Business Model Canvas Disney – It’s a one-page document that works through the basic elements of a business or product, structuring your idea in a coherent way. Use it to quickly paint a picture of your business, to gain a better understanding and to walk through the process of making connections.
Canvas is popular among entrepreneurs and intrapreneurs for business model innovations. Mainly because it improves clarity and focus on what drives your business. It’s flexible and your team will have a much easier time understanding your business model on one page.
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I am a product manager who has experienced various levels of product management positions and have lessons to share. I’m working with my team to document the process of using different experience design methods and I wanted a way to share with them how to provide the value proposition for a project/feature. So…knowing my audience, I wanted to put this in terms they would appreciate.
If your team is anything like mine, there are waves of pop culture surfing through your organization. Star Wars, Marvel, LoTR, etc. One of these waves is now hitting our shores. You know that period before a meeting starts when you wait for everyone to gather. There is usually some light-hearted banter about this and that. Well, our (now virtual) team meetings periodically light up with excitement over the latest Mandalorian episode. I think Disney plus has been a hit by this measure alone. If we can combine learning a new concept Business Model Canvas (BMC) with something fun (Mandalorian) I think it helps things make more sense.
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One way we can show the value of a project or function is to use the Business Model Canvas. Business Model Canvas is a strategic management tool that allows you to develop and outline new or existing business models. It is a visual model with nine blocks that represent parts of a business model. It can be useful to get some ideas around your product and feature ideas.
Yours must earn rewards in order to pay their expenses, maintain their ship and build an armor. This is much like many of our businesses today. We have expenses that we have to pay, we have costs associated with maintaining our offices and products while we seek to add additional features to our product line (armor).
Let’s take a look at the details of each of these sections. I’ll start with the first couple and you go through the exercise of defining these for the Mandalorian or your favorite fandom.
Who are our key partners? This changes from time to time with Din as one minute they might be helping with his mission and the next they’re trying to kill him.
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• Optimization and Economy -Din must cooperate with Greef to collect rewards even if Greef attacks him for freeing Baby Yoda.
• Reduce Risk and Uncertainty – Din works with IG-11 to help fight their way to having the baby/Baby Yoda. Yet that relationship is complicated as well because he turns on him as well.
• Acquisition of special resources and activities -Din needs activities (bounty hunting) to obtain special resources (Beskar Steel/Armor).
• Problem solving – how to get parts from Jawas for your ship, drive off a bunch of Klatoon raiders to get overnight.
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What customer needs do we satisfy? -Cost reduction, risk reduction, performance, customization. By hiring the bounty hunter (Din), one of the primary needs he satisfies is to “get the job done.” That’s why people come back time and time again to the bounty hunters because they know they can get the job done.
What type of relationship does each of our customer segments expect us to establish and maintain with them?
Through which channels do our customer segments want to be reached? How do we reach them now? How are our channels integrated? Which are the most cost-effective? How do we integrate them with customers’ routines?
If we ask ourselves what is the purpose or value of creating a value proposition, we can summarize it by saying that a value proposition tells potential customers why they should do business with you rather than your competitors, and makes the benefits of your products or services more clearly from the initial discussion.
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If we state the value proposition early in a project, whether we’re trying to build a suit of armor or add a new product or feature, every member of our teams will gain a better understanding of what we’re trying to accomplish and the value we provide to customers by designing and develop it. For experienced designers, this is especially important to know so that we can focus on what differentiates us from our competitors and what values our customers expect.
We can then create OKRs or KPIs around the values to see if what we produce increases or decreases our goals. If Din’s goal is to get a suit of armor, deliver premiums, save baby Yoda, then we can track that over time and measure to see if we’re on track with our initial guidance for his team or if he needs to tweak something in order to provide real value to its customers.
This is a really important step because I’ve heard it over and over from designers and developers, “Why are we building this?” or “How do I know if I’m building the right thing?”. It’s important to have this guiding document to make sure we’re pointing in the right direction when things change and we need a fresh reminder to help us remember why we’re doing what we’re doing?
I am reminded of this by listening to the sage advice of Mr. Simon Sinek. As Sinek puts it, “People don’t buy what you do. They buy why you do it.” Starting with “why” helps us deliver something of greater value to customers and organizations. If you’re struggling to fill in a basic business model to establish your value proposition, you might want to ask if this is really the most important thing for us to work on.
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Back in 2011, I enrolled in an international MBA. With a background in law, an MBA for me was a way to quickly change direction.
I wanted to pursue a career in business (more as an entrepreneur than a manager). And I wanted to quickly find a career path to move to the US (I’m originally from Italy).
Fast forward to 2013, after completing my MBA, I managed to land a job in California as an analyst, after completing my MBA, with an emphasis on Corporate Finance and Business Strategy.
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But rather than becoming an entrepreneur, I was stuck in a fixed career path, where – just like in the military – I would take a few linear steps and wait a few more years to move up the ladder.
Fast forward four years since my MBA began and three years into my new life in California. The career journey I had embarked on through the MBA was not fulfilling for me.
That’s not why I enrolled in an MBA. So I resigned, moved back to Italy and started my own digital company (a lot of things happened in between, like I moved to NYC for a few months, but for the sake of brevity, let’s skip that part, for now).
I thought that most of the things I had learned in business school, while very useful, for a linear career path, in a company.
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They weren’t as useful to me as a digital entrepreneur. So I had to go back to study on my own, experiment a lot and i
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