STATISTA PITCH

DECK TEMPLATE

1
Agenda

1 Slides to use
Here you find a structure/template which you
can use for your pitch along with some examples

2 Management Toolset
We comprised a set of famous management tools
to guide the creation of your business plan

2
 1 SLIDES TO USE

3
Slidebean summarizes what the must have slides are
Overview on slides from different advisors

500 Startups Guy Kawasaki Sequoia Capital NextView Ventures Crowd funder AirBnB Pitch Deck
Slides 11 10 11 15+ 12 13
Executive Summary x
Problem x x x x x x
Solution/Value Proposition x x x x x x
Market Validation/Why Now? x x x x
Product x x x
Market size x x x x
Business Model x x x x x x
Underlying Magic x x x
Competition x x x x x x
Competitive Advantage x x
Marketing Plan/Go-to market x x x x
Founding Team x x x x x x
Board/Advisors x x
Traction/Milestones x x x x
Press/User testimonials x x
Fundraising x x x x x x
Financial/Use of funds x x x x

4 Source: https://slidebean.com/blog/startups-what-is-a-pitch-deck-presentation
 1A TEMPLATE

5
What is the current presentation about?
Intro

Why
Why has the audience gathered?
 Briefly introduce what the presentation is about

 Might be left out when actually presenting

 Should be included when send out as a stand-alone

ppt without oral presentation

6
First state the problem you are going to solve…
The problem/trend

Why
Why does the new product/offer exist?
 What is the problem you are going to solve?

 Who has the problem?

 Is there a trend you are picking up?

 Describe it in general – refer to suitable data if necessary

7
…then tell them what your solution is
The solution

What
What are you offering?
 Is it a product or a service?

 Find the appropriate equilibrium between vagueness and detail

– If you are too detailed you seem to fixed and inflexible

– If you are too vague people will think you want to keep everything in the open

8
Show the process in which you generate/add value
Your product/service in detail

How
How does it work?
 In the Solution statement you were focusing on the goal/idea

 How does it exactly work?

 Find an appropriate level of detail for your audience – Show that you
know what you are talking about, but don’t get lost in the details

9
Let them know how much money is in the market
Market size

How
How much potential for growth is there?
 State the current market

 Come from the very general overview to specific niche you want to target

 Timelines are usually not necessary – only if the information is really relevant

10
Summarize the model: how do you make money?
Business model

What
What are the revenue streams?
 Who is paying for your service?

 When are the payments due?

 How are you payed?

 Why is this no reason for customers to not use the product/service?

11
What is your distinguishing feature?
Competitive overview

What’s
What’s setting you above the competition?
 State why customers will chose you over your competition

 A tabular overview of the current industry leaders might be useful, but is not always necessary

12
Tell them how you are will get your share of the market
Market entry strategy

What
What is your marketing strategy?
 How are you planning to gain traction in the market?

 Who is your target group?

 How are you reaching them?

 How do your sales work?

13
State your partners and what they provide
Partners

Who
Who is already with you?
 This is not part of all pitches – you can keep this among your backup slides

 Who are the main partners?

 What do they provide?

 How is the partnership working?

 Will this change?

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What happened so far and what are your next steps?
Roadmap

Where
Where is the company/project heading?
 How did your company get where it is?

 What are your future ideas/plans?

 What’s your plan for the timings?

15
How much is the investment and how is it used?
Fundraising

What
What is the funding for?
 What will be done with the money you are asking for?

 How big is the growth potential?

 How much money did you already receive?

16
Show the team and responsibilities
Team

Whom
Whom are the investors investing in?
 Show the core team

 Mention who is responsible for what

 Talk about the team member’s experience as a proof of concept

 Include contact info

17
Share the most important financials – drop the details
P/L details

When
When will you be profitable?
 What is your idea for the financials?

 What will you use the money you collect for?

 How big is your expected margin?

 How much revenue do you expect and when?

 Potentially a slide for the backup, but always good to have when asked about!

18
Summarize your goals and needs, show contact info
Summary/contacts

questions
Room for questions
 Empty “questions”-slides are not recommended, instead…

 Summarize your case to trigger a discussion

 Show your financial needs

 Share contacts again for later discussions/questions

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 1B SAMPLES

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The problem AirBnB stated led to their solution

The problem/trend - AirBnB

 Price is an important concern for customers

booking travel online
 Hotels leave you disconnected from the city
and its culture

 No easy way exists to book a room with

a local or become a host.

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Uber was targeting and disrupting the cab industry

The problem/trend - Uber

Cabs in 2008 - Most use aging & inefficient The Medallion System - Taxi-monopolies reduce
technology quality of service
 Radio dispatch, no 2-way communication  Medallions are expensive, and drivers underpaid

 Most common car, Ford Crown Victoria = 14mpg  Medallions cost ~$500k, drivers make 31k

Hailing is done by hand or phone  No incentive/accountability for drivers/clients

 No GPS Digital Hail can

coordination now make street
between hail unnecessary
client/driver
 Significant
fareseeking or
“dead-time”

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Facebook used a long and detailed description

The solution - Facebook

Facebook
Thefacebook.com is an expanding online directory
that connects students, alumni, faculty and staff
through social networks at colleges and
universities. This online directory allows for user
connections on the basis of friendship, courses
and social networks (including intra and inter-
school networks), and has a built-in messaging
system.

Additionally, thefacebook.com automatically adds

to each user profile links to school news articles
that refer to the user, the last user-away message
in the AIM system and the last user access location
(the site has a built-in database of school
dormitories and halls).

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AirBnB kept it short and added the “problem” beforehand

The solution - AirBnB

A web platform where users can rent out their

space to host travelers to:
 Save money when traveling

 Make money when hosting

 Share culture local connection to the city

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Uber found a solution for each single problem

The solution - Uber

UberCab Concept 1-Click Car Service

 A fast & efficient on-demand car service  Must be a member to use the service

 Market: Professionals in American cities – Professional and trustworthly clientele

 Convenience of a cab in NYC + experience of  Not hailed from street

a professional chauffeur. But in SF and NYC
– So no medallion licenses are required, since clients
 Latest consumer web & device technology are service members & use digital-hail

– automate dispatch to reduce wait-time  Guaranteed Pick-up (unlike a yellowcab)

 Optimized fleets and – Mobile app will match

incented drivers client & driver

 The “NetJets of car services” – See photos of each other

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AirBnB kept their product description very simple

Your product/service in detail – AirBnB

Product
 Search by city

 Review listings

 Book it!

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Uber described their product with just two bullets

Your product/service in detail – Uber

UberCab apps
 1-Click request from Geo-aware devices

 SMS from any phone: “pickup @work in 5”

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The Business Plan Export offers a tool for market sizing

Market size

In a competitive, stagnating market even premium products need a price aggressive strategy

120.0
› The general headphones market
will be stagnating at ~inflation 100.0

› The premium market will slightly 80.0

increase
60.0
› In this competitive environment
we can only gain shares with 40.0
an aggressive price strategy
20.0
› We aim at a ~10% market share
by 2023 0.0
2018 2019 2020 2021 2022 2023 2024

2019 2020 2021 2022 2023 CAGR

## Headphones revenue Sweden US$ 95.2 98.6 101.6 104.1 106.2 2.78%
## Headphones volume Sweden # 4.1 4.2 4.3 4.4 4.5 2.12%
## volume, premium headphones Sweden # 0.2 0.2 0.2 0.2 0.2 6.81%
## revenue, premium headphonesSweden US$ 34.2 36.1 38.0 40.0 42.1 5.32%
## - - - - - - - - -

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AirBnB showed numbers but didn’t go to details

Market size – AirBnB

AirBnB
 630,000 on temporary housing site couchsurfing.com

 17,000 temporary housing listings on SF & NYC Craigslist

from 07/09 – 07/16

 Total available market: 1.9 billion+ trips book (worldwide)

 Servicable available market: 532m Budget & online trips

 Market share: 10.6m Trips w/AB&B

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Uber created three potential future scenarios

Market size – Uber

Overall Market Potential Outcomes

 $4.2B annually and growing  Best-Case Scenario

 Top 4 players combined only 22% of revenues – Becomes market leader

– $1B+ in yearly revenue

 Realistic Success Scenario

– Gets 5% of the top 5 US Cities

– Generates 20-30M+ per year profit

 Worst-Case Scenario

– Remains a 10 car,
100 client service in SF

– Time-saver for San-Francisco

based executives

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The Business Plan Export can be used for illustration

Business model & P/L details

Start with high prices to become premium and decrease to gain market shares

3,500,000
› We plan to become profitable in 2020 3,000,000
› By entering with a high price we plan
2,500,000
to gain a premium image in the market
2,000,000
› Through later price decreases we then
1,500,000
gain fraction in the market
1,000,000
› By granting discounts in 2020 we shortly
500,000
lose revenues in order to be more
0
aggressive
-500,0002018 2019 2020 2021 2022 2023 2024

-1,000,000

2019 2020 2021 2022 2023 CAGR

total sales revenue USD $1,451,953 $2,095,875 $2,271,516 $2,639,391 $3,007,266 19.97%
total cost of sales USD $162,135 $235,617 $204,522 $217,839 $248,214 11.23%
gross profit [J-K] USD $1,289,818 $1,860,258 $2,066,993 $2,421,551 $2,759,051 20.94%
net profit [R+S-T] USD -$464,932 -$24,499 $138,327 $400,916 $646,447 -

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Facebook showed targeting criteria and their rate scheme

Business model – Facebook

Targeted Advertising
thefacebook.com allows for targeted advertisement
on the basis of any (or combination of) the following
parameters

[…]

Rates
 Banner ads rates vary based on scope, duration
and targeting

 Available sizes include 468x60, 120x240, 120x90

and 125x125
 Link rates vary based on targeting

Please contact us for further information and a rate

cast. Please indicate advertising intentions, including
the duration, targeting and budget

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AirBnB showed a simple calculation for their model

Business model – AirBnB

Business Model
We take a 10% commission on each transaction.
 10.6m trips w/AB&B – share of market

 $20 avg fee - $70/night @ 3 nights

 $200m revenue – 2008-2011

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AirBnB included a market matrix to map competition

Competitive overview – AirBnB

Competitive advantages*
 1st to market: for transaction-based temporary

 Host Incentive: They can make money over Airbnb.com

 List once: hosts posts one time vs. daily on craigslist

 Ease of use: search by price , location & check-in/check-out

dates

 Profiles: Browse host profiles and book in 3 clicks

 Design & Brand: Memorable name will launch at historic

DNC to gain share of mind

34 * Texts taken from https://slidebean.com/templates/airbnb-pitch-deck

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What is your distinguishing feature?

Competitive overview – Uber

Key Differentiators Operating Principles

 Members Only - Respectable clientele  Luxury service on-demand

 1-click hailing – “Pickup here in 5 mins”  Modern and fuel-efficient fleet

 Fast Response time – easier than calling  Customer-focused, computer-coordinated

 Luxury automobiles – Mercedes Sedans  The best end-user experience possible

 Great drivers – “Rate your trip” feature  Statistically optimized response time

 High-tech solution: Geo-aware auto-dispatch  Pre-paid, cashless billing system

 Optimized fleet –  Profitable by design

Logistical LBS software

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AirBnB did combine Partnerships and market entry

Market entry strategy

Market Adoption
Events – Target events monthly

– Octoberfest (6m)

– Cebit (700,000)

– Summerfest (1m)

– Eurocup (3m+)

– Mardi Gras (800,000)

Partnerships – Cheap/alternative travel

Craigslist – Dual posting feature

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Uber started by entering the main cities in the U.S.

Market entry strategy – Uber

Initial Service Area

 Central SF to Start, Manhattan soon after

Target Cities
 Focus on SF/NYC to begin

 Expand to LA Chicago, Houston, PA, Dallas

– This covers 50% of entire US market

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Square simply showed a list of current and future partners

Partners – Square

Partnerships
 There are a multitude of partnership
opportunities for Square

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Facebook shows a general mission and a detailed past

Roadmap - Facebook

Facebook
The mission of thefacebook.com is to expand to
include most of the schools in the United States. By
September 1, 2004, thefacebook.com network will
have more than 200 member schools.

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Uber showed ideas rather than an explicit timeline

Roadmap – Uber

Future Optimizations Marketing ideas

 Cheaper cars by buying used  YellowCab is the only recognizable brand

 Less expensive hybrid vehicles (prius) – Become the ubiquitous “premium” cab service

 More accurate GPS technology  Invite only, referred from an existing member

 Discountred rate for Sun-Tues multi-hour bookings  Possible slogan: The one-click cab

 Pay premium for  The NetJets of Limos

on-demand service
 Cabs2.0
 “get here now” costs
more than “tomorrow
at 5pm”

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Square showed the potential growth for the funding

Fundraising - Square

Why Invest Now

Additional investment will generate outsize returns
due to growth prospects 
 Need for Additional Investment
– Additional resources needed to maintain first mover
advantage
– Competitive pressures increasing
– Expected spend in advertising and customer acquisition
early
 High Potential for Growth
– Potential for growth will allow new investors to see an
outsized return
– Customer adoption will scale up exponentially
– The key to success will be in locking in a loyal customer
base

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Square showed recent successes as proof of concept

Team – Square

Management Team
The has the background, proven track record
and vision to succeed

Jack Dorsey – Co-Founder, CEO

[…]

Keith Rabois – COO

[…]

Bob Lee – CTO

[…]

Jim McKelvey – Co-Founder

[…]

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LinkedIn and Square showed their 5 year plan

P/L details

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 02 MANAGEMENT
TOOLSET

44
Strategic tools look at impact factors on different levels
Tools for strategic management

Macro-
economics

PEST(EL) analysis SWOT analysis Porters five forces CANVAS model

What’s the impact on How to compete in the How attractive What is the actual
the big picture? current environment? is the market? business model?

 Macroeconomy  Internal strength  Direct competition  Business model

and weaknesses
 Environment  Potential new  Resources
Level of
Market level  External market entries
specificity  Government opportunities  Target groups
and threats  Power of suppliers
 Society and customers  Revenues and costs

Company
internal

45
The PESTEL analysis looks at very broad impact factors
About the PESTEL analysis

The PEST analysis represents a useful tool for

Political Social Environmental
macroeconomic factors of a business. In it’s core
version there are the four major areas of political,
economic, social and technological impact.

This tool has the highest level of abstraction and

looks at most long term and broad topics.
Core analysis Optional additions

One very famous expansion adds environmental

and legal effect to the list, while those topics can
be seen as subgroups in the first four. Economic Technological Legal

46
There are six general impact sources on the idea
PESTEL Analysis

A Political C Social E Environmental

B Economic D Technological F Legal

47
The political surrounding plays a certain role
Political

A Political
 How do politics affect your industry?

 Are there trading restrictions or relevant tariffs?

 Are politics in relevant ways responsible for infrastructure?

 Is the government's impact on health and education relevant for your business?

48
Economic growth has an impact on your proposal
Economic

B Economic
 How do macroeconomic effects impact your business?

 Does economic growth have a positive or negative effect? Does this happen instantly or delayed?

 Are you depending on interest rates or the inflation?

 Consider those aspects also for other countries from which you import or to those you export

49
Social effects among others determine success
Social

C Social
 How do health consciousness or cultural attitudes relate to your business?

 Are gender roles, demographic development or general population growth a topic to consider?

 Consider impacts on the demand for your product as well as your workforce and recruiting

50
Technological trends will shape many future businesses
Technological

D Technological
 Are there new trends that might have an impact?

 Does automation rather represent an opportunity or a challenge?

 How active is the general R&D development in the country/area?

 Do not only consider demand but also supply and aspects of competition

51
Environmental topics play an increasingly important role
Environmental

E Environmental
 Is your business depending on the weather or climate?

 Are indirect effects on tourism, farming or insurances to be expected?

 Are you effected by climate change or the discussion about it?

52
The legal framework of a location shapes every business
Legal

F Legal
 Are discrimination topics relevant in your business?

 Can you expect patent disputes?

 Are consumer or data security laws changing?

53
The SWOT analysis helps to align strategies
About the SWOT analysis

The SWOT analysis is a widely used tool to identify new

Strength Weaknesses
strategic opportunities.

The tool combines four areas of description: Company internal

 Strength: advantages compared to competitors that are

defined internally/can be altered
Opportunities Use strengths to take Overcome weaknesses by
 Weaknesses: disadvantages that are company internal/can advantage of opportunities taking advantage of
opportunities
be altered

 Opportunities: external opportunities/trends in the market industry depending

with a rather positive impact
Threats Use strengths to avoid Minimize weaknesses to
 Threats: external threats to the industry/the company with threats avoid threats
a negative impact that most likely cannot be altered

54
Combining internal and external views leads to solutions
SWOT Analysis

A Strength B Weaknesses

C Opportunities E Use strengths to take advantage of F Overcome weaknesses by taking

opportunities advantage of opportunities

D Threats G Use strengths to avoid threats H Minimize weaknesses to avoid threats

55
Strength are relative advantages compared to competition
Strength

A Strength
 Where is your company the benchmark?

 Why do customers prefer you instead of competition?

 Do you have processes that are running perfectly?

 Are there potential competitive advantages?

– Check the VRIO framework

› Is a resource of value to the company?

› Is a resource rare and nobody or very few competitors have it?

› Is the resource hard to imitate?

› Is the resource in a situation that you can use it successfully?

– If yes at everything: you have a competitive advantage there!

56
Weaknesses are areas where competition is benchmark
Weaknesses

B Weaknesses
 Where do you lack behind?

 Why do customers chose competition over you?

 Are there processes that need to be improved?

 Are other things not ideal like the office location?

57
Opportunities are beneficials for the market
Opportunities

C Opportunities
 Is your market in an explicitly good situation?

 Are trends or legislations coming in your favor?

 Check the questions/areas from the PESTEL analysis and Porters Five Forces

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Threats hit the whole market in a negative manner
Threats

D Threats
 Are threats like new competitors rising?

 Is there legislation like data protection hitting your market?

 Are resources getting rare?

 Is the general workforce not in favor of your industry?

 Check the questions from PESTEL and Porters Five Forces

59
Strength and opportunities form the easiest quadrant
Strengths & Opportunities

E Use strengths to take advantage of opportunities

 Which of you listed strength combined with which opportunity brings auf the best?

 Can you achieve mere excellence in some area?

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Market opportunities can be used to erase disadvantages
Weaknesses & Opportunities

F Overcome weaknesses by taking advantage of opportunities

 Is there a possibility to overcome a weakness using one of the current positive trends?

 Is any weakness more or less related to external issues?

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Threats usually can not be eliminated but evaded
Strengths & Threats

G Use strengths to avoid threats

 Are you able to evade a threat using your resources?

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Weaknesses and threats can lead to restructuring
Weaknesses & Threats

H Minimize weaknesses to avoid threats

 Looking at your weaknesses: if you weaken one of them, does that lower the impact of threats?

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The five forces shape the market and it’s competition
About Porter’s Five Forces

Porter’s Five Forces is a tool to analyze competition and

Bargaining Power of Suppliers Industry Rivalry Threat of Substitutes
attractiveness of a market. It is used primarily in strategic
management and asks many useful questions that otherwise
might be forgotten. Like any tool it is not without criticism
and has no guarantee to cover all aspects. However the most
important drivers of competition are covered:
Vertical competition Horizontal horizontal, potential
 Bargaining Power of Suppliers: How powerful are your existing competition
competition
suppliers and what do you need to consider?
 Bargaining Power of Buyers: How are your customers Bargaining Power of Buyers Threat of New Entrants

structured and can you count on their loyalty?

 Industry Rivalry: What does direct competition look like?

 Threat of Substitutes: Are there any very similar offers such

as online retail to offline retail?

 Threat of New Entrants: How easy can competition enter

the market?

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Five determinants define the current competitive situation
Porter’s Five Forces

A Bargaining Power of Suppliers C Industry Rivalry D Threat of Substitutes

B Bargaining Power of Buyers E Threat of New Entrants

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Resources from suppliers should be fail-proof
Bargaining Power of Suppliers

A Bargaining Power of Suppliers

 How many suppliers do you (potentially) have?

 Does their number differ depending on the resource they provide?

 How individualized are their solution?

 Is it easy to find alternatives for you?

 How important are the resources they provide?

 What role do transactional costs play in this?

 What is the likelihood of opportunistic behavior?

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Customers determine how stable the revenue stream is
Bargaining Power of Buyers

B Bargaining Power of Buyers

 How many customers do you (potentially) have?

 How individualized is your solution?

 Is it easy to find alternatives for them?

 How important is the resource you provide?

 What role do transactional costs play in this?

 What is the likelihood of opportunistic behavior?

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Direct competition can be more or less intense
Industry Rivalry

C Industry Rivalry
 How many competitors are there?

 How diversified are your competitors?

 How is your competitors spending structure (R/D, Marketing etc.)?

 How well are your competitors horizontally and vertically integrated?

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Market entrance barriers shape the threat of new
entrants
Threat of New Entrants

D Threat of New Entrants

 How easy is your solution imitated

 How are market entrance barriers such as patents, rights or initial investments in machinery structured?

 How quickly are economies of scale realized? – Is it easy to expand?

 Are networking effects and hypes likely?

 How likely are customers to switch to a new brand/competitor?

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Substitutes might disrupt existing industry standards
Threat of Substitutes

E Threat of Substitutes
 Are there different solutions that (potentially) solve the same customer need?

 How does the substitutes price compare?

 What is the level of difference to your solution and how aware are customers?

 What is the customers attitude towards the substitute?

 In opposite to the rivalry within the market this can be considered as the broader, but existing market

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The Canvas model takes a deep look at business models
About the Business Model Canvas

The Business Model Canvas is a template for strategic

Key Partners Key Activities Value Customer Customer
management and startups to develop new or document Propositions Relationships Segments
existing business models. It visually covers all relevant
aspects of a business and takes a look at cost- (left hand side)
and revenue- (right hand side) determents.
Cost determents
When answering the specific questions for each factor there Revenue determents

are often dependencies revealed that might have gone Key Channels
unnoticed. Resources

Cost Structure Revenue Streams

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Business models need to define various aspects
Business model canvas

H Key Partners F Key Activities A Value Propositions C Customer 

B Customer
Relationships Segments


G Key Resources D Channels

I E

 Cost Structure  Revenue Streams

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The value proposition is the solution to a problem
Value Propositions

A Value Propositions
 Which value do you deliver to the customer?

 Which one of your customer‘s problems are you helping to solve?

 What bundles of products and services are you offering to each Customer Segment?

 Which customer needs are you satisfying?

73
The solutions usually is tailored to a few people
Customer Segments

B Customer Segments
 For whom are you creating value?

 Who are your most important customers?

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The relation to customers is the foundation of sales
Customer Relations

C Customer Relations
 What type of relationship does each of your Customer Segments expect you to establish and maintain with them?

 Which ones have you established?

 How are they integrated with the rest of your business model?

 How costly are they?

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The sales channels “transport” the product to the targets
Channels

D Channels
 Through which Channels do your Customer Segments want to be reached?

 How are you reaching them now?

 How are your channels integrated?

 Which ones work best?

 Which ones are most cost-efficient?

 How are you integrating them with customer routines?

Phases: 1. Awareness 2. Evaluation 3. Purchase 4. Delivery 5. After sales

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Result of the company – customer relation is the revenue
Revenue Streams

E Revenue Streams
 For what value are your customers really willing to pay?

 For what do they currently pay?

 How are they currently paying?

 How would they prefer to pay?

 How much does each Revenue Stream contribute to overall revenues?

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To keep up the relation to customers activities are needed
Key Activities

F Key Activities
 What Key Activities does your Value Proposition require?

 What about your Distribution Channels?

 Customer Relationships?

 Revenue Streams?

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For the Key activities a set of resources is needed
Key Resources

G Key Resources
 What Key Resources does your Value Proposition require?

 Your Distribution Channels? Customer Relationships?

 Revenue Streams?

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Addressing the target groups requires powerful partners
Key Partners

H Key Partners
 Who are your Key Partners?

 Who are your Key Suppliers?

 Which Key Resources are you acquiring from partners?

 Which Key Activities do partners perform?

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Resources and activities are the main cost determinants
Cost Structure

I Cost Structure
 What are the most important costs inherent in your business model?

 Which Key Resources are most expensive?

 Which Key Activities are most expensive?

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