Dear fellow members,

 

I just joined the hub, and I just discovered the Business Model Canvas. I want to use in our organisation. We are an Asset Integrity Services provider to the Oil and Gas Industry, the Power Industry, and the Water distribution industry, and thus working in a B2B market. I have some ideas for new business models in our certification and consulting services, and I would like to see some examples from other industries on how I can further develop them using the Business Model Canvas. Most of the examples mentioned in the book deal with B2C markets. Does any one have experience with applying the Busines Model Innovation / Canvas in similar B2B markets?

 

I appreciate your response.

 

Richard van Sonsbeek

Rotterdam, The Netherlands

Tags: B2B, Certification, Consulting, Professional, Services, Technical

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If you need a great collaborative tool for generating the canvas, try LucidChart: Business Model Canvas on LucidChart

 

I used the Business Model canvas for my franchised company, which is similar to B2B. If you're interested I can send you a link. Let me know. 


Darrell Swain

Founder - LucidChart and Picturethis

http://lucidchart.com

http://getpicturethis.com

 

Hello Darrell,

 

Yes, please send me a link, so that I better understand.

 

Kind Regards,

Richard van Sonsbeek

Not sure if this is exactly relevant as my company employs a franchise model, but here's the link. Also, I've attached it as an image to this comment as well. 

 

https://www.lucidchart.com/documents/view/4d2607d2-5fb8-4b3d-834c-3...

Attachments:

Hello Darrel,

 

Thank you for sharing your franchise model. I think in our model, with respect to customer segments, we should identify the typical members of the Decision Making Unit of our clients, because even B2B in the end comes down to selling to people. Then we can use the empathy map to create a profile for each member and look how we can design a business model to satisfy their needs and solve their problems. Does anyone have experience with that?

 

Kind Regards,

Richard

Hello Darrel,

I work in the construction industrie and we are also working in B2B-markets. Could you find some B2B business models?

I appreciate your response.

There is a really good model in Steve Blank's Startup Owner's Manual. I don't know if it originated with him, or is an adaptation of someone else's work, but it is a good reference.

The hierarchy of types of clients, in ascending level of influence:

End Users: they usually have the least influence in the sale or adoption process, but ultimately understanding their needs is key to a successful product.

Influencers: they may not be directly in the buying process, but their opinions may shift the perception and adoption of the product or service. It is often important to get information into their hands, and consider outside influencers, trend leaders, or early adopters and how they may influence a whole industry sector.

Recommenders: these are often middle managers or committees approving new directions within an organization. It could include industry research leaders such as Gardner or Forrester. 

Buyers: they control or approve budgets and their perspective is often the financial impact or return, unlike the end users who are concerned with functionality.

Decision makers: these are the top of the heap in decision making and are often strategic or policy oriented. They sit at the final decision level of purchasing.

and let's not forget the down side of decision makers:

Saboteurs: they can lurk anywhere and usually hold titles such as CFO or CIO. It is important to find them out and what their motivations are, as they can slow or stall the process at many levels.

For a more complete discussion of the buyer 'types', have a look at Blank's book.

I agree it is important to understand each of these potential types in your customers, but would also suggest moving away from the empathy map and trying Osterwalder's newer Value Proposition Canvas as a tool. It is more focussed on understanding the pains and gains important to any client segment.

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