Material Modelos de Negocios

Introducción a la Ingeniería
Materiales Módulo “Modelos de Negocios”

Fuente: https://strategyzer.com/
Lienzos
• Business Model Canvas
Modelo original de 9 bloques
• Value Proposition Canvas

Modelo que se enfoca en los bloques de Clientes y de Propuesta de Valor, detallando las necesidades del cliente como “Trabajos
por hacer”, “Dolores” y “Anhelos”, y que busca que existe un “Calce” entre las necesidades del cliente y la propuesta de valor
del producto/servicio que ofrecemos como solución a las necesidades del cliente.
• Mission Model Canvas

Variante del modelo original de negocios, que aplica para empresas o iniciativas sin fines de lucro
Designed for: Designed by: Date: Version:
The Business Model Canvas
Key Partners Key Activities Value Propositions Customer Relationships Customer Segments
Key Resources Channels
Cost Structure Revenue Streams
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
Designed by: Strategyzer AG

The makers of Business Model Generation and Strategyzer strategyzer.com
The Value Proposition Canvas
Value Proposition Customer Segment
Gain Creators Gains
Products Customer
& Services Job(s)
Pain Relievers Pains
copyright: Strategyzer AG
Mission/Problem Description: Designed by: Date: Version:
The Mission Model Canvas
Key Partners Key Activities Value Propositions Buy-in & Support Beneficiaries
Key Resources Deployment
Mission Budget/Cost Mission Achievement/Impact Factors
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
Designed by: Strategyzer AG & Steve Blank

Herramientas para definir y validar hipotesis de trabajo
• Progreso
Se utiliza para identificar las hipotesis de trabajo y definir como se pretende validar cada una de las hipotesis
• Hipotesis a validar
Define la hipotesis que queremos validar, y como vamos a verificar si estamos en lo correcto
• Aprendizaje
Luego de realizar la investigación de campo, resume lo que hemos aprendimos en relacion a cada hipotesis
The Progress Board
1 2 3 4
Business Test: Backlog Test: Build Test: Measure Test: Learn Progress
Hypotheses The tests and experiments that
you intend to perform
The tests and experiments that are
being planned, designed, or built.
The tests and experiments that are
currently running and collecting data.
The tests and experiments that were
executed, collected data, and are
Your validation criteria step-by-step.
ready to be analyzed.
List the key assumptions that need to be
true for your idea to work. Prioritize the most
critical ones that could kill your business.
!
! Invalidated
Back to the drawing board
Iterate or Pivot your design
! ?
Unclear Results
Design another test, and
learn more before making a decision
! Validated
Advance to the next step,
move on in your quest to make ideas reality
Test Card
Test Name Deadline
Assigned to Duration
step 1: hypothesis
We believe that
Critical:
step 2: test
To verify that, we will
Test Cost: Data Reliability:
step 3: metric
And measure
Time Required:
step 4: criteria
We are right if
Copyright Strategyzer AG The makers of Business Model Generation and Strategyzer

Learning Card
Insight Name Date of Learning
Person Responsible
step 1: hypothesis
We believed that
step 2: observation
We observed
Data Reliability:
step 3: learnings and insights
From that we learned that
Action Required:
step 4: decisions and actions

Therefore, we will
Copyright Strategyzer AG The makers of Business Model Generation and Strategyzer

Material Modelos de Negocios
• 02 the-business-model-design-space-card-deck
Ayuda a trabajar la estrategia de negocios a utilizar en el modelo de negocios vs las herramientas tradicionales de 5 fuerzas de
Porter y analisis PESTEL
• 03 business-model-canvas-constraint-cards
Ejemplos (parciales) de modelos de negocios de empresas conocidas
• 04 designing-crystal-clear-business-model-canvases
• 05 7-questions-to-assess-your-business-model-design
• 06 testing-your-business-model-a-reference-guide
Preguntas claves para analizar la solidez del modelo de negocios
The Business
Model Design
Space
Card Deck
Objective
The objective of this workshop exercise is to visualize
and map out everything that is going on in your business
model’s environment (the Market Forces, the Key Trends,
the Industry Forces, and the Macroeconomic Forces).
It is an immersion into the Business Model Design Space,
which will help you prepare for your quest for new and
innovative business models. By making it visual you
will develop a more tangible understanding of your
environment.
Ideally you conduct this workshop with a diverse

group of people in different functions and from various
parts of your organization. The workshop will help you
develop a better and shared understanding of what
influences your business model and it will help you un-
cover completely new opportunities and avenues for the
development of new and innovative business models.
1
6
Outcome
• A visual map of your Business Model Design Space
• Deep discussions about your business model’s

environment leading to a shared understanding
• A starting point to design innovative business

models or redesign your current one
2
6
Why this is important
• No individual alone in your organization could paint
a holistic picture of your business model’s environ-
ment and design space. Only by mapping out each
specialist’s knowledge you can develop a shared
understanding of your environment.
• A visual map of your business model’s environment

with markets, trends, customer needs, competitors,
and more will make things more tangible and it will
allow you to uncover new associations, discover new
patterns, and ultimately lead to new business model
ideas.
• This immersion into the Business Model Design

Space is an ideal preparation for the prototyping
of innovative business models.
3
6
Number of workshop
participants
Approximately 4-8 people
Duration
Pre-workshop material collection (ongoing)
• 2-4 hours workshop
• Post-workshop “digestion” (ongoing)
Material Required
• A completed Business Model Canvas Poster of your
current business model (if you are a start-up or if you
enter a new market you don’t necessarily need that)
• Large wall where you can stick up material
• Set of Business Model Design Space cards
• A collection of material of everything that’s going on
around your business model (news clippings, photos
of customer interactions, spreadsheets, print-outs of
competitors’ websites, industry statistics and graphs,
etc.)
• Stattys
4
6
Workshop Instructions
1. A
ttach the completed Business Model
Canvas Poster of your current business
model to the middle of a large wall.
2. Decide
with which one of the four areas
you want to start with: Market Forces,
Key Trends, Industry Forces or Macro-
Economic Trends.
3. Draw all the cards of the selected area

and stick the first one onto the wall
around the Canvas. Market Forces
cards go to the right of the Canvas,
Key Trend cards go above the Canvas,
Industry Forces cards go to the left
of the Canvas, and Macro-Economic
cards go below the Canvas.
4. A
nswer the questions on the card by
sticking up and discussing Stattys,
photos, spreadsheets, graphs, print
outs, products, magazine tear outs,
or anything else that is “readable”,
preferably from a distance. Use a lot of
visual material rather than just text.
5. Continue with the remaining cards of

the selected area and subsequently
move to the next area of your choice
until you worked through all the cards.
6. Tada! You now have a visual map of 5

your Business Model Design Space.
6
Next Steps
Continue to complete the Business Model Design Space
picture after the workshop.
Take time to “wander” the map of the Business Model

Design Space to uncover new associations between
the different elements in order to develop new business
model ideas.
Organize a subsequent workshop to a) brainstorm

for innovative business model ideas, and b) develop
prototypes of a selection of these ideas by mapping
them out with the Business Model Canvas.
Variations
This workshop can also be conducted with four teams
of approximately 4-8 people. Each team works on one
of the four main areas of your business model environ-
ment: Market Forces, Key Trends, Industry Forces, and
Macro-Economic Trends. Subsequently you assemble
the big picture by allowing each team to explain their
findings in the plenary.
6
6
Industry Forces
Competitors (Incumbents)
New entrants (Insurgents)
Substitute Products & Services
Stakeholders
Suppliers & other Value Chain Actors
Stick these cards on the wall, to the left

side of the Business Model Canvas poster.
Competitors
(Incumbents)
Identifies incumbent competitors
and their relative strengths
• Who are our competitors?

• Who are the dominant players in our
particular sector?
• What are their competitive advantages
or disadvantages?
• Describe their main offers.
• Which Customer Segments are they
focusing on?
• What is their Cost Structure?
• How much influence do they exert
on our Customer Segments, Revenue
Streams, and margins?
1
Industry Forces
5
New Entrants
(Insurgents)
Identifies new insurgent players and
determines whether they compete with a
business model different from yours
• Who are the new entrants

in your market?
• How are they different?
• What competitive advantages or
disadvantages do they have?
• Which barriers must they overcome?
• What are their Value Propositions?
• Which Customer Segments are they
focused on?
• What is their cost structure?
• To what extent do they influence
your Customer Segments, Revenue
Streams, and margins?
2
Industry Forces
5
Substitute Products
and Services
Describes potential substitutes for your
offers — including those from other
markets and industries
• Which products or services could

replace ours?
• How much do they cost compared
to ours?
• How easy it is for customers to switch
to these substitutes?
• What business model traditions
do these substitute products stem
from (e.g. high-speed trains versus
airplanes, mobile phones versus
cameras, Skype versus long-distance
telephone companies)?
3
Industry Forces
5
Stakeholders
Specifies which actors may influence
your organization and business model
• Which stakeholders might influence

your business model?
• How influential are shareholders?
Workers? The government?
Lobbyists?
4
Industry Forces
5
Suppliers and other
Value Chain Actors
Describes potential substitutes
for your offers — including those from
other markets and industries
• Who are the key players in your

industry value chain?
• To what extent does your business
model depend on other players?
• Are peripheral players emerging?
• Which are most profitable?
5
Industry Forces
5
Market Forces
Market Issues
Market Segments
Needs & Demands
Switching Costs
Revenue Attractiveness
Stick these cards on the wall, to the right

Market Issues
Identifies key issues driving
and transforming your market from
Customer and Offer perspectives
• What are the crucial issues affecting

the customer landscape?
• Which shifts are underway?
• Where is the market heading?
1
Market Forces
5
Market Segments
Identifies the major market segments,
describes their attractiveness, and
seeks to spot new segments
• What are the most important

Customer Segments?
• Where is the biggest growth
potential?
• Which segments are declining?
• Which peripheral segments
deserve attention?
2
Market Forces
5
Needs & Demands
Outlines market needs and analyzes
how well they are served
• What do customers need?

• Where are the biggest unsatisfied
customer needs?
• What do customers really want to
get done?
• Where is demand increasing?
Declining?
3
Market Forces
5
Switching Costs
Describes elements related to customers
switching business to competitors
• What binds customers to a company

and its offer?
• What switching costs prevent custom-
ers from defecting to competitors?
• Is it easy for customers to find and
purchase similar offers?
• How important is brand?
4
Market Forces
5
Revenue
Attractiveness
Identifies elements related to revenue
attractiveness and pricing power
• What are customers really willing to

pay for?
• Where can the largest margins be
achieved?
• Can customers easily find and purchase
cheaper products and services?
5
Market Forces
5
Key Trends
Technology Trends
Regulatory Trends
Societal & Cultural Trends
Socioeconomic Trends
Stick these cards on the wall, to the top

Technology Trends
Identifies technology trends that could
threaten your business model — or enable
it to evolve or improve
• What are the major technology trends

both inside and outside your market?
• Which technologies represent important
opportunities or disruptive threats?
• W
hich emerging technologies are
peripheral customers adopting?
1
Key Trends
4
Regulatory Trends
Describes regulations and regulatory
trends that influence your business model
• Which regulatory trends influence

your market?
• What rules may affect your business
model?
• Which regulations and taxes affect
customer demand?
2
Key Trends
4
Socioeconomic
Trends
Outlines major socioeconomic trends
relevant to your business model
• What are the key demographic trends?

• How would you characterize income
and wealth distribution in your market?
• How high are disposable incomes?
• Describe spending patterns in your
market (e.g. housing, healthcare,
entertainment, etc.)?
• What portion of the population lives
in urban areas as opposed to rural
settings?
3
Key Trends
4
Societal and
Cultural Trends
Identifies major societal trends that
may influence your business model
• Describe key societal trends. Which

shifts in cultural or societal values
affect your business model?
• Which trends might influence buyer
behavior?
4
Key Trends
4
Macro Economic
Forces
Global Market Conditions
Capital Markets
Commodities and Other Resources
Economic Infrastructure
Stick these cards on the wall, to the bottom

Global Market
Conditions
Outlines current overall conditions
from a macroeconomic perspective
• Is the economy in a boom or bust

phase?
• Describe general market sentiment.
• What is the GDP growth rate?
• How high is the unemployment rate?
1
Macro Economic Forces
4
Capital Markets
Describes current capital market conditions
as they relate to your capital needs
• What is the state of the capital

markets?
• How easy is it to obtain funding in your
particular market?
• Is seed capital, venture capital, public
funding, market capital or credit readily
available?
• How costly is it to procure funds?
2
4
Commodities and
Other Resources
Highlights current prices and price trends for
resources required for your business model
• Describe the current status of markets

for commodities and other resources
essential to your business (e.g. oil prices
and labor costs).
• How easy is it to obtain the resources
needed to execute your business model
(e.g. attract prime talent)?
• How costly are they?
• Where are prices headed?
3
4
Economic
Infrastructure
Describes the economic infrastructure of the
market in which your business operates
• How good is the (public) infrastructure

in your market?
• How would you characterize transpor-
tation, trade, school quality, and access
to suppliers and customers?
• How high are individual and corporate
taxes?
• How good are public services for
organizations?
• How would you rate the quality of life?
4
4
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Copyright Strategyzer AG
The makers of Business Model Generation and Strategyzer
Redhat
The Linux’s
Business FreeCanvas
Model Nespresso’s Recurring Revenues
Value Proposition
Redhat managed to build a billion dol- Instructions:

lar company based on a free software, B A S E
P R O D Design a business model that emulates
UCT
the freely available Linux operating an essential component of Redhat’s
system. business model:
Key Resources • The core value proposition is free
Channels
E
AB L
SUM
CON
Other Examples:
Skype, Facebook
G
TRANSACT IONAL RE CU RR IN
SALES RE VE NU ES
Copyright
BusinessStrategyzer AG
Model Prototyping Constraint Cards
Nespresso’s Recurring
Revenues
Nespresso (owned by Nestlé) turned Instructions:

a transactional industry - selling
Copy Nespresso’s business model mechan-
coffee - into one that produces ics that produce the recurring revenues into
recurring revenues. Their business your own business model design:
model is built around well designed
• A base product (coffee machine) and
coffee machines and aluminum pods a consumable product (pods)
that contain premium coffee. • Transactional revenues from the
base product and recurring revenues
from the consumable
Other Examples:
Printers, razor blades.
Business Model Prototyping Constraint Cards

Redhat
The Linux’s
Business FreeCanvas
Model The iPhone’s Platform Advantage
Value Proposition

lar company based on a free software, PVRA LU E
O Design
P A a business model thatC Uemulates
S TO M
the freely available Linux operating an essential component of Redhat’s R A
E

Channels
ER B
G CU S TO M
TIN
NEC
CON TFORM
PLA
VA LU E
PR OP B
Other Examples:
Skype, Facebook
RE VE NU E REVEN UE
ST RE AM A STREA M B
Copyright
The iPhone’s
Platform Advantage
The iPhone’s competitive Instructions:

advantage stems not just from its
Design a platform business model like
phones, but from the almost 300’000 Apple with the App Store. Use the
external iOS developers who contribut- following elements:
ed 850’000 apps to the App Store. This
• Two or more essential customer segments
ecosystem is hard to copy. and the corresponding value propositions
that are enabled by a connecting platform
• Revenue streams from all segments,

though one ore more could be subsidized
or even free
Other Examples:
Printers, razor blades.

Redhat
The Linux’s
Business FreeCanvas
Model The Venture Capital Fund
Value Proposition

lar company based on a free software,
Design a business model that emulates
the freely available Linux operating
$$$ an
$ essential component of Redhat’s
EN TR EP
RE NE UR
S
Channels
INVE STM ENT

FUND
Other Examples:
Skype, Facebook
Copyright
The Venture
Capital Fund
Venture capital funds invest in ear- Instructions:

ly-stage, high-growth, and high risk
Design the business model of a venture
startups. To mitigate their risk they capital fund that invests in several compa-
invest in several companies simulta- nies in order to help a handful succeed:
neously, knowing that several will fail
• The key resource of a VC fund is capital
while some will provide outstanding that also figures as a main part of the
returns. value proposition
• The ability to attract and invest in only the

very best and most promising entrepre-
neurs in a given area

Redhat
The Linux’s
Business FreeCanvas
Model Redhat Linux
Value Proposition

VAL UE
system. PRO Pbusiness model:
Channels
Other Examples:
Skype, Facebook
O.-
Copyright
Redhat Linux’s Free
Value Proposition

• The core value proposition is free
Other Examples:
Skype, Facebook

Redhat
The Linux’s
Business FreeCanvas
Model Tupperware
Value Proposition

Channels
FREE
SALES FORC E
(COM PANY OR
INDIV IDUAL S)
FR E E
FO R CE
Other Examples:
SA L E S
Skype, Facebook
Copyright
Tupperware’s “Free”
Sales Force
Tupperware is a pioneer of Instructions:

direct marketing and become famous
Copy Tupperware’s direct marketing
through its Tupperware parties in which strategy by focusing on the following
woman sell Tupperware products to business model characteristics :
their friends and neighbors.
• A sales force that is passionate about
the company’s value proposition, but isn’t
employed and doesn’t draw a salary from
the company
Other Examples:
Avon, Living Goods (Uganda)

Designing Crystal
Clear Business
Model Canvases
Use this checklist to design great business models or assess your own:
Does the level of granularity of your Canvas correspond to your objectives?

Your Canvas should only contain the most important building blocks when your objective is to explain
the essence of your business model, also called the blueprint of your strategy. Your Canvas should have
much more detail if its objective is to serve as a blueprint for implementation.
Is every Building Block in your Canvas connected to one another?

Great Canvases have a story and flow where every building block relates to another. You should not have
any “orphan” building blocks in your Canvas that don’t connect to another building block.
For example, a revenue stream always needs to come from a related customer segment for a related
value proposition. Or a key partner always provides a key resource or activity that contributes to a value
proposition. Or, there is no such thing as a customer segment with no specific value proposition.
Is every Building Block in your Canvas precise enough?

Make sure every building business model block is self explanatory. For example, writing “products” in
revenue streams is unclear. More precise would be “product sales” or “margins on product sales”.
Do you make smart use of both images and words to convey your message?
It takes our brain longer to process words than images, because every letter of a word is processed as
an individual image. Hence, the use of images allows our brain to process a Canvas much quicker.
To avoid ambiguity, the use of an image and a label for a building block is the most effective.
Do you make good use of color-coding?

Using color-coding to explain specific aspects of your business model is a quick and easy way to clearly
communicate even complex aspects of your business model. For example, you can use color- coding to
highlight two very different segments with very different value propositions. Or you could use it to
distinguish between your existing model and one you want to build.
Does your Canvas distinguish between “as-is” and “to-be”?

Make sure you clearly distinguish between what exists in your business model the “as-is” state and what
you want to or plan to build the “to-be” state. Color-coding can help achieve this distinction easily.
Does your Canvas distinguish between “knowns/facts” and “unknowns/assumptions”?

When you are designing new business models, make sure you clearly distinguish between what you know
(e.g. the demand for a specific value proposition) and what you don’t know (e.g. which channels custom-
ers would prefer). You have facts to prove what you know (e.g. pre-orders), but only assumptions about
the building blocks you think could work.
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Seven Questions to Great value propositions should be embedded
in great business models. Some are better than
Assess Your Business others by design and will produce better
Model Design financial results, will be more difficult to copy,

and will outperform competitors.
Assess your business model design. Circle how you perform on a scale from 0 to 10
1. Switching Costs
0 10
Nothing holds my customers My customers are locked
back from leaving me in for several years
2. Recurring Revenues
0 10
100% of my sales 100% of my sales lead to
are transactional automatically recurring revenues
3. Earning vs. Spending
0 10
I incur 100% of my costs of I earn 100% of my revenues before incurring
COGs before earning revenues costs of goods &services sold (COGs)
4. Game-changing Cost Structure
0 10
My cost structure is at least 30% My cost structure is at least
higher than my competitors 30% lower than my competitors
5. Others Who Do the Work
0 10
I incur costs for all the value All the value created in my business model
created in my business model is created for free by external parties
6. Scalability
0 10
Growing my business model requires My business model has
substantial resources and effort virtually no limits to growth
7. Protection from Competition
0 10
My business model has no moats, and My business model provides substantial
I’m vulnerable to competition. moats that are hard to overcome
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Testing Your
Business Model
A Reference Guide
Testing is usually associated with expensive pilot projects at the end of the product
development process when it’s usually too late to make major modifications or change course.
In the following pages we outline a number of testing techniques that you can already apply
during the search and design phase of your business ideas. These techniques enable you to
generate market facts rapidly and cheaply while you are still seeking to understand your
customers and design your value proposition and business model.
As outlined earlier, testing goes beyond interviewing or market observations, and gets
potential customers to perform certain actions that prove their interest.
This type of testing can be applied as early as the instance you have an idea. The facts you
gather in the process should continuously inform your search for great value propositions
and business models.
We identified three categories of testing techniques:
• Testing interest & relevance
• Testing willingness & ability to pay
• Testing preferences & priorities
Now get out there and start testing!
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Testing Interest
& Relevance
What you measure:
Do potential customers show interest in your ideas? Are your ideas relevant to
them? Are they interested enough to perform an action?
You can start testing the interest and relevance of your ideas with customers before even
having a concrete value proposition in mind. By testing jobs, pains, and gains you can figure
out if customers even care about the issues you intend to address.
The following techniques allow you to get started on testing your customers’ interest:
• Ad Tracking / “Fake” Ads
• Landing Pages
Ad tracking / “Fake” Ads /

Ad tracking is an established technique that is used by advertisers to measure the effective-
ness of ad spending. The same technique can be used in a powerful way to track the interest
or lack of interest of potential customers for a new value proposition that doesn’t even exist
yet. If few or no potential customers respond to your ad campaign they either don’t have the
job, pain, or gain you are planning to address or they don’t see fit in your advertised value
proposition.
Tear-off ads or flyers are a low-cost and low-tech way to learn from a local
advertising campaign.
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Google ads are a very scalable way to test potential customers’ reactions to
certain search terms. With a small budget you can run a campaign on Google
AdWords and you only pay if people click on your ads and visit your landing page.
Billboard, magazine, or online banner ads Link tracking in general is a great way to
are a very rich, but usually more expensive track people’s interest. For example, when
way to test ideas, if the ad features a call to you send people a URL to your offer in an
action that allows you to measure potential email, make sure you track if they click on it
customers’ interest. or not. This can easily be done with services
like goo.gl. If people don’t click on the link you
sent them they are not interested or have
more pressing issues.
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Landing Pages
Setting up so-called landing pages on the Internet is a very quick and low-cost approach to
testing people’s interest in an idea. While this technique originates from online services it can
be applied to physical products just as easily. The goal of a landing page is to attract traffic
and then test several calls to action with potential customers such as the ones outlined below.
Asking people to sign-up with their email to

be notified about the launch of a product is
a simple way to ask potential customers for
a small “investment” (e.g. taking the time to
sign up and handing over their email address)
that proves their interest.
Getting people to fill out a survey is another

action that can provide valuable information
about people’s interest. However, as outlined
previously for interviews, surveys are a great
source for information, but not a reliable
source of facts. The main fact resulting from
people filling out a survey is that they are
willing to invest their time.
Measuring click activity on your landing page

is another source of interesting learning. If
you have several elements on your landing
page visitors will click on those. So-called
heat maps will show you where visitors click
most and you’ll often be in for a surprise.
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Testing willingness
& ability to pay
What you measure:
Are potential customers interested enough in the features of your value
proposition to buy? Will they put their money where there mouth is?
Validating your customers’ interest and gathering facts that prove you are addressing issues
that are relevant to them is not sufficient. You also want to prove that they are willing to pay
you for addressing those issues.
The following techniques allow you to get started on testing your customers’ willingness
to pay:
• “Fake” Sales
• Pre-Sales
• Minimum Viable Products
“Fake” Sales
There is a big difference between people telling you they are interested in your value proposition
and them pulling out their wallet, credit card, or unlocking a budget in a business to business
environment. It’s the difference between information and facts. Simulating a “fake” sales for an
unfinished or even non-existing value proposition is a great way to get to those facts. Of course
you need to manage what happens once the “customer” has completed the “fake” purchase,
since the value proposition doesn’t yet exist. Being transparent, explaining them that it was a
test and then offering them a future discount for the value proposition you are testing or giving
them another goodie is usually a powerful way to turn them into great advocates for your
cause. There are several techniques to simulate a purchase.
The simplest technique to simulate a purchase is to put a buy now button on your website
or landing page. You can go as far as collecting credit card information (but then destroying
them immediately) or simply measure the number of clicks on the button. You can easily do
this for digital as well as physical products.
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An established technique in fast moving consumer goods (FMCGs) is the “fake” sales of a
product in only one retail location for a very limited amount of time. Don’t confound this with
a pilot sales, which is usually more extensive and more expensive and often covers an entire
market. Traditional pilot sales usually come much later in the testing process.
Pre-Sales
Pre-selling before a value proposition or prod-
uct fully exists has become an increasingly
popular method to test market interest. Sev-
eral internet platforms have made pre-sell-
ing a very easy process. While pre-sales is
relatively standard process in large industrial
investment goods it is now also very common
in mass market consumer goods.
Kickstarter is one of the most popular

platforms for pre-selling. You can advertise
a project on the platform and people can
pledge money to make it happen if they like it.
Projects only receive the money if they reach
their funding goals.
Collecting credit card information on your

own platform, but charging them later is
more complicated than using an off-the-
shelf platform, but perfectly possible. The
advantage is that you retain the full control
over the legal and commercial aspects.
strategyzer.com
Pledges, letters of intent, and signatures under non-legally binding documents are a
powerful technique to test potential customers’ willingness to buy even if they are not
a binding pre-sales.
letter of intent
Minimum Viable Products (aka prototyping)

The so-called Minimum Viable Product (MVP) is a strategy used for fast and quantitative
market testing of a value proposition, product, service, or feature. It was initially used for web
applications and popularized by Eric Ries. An MVP is not always a smaller or cheaper version
of your final product. Often a cheaper proxy allows you to test the assumptions underlying
your value proposition more quickly and more cost effectively. Ask yourself what you really
want to learn and what the cheapest hack possible is to test that assumption.
strategyzer.com
Testing Preferences
& Priorities
What you measure:
Which features of your value proposition do potential customers prefer?
What do they really value? What do they prioritize?
When you are designing a value proposition you will often be confronted with the question of
which issues are more relevant to customers or which features they value more. Generating
facts on your customers’ preferences and priorities is a much better approach to design than
prioritizing solely based on your assumptions. The techniques outlined in this section also
allow you to learn more about your customers’ take on alternative prices.
The following techniques allow you to get started on testing your customers’ preferences:
• Split Testing
• Innovation Games®
Split Testing
Split testing, also known as so-called A/B testing is a powerful technique to test the
performance of two or more options. You compare two or more identical versions of a value
proposition, minimum viable product or landing page with one variation per version that you
want to test. Even marginal changes can sometimes have a major impact on behavior. In
e-commerce, for example, the location of a purchasing button, the color of a website, etc.
can all have major impacts on purchasing behavior. The goal of split testing is to identify
changes that increase or maximize an outcome of interest.
Landing pages are the most common technique used to perform split tests for new value
propositions. For this book, for example, we tested several book titles by performing split tests.
strategyzer.com
Split tests can also be applied to physical products or services by using split groups. For
example, in fast moving consumer goods, retailers often test the best location of goods in
their shelves and aisles. Nothing prevents you from testing services with slightly different
features with customer and measuring the behavior.
Innovation Games®
Innovation Games® are a powerful technique popularized by Luke Hohmann that help you
unearth, describe, and prioritize value propositions and features by using collaborative play
with your customers. These games can be played by customers online or in person.
Below you find three of several Innovation

Games® that help you in your undertaking to
design stuff people want.
Prune the Product Tree uses the metaphor

of a gardener pruning a tree to map out how
customers would like to see the features of a
value proposition grow over time. In this game
customers place index cards with features
on the drawing of a tree to shape its growth.
Cards on the outer edges of the tree are con-
sidered longer term features and represent
the future. Cards placed closest represent
features to add in the near term.
strategyzer.com
The Buy a Feature game gets customers to
prioritize features, rather than just debat-
ing which features customers find most
important. In this game you give customers
a list of potential features and provide each
with a price. Just like for a real product, the
price can be based on development costs,
customer value, or something else. Custom-
ers buy features that they want in the next
release of your product using play money
you give them.
In the Product Box game customers are asked to imagine that they’re selling your product at a
trade show, retail outlet, or public market. They are given a few cardboard boxes and asked to
literally design a product box that they would buy. The box should have the key marketing slogans
that they find interesting. Ask your customer to use their box to sell you your product. You will
learn what they appreciate most about your product and what they find most important.
strategyzer.com
Material Value Proposition Design
• Lienzo
• Preguntas claves para validar las hipotesis de trabajo
• Herramienta para construer propuesta de valor
• Caso de ejemplo
Customer (Segment)
Profile:
Gains
Customer
Job(s)
Pains
Value (Proposition)
Map:
Gain Creators
Products
& Services
Pain Relievers
Customer Jobs
Trigger Questions
Jobs describe the things your customers are trying to get done in their work or in their
life. A customer job could be the tasks they are trying to perform and complete, the
problems they are trying to solve, or the needs they are trying to satisfy.
Use the following trigger questions to help you think of

different potential customer jobs:
1. What is the one thing that your customer couldn’t live without
accomplishing? What are the stepping stones that could help your
customer achieve this key job?
2. What are the different contexts that your customers might be in? How do
their activities and goals change depending on these different contexts?
3. What does your customer need to accomplish that involves interaction

with others?
4. What tasks are your customers trying to perform in their work or personal
life? What functional problems are your customers trying to solve?
5. Are there problems that you think customers have that they may not
even be aware of?
6. What emotional needs are your customers trying to satisfy?

What jobs, if completed, would give the user a sense of self-satisfaction?
7. How does your customer want to be perceived by others? What can your
customer do to help themselves be perceived this way?
8. How does your customer want to feel? What does your customer need to
do to feel this way?
9. Track your customer’s interaction with a product or service throughout

its lifespan. What supporting jobs surface throughout this life cycle?
Does the user switch roles throughout this process?
The makers of Business Model Generation and Strategyzer www.strategyzer.com/vpd
Customer Pains
Trigger Questions
Pains describe anything that annoys your customers before, during, and after trying
to get a job done or simply prevents them from getting a job done. Pains also describe
risks, that is, potential bad outcomes, related to getting a job done badly or not at all.

different potential customer pains:
1. How do your customers define too costly? Takes a lot of time, costs too
much money, or requires substantial efforts?
2. What makes your customers feel bad? What are their frustrations,
annoyances, or things that give them a headache?
3. How are current value propositions under performing for your customers?
Which features are they missing? Are there performance issues
that annoy them or malfunctions they cite?
4. What are the main difficulties and challenges your customers

encounter? Do they understand how things work, have difficulties
getting certain things done, or resist particular jobs for specific reasons?
5. What negative social consequences do your customers encounter

or fear? Are they afraid of a loss of face, power, trust, or status?
6. What risks do your customers fear? Are they afraid of financial, social,
or technical risks, or are they asking themselves what could go wrong?
7. What’s keeping your customers awake at night? What are their big issues,
concerns, and worries?
8. What common mistakes do your customers make? Are they using

a solution the wrong way?
9. What barriers are keeping your customers from adopting a value

proposition? Are there upfront investment costs, a steep learning curve,
or other obstacles preventing adoption?
Customer Gains
Trigger Questions
Gains describe the outcomes and benefits your customers want. Some gains are
required, expected, or desired by customers, and some would surprise them.
Gains include functional utility, social gains, positive emotions, and cost savings.

different potential customer gains:
1. Which savings would make your customers happy? Which savings in

terms of time, money, and effort would they value?
2. What quality levels do they expect, and what would they wish
for more or less of?
3. How do current value propositions delight your customers? Which specific

features do they enjoy? What performance and quality do they expect?
4. What would make your customers’ jobs or lives easier? Could there be
a flatter learning curve, more services, or lower costs of ownership?
5. What positive social consequences do your customers desire?

What makes them look good? What increases their power or their status?
6. What are customers looking for most? Are they searching for good
design, guarantees, specific or more features?
7. What do customers dream about? What do they aspire to achieve,

or what would be a big relief to them?
8. How do your customers measure success and failure? How do they

gauge performance or cost?
9. What would increase your customers’ likelihood of adopting a

value proposition? Do they desire lower cost, less investment,
lower risk, or better quality?
A Day in Dive deep into your (potential) customers’ worlds
to gain insights about their jobs, pains, and gains.
the Life What customers do on a daily basis in their real
Worksheet settings often differs from what they believe they

do or what they will tell you in an interview,
survey, or focus group.
objective
Understand your customer’s
world in more detail
outcome Capture the most important jobs, pains, and
Map of your customer’s day gains of the customer you shadowed
Time Activity (what I see) Notes (what I think)
www.strategyzer.com/vpd
Six Ways to You’ve mapped your Customer Profile.
What to do from here? Here are six ways to trigger
Innovate from the your next Value Proposition move.
Customer Profile
Can you...
Address more jobs?

Address a more complete set of jobs,
including related and ancillary jobs.
Switch to a more important job?

Help customers do a job that is
different from what most value propositions
currently focus on.
Go beyond functional jobs?

Look beyond functional jobs and create new value
by fulfilling important social and emotional jobs.
Help a lot more customers get a job done?

Help more people do a job that was
otherwise too complex or too expensive.
Get a job done incrementally better?

Help customers better do a job by
making a series of microimprovements
to an existing value proposition.
Help a customer get a job done radically better?

This is the stuff of new market creation, when a
new value proposition dramatically outperforms
older ways of helping a customer get a job done.
Written by Alex Osterwalder, Yves Pigneur, Greg Bernarda, Alan Smith

Designed by Trish Papadakos
Pull: Job Imagine your customers are chief information officers (CIOs) and
you have to understand which jobs matter most to them. Do this exercise
objective
Identify high-value customer
outcome
Ranking of customer jobs
Selection to prioritize their jobs or apply it to one of your own customer profiles. jobs that you could focus on from your perspective
Scoring Scale: Does failing the job Can you feel the pain? Are there unresolved pains? Are there many with Focus on the highest
lead to extreme pains? Can you see the gain? Are there unrealized gains? this job, pain, or gain? value jobs and related
• (Low) to • • • • (High)
Does failing the job Are there few willing pains and gains.
lead to missing out on to pay a lot?
essential gains?
Jobs Important Tangible Unsatisfied Lucrative High-Value jobs
Written by Alex Osterwalder, Yves Pigneur, Greg Bernarda, Alan Smith

Designed by Trish Papadakos
10 Characteristics
of Great Value
Propositions
Use this checklist to design great value propositions or assess your own:
Are embedded in great business models
Focus on few pain relievers and gain creators, but do those extremely well
Focus on jobs, pains, or gains that a large number of customers have or for
which a small number is willing to pay a lot of money
Align with how customers measure success
Focus on the most significant jobs, most severe pains, and

most relevant gains
Differentiate from competition in a meaningful way
Address functional, emotional and social jobs all together
Outperform competition substantially on at least one dimension
Are difficult to copy
Focus on unsatisfied jobs, pains, and gains
strategyzer.com
Pain Relievers
Trigger Questions
Pain relievers describe how exactly your products and services alleviate specific
customer pains. They explicitly outline how you intend to eliminate or reduce some
of the things that annoy your customers before, during, or after they are trying
to complete a job or that prevent them from doing so.
Use the following trigger questions to ask yourself:

Could your products and services…
1. ... produce savings? In terms of time, money, or efforts.
2. ... make your customers feel better? By killing frustrations, annoyances,

and other things that give customers a headache.
3. ... fix under-performing solutions? By introducing new features, better

performance, or enhanced quality.
4. ... put an end to difficulties and challenges your customers encounter?

By making things easier or eliminating obstacles.
5. ... wipe out negative social consequences your customers encounter or

fear? In terms of loss of face or lost power, trust, or status.
6. ... eliminate risks your customers fear? In terms of financial, social, techni-
cal risks, or things that could potentially go wrong.
7. ... help your customers better sleep at night? By addressing significant

issues, diminishing concerns, or eliminating worries.
8. ... limit or eradicate common mistakes customers make? By helping them

use a solution the right way.
9. ... eliminate barriers that are keeping your customer from adopting value
propositions? Introducing lower or no upfront investment costs, a flatter
learning curve, or eliminating other obstacles preventing adoption.
Gain Creators
Trigger Questions
Gain Creators describe how your products and services create customer gains.
They explicitly outline how you intend to produce outcomes and benefits that
your customer expects, desires, or would be surprised by, including functional
utility, social gains, positive emotions, and cost savings.
Use the following trigger questions to ask yourself:

Could your products and services…
1. ... create savings that please your customers? In terms of time,

money, and effort.
2. ... produce outcomes your customers expect or that exceed their

expectations? By offering quality levels, more of something,
or less of something.
3. ... outperform current value propositions and delight your customers?

Regarding specific features, performance, or quality.
4. ... make your customers’ work or life easier? Via better usability,
accessibility, more services, or lower cost of ownership.
5. ... create positive social consequences? By making them look good

or producing an increase in power or status.
6. ... do something specific that customers are looking for? In terms

of good design, guarantees, or specific or more features.
7. ... fulfill a desire customers dream about? By helping them achieve

their aspirations or getting relief from a hardship?
8. ... produce positive outcomes matching your customers’ success and

failure criteria? In terms of better performance or lower cost.
9. ... help make adoption easier? Through lower cost, fewer investments, lower
risk, better quality, improved performance, or better design.
Ad-Lib
Value Proposition
Template
Ad-libs are a great way to quickly shape al- objective
ternative directions for your value proposition. Quickly shape potential value proposition directions
They force you to pinpoint how exactly you are outcome
going to creating value. Prototype three to five Alternative prototypes in the form of “pitchable”
different directions by filling out the blanks in the sentences
ad-lib below.
Our _____________ _ Products and Services
help(s) ___________ Customer Segment
who want to
_________________
jobs to be done
by ______ ________ verb (e.g., reducing, avoiding) and a customer pain
and_____ ________. verb (e.g., increasing, enabling) and a customer gain
(unlike ___________ ) competing value proposition
Spark Ideas with
Design Constraints
Constraint Cards
Use design constraints to force people to think about innovative
value propositions embedded in great business models. We outline
five constraints of businesses whose value proposition and business
model you can copy into your own arena. Don’t hesitate to come
up with other ones.
Service Service
+ +
Activity Activity
Servitization Razor Blade
+Subscrip-
Constraint: Transform from selling a product- Recurring
tion Constraint: Create a value proposition
Revenues
Revenues based value proposition to a service- composed of a base product and a consum-
based one that generates revenues from a able product that generates recurring
subscription model. Base
Product + revenues.
+Service Consum-
able
Hilti shifted from selling machine tools Product
Nespresso transformed the sales of
to builders to leasing fleet management espresso from a transactional business
services to managers at construction to one with recurring revenues based on
companies. consumable pods for its espresso machine.
Trend-
setting
activities Trendsetter
+Platform Low-Cost
Constraint: Transform a technology (innova-
Brand tion) into a fashionable trend. Constraint: Reduce the core value proposi-
New cost- tion to its basic features, target an unserved
Swatch conquered the world by turning a Conscious or underserved customer segment with a low
Trend- Fashion Low-cost Customer
setting conscious plastic watch that could be made cheaply VP price and sell everything else as an addi-
+Innovative due to a reduced number of pieces and
product tional value proposition.
innovative production technology into a
global fashion trend. Southwest became the largest low-cost
Cost airline by stripping down the value proposi-
Upsell VP
tion to its bare minimum, travel from point
A to point B, and offering low prices. They
opened up flying to a new segment.
+Platform Platform Tips
Constraint: Build a platform model that • Assign different constraints to different working
connects several actors with a specific value groups if you have the opportunity to do so. It
VP A Customer A
proposition for each. allows you to explore alternatives in parallel.
• Use constraints that represent the challenges
Airbnb made private homes around the in your arena, such as free value propositions,
world accessible to travelers by connecting decreasing margins, and so on.
Platform
them with people who seek to rent out their
apartments short term.
VP B Customer B
淘宝网
taobao.com
Reinventing (E-)Commerce
strategyzer.com/vpd
Taobao, part of the
Alibaba Group, is China’s
largest online shopping website.
Here follows the three-act

story of its evolution since
it began in 2003….
1
Platform-building from
the ground up
With a growing middle class and
Internet connectivity, Taobao sees
an opportunity to boost commerce
by connecting Chinese consumers
and sellers online.
But lack of trust and a largely
missing infrastructure create
challenges…
Get pa
Instant id 100
Acces, of the %
use times
at I es
tly w h
t respons
Exac ant Fa s
w
Highes
t price
el l n e w and
S ods
e d g o
us
High P
rices
Find a
nd
n ’ t process
o ods Ca nts
Low qua i re g payme
lity acqu
o
or a ccess t
st Non-e Po ers
Lack of Tru xiste custom
logisti nt
infrast cs
ructur
e
Chinese Chinese
consumers sellers
Taobao first focuses on creating
trust and on building the missing
infrastructure…
淘宝网 taobao.com
Expres
s
logisti
cs
provid Developing
ers
commerce
infrastructure
Banks & Alip

ay
Two-way review
system
…to create new value propositions
for consumers and sellers alike.
Web Retail with

Expres
s best price/
logisti
cs quality
provid Developing Online
ers
commerce customer
infrastructure service
Banks & Alip Retail sales

ay
platform
Two-way review
system taobao.com
IT
Infrastructure 0.- (subsidized
development by Alibaba)
2
Shift towards micro-
entrepreneurs
Sellers discover an opportunity to
create a business and become
micro-entrepreneurs with a set of
“business-like” jobs, pains and
gains.
Get pa
id 100
of the % Repea
times
nized custom t
re sp o nses Recog ers
Fast brand
Sell pr
oducts
Highes
t price Easy a
e l l n e w and dmin
S ods
e d g o
us
a livi ng
Make
b u s iness
n ’t p rocess N o
ence
Ca nts experi sion
payme Fu l fi l l a pas
o
o r a ccess t aking
Non-e Po ers Not m oney
xiste custom hm No cus
to
logisti nt enoug knowle mer
infrast cs dge
ructur
e
Chinese Micro-
sellers entrepreneurs
Sellers become
micro-entrepreneurs…
Online
customer
Web Retail with service
Expres
s best price/
logisti
cs quality
provid Developing
ers
commerce
infrastructure
Banks & Alip Retail sales

ay
platform
Two-way review
system taobao.com
IT
…Taobao shifts focus, adds
service providers and adapts its
value proposition…
Help Online
entrepreneu customer
rs Web Retail with service
Expres succeed
s best price/
logisti
cs quality
provid Developing
ers
commerce
infrastructure
Banks & Alip builssinaelesss

GroRweta
ay
platform
App developers
+ fashion
models Two-way review
system taobao.com
IT
…and creates revenue streams to
turn a profit for the first time.
Help Online
Expres succeed
s best price/
logisti
cs quality
provid Developing Training &
ers
commerce empowerment
infrastructure

GroRweta
ay
platform
App developers
+ fashion
system taobao.com
Premium for
advanced sh
op
IT
Infrastructure 0.- (subsidized features
Ads
3
Growing audience is
basis to new business
Access to millions of Chinese
consumers becomes the basis of a
new value proposition to a new
customer.
Reliable
shopping
engine
Reach Chinese
Sales statist mass-market
ics
Grow sales
Customer
Harsh Develop brand
acquisition cost competition loyalty
Effort to
establish
presence
Big Brands
Millions of consumers
become a precious asset…
Help Online
Expres succeed
s best price/
logisti
cs quality
ers
infrastructure

GroRweta
ay
platform
App developers
+ fashion
system taobao.com
Millions of
Chinese
consumers
Premium for
advanced sh
op
IT
Ads
…Taobao leverages this asset
for a new value proposition …
Help Online
Expres succeed
s best price/
logisti
cs quality
ers
infrastructure

GroRweta
ay
platform
App developers
+ fashion
system taobao.com
Millions of
Chinese One stop
consumers presence
Premium for
advanced sh
op
IT
Ads
…to a new lucrative
customer (big brands).
Help Online
Expres succeed
s best price/
logisti
cs quality
ers
infrastructure

GroRweta
ay
platform
App developers
+ fashion
system taobao.com
Millions of
Chinese One stop
presence
tmall.com
consumers
Premium for
Membership
advanced sh
op fees
IT
Ads 2-5% of sales

Lessons Learned
Taobao created three
diﬀerent types of
business models
(and value propositions)
in just ten years.
?
2008:
Big B2C
2006:
Small B2C
2003:
C2C
Watch evolving context on
platform and in wider
economy and society
Develop capability to
reinvent by responding
to changes with new
business models and
value propositions
strategyzer.com/vpd

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Introducción a la Ingeniería

Materiales Módulo “Modelos de Negocios”

• Value Proposition Canvas

• Mission Model Canvas

Key Resources Channels

Cost Structure Revenue Streams

Designed by: Strategyzer AG

Value Proposition Customer Segment

Gain Creators Gains

Pain Relievers Pains

Key Resources Deployment

Mission Budget/Cost Mission Achievement/Impact Factors

Designed by: Strategyzer AG & Steve Blank

To verify that, we will

Test Cost: Data Reliability:

Copyright Strategyzer AG The makers of Business Model Generation and Strategyzer

step 3: learnings and insights

From that we learned that

step 4: decisions and actions

Copyright Strategyzer AG The makers of Business Model Generation and Strategyzer

Ideally you conduct this workshop with a diverse

• Deep discussions about your business model’s

• A starting point to design innovative business

• A visual map of your business model’s environment

• This immersion into the Business Model Design

3. Draw all the cards of the selected area

5. Continue with the remaining cards of

6. Tada! You now have a visual map of 5

Take time to “wander” the map of the Business Model

Organize a subsequent workshop to a) brainstorm

Stick these cards on the wall, to the left

• Who are our competitors?

• Who are the new entrants

• Which products or services could

• Which stakeholders might influence

• Who are the key players in your

Stick these cards on the wall, to the right

• What are the crucial issues affecting

• What are the most important

• What do customers need?

• What binds customers to a company

• What are customers really willing to

Stick these cards on the wall, to the top

• What are the major technology trends

• Which regulatory trends influence

• What are the key demographic trends?

• Describe key societal trends. Which

Stick these cards on the wall, to the bottom

• Is the economy in a boom or bust

• What is the state of the capital

• Describe the current status of markets

• How good is the (public) infrastructure

Redhat managed to build a billion dol- Instructions:

Nespresso (owned by Nestlé) turned Instructions:

Printers, razor blades.

Business Model Prototyping Constraint Cards

Redhat managed to build a billion dol- Instructions:

system. business model:

The iPhone’s competitive Instructions:

• Revenue streams from all segments,

Business Model Prototyping Constraint Cards

Redhat managed to build a billion dol- Instructions:

INVE STM ENT

Venture capital funds invest in ear- Instructions:

Designed by: Strategyzer AG

Designed by: Strategyzer AG & Steve Blank

• Deep discussions about your business model’s

• A starting point to design innovative business

• A visual map of your business model’s environment

• This immersion into the Business Model Design

3. Draw all the cards of the selected area

5. Continue with the remaining cards of

6. Tada! You now have a visual map of 5

• Who are the new entrants

• Which products or services could

• Which stakeholders might influence

• Who are the key players in your

• What are the crucial issues affecting

• What are the most important

• What binds customers to a company

• What are customers really willing to

• What are the major technology trends

• Which regulatory trends influence

• Describe key societal trends. Which

• Is the economy in a boom or bust

• What is the state of the capital

• Describe the current status of markets

• How good is the (public) infrastructure

• Revenue streams from all segments,

• The ability to attract and invest in only the