seminario business model canvas
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Business Model CanvasSeminario-Laboratorio
Camera di Commercio di PadovaFrancesco Zitelli17 marzo 2015
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Francesco Zitelli
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Perché questo seminario?
per acquisire le competenze necessarie per trasformare un’idea in un prodotto pronto
per il mercato
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Comprensioneascoltare attivamente e coinvolgere i vostri
clienti per capire esattamente cosa desiderano da voi e come veicolare loro il
vostro prodotto 4
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Riscontroraccogliere, valutare ed usare il feedback
dei vostri clienti per rendere il vostro prodotto e il vostro business migliore
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Coinvolgimentocoinvolgere i vostri clienti lungo le 3 fasi
della gestione della relazione con il cliente: acquisizione, mantenimento e crescita
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StrutturaIdentificare le risorse chiave, i partner, le
attività e i canali di distribuzione necessari per veicolare il vostro prodotto ai vostri
clienti7
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Quantificare calcolare i costi diretti e indiretti necessari
per veicolare il vostro prodotto
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“Il Business Model descrive la logicacon la quale un'organizzazione
crea, distribuisce e cattura valore.”
Alexander Osterwalder, ideatore del Business Model Canvas
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cosa significa “creare valore”?
● svolgere un “compito” importante● soddisfare un desiderio● risolvere un problema
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a cosa serve il business model?
● rafforzare o migliorare un'azienda, ● per lanciare un nuovo prodotto/servizio● per avviare una start-up ad alto valore
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Business Plan vs. Business Model
Il Business Plan indica che cosa, quanto tempo e quanti soldi servono per mettere in pratica il Business Model.
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Il Business Model indica cosa bisogna fare, come bisogna farlo e per quali precisi clienti l'azienda vuole creare valore.
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...prima il Business Model e poi il Business Plan!
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valore percepitoil valore percepito dal Cliente è dato dalla
differenza tra benefici ricevuti e costi sostenuti
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la struttura di ogni impresa
Il Business Model diventa quindi il modo in cui l’azienda organizza se stessa e la sua
offerta per creare il massimo valore possibile per i suoi clienti!
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in sintesi:Il Busines Model è l'insieme delle soluzioni
organizzative e strategiche attraverso le quali l'impresa acquisisce un vantaggio
competitivo.16
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divisione in gruppipresentazione (2m) + idea (2m)
30m in totale (1 cronometro)
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Cos’è la Business Model Canvas?
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Proposta di Valore(Value Proposition)
Perché i clienti dovrebbero scegliere me?
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apportando un’innovazione
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rendendo accessibile un prodotto
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diminuendo il prezzo
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risolvendo un problema specifico
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utilizzando la marca per trasmettere un’identità
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migliorando il design di un prodotto
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migliorando la performance
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riducendo i rischi
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valore percepito:valore intrinseco + valore intangibile
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per creare delle buone Proposte di Valore
occorre conoscere le attività, i bisogni e i desideri che caratterizzano i Clienti
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Segmenti di Clientela (Customer Segments)
Quali sono i miei Clienti?
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differenti esigenze giustificano differenti
Proposte di Valore
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si utilizzano Canali diversi per raggiungere diversi
Clienti
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si utilizzano Modalità di Interazione differenti
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differenti Clienti pagano per differenti aspetti della
Proposta di Valore
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determinano redditività diverse
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quali sono i mercati a cui ci rivolgiamo?
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mercato di massa
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mercato di nicchia
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mercato segmentato
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mercati diversificati
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mercati multi-laterali
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come raggiungo i miei Clienti?
Canali (Channels)
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ricoprono le 5 fasi fondamentalidi una transazione...
i Canali sono i punti di contatto tra l’azienda e i
suoi clienti
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creare consapevolezza nel Cliente sul prodotto
1. stimolare
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aiutarlo a valutare le Proposte di Valore fatte dall'azienda
2. informare
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offrire il prodotto e termini chiari di scambio
3. accordarsi
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permettergli di acquistare il prodotto e consegnarlo al cliente
4. vendere
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seguire il Cliente nel post-vendita
5. assistere
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forza venditaecommerce
negozi proprinegozi partner
ingrosso
Canali Diretti vs. Indiretti
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Canali Virtuali vs. Fisici
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(Customer Relationships)
Relazioni con i Clienti
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acquisire Clientifidelizzare i Clienti già acquisiti
aumentare le vendite
attraverso le Relazioni, potete:
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1. assistenza personale
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2. assistenza personale dedicata
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3. self service
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4. servizi automatici
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5. community
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6. co-creazione
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●
i ricavi sono determinati da:
● prezzo● modalità
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prezzi fissi vs.
prezzi dinamici
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(“il menu”)
1. prezzi fissi
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al supermercato o da Mc Donald
listino prezzi
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nuova Polo: a partire da...
caratteristiche e qualità del prodotto
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al cinema bimbi e anziani pagano meno
segmento di clienti
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scontistiche legate alla quantità acquistata
volumi
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(“E’ il mercato, bellezza!”)
2. prezzi dinamici
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trattative e contrattazioni
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posti di aereo e camere di albergo: stanno per scadere
gestione della reddività
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chi ha detto giocare in borsa?
mercato in tempo reale
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il quadro va alla signora seduta in fondo
aste
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modalità di pagamento:una tantum
vsricorrente
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bar, supermercato, concessionario
vendita di un bene
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minuti del cellulare, hotel, aereo
canone d’uso
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palestra, canone RAI
quota di iscrizione
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prestito/noleggio/leasing/affitto
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proprietà intellettuale, brevetti
licenze
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carte di credito, immobiliaristi
commissioni di intermediazione
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inserzioni e spot
pubblicità
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divisione in gruppicanvas parte destra (10m)
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(Key Resources)
risorse chiave
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cosa bisogna avere perchè un modello di business funzioni?
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tutto quello che si può toccare (e rompere)
risorse fisiche
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marchio, brevetti, conoscenza, copyright, partnershp
intellettuale
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la squadra è davvero importante
umane
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cash, linee di credito, azioni e quote
finanziarie
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(Key Activities)
attività chiave
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(beni materiali)
produzione
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(ospedale, consulente… tutti i servizi)
risoluzione problemi
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ebay.com, Visa, Windows
piattaforma/network
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(key partnerships)
partnership chiave
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condividere spazi, outsourcing
ottimizzazione ed economia di scala
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riduzione del rischio
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Samsung vs Android
acquisizione di particolari risorse e attività
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(Ryanair, Mc Donald)
struttura orientata al costo
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(Hilton, brand di lusso)
struttura orientataal valore
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salari, affitti, macchinari
costi fissi
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materiale produzione
costi variabili
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più grande il volume, più basso il costo unitario
economie di scala
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Coca Cola e Fanta: stessa azienda
economia di scopo
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divisione in gruppicanvas parte sinistra (10m) + presentazione
(5 min) + votazione
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logica emozione
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valoreefficienza
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divisione in gruppivalidazione (15m) + discussione (10m)
+ preparazione (5m)
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5m su Canvanizer (?)
presentazione finale
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the winner is...?
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non dimenticate di lasciare il questionario all’uscita ;)
grazie dell’attenzione
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ReferenzeA. Osterwalder, Y. Pigneur (2009). Creare modelli di business. Milano: FAG, 2012.
A. Osterwalder, Y. Pigneur, G. Bernarda, A. Smith (2014). Value proposition Design. How to create products and
services customers want. Ed. Wiley.
http://www.businessmodelcanvas.it/
https://www.udacity.com/course/ep245
Per tutte le immagini e icone: The Noun Project
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