Business model canvas

Business

This assignment has 2 tasks
? Task 1: Apply your knowledge of the business model canvas to analyse a business (50%)
? Task 2: Reflect on your strength and weaknesses using your Team-Match Personality Report (50%)
? Please see pages 2 and 3 for further information.
Task 1 ? Business Model Canvas ?
Background reading
? Osterwalder, A., Pigneur, Y., & Clark, T. (2010). Business model generation: a handbook for visionaries, game changers, and challengers. Hoboken, NJ, Wiley.

Pick oneof these two companies?
1. Groupon.com
2. Spotify.com

For your chosen company?

1. Map a business model canvas (BMC)
? A template for the BMC is attached at the end of this document, incl. pointers to help you fill out the canvas
? You can download an official template of the BMC here

https://www.businessmodelgeneration.com/canvas

? The BMC does not count towards the word count

2. Describe the business using the BMC
? Provide a succinct description of the key nine building blocks of your chosen company (max 100 words per section)

a. Customer segments
b. What is the company?s value proposition
c. Channels
d. Customer Relationships
e. Revenue streams
f. Key Resources
g. Key Activities
h. Key Partnerships
i. Cost Structure

3. Identify and discuss the business model pattern
? With reference to Chapter 2 of Business Model Generation, discuss if your chosen business shows elements of one or several of the following business model patterns:
a. Long Tail
b. Multi-Sided Platform
c. Free as Business Model
? Briefly describe the identified business model pattern and how it applies to your chosen business

Task 2 ? Reflection ?

1) What are your three biggest strengths and your two biggest weaknesses?
? Describe your 3 best qualities and 2 weaknesses
? Give practical examples of your behaviour that illustrate your points
? You may use your Team-Match Personality Report as a starting point
2) Which role do you prefer to play in a team and why?
? Pick two roles from the list below and explain why you can play these roles well.
? Give practical examples from previous group-work that illustrate why you prefer to take on these roles.
? Which role are you least likely to take on and why?

The Collaborator
Collaborators are at the heart of a team. True team-players adapt their role to whatever is required to move the team forward. They typically know the strengths and weaknesses of their fellow team-members and respond appropriately to arising needs. Sensitive to the overall team-mood, the Collaborators facilitate and engage frequently in communication, enjoy making others laugh and promote high morale and a strong sense of cooperation. In good teams, every team member is a Collaborator!

The Organiser
As a person with that most rare of things ? a common sense – you are well placed to support your team in an organising role. Organisers typically have the ability to foresee how ideas and plans will work out in practice. They like to design rules, plans and procedures for implementation and organise people to work together effectively. A focus on goals, and a systematic and thorough approach will help the team to achieve tangible results. Organisers are down to earth, and theycanbring othersdown to earth too, sometimes a bit abruptly. If you start organising your team, be mindful not to become too inflexible and bound by your own rules!

The Moderator
Moderators are ?people persons? ? they make sure every voice on the team gets heard and that contributions are valued from any source. If you take on a moderating role, your ability to remain impartial will benefit your team when it comes to coordinating resources, overcoming internal disagreements, and directing efforts towards a common goal and objective. If teammembers feel left behind, it is often the Moderator who can encourage them again and bring them back into the ?boat?.

The Maker
Makers have a strong sense of drive and urgency and want to get things done. Ready to challenge inertia, procrastination, complacency or self-deception, Makers use their drive to generate enthusiasm and energy in their team. Makers are not easily thrown off balance, and their drive to push ahead will help the team identify shortcuts that can make the process more dynamic and effective. If you take on such an active role, watch out not to become too impatient, stay sensitive to other team members and remember to give enough space to creative and reflective processes before rushing into action.

The Idea Generator
Creative thinking is a process that can be learned and practiced, and everybody on the team should contribute towards idea generation and problem solving. While some teammembers still need to develop their creative faculties, it appears that you have a strength when it comes to developing new concepts. You can build on this strength, and take up the role of the Idea Generator in your team, challenging conventional thinking and driving innovation. Even if they are met with criticism, Idea Generators keep coming up with new ideas in high volume. As an Idea Generator, accept that not all of your ideas might be applicable (you might have your head too much in the clouds), and that implementation might take longer than you think. Explain to others that creative processes need to be given enough space, and help create an ?idea-friendly? environment.

The Collaborator
Collaborators are at the heart of a team. True team-players, they adapt their role to whatever is required to move the team forward. They typically know the strengths and weaknesses of their teammembers and respond appropriately to arising needs. Sensitive to the overall team- mood, Collaborators facilitate and engage frequently in communication, they enjoy making others laugh and promote high morale and a strong sense of cooperation. In good teams, every team member is a Collaborator!

Controller
While a focus on small items might be limiting at the start of a project, an orderly approach to work that includes high attention to details becomes more and more important as work progresses. The Controller?s ability to accomplish tasks well and on time makes him/her a valuable teammember who can spot even small mistakes as the team strives to meet high standards. The Controller spreads discipline, conscientiousness and persistence to other members in his quest for perfection. If you take on the role of the Controller, be mindful not to get lost in detail, and not to lower team morale by being overly pedantic.

The Boundary Spanner
Boundary Spanners are resourceful, explorative people who are very good at making contact with others. Boundary Spanners connect the team with the rest of the world. They actively engage with people outside the team and then bring their learning back and embed their new insights into it. Boundary Spanners are typically good at creating a positive spin for the team, building important relationships and networks, making new (potentially game-changing) resources available, identifying potential threats, as well as identifying opportunities for development and innovation.

Evaluator
The role of the Evaluator is to analyse and monitor the team?s objectives and progress in a highly objective way, as well as repeatedly ask hard questions: ?Are we solving the right problem? Is our solution correct? Are we on track? Is the quality good enough? Have we overlooked something?? Evaluators are the most likelypeople in a team to spot the fatal error in a scheme that everyone else has missed. Their ‘hard-headed’, shrewd approach can sometimes dampen the team?s motivation and stifle innovation, especially if they becometoo pedantic and restrictive. If you take on this role, allow room for flexibility, uncertainty and risk taking. Your good judgement and your confidence to tell the truth will be a real asset to the team.

The Specialist
If your function on the team is closely associated with a skill or area of expertise nobody else on team possesses, you are likely to be regarded as the Specialist. The Specialist is respected for his domain knowledge and expertise; maintaining professional standards is key for this role.As a specialist, be mindful not to reduce your participation in the team to areas involving your expertise only, there are many areas outside your expertise that you can also contribute to. Likewise allow other team-members to contribute to your area of expertise and learn from you.

Pointers to fill in the canvas:

a. Customer segments
i. For whom are we creating value?
ii. Who are our most important customers?
b. Value propositions
i. What value do we deliver to the customer?
ii. Which one of our customer?s problems are we helping to solve?
iii. Which customer needs are we satisfying?
iv. What bundles of products and services are we offering to each customer segment?
c. Channels
i. Through which channels do our customer segments want to be reached?
ii. How are we reaching them now?
iii. How are our Channels integrated?
iv. Which ones work best?
v. Which ones are most cost-efficient?
vi. How are we integrating them with customer routines?
d. Customer Relationships
i. What type of relationship does each of our customer segments expect us to establish and maintain with them?
ii. Which ones have we established?
iii. How costly are they?
iv. How are they integrated with the rest of our business model?
e. Revenue streams
i. For what value are our customers really willing to pay?
ii. For what do they currently pay?
iii. Ho are they currently paying?
iv. How would they prefer to pay?
v. How much does each Revenue Stream contribute to overall revenues?
f. Key Resources
i. What key resources do our value propositions require?
ii. Our distribution channels?
iii. Customer relationships?
iv. Revenue streams?
g. Key Activities
i. What key activities do our value propositions require?
ii. Our distribution channels?
iii. Customer relationships?
iv. Revenue streams?
h. Key Partnerships
i. Who are our key partners?
ii. Who are our key suppliers?
iii. Which key resources are we acquiring from partners?
iv. Which key activities do partners perform?
i. Cost structure
i. What are the most important costs inherent in our business model?
ii. Which key resources are most expensive?
iii. Which key activities are most expensive?

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