What are your most difficult challenges in using the BM canvas - Business Model Innovation Hub2024-03-19T06:09:22Zhttp://businessmodelhub.com/forum/topics/what-are-your-most-difficult-challenges-in-using-the-bm-canvas?commentId=2478825%3AComment%3A309477&feed=yes&xn_auth=noI read your presentation on s…tag:businessmodelhub.com,2017-01-06:2478825:Comment:3110992017-01-06T09:51:52.778ZMukom Akong Tamonhttp://businessmodelhub.com/profile/MukomAkongTamon
<p>I read your presentation on slideshare ... and that made things much clearer.</p>
<p></p>
<p>And of course this response showing roots of MBC from Porter's value chain is a god-send. Thank you!!</p>
<p>I read your presentation on slideshare ... and that made things much clearer.</p>
<p></p>
<p>And of course this response showing roots of MBC from Porter's value chain is a god-send. Thank you!!</p> Okay - to do that you have to…tag:businessmodelhub.com,2017-01-05:2478825:Comment:3113952017-01-05T15:14:17.551ZMike Lachapellehttp://businessmodelhub.com/profile/MikeLachapelle
<p>Okay - to do that you have to go back to the underlying concepts of the canvas structure.</p>
<p>One of the sources of inspiration for the canvas (actually the phd model that preceded the canvas) was Porter's value chain model. </p>
<p>The Porter construct begins with inputs (raw materials, suppliers) on the left hand side and moves through value creation (operations, processes) to delivery (targeting, marketing, fulfillment) to the customers (target segments) which are on the right end of…</p>
<p>Okay - to do that you have to go back to the underlying concepts of the canvas structure.</p>
<p>One of the sources of inspiration for the canvas (actually the phd model that preceded the canvas) was Porter's value chain model. </p>
<p>The Porter construct begins with inputs (raw materials, suppliers) on the left hand side and moves through value creation (operations, processes) to delivery (targeting, marketing, fulfillment) to the customers (target segments) which are on the right end of the model. Thus the infrastructure (KA KR and KP) on the left side of the canvas and the customer facing components (CR CH and CS) on the right. The value you create (VP) being the fulcrum of the model.</p>
<p>So the CR and CH components represent that 'connection' and marketing to the customers. These two elements should not be seen as separate entities but should be seen in tandem, two aspects of connecting - strategies and mechanisms. Eliminating one of them leaves an incomplete picture.</p>
<p>Hope this helps clarify the logic of the canvas.</p> sorry I didn't explain, I don…tag:businessmodelhub.com,2017-01-05:2478825:Comment:3111962017-01-05T15:00:59.138ZMukom Akong Tamonhttp://businessmodelhub.com/profile/MukomAkongTamon
<p>sorry I didn't explain, I don't actually want to remove it. Just thought if someone more clueful explained to me how the bmc falls apart without that block, then i'll understand it better.</p>
<p>sorry I didn't explain, I don't actually want to remove it. Just thought if someone more clueful explained to me how the bmc falls apart without that block, then i'll understand it better.</p> Not sure why you would want t…tag:businessmodelhub.com,2017-01-05:2478825:Comment:3111952017-01-05T13:23:30.306ZMike Lachapellehttp://businessmodelhub.com/profile/MikeLachapelle
<p>Not sure why you would want to remove the CR block. Even if the customer(s) is mandated - as with a government agency or an internal business unit - it should be necessary to understand the nature of the relationship and the strategies to be followed to ensure a healthy, encouraging engagement with the targets.</p>
<p>Here's an example. I worked with two government organizations who were in the same general area of interaction with the public. For one of them social media was for…</p>
<p>Not sure why you would want to remove the CR block. Even if the customer(s) is mandated - as with a government agency or an internal business unit - it should be necessary to understand the nature of the relationship and the strategies to be followed to ensure a healthy, encouraging engagement with the targets.</p>
<p>Here's an example. I worked with two government organizations who were in the same general area of interaction with the public. For one of them social media was for broadcasting, to disseminate critical information. For the other, social media was for problem identification and resolution, a way for citizens to contact them when they need support. In neither of these cases was the discussion around acquiring or retaining customers, but in both cases the discussion was about the purpose of engaging citizens.</p> Thank you Mike. That quite cl…tag:businessmodelhub.com,2017-01-05:2478825:Comment:3113852017-01-05T11:28:32.011ZMukom Akong Tamonhttp://businessmodelhub.com/profile/MukomAkongTamon
<p>Thank you Mike. That quite clarified it a lot more. Any books or material you would recomend for me to get more inight into this block?</p>
<p></p>
<p>Or put differently ... in what way does the BMC fall apart if I take out the CR block?</p>
<p>Thank you Mike. That quite clarified it a lot more. Any books or material you would recomend for me to get more inight into this block?</p>
<p></p>
<p>Or put differently ... in what way does the BMC fall apart if I take out the CR block?</p> You have to appreciate the ap…tag:businessmodelhub.com,2017-01-04:2478825:Comment:3110752017-01-04T13:28:55.155ZMike Lachapellehttp://businessmodelhub.com/profile/MikeLachapelle
<p>You have to appreciate the approach to customer relations has evolved, expanded since BMG was written. This is probably the most common confusion about the canvas I find with my clients and course attendees. </p>
<p>In BMG the focus of CR is mainly the nature of the relationship you have with your customers and how you are going to support them. That hasn't changed in what we teach now. Is your relationship going to be automated or personal short or long term, and how will you interact wit…</p>
<p>You have to appreciate the approach to customer relations has evolved, expanded since BMG was written. This is probably the most common confusion about the canvas I find with my clients and course attendees. </p>
<p>In BMG the focus of CR is mainly the nature of the relationship you have with your customers and how you are going to support them. That hasn't changed in what we teach now. Is your relationship going to be automated or personal short or long term, and how will you interact wit your customers?</p>
<p>What has been added to the perspective comes from the relationship with Steve Blank and his work on customer development. The second element of CR is the strategies you want to follow to acquire, retain and improve the interactions with customers - commonly known as the GET, KEEP, GROW strategies.</p>
<p>That brings me to the most significant aspect of CR. What I teach in my courses is CR is about the STRATEGIES you want to use to get and keep customers. Those strategies include the nature of the relationship with your customers, as well as acquisition and retention of customers.</p>
<p>Things like 'lock-in' or 'switching costs' are retention strategies designed to ensure customers remain with your company. Other strategies may include competitions, loyalty programs, reward programs. Discounts, promotions, brand image are examples of acquisition strategies.</p>
<p>In this way CR is different from CH in that your channels are the specific mechanisms you will use to transact business and implement your customer relations strategies.</p> if you can, get everyone into…tag:businessmodelhub.com,2017-01-04:2478825:Comment:3112862017-01-04T12:55:11.847ZMukom Akong Tamonhttp://businessmodelhub.com/profile/MukomAkongTamon
<p>if you can, get everyone into a 2-hour Introduction to the Business Model Canvas. I did one which went like so</p>
<p></p>
<p>- Started the session with a parable of 10 blind men and the elephant. point of the story was that most of us, like each of the blind men had a small perspective of how the company creates value. Getting the whole picture will change how each person behaves and enables them to be more proactive in adding value. </p>
<p></p>
<p>- "What if we could describe how our…</p>
<p>if you can, get everyone into a 2-hour Introduction to the Business Model Canvas. I did one which went like so</p>
<p></p>
<p>- Started the session with a parable of 10 blind men and the elephant. point of the story was that most of us, like each of the blind men had a small perspective of how the company creates value. Getting the whole picture will change how each person behaves and enables them to be more proactive in adding value. </p>
<p></p>
<p>- "What if we could describe how our business works on ONE page? (as opposed to sleep-inducing stragegy documents?) - I introduced the canvas as the most effective tool for that</p>
<p></p>
<p>- I played the video from Strategyizer about the BMC</p>
<p>- I worked through the Google and Facebook business models</p>
<p>- I then divided them into groups to map our the canvas for the company</p>
<p></p>
<p>At the end, I get all groups to consolidate their canvases into one.</p>
<p></p>
<p>That usually does it to bring everyone to the same vocabulary.</p>
<p></p> i find that HOW you come up w…tag:businessmodelhub.com,2017-01-04:2478825:Comment:3113742017-01-04T12:48:25.898ZMukom Akong Tamonhttp://businessmodelhub.com/profile/MukomAkongTamon
<p>i find that HOW you come up with the model greatly affects it buy in</p>
<p>a) Did you get the 'leader' (CEO, board etc) to buy into it?</p>
<p>b) Did you develop and test the model collaboratively with the people?</p>
<p></p>
<p>A hard lesson I've learnt is this: A B-grade model that the people collaboratively come up with is far better than an A-grade model that the boss or some consultant or a single individual comes up with. (everyone loves their ugly baby more than the neighbour's model…</p>
<p>i find that HOW you come up with the model greatly affects it buy in</p>
<p>a) Did you get the 'leader' (CEO, board etc) to buy into it?</p>
<p>b) Did you develop and test the model collaboratively with the people?</p>
<p></p>
<p>A hard lesson I've learnt is this: A B-grade model that the people collaboratively come up with is far better than an A-grade model that the boss or some consultant or a single individual comes up with. (everyone loves their ugly baby more than the neighbour's model baby )</p>
<p></p>
<p>The simple act of collaboratively building, testing and challenging the model is the biggest and most effective way to re-focus attitudes and to embrace it. </p>
<p></p> I'm still a bit unclear abou…tag:businessmodelhub.com,2017-01-04:2478825:Comment:3110722017-01-04T12:44:39.054ZMukom Akong Tamonhttp://businessmodelhub.com/profile/MukomAkongTamon
<ol>
<li>I'm still a bit unclear about the Customer Relationships block ... I've seen Alex use things like "Lock-In" and "Switching costs" in models in that block. I don't quite know how they fit with the traditional types laid out in the book. I'd appreciate some insights on this.</li>
<li>For a while, a big problem was coming up with a VP, and then I read Value Proposition Design and the Jobs to be Done framework. That's a lot clearer now.</li>
<li>Anyone else playing with the Mission Model…</li>
</ol>
<ol>
<li>I'm still a bit unclear about the Customer Relationships block ... I've seen Alex use things like "Lock-In" and "Switching costs" in models in that block. I don't quite know how they fit with the traditional types laid out in the book. I'd appreciate some insights on this.</li>
<li>For a while, a big problem was coming up with a VP, and then I read Value Proposition Design and the Jobs to be Done framework. That's a lot clearer now.</li>
<li>Anyone else playing with the Mission Model Canvas? I'd like your insights as well.</li>
</ol> Stella
Similar to Anil's expe…tag:businessmodelhub.com,2016-12-15:2478825:Comment:3095292016-12-15T14:32:38.848ZMike Lachapellehttp://businessmodelhub.com/profile/MikeLachapelle
<p>Stella</p>
<p>Similar to Anil's experience, it is very important to focus on the value proposition - customer segment relationship. It sometimes helps to isolate the initial conversation to just that topic. The rest of the business model canvas then naturally fills in from that understanding.</p>
<p>Let me give you a practical example.</p>
<p>I was working with a procurement organization that was very locked into their ways of thinking, extremely focussed on their processes. To shift the…</p>
<p>Stella</p>
<p>Similar to Anil's experience, it is very important to focus on the value proposition - customer segment relationship. It sometimes helps to isolate the initial conversation to just that topic. The rest of the business model canvas then naturally fills in from that understanding.</p>
<p>Let me give you a practical example.</p>
<p>I was working with a procurement organization that was very locked into their ways of thinking, extremely focussed on their processes. To shift the conversation I asked the senior leaders what they felt their value was to their clients. They responded they created great contracts that saved their clients money, i.e. they defined value by what they do. The next question was - if you create a great contract that saves the clients 40% but the supplier defaults and doesn't deliver, how much value have you created for the client. The obvious answer was - none. Value for the clients is defined by the delivered good or service they need to sliver their products and services. By re-defining the core value of the business, we were able to look at the whole of the business and shift the conversation on what was most important to the clients.</p>