Business Model Canvas Archives

October 6, 2021 By Denis Oakley

Business Model Epicentres

When a superhero picks up a car and throws it they intuitively figure out where the car’s centre of mass is. This is important as it means the car doesn’t spin or tumble, and makes better TV. When we are creating business models it is useful to have something similar. Alexander Osterwalder calls it the epicentre.

The epicentre, in an earthquake, is the point on the earth’s surface that is vertically above the focus of the earthquake. It’s where it is all happening. In business model innovation it’s useful to think about business models having epicentres.

By this what we mean is what is the core of your business model? What is the type of business model that you are trying to create?

What are business model epicentres?

The first step is to ask where do you think you will find the biggest source of competitive advantage.

We can divide the business model canvas up into 4 areas.

Customers – on the right side of the business model. This includes marketing, and customer relationships
Creation – on the left side of the business model canvas. This includes key resources, key activities and key partners.
Finance – at the bottom – where you make money and how you spend it.
Value – in the centre – your key resources, activities, relationships and marketing as well as the value proposition.

Business Model Epicentres — The different generic epicentres where you can focus your thought when designing innovative business models

How do you use epicentres to compete?

The first question you have to answer is where shall we compete?

Do we focus on satisfying customers?
Do we focus on creating out product or service better, faster or cheaper?
Do we focus on innovative ways to generate revenue or save costs?
Do We focus on new ways of creating value?

You can answer this, as quickly as you have read the previous paragraph.

Alternatively, you can go back to your competitor analysis, and ask where existing competitors, substitutes, new entrants and out there competitors are finding the source of their strength.

In many mature businesses, most players will have adopted very similar epicentres. Most oil firms focus on the creation epicentre. Most clothing retailers focus on the customer epicentre.

Should you use the same business model picentres as everybody else?

Those may be the right choices. At this point when you still have a blank canvas in front of you, it’s great to ask?

Shall I follow the same path as everyone else?

When we are doing business model innovation we’re not trying to copy other people. We’re trying to develop business models that are disruptive and different.

What you should do is consider where most existing players have their current epicentre. Then choose a different one. This is a contrarian play. It’s choosing a different path, and by thinking about how you can take high-quality clothes and stack them high like a discount supermarket, unlike Gap or Zara, you end up with a profitable business model like Primark.

How do you find advantage by seeing things differently?

We keep coming back to this. How do you see things differently than the rest of the market? Where can you find your disruptive insight? So every time we have a choice of doing what they do or going our own way, we go our own way.

All we have done at this point is to choose a place on the business model canvas to start thinking about our future business model.

As you go forward through the design process it’s easy to move from one to the other. It’s easy to combine different epicentres.

What happens if we compete on the basis of finance and customers? How does that play out compared to creation and value? or against creation and customers vs value?

Working this way you can develop a much strong set of business models as a first draft for where you are going to take your business

Business Model Epicentre FAQ

Do I need to use epicentres?

Nope. it’s voluntary, but my experience is that 1. it adds more value to the discussion, 2. generates more valuable insights, 3. helps you create more robust business models

Which is the best epicentre?

That’s totally context-dependent. Different industries have very different preferences. In most industries, there is clearly a ‘right’ epicentre which often means that there are nuggets of gold hidden in other approaches.

Am I committed if I chose one epicentre?

No. The business model design process is iterative. If it doesn’t work or add value that’s ok. choose another one. Remember what we are doing is as much a search and discovery process as a building one.

Does it matter if the team disagree about epicentres?

Not really. It’s easy to fork your approach and see what new ideas are developed.

Where can I get more examples?

Alexander Osterwalder’s book Business Model Generation has a page full of examples.

What is a business model epicentre?

It’s an area of fundamental focus in your business model that helps to derive your strategy approach

October 5, 2021 By Denis Oakley

Business Model Competitors Analysis

When I first started designing business models I focused on the business model that we were designing. This gave great results. However, when I started off analysing competitors business models we started to create business models with more impact.

When we do a traditional SWOT analysis a lot of the focus is on the outcomes. We have this strength. They have this weakness. Then strategy is the consideration of the sum of the strengths, weaknesses, opportunities and threats. You try and thread a needle through the gaps that you see.

Analysing Business Model Competitors

What I discovered is that if you sit down and map out the business models of competitors you generate significantly more, and better, insights.

The best thing is that this is fairly easy to do.

Beyond this, there is something so critical, that if you don’t do it, you can significantly reduce the growth potential of your business.

My key law of business model innovation is

The business model must accelerate the value proposition AND disrupt competitors business models
Denis Oakley

business model innovation is all about moving from a place of tough competitrion to one where you can grow rapidly as your competition is disrupted and your value propositon is far more powerful — Business model innovation moves you from tough competition to a world where your competitors are disrupted and your value proposition is enhanced

If your new business model leaves your competitors fat and happy, harvesting profits as before, then you are giving them the resources and time to develop a counter to what you are doing. They will do this – through copying, modification or completely new innovation.

So your new business model has to make their old business model ineffective and make it harder for them to counter you.

A classic example is Tesla. Electric cars are nice, but by switching to a direct to consumer distribution model, Tesla is disrupting the car industries traditional sales model.

By looking at competitors business models, in this way you generate the insights to be able to make your business model design far more disruptive.

How do you do it?

For the first run through chose a number of your direct competitors. These are the companies that you are going head to head with.

Direct Competitors

Get a blank business model canvas, look at their website and using your domain knowledge map out the canvas. Try and see it from their point of view. When I do this with clients I occasionally get someone who ‘knows’ what the competitor does. He/She writes this down, but it doesn’t really correspond to what they are actually doing now. It’s a pastiche of anecdote, prejudice and wishful thinking. Best to sit down and pretend that you are a prospective CEO preparing for an interview.

One of the first things that clients find is that your and your key competitors often share a similar business model. That’s very normal and is predicted by the theory of business model lifecycles. It’s also an aha moment as you realise that the reason you can’t get ahead is that none of you has any sustainable competitive advantage.

The same model, similar staff, similar resources, similar cash generally gives similar results. Anything that you better tends to return to the mean over time.

Indirect Competitors

Once you have done the direct ones spread the net a bit. Start looking for indirect competitors. If you’ve done an MBA and remember Michael Porter, think substitutes. Are you solving mobility problems by selling cars? Then look at bicycle, train, taxi, rideshare and other mobility business models.

Do a business model canvas for each. Do it yourself. It’s one of those things. It can be a bit boring. A lot of the time you think you know how the business models work, then discover that you don’t really.

What you are learning to do here is see business model patterns. You are starting to see what works, what doesn’t work, and then different angles. Inevitably you start seeing possibilities in the patterns.

These help you in two ways.

Insights that you can use immediately in marketing and sales campaigns to get a tactical advantage.

Understandings of how the market works to create entirely new types of business model that are more effective.

This is exactly what Herb Kelleher did with South West Airlines in the 1970s. He changed both the way the airline treated customers and how it operated operationally to come up with a business model that had almost 50 years of consecutive profitability.

Unexpected Competitors

That’s the obvious stuff done. Now head out into startup land. Start looking at startups (and corporate ventures) in your market that have new or unusual business models. This can be a bit of a grind. It’s best done by regularly scanning the literature and then doing a canvas as a startup catches your eye. Most new entrants won’t have distinctive business models (one of the reasons why they die like flies).

Unrelated business models

The final set of business models that you need to review are those of entirely unrelated companies. Here you are looking for companies solving similar classes of problems. Are you moving people from A to B? Look at how fruit, cattle and oil are moved? What insights can you get from their business models?

Are you helping people to live happier and more successful lives? Look a properties churches in Nigeria, the Mormons, witch doctors in southern Africa and neo-monastic communities. Far out? Most won’t give you that insight that you need. But they will increase the diversity of your thinking and lack of diversity in business models increases competition (and efficiency)

How many do you look at?

Looking at a variety of competitors helps you see business model patterns - and these give you the insights to create something awesome — You review direct and indirect competitors business models to look for patterns that you can exploit with your new business model

I once looked at 400+ business models for a client in the automotive sector. That caused death by overload. There were way too many

Direct Competitors – 3 – 5 – This gives you a baseline

Indirect Competitors – 5 – 7 – make sure that they are all different

Unexpected Competitors 3 -5 is a good number

Unrelated Business Models – 3. Just enough to get a mental reset and achieve perspective.

What do you do with all this?

So you have a stack of 15 – 30 business model canvases on your desk. Far more importantly you have a mental map in your head of all the different business models in your market and how they work.

You’ve just analysed the market in an entirely different way than your competitors. Because you see it differently you have got different insights.

That is going to take you in different strategic and tactical directions. If you are the sort of person who likes doing what everyone else is doing, this is the point where you put everything in a drawer and forget about it. Your insights will take you away from the herd. (If they take you towards the herd – then it’s likely that your industry’s business model lifecycle is in the growth or maturity phases and it’s not the right time for business model innovation).

So it is time to be bold. Time to be making different decisions. Right now from this simple exercise, you should have insights that you can take straight back to your business. You can use them to make it more competitive.

Because you understand competitors business models far better, often than they do, you will be able to see their weaknesses and exploit them.

The next step

If you are going all-in on business model innovation this is only the first step. You have a lot of insights, a lot of excitement, and hundreds of ideas. These will give your business incremental growth. To get the step-change growth that business model innovation delivers you need to work through the rest of the process.

You can read about the rest of the process here

Competior Business Model FAQ

Does it matter how many competitors business models I analyse?

After 3 – 4 direct competitors business models you’ll start feeling you aren’t learning anything new. Stop at that point. You are trying to generate insights.

I’ve never done a business model canvas before, does that matter?

Not really. You aren’t trying to get a perfect business model for the competitor. That’s something only their management team knows. You are trying to think about it in a structured way. It is the process that generates the insights, not what you put down on paper

How do I find information on competitors business models?

I look at their websites. For this exercise, 90% of the information that you need will be there. Linkedin and GlassDoor give you great insights into how the company works through job titles.

Do I need to look at unrelated business models?

Of course not. Everything I say is advisory, but that said, I’ve found that most of the best business models that I have worked on coming from mashing up very different ideas.

Do I need to do all the analysis myself?

It helps if you do it yourself. The reason is that we are using our unconscious to generate a lot of insights. Everyone knows the obvious stuff. We have to be trickier to find the new stuff. That said if you get someone to do it for you, then o through their work, and perhaps talk it through at length. If you do it this way, process them over a couple of glasses of wine when you have plenty of time, or think them through on a long country walk.

What happens if I get no insights?

Not a problem. You’ve got a lot more understanding. You will discover that when you start to create new business models for your business that they are a lot more powerful for having done this.

September 28, 2021 By Denis Oakley

Value Creation and Value Capture

Today I’m going to talk about value creation and value capture. These are closely related terms that are significant when you are designing a new business model or undertaking a process of business model innovation.

Value creation is creating value for your customers. The more value the better.
Value capture is capturing the value you create and turning it into profit.

Value Creation and Value Capture Examples

Let’s start with a simple example.

Google by figuring out how to get search to work well created lots of value for consumers. By working out how to integrate AdWords into search it created a huge amount of value for businesses. It was then able to capture a significant amount of the value that it created for businesses through the way it monetised the ad auctions.

Uber figured out how to create value for car drivers and passengers by connecting both of them quickly and easily. Passengers got lifts faster. drivers got spare cash. Both got lots of value. Uber didn’t capture much value (it’s burned through billions in venture capital money) – to penetrate and win market share it let passengers and drivers keep most of the value it created – even subsidised them.

JP Morgan at Standard oil created lots of value for consumers by offering them a cheap and reliable source of oil products. By running a vertically integrated monopoly he captured a huge amount of value and become one of the richest men in the world.

Gambling companies and casinos create a minimal amount of value for consumers – a transitory feeling of success as they win – but they do capture a huge amount of value from the transaction.

How to Create and Capture Value

Almost everything in business is based on how you create and capture value. When we look at it through a business model innovation lens there are a few differences.

We are looking for ways of creating value that is different to anybody else. This may be about creating value in a new way – say the Segway or the C5 for personal transport. or it may be about changing existing ways of creating value – for example, electric and self-driving cars rather than the old car industry model.

What is important then is to think about how you can do things differently. Different, not better.

This is the huge advantage of the business model canvas, which is the tool that I use to do a lot of my work.

You can work through dozens or hundreds of models, exploring ideas to see how they could create value in new and different ways. Because it’s on paper it’s understandable and explainable and concise. It doesn’t get drowned in the noise of the conversation around the board table.

A Value Creation and Capture Model

It’s also worth quickly stepping back to see how the process of creating and capturing value works over time.

Paul Verdin and Koen Tackx created a simple model of how value creation and capture works (and this maps fairly well to the business model lifecycle).

Value Capture and Value Creation - Model - Fig 1 — Value Creation & Value Capture Matrix

We have a matrix setting off value creation and capture again each other. The nightmare position is where you have high sales, but low profitability.

This is the position that Uber is in as mentioned earlier. Next, you have a heaven position where you have high (and growing) sales and high profitability. At the moment Google, Apple and Facebook are all in this position.

In the next stage, the dream, you are a monopolist – officially recognised or not. Many state-owned telco and electricity companies are in this position, their ability to capture value only constrained by regulation.

Finally, you have the hell position that many companies find themselves in – low (or low growing) sales and low profits.

Value Capture and Value Creation - Model - Nightmare - Fig 2 — Startups are good at creating value, but less good at capturing it

When you undertake business model innovation you enter the market with fast-growing sales – but frankly, profitability is usually low. This can be due to difficulties in market adoption, or because you are pricing for penetration – as amazon did for years.

Value Capture and Value Creation - Model - Heaven- Fig 3 — Unicorns have discovered ways of creating and capturing value – why they are seen as so successful

What you need to quickly do is to get to a position of strength. If your business model is creating value that is similar to other players the huge risk is that you will fall into hell, rather than reaching heaven. This is one of the key reasons why I spend so much time on business model innovation.

New ventures tend to either fail in the nightmare stage, or descend into hell. The only way to avoid this is by maximising the amount of value that you create. The business model has to accelerate the value proposition or you fall out of orbit.

Value Capture and Value Creation - Model - Dream- Fig 4 — Monopoly – the dream of every capitalist according to Marx

This is the dream. JP Morgan achieved this. The EU has run anti-monopoly and anti-trust cases against both Microsoft and Google for abusing this market position. In some ways, this is an equivalent point to the cash cow in the BCG matrix.

This is the classic low effort, high return position – for many get rich quick schemes this is the goal. Maximise value capture at the expense of value creation

Value Capture and Value Creation - Model - Hell- Fig 5 — Hell – where you can’t capture value or create it in a highly competitive environment

And finally, the monopolist is taken out of heaven by a series of astute tactical moves designed to preserve market share. These slowly whittle away at the profitability of the business. Gravity sucks it down into hell.

How do you avoid this? Simple enough, you then start a new process of business model innovation

More About

Apple, Business Model Canvas, Facebook, Google, Microsoft, Monopoly, uber, value creation

Keep Reading

September 24, 2021 By Denis Oakley

The Right Level of Detail in a Business Model Canvas

When you are creating a business model the right level of detail is critical. Too much and it’s difficult to know exactly what it is that you are doing. (Fig1) Too little and your business model is often bland and indistinguishable from competitors (Fig 2). What is the right level of detail in a business model?

When you first sit down and sketch out a business model, normally for an existing company, it is better to err on the side of too much. Sit down and throw everything at the piece of paper in front of you. Put it all down. Then sort out what is important.

the best level of detail in the business model canvas — the right level of detail on a business model canvas

A lot of the time the level of detail will vary. Like having a map with different scales in different areas. This is not necessarily bad, but it often means that you haven’t thought that much about the areas with the lower level of detail.

Other parts of the canvas will seem bland and generic, filling space, whereas some have a lot of impact.

Impact is good. Bland is not.

Types of Detail in The BMC

There are two schools of thought. The first is functional. Your canvas should map what there is. If you read it it should describe how the business model works, or should works. All the detail should be there. (Fig 4)

The second school is essential. What are the essential components of the business model that make it what it is, that deliver impact and make it unique. (fig 3)

Both work, the essential is more useful at the design stage. The functional at the implementation stage.

When I am designing I will generally focus on the essence. That is what makes the company or the business model unique. Typically there are three to five essential features in a business model that make it really work. This is the stuff that comes out when pitching, what you think about, what makes a difference.
Around this, there are 9 – 12 features that play a support role. They fill in some of the detail, bring out the strength of the model, but are hiding or confusing the issue.

This works because the business model canvas is a high-level map. Too much data on it and you get overwhelmed and the map is useless. Too little and you can’t use it to find your way.

Action Points:

Add the 3-5 points that you always mention when describing your business model
Add 9 – 12 additional points that bring context to the first set.
Generally no more than 3 points per segment
If you look at points or segments and they are identical to your competitors ask if they need to be included, or redesign that part of the business model.
Ignore all the rules if it feels right

If you want some examples of how I draw business models look at Amazon, Google or Apple. You may also want to have a look at some business model strategies as well as general business model how to.

September 10, 2021 By Denis Oakley

How To Use The Business Model Canvas To Draw Your First Business Model?

This post is an extract of my forthcoming book on business model innovation. The innovation book looks at why business model innovation is needed and how it works. You can read more about it here. These posts are early drafts of planned content and I’m putting them out to get feedback. Please do comment below, or subscribe to these pages to get each new section as it is published. In today’s post, we will be looking at finding opportunities in this new world.

In this section, what I will do is walk you through the process of creating your business model using the business model canvas. This is a great tool developed by Alexander Osterwalder at Strategyzer.com.

We’ll look at each of the 9 nine segments of the business model canvas in turn, and I will explain the thought process behind how I developed the business model canvas for Denis-Oakley.com, which specializes in supporting early-stage entrepreneurs.

Customer Segments

When I set up Denis-Oakley.com, I’d been working in an entrepreneurial role for about 15 years. I’d recently separated from my wife and had little more than a suitcase, a laptop, and enough to live on for a month.
The first question I asked was “Where can I add value?” That then begged the question “Who am I adding it for?” That in turn generated a third question “Well, what problem do they have which needs solving?”
I knew a few things about entrepreneurs having been one for many years.

Summarised, these were:

Most fail
Most don’t know what they are doing
And most know where they want to go

I also knew that my experience was in the early-stage startup scene. That is getting started and getting your first customers all the way through to running a team of 10 – 20 people and making sales of $2-3 million.

That helped me to define my target customers
Entrepreneurs 25 – 50
Sole founders or solopreneurs
English speaking
University educated
Working part-time or with a source of funding
US/UK/Australia based

The value proposition was a bit more difficult. It’s amazing how many entrepreneurs are clear on what they want to do and yet cannot clearly state their value proposition. Here a lot of the ideas behind lean startup are good as you iterate through various formulations to find the best match with your customer’s pain point.

So, I knew that I wanted to support entrepreneurs. There are a lot of free resources out there and a huge number of small business consultants. What was the best value proposition that fitted my skill set and which added value?

My value proposition focuses on clarity, speed, and risk. There is a lot of noise, and there are literally millions of things that an entrepreneur can be doing. Which should YOU be doing? You have a limited runway – either cash, time, or market opportunity – to get things to work. I have lots of experience and tools to help you accelerate faster. Finally, the value proposition was about risk.

I have seen so many failures. Bad ideas, bad execution, bad luck. Lots can go wrong, but much of this is avoidable. The third part of my value proposition was to make sure that their plane didn’t get damaged on the runway as it took off.

The value proposition is captured as

Simple strategies to get startups focused on the key things they need to achieve
Using tools and processes to accelerate the startup process saving money and time
Reduce the chance of failure through testing and careful resource allocation

Customer Relations

If you read all that, it’s difficult to see how I can do that without quite a lot of one-to-one interaction with customers. I’m selling customized advice and experience which delivers better results. It’s not an automated hands-off experience like Uber. So not a lot of thought needed to go into this part.

Channels

When it came to channels, this was a lot more difficult. In most cases, a startup consultant can go along to local startups, talk, make friends, and get hired. I was 10,000km away from potential clients. I needed to find effective ways of finding them apart from traditional networking. To work out which marketing channels I wanted to use, I used a list of 19 different traction channels and considered how easy it would be to reach my audience on each. To start with Upwork.com was great. It was an existing platform, and all I needed to do was turn up and bid.

The next channel was LinkedIn. Traditional networking lets you interact with 10-20 people a night. LinkedIn gave me a potential pool of millions. The final channel was content marketing. This was twofold. First entrepreneurs do read a lot, and I could write well about entrepreneurship. This would pull organic traffic. Secondly, as it’s a B2B sale, the authority that a good blog would generate would then help to convert prospects.

What Resources Do I Need?

I needed a little bit of money to get things set up. It’s not on the same scale as $4 billion chip foundry, and so it’s not that relevant. Consultancy is not capital intensive. What it does need is experience. So I’d got 10 years of engineering experience and another 15 years of startup experience with a good dose of consulting mixed in. That was a key resource. Without the deep knowledge of the subject and experience as a practitioner, it’s difficult to get going.

The other key resource was the size of my network. With a bunch of startups under my belt, I had over 2,500 connections on LinkedIn. That gives me access to about 400,00 2nd connections and 130 million third connections. That makes it easy to connect with people and research potential clients. Other networks – such as Quora help leverage that even more

What do I Need To Do On A Day-To-Day Basis?

One of the key tasks is leveraging that network and using my experience to generate sales. At a top level, that’s good enough. When it gets into the details it does get very complicated. There are 21 top-level process steps in my LinkedIn lead generation funnel, for instance. All of those will change over time as LinkedIn, and the business evolves – the top-level Lead Generation on LinkedIn probably won’t.

There is a lot of content generation. Initially, I had one idea – generate reports for clients and then repackage those reports for other clients and turn them into case studies. Now it more often works that We see a new tool and think – how does this work. We create content around that. Again – what is the top-level activity? Focus on that. Finally, the key value-creating activity from my customer’s point of view – spending time doing the consulting work that they pay me for.

As you create your business model canvas, one of the things that start to intrude is – How do I do this operationally? In this case, I have three activities – Lead Generation – Consulting – Content Creation. How do I get the internal flow right so that the business works smoothly? That’s something we will come back to later and is one of the valuable outcomes of the exercise.

Partnerships Are Critical.

To start with, I had no partnerships, and the business struggled. There was too much to do, and the flow didn’t work. So first, Leander came on board (we run a business model guru together). Secondly, there is a VA team to help operationalize everything.

In some cases, startups may have critical partnerships with open source software providers, or they may require a network of resellers. Partners are the third parties that you need to make the business model work.
In some cases, costs and revenue can become quite complicated. With two-sided models, you may have one customer segment paying nothing and another customer segment paying for something – Google’s Search/Adwords product is like that.

In my case, not a lot of thought went in. There are marketing and salary costs. The revenue is straight-up hourly rates or project-based fees.
Tips on How to Produce a Business Model Canvas
That should have given you a little bit of an insight as to how to produce a business model canvas. The next step is to do it yourself.

The way that I do it is as follows.

Go through each segment and brainstorm. If it seems vaguely reasonable throw it in.
Look at the big picture and understand whether you are selling B2B, B2C or B2B2C, or another variant.
Think of a similar company and see how your business model canvas varies from theirs.
Prune and edit it. Simplify everything.
Then stand up in front of the mirror and talk through it.
Iterate and improve again

Step 1 I normally try to keep each entry to two to three words. Lots of text is difficult to absorb. If you can use images that can be awesome. They have to be clear.

Step 5 normally creates the most value. It is relatively easy to put something down. Taking it off the paper and verbalizing it. Explaining it. Explaining it just to yourself before you try on a partner, client or investor makes the flaws stand out.

You can spot the weaknesses because your voice loses confidence or you elide over the point. It’s either a weakness or not important.
A useful step is to break each component on the business model canvas down into three bullets or sentences on a separate piece of paper. That’s repeatable and can start to then give you the outline of a task list or project plan (or Trello cards).

If You Want to Read More

I keep everything structured on my niftily titled business model innovation book page. Head there to browse, binge, read straight through, or cherry pick. Please do take a moment to comment below or upvote comments that you agree with

As I write each new section you can have them sent to your email. The plan is to write something 2 – 3 times a week. It is easy to unsubscribe, but I hope you won’t as the goal is to delight and entertain as well as educate and train you through this business model innovation journey.

January 19, 2020 By Denis Oakley

Quora Business Model Canvas

This is a quick walk through of the Quora business Model using the business model canvas. In the video I use the business model triangle to look at who Quora is for, the value proposition, it’s value chain and the profit mechanism.

We then move on to look at the Quora business model through the lens of the business model canvas

You can view and download the slides on Slideshare, I appreciate credits and backlinks if you use them in your own work

Quora Business Model – Presentation on Slideshare

Alexander Osterwalder – Quora Business Model Canvas

Business Model Triangle – Quora

Feel free to reach out and ask me any questions about the Quora business model or applying business model innovtion to your own business.

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