Kanvas Model Alat bantu untuk mendeskripsikan, menganalisis, dan merancang model bisnis (baca: urusan / tusi / program dan kegiatan organisasi)
Model bisnis yang menggambarkan dasar pemikiran tentang bagaimana organisasi menciptakan, memberikan, dan menangkap nilai.
Business Model Innovation
apa & bagaimana canvas model itu?
apa & bagaimana canvas model itu?
9 Komponen Canvas Model Business Channel (Saluran) • Melalui saluran / media apa pelanggan diraih? • Bagaimana kita menjangkau / menghubungi pelanggan?
Revenue Stream (Timbal Balik) Untuk nilai mana pelanggan mau membayar kita. Bagaimana ‘pembayaran’ mereka? Bgmn cara yg diinginkan pelanggan untuk membayar.
9 Komponen Canvas Model Business Cost Structure (Struktur Biaya)
Key Resource (SD Utama) Sumber daya utama apa yg dibutuhkan oleh: • Proposisi nilai kita? • Saluran distribusi kita? • Hubungan pelanggan? • Timbal Balik?
Key Partnership (Kemitraan Utama) Key Activities (Kegiatan Utama) Kegiatan utama apa yg dibutuhkan oleh: • Proposisi nilai kita? • Saluran distribusi kita? • Hubungan pelanggan? • Timbal Balik?
• Siapa saja mitra utama kita? • Sumber daya apa yg kita dapatkan dari mitra? • Kegiatan apa saja yg dilakukan mitra?
• Biaya terpenting apa yg ada dalam bisnis model kita? • Sumber daya / aktivitas kunci apa yg paling mahal?
Contoh Setiap Komponen 1. Customer Segment • Masyarakat umum; • Kelompok tertentu.
4. Customer Relationship • Bantuan personal; 7. Key Activities • Swalayan; • Produksi; • Layanan otomatis; • Pemecahan masalah; 2. Value Proposition • Komunitas; • Platform / jaringan, dll. • Menyelesaikan • Ko-kreasi. pekerjaan; 8. Key Partnership 5. Revenue Stream • Desain & Harga; • Aliansi strategis antar non• Penjualan aset; • Pengurangan biaya / pesaing; • Biaya penggunaan; resiko; • Coopetition (aliansi • Pinjaman / penyewaan; • Kemampuan strategis antar pesaing); • Lisensi; mengakses; • Usaha patungan; • Komisi; • Kenyamanan / • Hubungan pembeli• Periklanan. kegunaan, dll. pemasok. 3. Channel 6. Key Resource • Website; • Fisik; 9. Cost Structure • Counter; • Intelektual; • Biaya tetap; • Hotline access; • Manusia; • Biaya variabel. • Forum, dll. • Finansial.
Mengisi Canvas Model secara Online https://canvanizer.com/canvas/business-model-democanvas
Model-Model Canvas Lainnya
KANVAS MODEL INOVASI INSTANSI PEMERINTAH Bidang Perubahan Inovatif: ............................... MITRA KERJA
• KEMENPAN RB • INSTANSI INOVATOR • PAKAR / TENAGA AHLI • PERGURUAN TINGGI • LEMBAGA KAJIAN • KONSULTAN • WEB SERVICE PROVIDER • MEDIA SOSIAL
UNSUR BIAYA
KEGIATAN UTAMA
NILAI YANG DITAWARKAN
HUBUNGAN KLIEN
PELAYANAN
SUMBER DAYA
• AKSES ONLINE • JASA PAKET • HIBAH • PEMBELIAN ? • COURTESY CALL
IMBALAN
TARGET KLIEN
•KEMENTERIAN •LPNK •PEMDA •SWASTA •LSM •INTERESTED INDIVIDUALS
RESIKO
• NIHIL • PNBP ? • USER FEES ? • USER CHARGES?
LEGALITAS
AKUNTABILITAS
SUSTAINABILITAS
Inspired by Osterwalder, A. & Pigneur, Y., 2010. Business Model Generation: A Handbook for Visionaries,Game Changers, and Challengers, Hoboken, NJ: Wiley (Diolah kembali)
Lean Canvas
https://canvanizer.com/new/lean-canvas
Lean Change Canvas
https://canvanizer.com/new/lean-change-canvas
1. Urgency - List the top three drivers for change, identifying those most impacted by the change, as well as key decision makers. 2. Change Recipients - note those impacted by change, segmenting by role, level, and team as appropriate. Take a stab at identifying potential change champions, along with their current capability to realize change, and tactics potential champions are using now to mitigate relevant problems. 3. Vision - write down the vision that you believe will resonate with your organization, note key behaviors required to realize his vision. Create a "high concept pitch" that is easily repeatable. 4. Target State - determine a strategic enabler, descriptive metaphor, framework, and any other type of foundational component required to realize your vision. Align each element listed within your target state to one of the top three drivers listed in the urgency section.
5. Action - change tactics guiding teams will use to rollout the change, pay special attention to how your guiding teams will participate in rolling out your first minimum viable change. 6. Required Investments - list known hard constraints in terms of time, budget and people time. Write down known barriers to change. 7. Benefits / Wins - List the expected benefits, both qualitative and qualitative. 8. Success Criteria - put down The key indicators you will use to tell you the same have successfully stuck. 9. Communication - mark down how you plan to communicate change. Note both high touch and push-based methods of communication necessary to collaborate with your guiding teams, and also taken note of other communication channels you plan to use as the change skills across the organization.
Project Canvas
https://canvanizer.com/new/project-canvas
Users • We believe users stand at the center of attention in every project. Accordingly, we’ve put “Users” in the center of the canvas. At a minimum, list here the main target groups relevant to the project. This can be at a high level, such as “readers” and “advertisers” for a media portal. You may want to be even more granular in detail. For instance, you can list personas you’ve developed here, as well. User Benefits • List the concrete benefits that users will have when the project is successfully completed. What will they gain from it? This can include things like “faster check-out times” or “more control over their own content” and so forth. Goals • To the left of users is a region for project goals. You can also map success metrics to each goal in this box. Include subheaders in this box to distinguish different types of information.
Participants • On the far left is a list of project participants. This should include all people involved in the project in some way. We tend to have several lists of participants by type, such as “core team,” ”stakeholders” and “interested parties.” Include individual names as much as possible. Optional: in the lower half of this box you can show dependencies. For instance, if prototypers are depended on getting content from a client, that should be made explicit. Activities • To the right of “Users” is a list of key activities. These are the methods and approaches you’ll be employing on the project. Examples include “User research,” “Persona development,” “Concept design,” “Wireframing,” “Creation of detailed mock-ups” and “User testing,” to name just a few design-related activities. Deliverables • List the documents that will be delivered. This doesn’t need to include internal working documents, like spreadsheets and analysis documents. It should only include things stakeholders or other teams will see, as well as assets that appear in a product or service that customers may see.
Risks • This is a list of potential future events that can have a negative impact on the project. For instance, recruiting users for testing may be a risk for target groups that are difficult to get to: in this case the impact would be slippage in testing timelines or a reduced sample size. You can also list how you might mitigate known risks here. Milestones • List the key dates and events that frame the overall timeline of the project. This doesn’t need to be a detailed project plan. It should include things like “workshop with senior management,” “user testing sessions” and a launch date. Constraints • Time and money are always constraints, and you need not list them here. Resources are also a typical constraint, so only list exceptional resource constraints. The focus should be on overarching limitations on work products and processes. For design, this may be something like: “the designs must comply with the CI guidelines.” Include technology and platform constraints here as well. For instance, if a website needs to work on an iPad and smartphone, you’ll want to know about it from the very beginning. Scope • Finally, define the scope of the project. List the features and functions that are in consideration on the project. Also list what is NOT in scope here, if known. Information in this box is helpful in fighting scope creep later on in the project.
Open Innovation Canvas
https://canvanizer.com/new/open-innovation-canvas
Strategy
This block should reflect our existing strategy and strengths (DNA of the company) and specify the specific goals behind an effort or project. Questions to ask: • What are our core competencies? • Which DNA is the basis of all our actions? • Are values and goals such as innovation and openness anchored in our strategy? • What do we want to achieve with this effort or project?
Market
The block "Market" describes the target market for a company or product, as well as any markets that could introduce new knowhow, technology or ideas into our markets. Questions to ask: • How well do we know our markets and their environment (competitors, legal and sociocultural framework conditions)? • Which target groups do we address in our markets? • Are there new markets that influence our markets? • Are there new markets where our know-how would be interesting in?
Trends
In "Trends" we look at the trends that influence our industry & markets and investigate how we are making use of these trends. Questions to ask: • Which trends (political, economical, social, technological, environmental and legal) influence your products, company and markets? • How do we gather trends from our environment? • Do we observe and assess trends systematically? • How do we utilize these trends regarding to our strategy, technology and IP, processes, networks and products?
Product(s)
The block "Product(s)" looks at the products and services we are already offering or want to offer to the market. Questions to ask: • Which value do our products deliver (value proposition) and which needs do we fulfill with it? • Do the values of our products complement each other? • Where are our products on the Technology S Curve? • Which roles do technology push and market pull play for our products? • Which technologies, IP and knowledge do we use for our products? Where do we get them from?
Network
"Network" looks at all partners we might be working with during the development of our products and the activities we push inside these networks. Questions to ask: • Which partners do we have in our network and which roles do they fulfill? • Which partners could support our network reasonably? • Which processes for scouting and partner treatment do we foster? • What is the structure of our network? (width / depth, formal / informal)
Technology
"Technology" visualizes the technology and intellectual property we might already have or need in order to successfully develop our products. We also look at how we work with these. Questions to ask: • Which technologies or IP do we have or need? • Are there internal structures and processes for the handling of technology and IP? (especially when coming from external sources) • How do we use technology and IP? (especially Inside-Out approach) • Who brings new technologies and IP into our organization?
Process
The block "Process" takes a look into all the innovation processes we might have in place and all the processes we need to connect the different building blocks in our model. Questions to ask: • How do the processes for product development, idea management and business model development look like? • Do the processes connect our people, our knowledge and our networks with respect to our culture and strategy? • How does our innovation controlling look like? • When and how are external partners (customers, supppliers, research facilities, competitors) and their knowledge included in the product development process?
Culture
"Culture" describes shared values, mindsets and visions of our people and their tie to our processes. Questions to ask: • Is there a common appreciation of values, behaviour, norms and attitudes? • Which possibilities do we offer our employees to work creatively, across departments and with selfinitiative? • How important are technology orientation, market orientation, entrepreneurial orientation (Intrapreneurship) and orientation towards learning in our organization? • Which role plays failure inside our organisation? • Is our culture mirrored in our processes?
People
The block "People" describes all the departments, teams and individuals that are needed within and outside of our organisation. The people have to represent all the connections between other building blocks. Questions : • Which organizational roles and responsibilities are assigned? • Are there persons in the company which represent defined points of intersection with our network? • Which roles do people have that operate outside our network?
SWOT Analysis Canvas
https://canvanizer.com/new/swot-canvas
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