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    OSS - EBM - Open-Source Software Entrepreneurial Business Modelling

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    japolinariot
    Open-Source Software Entrepreneurial Business Modelling A business modelling framework to support bootstrap entrepreneurs or business strategists on developing a high-tech business by open-source manners. Based on the established CANVAS and VISOR business modelling frameworks and taking in account a lot of knowledge addressing "How to make money with open-source software?" An high-resolution pdf version is publicly available at http://users.utu.fi/joante/OSS_EBM/OSS_BM%20v2.2.pdf . Ideal format for printing.

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    OSS - EBM - Open-Source Software Entrepreneurial Business Modelling

    Uploaded by

    japolinariot
    276 views1 page
    Open-Source Software Entrepreneurial Business Modelling A business modelling framework to support bootstrap entrepreneurs or business strategists on developing a high-tech business by open-source manners. Based on the established CANVAS and VISOR business modelling frameworks and taking in account a lot of knowledge addressing "How to make money with open-source software?" An high-resolution pdf version is publicly available at http://users.utu.fi/joante/OSS_EBM/OSS_BM%20v2.2.pdf . Ideal format for printing.

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    OSS_EBM - Open-Source Software Entrepreneurial Business Modelling

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    Open-Source Software Entrepreneurial Business Modelling A business modelling framework to support bootstrap entrepreneurs or business strategists on developing a high-tech business by open-source manners. Based on the established CANVAS and VISOR business modelling frameworks and taking in account a lot of knowledge addressing "How to make money with open-source software?" An high-resolution pdf version is publicly available at http://users.utu.fi/joante/OSS_EBM/OSS_BM%20v2.2.pdf . Ideal format for printing.

    Copyright:

    © All Rights Reserved
    Download as ODP, PDF, TXT or read online from Scribd
    Download as odp, pdf, or txt
    276 views1 page

    OSS - EBM - Open-Source Software Entrepreneurial Business Modelling

    Uploaded by

    japolinariot
    Open-Source Software Entrepreneurial Business Modelling A business modelling framework to support bootstrap entrepreneurs or business strategists on developing a high-tech business by open-source manners. Based on the established CANVAS and VISOR business modelling frameworks and taking in account a lot of knowledge addressing "How to make money with open-source software?" An high-resolution pdf version is publicly available at http://users.utu.fi/joante/OSS_EBM/OSS_BM%20v2.2.pdf . Ideal format for printing.

    Copyright:

    © All Rights Reserved
    Download as ODP, PDF, TXT or read online from Scribd
    Download as odp, pdf, or txt
    of 1

    Cost Structure

    Revenue Streams
    Value Propositions
    Open-Source Software
    Entrepreneurial Business Modelling v2.2
    ose !ei"eira # oni Salminen
    $niversit% of !ur&u
    On'
    (esigned )%' (esigned for'
    *teration'
    +e% Partners
    Who are our key partners?
    Who are our key suppliers?
    Which key resources are we acquiring frompartners?
    Which key activities do partners perform?
    Motivations for partners,ips'
    Optimization and economy
    Reduction of risk and uncertainty
    Acquisition of particular resources and activities
    Technical feasibility
    Timely feasibility
    What value do we deliver to the customer?
    Which one of our customers problems are we helpin to solve?
    What bundles of products and services are we offerin to each
    !ustomer "ement?
    Which customer needs are we satisfyin?
    Why would particular customers pay?
    What is the ultimate customer#end user?
    C,aracteristics
    $ewness
    %erformance
    !ustomization
    &'ettin the (ob )one*
    )esin
    +rand#"tatus
    %rice
    !ost Reduction
    Risk Reduction
    Accessibility
    !onvenience#,sability
    !ompellin
    !ohort
    !omplementarity
    !o-creatibility
    +e% Resources
    What key resources do our value propositions require?
    Our distribution channels?
    !ustomer Relationships?
    Revenue "treams?
    !%pes of resources
    )iital
    %hysical
    .ntellectual /trademarks0 data1
    2uman /skills0 knowlede1
    3inancial
    Customer Relations,ips
    What type of relationship does each of our customer
    sements e4pect us to establish and maintain with them?
    Which ones have we established?
    2ow are they interated with the rest of our business model?
    2ow costly are they?
    E"amples
    %ersonal assistance
    )edicated %ersonal Assistance
    "elf-"ervice
    Automated "ervices
    !ommunities
    !o-creation
    Customer Segments
    3or whom are we creatin value?
    Who are our users and who are our customers?
    Who are our most important users?
    Who are our most important customers?
    5ass 5arket
    $iche 5arket
    "emented
    )iversified
    5ulti-sided %latform
    3or what value are our customers really willin to pay? 3or what do they currently pay?
    2ow are they currently payin? 2ow would they prefer to pay? 2ow is money collected?
    2ow much does each revenue stream contribute to overall revenues?
    2ow each of the partners add value to the profit chain? 2ow and when users turn in customers?
    !%pes -i"ed Pricing (%namic Pricing
    Asset "ale 6ist %rice $eotiation/barainin1
    ,sae 3ee %roduct feature dependent 7ield manaement
    "ubscription 3ees !ustomer sement dep8 %eak-time market
    6endin#Rentin#6easin 9olume dependent
    6icensin
    +rokerae fees
    Advertisin
    What are the most important costs inherent in our business model?
    Which key resources are most e4pensive?
    Which key activities are most e4pensive?
    *s %our )usiness more'
    !ost )riven /leanest cost structure0 low price value proposition0 ma4imumautomation0 e4tensive
    outsourcin1
    9alue )riven / focused on value creation0 premiumvalue proposition1
    Sample c,aracteristics'
    3i4ed !osts /salaries0 rents0 utilities1
    9ariable costs
    :conomies of scale
    :conomies of scope
    7ear 5onth )ay
    $o8
    !,is wor& is licensed under t,e Creative Commons .ttri)ution-S,are .li&e /.0
    !o view a cop% of t,is license1 visit ,ttp'22creativecommons.org2licenses2)%-sa2/.02
    !,is wor& is drawn on top of t,e following previous wor&s'
    Osterwalder1 ..1 and 3. Pigneur. Business Model 4eneration' . 5and)oo& for Visionaries1 4ame C,angers1 and C,allengers. 6ile%1 2070.
    Saw%1 O. .. E.1 and -. Pereira. Business Modelling in t,e (%namic (igital Space' .n Ecos%stem .pproac,. Springer1 207/.
    !on% 6asserman. 2008. 9Building a Business on Open Source Software: availa)le at' ,ttp'22wor&s.)epress.com2ton%;wasserman2/
    u,o <indman et al. =2077>. C,oosing Open Source Software <icense and Corresponding Business Model. *EEE Software1 2?1 @1 pp. /7-/A.
    Processes and Relations,ips
    5ow are )usiness processes1 value c,ains and relations,ips organiBedC
    6,at ot,er /rd part services are needed to deliver t,e service2product2platformC
    5ow will power and decision ma&ing )e controlledC
    .re partners more dependent on us t,an we on t,emC
    %rocesses
    %artnerships
    %oolin
    !oordination mechanisms
    Service Platforms
    6,at are t,e platforms ena)ling processes and relations,ipsC
    Architecture
    Anosticity
    Acquisition
    Access
    *nterfaces # D6owD E"perience
    5ow does t,e customer interact wit, t,e service2product2platformC
    5ow does customer get a DwowD effectC
    2ardware
    "oftware
    :nhancements and limitations of new interfaces
    5ultiple .nterfaces
    What key activities do our value propositions require?
    Our distribution channels?
    Customer relationships?
    Revenue streams?
    Categories
    %roblem"olvin
    %latform#$etwork
    +e% .ctivities
    Software
    production
    Software
    complementary
    services
    Non-software
    related
    Unique value propositions: Value substuition:
    C,annels
    Throuh which channels do our customer sements
    want to be reached?
    2ow are we reachin them now?
    2ow are our channels interated?
    Which ones work best?
    Which ones are most cost-efficient?
    2ow are we interatin them with customer routines?
    C,annel p,ases'
    ;8 Awareness
    <8 :valuation
    =8 %urchase
    >8 )elivery
    ?8 After sales
    Non-digital Digital Non-digital
    Digital Non-digital
    Revenue model?
    Subscription
    Dual offer
    Support and training
    Dual license
    Hosted Service
    Advertising
    ac!aging
    "ommercial en#ancements
    $mbedding
    "onsulting and integration
    atronage
    %t#er: &&&&&&&&&&&&&&

    Software <icensing
    5ow software cop%rig,ts will )e usedC
    6,at is reEuired for future )undlersC
    6,at is reEuired for future derivative wor&sC
    6,at legal o)ligations %ou alread% ,aveC
    %ermissive licenses@ 5.T0 +")0 .pac,e
    !opyleft licenses@ 5%60 4P<0 6'%6
    $eed for any other?
    What version of the license to employ?
    2ow to enforce that licenses are respected?
    Digital Non-digital

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