Provides an iterative 5-phase approach to Business Model Design.
Each phase is explained in depth with supporting frameworks: e.g. Christensen's 4-Box Business Model, the Business Model Canvas (BMC), the Operating Model Canvas (OMC), Business Model Navigator, Balanced Scorecard (BSC), etc.
Emphasizes the importance of a diversified portfolio of business models, a concept that is often underappreciated.
BUSINESS MODEL CANVAS PPT DESCRIPTION
This product (Complete Guide to Business Model Design) is a 168-slide PPT PowerPoint presentation slide deck (PPTX), which you can download immediately upon purchase.
Most organizations focus on products or technology, while underinvesting effort and resources in analyzing its business model. The business model is what determines how value is created, delivered, and captured.
The science of Business Model Design is the disciplined process of architecting those value flows—aligning customer promise, revenue logic, resources, and processes into a coherent, testable system. Done well, it turns strategic intent into a repeatable engine for growth and margin expansion while exposing hidden risks before they scale. For leaders, mastering this discipline is the fastest route to reallocating capital toward ideas that win and away from those that silently erode returns.
This comprehensive PPT presentation provides an end-to-end framework on Business Model Design. It also emphasizes the importance of a diversified portfolio of business models, a concept that is often underappreciated or even ignored. Relying on a single business model is the strategic equivalent of holding one stock in a volatile market; a diversified portfolio of models spreads risk, unlocks cross‑model synergies, and ensures the organization can pivot as industry dynamics shift. A portfolio lens lets executives balance today's cash generators with tomorrow's growth options, sustaining performance across cycles and disruptions.
The basis of our Business Model Design methodology is an iterative 5-phase approach:
1. Business Model Portfolio Analysis – Assess existing and potential business models, reveal strategic gaps, and set investment priorities across the portfolio.
2. Business Model Ideation & Pattern Selection – Generate a wide option‑set by applying proven business‑model patterns, then filter for strategic fit and novelty.
3. Business Model Design – Translate top ideas into detailed operating blueprints using the Business Model Canvas and 4 Box logic checks.
4. Business Model Validation & Experimentation – Run lean experiments, customer tests, and financial simulations to prove desirability, feasibility, and viability.
5. Business Model Deployment – Scale validated models, embed them in the operating model, and roll learning back into the portfolio dashboard.
Each phase is explained in depth, supported a robust toolkit of relevant frameworks, including the Christensen's 4-Box Business Model, the Business Model Canvas (BMC), the Operating Model Canvas (OMC), Business Model Navigator (BMN), Balanced Scorecard (BSC), among others.
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Source: Best Practices in Business Model Canvas, Business Model Design PowerPoint Slides: Complete Guide to Business Model Design PowerPoint (PPTX) Presentation Slide Deck, LearnPPT Consulting
This PPT slide presents a structured overview of a business model, highlighting 4 essential building blocks: Customer Value Proposition, Profit Formula, Key Resources, and Key Processes. Each of these components plays a critical role in defining how an organization creates and delivers value.
The Customer Value Proposition is positioned at the top, indicating its foundational importance. It represents what the organization offers to its customers, essentially answering why customers should choose this organization over others. Below it, the Profit Formula outlines how the organization generates revenue and manages costs, serving as a financial blueprint.
The slide also emphasizes the interconnectedness of these elements. Resources and Processes are depicted on the right side, indicating that they support the Customer Value Proposition and Profit Formula. Resources encompass the assets and capabilities necessary to deliver the value proposition, while Processes refer to the operational workflows that enable the organization to function efficiently.
The arrows between these components suggest a dynamic relationship, where changes in one area can impact others. For instance, enhancing the Customer Value Proposition may require adjustments in the underlying Processes or additional Resources. The mention of "Priorities" at the bottom implies that organizations must align their strategies and operations with these core elements to achieve their objectives.
This framework, derived from Clayton Christensen's 4-Box model, serves as a robust foundation for understanding and designing effective business models. It encourages organizations to critically assess how each component interacts and contributes to overall success, making it a valuable tool for executives looking to refine their strategic approach.
This PPT slide outlines a structured workshop aimed at generating innovative business model ideas by leveraging Navigator patterns and portfolio opportunities. It details the workshop flow, which consists of 5 key phases, each designed to facilitate collaboration among participants.
The workshop typically involves 8 to 12 participants, including roles like strategy leads, product owners, tech architects, and finance partners, alongside creative outsiders and a facilitator. This diverse group is essential for fostering a rich exchange of ideas. The first phase, "Warm-up Framing," sets the stage by reviewing opportunity briefs and selection criteria, ensuring everyone is aligned on objectives.
In the second phase, "Pattern Rounds," participants pair up to merge patterns with specific opportunities, encouraging deeper engagement with the material. The "Gallery Walk & Dot-Vote" phase allows for visual sharing of ideas, where participants post their sketches and vote on the most promising concepts. This democratic approach helps surface the best ideas based on collective input.
Following this, "Concept Pitchbacks" gives teams the chance to refine their top 3 ideas and present them in a concise format. The final phase, "Debrief & Next Steps," focuses on determining which concepts will progress to the next stage of development.
Key inputs for the workshop include opportunity briefs, short-listed pattern cards, and customer insights, which provide a solid foundation for ideation. The primary outputs consist of raw concept canvases, a heat-map of participant votes, and a short-list of concepts ready for further structuring. This structured approach not only enhances creativity, but also ensures that the ideas generated are actionable and aligned with strategic priorities.
This PPT slide outlines a structured five-phase approach for developing an effective business model or portfolio of business models. It begins with the first phase, Business Model Portfolio Analysis, which focuses on assessing existing and potential models. This phase aims to identify strategic gaps and prioritize investments across the portfolio.
The second phase, Business Model Ideation & Pattern Selection, emphasizes generating a broad array of options by applying established business model patterns. This step includes filtering these options for both strategic fit and novelty, ensuring that the selected models align with the organization’s goals.
In the third phase, Business Model Design, the focus shifts to translating the top ideas into detailed operational blueprints. This involves utilizing frameworks like the Business Model Canvas and conducting logic checks to validate the designs.
The fourth phase, Business Model Validation & Experimentation, highlights the importance of running lean experiments, customer tests, and financial simulations. These activities are crucial for proving the desirability, feasibility, and viability of the proposed models, allowing for informed decision-making.
Finally, the fifth phase, Business Model Deployment, encapsulates the execution of the validated models within the operational framework. This phase ensures that the insights gained from earlier stages are embedded into the portfolio dashboard, facilitating ongoing learning and adaptation.
This methodology is designed to transform corporate capital into a repeatable R&D engine, enabling organizations to discover, design, de-risk, and deploy business models effectively. The structured approach not only enhances strategic alignment, but also fosters innovation and adaptability in a rapidly changing market environment.
This PPT slide presents a structured approach to business model deployment using the Operating Model Canvas (OMC) visual diagram. It outlines key components essential for assembling a comprehensive business model. The elements highlighted include Suppliers, Value Delivery Chain(s), Organization, Management System, Location, Information, Value Proposition, and Customer Beneficiary.
Each component plays a vital role in the overall framework. Suppliers are positioned at the top, indicating their foundational role in the supply chain. The Value Delivery Chain(s) follows, emphasizing the processes through which value is created and delivered to customers. This is crucial for understanding how resources flow from suppliers to the end customer.
The Organization section likely details the internal structure necessary to support these processes, while the Management System addresses the governance and operational oversight required for effective execution. Location and Information are also critical; they suggest the logistical considerations and data management practices that underpin the business model.
The Value Proposition is central, as it articulates the unique benefits offered to customers, directly linking to the Customer Beneficiary, who ultimately receives this value. The slide hints at a deeper analysis of cost structures, distinguishing between fixed and variable costs, which is essential for financial planning and sustainability.
Overall, this slide serves as a roadmap for executives looking to refine or innovate their business models, providing a clear visual representation of interconnected elements that drive organizational success.
This PPT slide outlines the second phase of a structured approach to business model ideation and pattern selection. It emphasizes the importance of expanding the range of potential business models before narrowing down to the most viable options. The key question posed is straightforward: "What business models should we pursue?" This sets the stage for a systematic exploration of possibilities.
The overview section highlights the use of the Business Model Navigator, which comprises 55 distinct business model patterns. Cross-functional teams are tasked with generating a broad set of options, matching these patterns to existing portfolio gaps, and ultimately selecting the most compelling concepts for further development. This process is designed to ensure that the selected models are not only innovative, but also strategically relevant.
Key activities are outlined, including the review of the 55 patterns, conducting workshops for pattern matching, and evaluating concepts based on strategic fit and feasibility. This structured approach ensures that the ideas generated are both practical and aligned with the organization's goals.
The decision gate indicates a formal process where a concept matrix is endorsed, leading to the authorization of 2-3 model concepts for design. This step is crucial as it formalizes the selection process, ensuring that only the most promising ideas move forward.
Lastly, the deliverables and outputs section lists the tangible results of this phase, including a shortlist of relevant business model patterns, a concept ideation log, a scoring matrix for evaluating concepts, and a selected concepts pack. These outputs provide a clear framework for the next steps in business model design, reinforcing the methodical nature of the approach.
This PPT slide outlines the fundamental components of a business model, emphasizing the interconnectedness of the Customer Value Proposition, Profit Formula, Key Resources, and Key Processes. At the center is the Customer Value Proposition, which defines the target customer and the job to be done. It focuses on identifying the specific problem or need that the offering aims to address. This foundational element is crucial as it sets the stage for how the business will create value for its customers.
The Profit Formula is positioned as the second key element. It encompasses several critical financial aspects, including the Revenue Model, which outlines potential income, and the Cost Structure, detailing how expenses are allocated. The Margin Model is also highlighted, indicating the profit levels necessary for sustainability. Resource Velocity is mentioned, emphasizing the need for efficient resource utilization to meet sales targets.
Key Resources, the third component, includes essential assets such as people, technology, equipment, information, channels, partnerships, alliances, and brand. These resources are vital for delivering the value proposition effectively.
Lastly, Key Processes are outlined, focusing on the operational aspects that support the business model. This includes the processes themselves, rules and metrics for performance evaluation, and norms that guide interactions with customers and channels.
Overall, the slide presents a comprehensive framework for understanding how these elements work together to fulfill customer needs profitably. For potential customers, this framework serves as a valuable tool for assessing their own business models and identifying areas for improvement.
This PPT slide presents an overview of the St. Gallen Business Model Navigator, which categorizes 55 distinct business model patterns. This framework is the result of analyzing over 250 successful business models over a span of 25 years. The patterns are visually organized in a hexagonal grid, making it easy to identify and differentiate between various approaches to business model design.
Each hexagon represents a specific business model pattern, such as "Add-On," "Franchising," "Subscription," and "Crowdsourcing." This structured approach allows organizations to explore diverse strategies for value creation and revenue generation. The patterns range from traditional models like "Direct Selling" and "Supermarket" to more innovative concepts like "Robin Hood" and "User-Designed."
The slide emphasizes the importance of selecting the right business model pattern during the ideation phase. By leveraging these predefined patterns, companies can streamline their strategic planning and enhance their chances of success. The visual layout not only aids in comprehension, but also encourages executives to consider how these models might be adapted or combined to suit their unique business contexts.
This document serves as a valuable resource for executives looking to innovate or refine their business strategies. It offers a comprehensive toolkit for understanding the various options available, facilitating informed decision-making in business model selection. The breadth of patterns included suggests that there is likely a suitable approach for almost any type of business, making this slide a critical reference point for strategic discussions.
This PPT slide presents an overview of the Cross-Selling Business Model, which focuses on generating additional revenue by offering products or services that complement a customer's primary purchase. The model aims to enhance the overall customer experience while maximizing transaction value and encouraging repeat purchases. This approach is particularly effective in sectors like retail, e-commerce, and financial services, where leveraging customer insights can lead to relevant add-on suggestions.
Key elements of the model include data-driven recommendations tailored to customer preferences, which help in matching complementary products. Bundling strategies are highlighted as a means to create added value for customers while simultaneously increasing sales. The seamless integration of cross-selling tactics across multiple sales channels is also emphasized, ensuring a consistent customer experience regardless of the platform used.
The monetization strategy outlined indicates that revenue is primarily generated by increasing the average order value through effective product pairing and bundle promotions. Discounts or incentives are suggested as tools to encourage customers to consider additional items, thereby enhancing their overall purchase.
Implementation steps and challenges are also discussed. Identifying natural product pairings based on customer behavior and transaction history is crucial. Training sales teams and optimizing recommendation algorithms are necessary for effective cross-selling. It's important to ensure that cross-selling enhances customer value without overwhelming or alienating buyers, which could lead to negative experiences.
This slide serves as a foundational guide for organizations looking to implement or refine their cross-selling strategies, providing actionable insights into both the benefits and challenges of the model.
This PPT slide presents a structured overview of the Business Model Canvas (BMC) and its alignment with Christensen’s 4-Box model. It emphasizes the interconnectedness of various elements crucial for business model design. The BMC is segmented into key components: Key Partners, Key Activities, Value Propositions, Customer Relationships, Customer Segments, Key Resources, Distribution Channels, Cost Structure, and Revenue Streams. Each of these elements plays a vital role in shaping a comprehensive business strategy.
On the right side, the slide maps these BMC components to the 4 foundational blocks of the 4-Box model. The Customer Value Proposition aligns with the Value Proposition and is linked to Customer Segments and Customer Relationships. This indicates that understanding customer needs is central to delivering value. The Profit Formula connects to Revenue Streams and Cost Structure, highlighting the financial viability of the business model. Key Resources are mapped to both Key Resources and supporting Key Partners, suggesting that partnerships and resource management are critical for operational success. Lastly, Key Processes relate to Key Activities and execution-related aspects like Channels, emphasizing the importance of efficient processes in delivering value.
This alignment not only reinforces the significance of each component, but also illustrates how they collectively contribute to a coherent business strategy. For potential customers, this slide serves as a reminder of the practical application of these frameworks in designing effective business models that are both strategic and operationally sound.
This PPT slide outlines a structured, five-step process for business model validation and experimentation. It begins with "Hypothesis Framing," where key assumptions are translated into explicit hypotheses regarding desirability, feasibility, and viability. This step is crucial as it sets the foundation for the subsequent phases. The output of this stage is a "Hypothesis Register," which serves as a reference for all assumptions being tested.
Next is "Experiment Design," where the focus shifts to selecting appropriate test types. This involves determining the right methodologies, such as prototypes or landing pages, and defining success metrics. The output here is the "Experiment Design Sheet," which details the planned experiments.
The third step, "MVP Build & Execute Tests," emphasizes the creation of lightweight Minimum Viable Products (MVPs). This phase includes running customer interviews and usage tests to gather both quantitative and qualitative data. Outputs from this step include "Raw Test Data" and "Customer Quotes," which provide insights into customer reactions and behaviors.
Following this is "Evidence Synthesis," where results from the tests are compared against predefined thresholds. This phase focuses on calculating early unit economics and summarizing insights through a "Results Dashboard" and a "Learning Log." These outputs help in understanding the effectiveness of the business model.
The final step, "Decision & Learning Loop," involves making informed decisions on whether to pivot, persevere, or halt the project based on the insights gathered. This phase includes updating the "Validation Decision Brief" and the "Portfolio Entry," ensuring that learnings are documented for future reference. This structured approach allows organizations to validate their assumptions quickly, optimizing resource allocation and strategic direction.
This PPT slide presents a framework for analyzing business models through a visual mapping tool. It emphasizes the connection between business models and critical organizational elements such as resources, capabilities, and performance. The central focus is on how these components interact and contribute to overall effectiveness.
The leftmost column identifies the business model, with an example given as B2B SaaS. This suggests that the framework can be applied to various business types, allowing for tailored analysis. The arrows leading from the business model to the resources and capabilities indicate a flow of influence, suggesting that the chosen business model directly impacts the resources required and the capabilities that need to be developed.
The resources section, while not detailed, likely encompasses assets, technology, and human capital necessary to support the business model. The capabilities section hints at the skills and processes that enable the organization to execute its strategy effectively. The performance column, currently empty, implies that this framework ultimately aims to measure the success of the business model in achieving desired outcomes.
The note at the bottom indicates that this visualization tool has been utilized in analyzing the congruence of various business models across different companies. This suggests that the framework is not just theoretical, but has practical applications in real-world scenarios. By employing this tool, organizations can better understand how their business models align with their operational strengths and market performance, leading to more informed strategic decisions.
This PPT slide presents the Value Proposition Canvas, a tool designed to enhance understanding of the Value Proposition and Customer Segments within a business model framework. It highlights the interrelationship between what a business offers and the needs of its customers.
On the left side, the Value Proposition section is divided into 2 main components: Gain Creators and Pain Relievers. Gain Creators focus on how products and services can generate positive outcomes for customers, while Pain Relievers address how they can alleviate customer challenges or frustrations. This dual approach emphasizes the necessity of aligning offerings with customer expectations and experiences.
The right side of the slide outlines the Customer Segment, which is further broken down into Gains, Pains, and Customer Jobs. This segmentation allows businesses to identify specific customer needs and the tasks they aim to accomplish. Understanding these elements is crucial for tailoring solutions that resonate with target audiences.
The slide also indicates that the Value Proposition Canvas can be utilized alongside the Business Model Canvas and other strategic frameworks. This suggests a comprehensive approach to business model design, encouraging organizations to integrate various tools for a holistic view of their market positioning.
Overall, the slide serves as a guide for executives to think critically about how their offerings align with customer needs. It underscores the importance of a structured approach to developing value propositions that not only meet, but exceed customer expectations, ultimately driving business success.
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