly have unpredictable and transactional We have predictable and recurring revenues
-3 -2 -1 0 +1 +2 +3
customers to leave and increase

revenues that require constant cost of sales. where one sales leads to several years of revenue.
COST DIFFERENTIATORS
Is our cost structure conventional or disruptive? leave us immediately without incurring for several years and they would
switching costs in a positive way? direct or indirect switching costs. incur significant direct and
Our cost structure is significantly less Our cost structure is significantly more
effective than that of our competitors -3 -2 -1 0 +1 +2 +3 effective than that of our competitors
(e.g., by a factor of two). (e.g., by a factor of two).
MARGIN MASTERS
Do we have strong margins from low costs and high prices?
indirect switching costs if they left.
We have very thin margins due to our cost We have very strong margins from an optimized
structure and weak pricing power (e.g., we management of costs and strong pricing power
-3 -2 -1 0 +1 +2 +3
perform worse than comparable organizations (e.g., we perform better than comparable
by at least 50%). organizations by at least 50%).
ff

Resource Assessment Question

Assessment Question
Revenue Assessment Question: Do we use strong revenue streams and pricing mechanisms
to monetize value creation for customers?
Castles
Do
Dowe
Do weown
we
giveus
give
own
own
key
key
key
resources
resources
usaasignificant
signi cant
thatthat
resources are difficult
are dif or
that are difficult
competitive
competitive
or
advantage?
advantage?
impossible
cult to copyto
impossible to
copy
and
copy
and which
which
and which Differentiators High occupancy rate and
TRIGGER QUESTION
−3 e ective
−2 use−1of space
0 lead+1 +2 +3
TRIGGER QUESTION
How could we make difficult-to-copy
−3 −2 −1 0 +1 +2 +3 TRIGGER QUESTION
to higher revenue per room
Backstage Pro t Formula
How could we make difficult-to-copy Which new revenue streams or pricing
resources a key pillar of our business Our key resources are significantly Our key resources can’t easily be copied or
resources a key pillar of our business inferior to those of our competitors. emulated for the next couple of years and they
mechanisms could we introduce to We mainly have unpredictable and We have predictable and recurring
model? give us a significant competitive advantage capture more value from our customers transactional revenues that require revenues where one sale leads to
Disruption (e.g., intellectual property, brand, etc.).

Disruption or unlock unprofitable markets?
constant cost of sales. several years of revenue.
Activity
Assessment Question
Assessment Question
Do we create significant value for customers because we perform
Cost
Differentiators
Do we create significant value for customers because we perform
and configure activities in disruptively innovative ways? Differentiators
and configure activities in disruptively innovative ways?
Due to innovative activity
TRIGGER QUESTION
TRIGGER QUESTION citizenM developed
−3 −2 dif cult-to-
−1 0 +1 +2 +3
187
TRIGGER QUESTION
con−3
guration
−2
& high
−1
standardization,
0 +1 +2 +3
Could we create (significantly more)

copy resources (Room factory) & an
Could we create (significantly more) Could we change our cost structure citizenM keeps construction &
BACKSTAGE DISRUPTION
value for customers by performing We operate conventional Our key activities can’t easily be copied or
value for customers by performing
innovative activity con guration
new activities or configuring activities
new activities or configuring activities
activities that perform similarly
or worse than comparable
emulated for the next couple of years and they
give us a significant competitive advantage
significantly by creating and delivering
value with different and differently maintenance costs extremely low
Our cost structure is significantly
less effective than that of our
Our cost structure is significantly
more effective than that of our
in innovative ways? organizations. (e.g., cost effectiveness, scale etc.). competitors (e.g., by a factor of two). competitors (e.g., by a factor of two).
Scalers
Assessment Question
Assessment Question
How rapidly and how easily can we grow our business model without substantial
How rapidly and how easily can we grow our business model without substantial
additional resources and activities (e.g., building infrastructure, finding talent)?
Margin Masters Assessment Question: Do we have strong margins from low costs and high prices?
additional resources and activities (e.g., building infrastructure, finding talent)? The combination of lower costs
Investment in hotel
TRIGGER QUESTION
TRIGGER QUESTION −3
city −2plots −1 0 +1 +2 +3
TRIGGER QUESTION
How could we find innovative ways to
and
−3
higher
−2
revenues
−1
per
0
room
+1 +2 +3
make the business model

What could we do differently to
What could we do differently to
make our business model more
eliminate the most costly aspects of our lead to a margin level unheard of
in the hotel industry.
Growing our business and customers Our revenues and customer We have very thin margins due to our We have very strong margins from an
relatively dif cult to scale
make our business model more
scalable (e.g., eliminate resource
scalable (e.g., eliminate resource
is resource intensive (e.g., more
people) and requires a lot of effort
base can easily grow and scale
without a lot of additional
business model, while focusing on value
that matters to customers most and which
cost structure and weak pricing power
(e.g., we perform worse than comparable
optimized management of costs and strong
pricing power (e.g., we perform better than
and activity bottlenecks)? (e.g., nonscalable activities). resources and activities. organizations by at least 50%). comparable organizations by at least 50%).
Exercice - MedTech A hi-tech start-up that o

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Relationship
VALUE CUSTOMER
PROPOSITION SEGMENT
Di erentiators Key Resources Channels
Boost
Revenues
Streams
NEW WAY
TO MONETIZE
TRIGGER QUESTION
Which new revenue streams could we introduce to capture
Consumable diagnostic kit

Freemium Providers Bait & Hook
Revenue
CHURN
MANAGEMENT
FREE VALUE GET CUSTOMER BASE
USER PROPOSITION LARGE LOCK-IN
Di erentiators
GROUP OF TO ACQUIRE PRODUCT
ACQUISITION
FREE USERS BASE PRODUCT (BAIT)
CONVERSION (BAIT)
TO PREMIUM
PREMIUM CUSTOMER
Boost
USERS CONSUMABLE
VALUE (HOOK) SEGMENT
PROPOSITION PAYING
LARGE PREMIUM
USER USERS
Revenues
BASE
RECURRING
COST OF PREMIUM PREMIUM PRICE REVENUE
VALUE PROPOSITION SUBSCRIPTION UPFRONT CUSTOMER
COST OF FREE $0 ACQUISITION COST TRANSACTIONAL SALES
VALUE PROPOSITION TO LOCK IN CUSTOMER
Flavors
Recurring Revenues Subsidizers
CUSTOMER SUBSIDIZED
CHURN ACQUISITION VALUE
MANAGEMENT LONGER TERM PROPOSITION
RELATIONSHIP
CONVERSION TO
FIRST-TIME ALTERNATIVE
TRIGGER QUESTION
CUSTOMER VALUE
RECURRING RECURRING
ACQUISITION PROPOSITION ALTERNATIVE CUSTOMER
VALUE JOB-TO- VALUE
PROPOSITION BE-DONE PROPOSITION
Which new revenue streams could we introduce to capture

LARGE
CUSTOMER
BASE
UPFRONT
CUSTOMER
ACQUISITION COST
RECURRING
REVENUE
COST OF ALTERNATIVE
VALUE PROPOSITION
COST OF SUBSIDIZED
SUBSIDIZING
REVENUE
STREAM
LOW, FREE,
OR PAY TO
ATTRACT
VALUE PROPOSITION CUSTOMER
 
 
 
 
 
 
 
 
 
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MEDTECH
MANUFACTURING &
PRODUCTION
OEMS OF
PRODUCTION IPS
TESTING STR 5% MARKET
SALES &
MARKETING SHARE
110K
R&D
Case study
23M
MEDICAL
DIAGNOSTIC
DEVICE
PRIMARY CA
DOCTORS
RE
in the eld
SALES FORCE
PROVIDER
INTELLECTUA
PROPERTY
L
CONSUMABLE
TESTING
STRIPS
3RD PARTY SALES
FORCE by Paris
7.- USD / WWW
STRIP
75.- USD
24.8 2.8M 5.5M
1M 1.2M / STRIP
DEVICE 2.3M M 1X TRANSAC
SALES & PRODUCTION TIONAL
OF
SALES OF 1 STRIP SALES
MARKETIN
G PRODUCTION IP PER TEST
TESTING S TR S

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APRESENTAÇÃO

LEAN STARTUP & MVP

O Dr. Alexander (Alex) Osterwalder é um dos

Se você for ágil a ponto de Devemos testar as ideias para chegar

Deve-se ter cautela para não

O Canvas de Proposta de Valor Testar e adaptar são partes

ALEXANDER OSTERWALDER ALEXANDER OSTERWALDER LEANDRO BENTO POMPERMAIER

How to Design, Test, and Build the world's best

Leadership Innovation Growth Growth

Value Proposition Canvas

We can’t earn enough money

that the costs are too high to

make a sustainable profit.

LBS & Daniel Oyon, HEC

your idea if you learn you were on the wrong

with appropriate experiments. Each experi-

perform key activities or can’t

The risk that a business can’t

can’t develop capabilities to

scale the value proposition.

We can’t build and deliver

your idea if the evidence supports your

deliver your idea (feasibility). Thirdly,

that you can’t earn enough money

that the company can’t reach,

from your idea (viability).

perform key activities or can’t

The risk that a business can’t

i r me atDe rgst ew kp ni’st etoo e p y c tar

scale the value proposition.

(technology, IP, brand, etc.),

D st is C oo pr cs aat lu an ain Vi e c isk e s at ay W e

Cu e ri ess at aTluh asinn in, th e v mp et r s

ci dueca sdoea essc o eer s ). e ).

Te tees enst se in k. Fs. ou Fi ur an bil n’ht m lit m th xp ates e t

it T podo s ooth ed f r in y (fe oun a). ou h ac hyt p on h ap s t t

fr tha esyt pro ratou earria ur s ern y ang o sigsup u he or

u t Th t a Fneo veca ey nteh ptro P, p ie u io

ot fin aleg tec ’t d m par lu

create value for your customer

Bu oto SI SIG rim

to key resources (technology, IP, brand, etc.),

The risk that a business can’t get access

market insights, and evidencePrototype

activities or can’t find key partners to build

can’t develop capabilities to perform key

and scale the value proposition.

Business Concept Design

Design is the activity of turning

— Shigetaka Komori, FujiFilm, Chairman

We can’t earn enough money

that the costs are too high to

make a sustainable profit.

your idea if you learn you were on the wrong

perform key activities or can’t

The risk that a business can’t

can’t develop capabilities to

scale the value proposition.

your idea if the evidence supports your

deliver your idea (feasibility). Thirdly,

that you can’t earn enough money

Testing and reducing risk

from your idea (viability).

3. Transcends Industry Boundaries