Kanvas Model

� Alat bantu untuk mendeskripsikan, menganalisis, danmerancang model bisnis (baca: urusan / tusi / program dankegiatan organisasi)

� Model bisnis yang menggambarkan dasar pemikirantentang bagaimana organisasi menciptakan, memberikan, dan menangkap nilai.

Business Model Innovation

apa & bagaimana canvas model itu?

apa & bagaimana canvas model itu?

Channel (Saluran)

• Melalui saluran / media apa pelanggandiraih?

• Bagaimana kitamenjangkau / meng-hubungi pelanggan?

9 Komponen Canvas Model Business

Revenue Stream (Timbal Balik)

� Untuk nilai manapelanggan maumembayar kita.

� Bagaimana‘pembayaran’ mereka?

� Bgmn cara yg diinginkanpelanggan untukmembayar.

Key Resource (SD Utama)

Sumber daya utamaapa yg dibutuhkanoleh:

• Proposisi nilaikita?

• Saluran distribusikita?

• Hubunganpelanggan?

• Timbal Balik?

Key Activities (Kegiatan Utama)

Kegiatan utama apayg dibutuhkan oleh:

• Proposisi nilaikita?

• Saluran distribusikita?

• Hubunganpelanggan?

• Timbal Balik?

Key Partnership (Kemitraan Utama)

• Siapa saja mitrautama kita?

• Sumber daya apa ygkita dapatkan darimitra?

• Kegiatan apa saja ygdilakukan mitra?

Cost Structure (Struktur Biaya)

• Biaya terpentingapa yg ada dalambisnis model kita?

• Sumber daya / aktivitas kunciapa yg paling mahal?

9 Komponen Canvas Model Business

Contoh Setiap Komponen

4. Customer Relationship• Bantuan personal;• Swalayan;• Layanan otomatis;• Komunitas;• Ko-kreasi.

1. Customer Segment • Masyarakat umum;• Kelompok tertentu.

2. Value Proposition• Menyelesaikan

pekerjaan;• Desain & Harga;• Pengurangan biaya /

resiko;• Kemampuan

mengakses;• Kenyamanan /

kegunaan, dll.

3. Channel• Website;• Counter;• Hotline access;• Forum, dll.

6. Key Resource• Fisik;• Intelektual;• Manusia;• Finansial.

5. Revenue Stream• Penjualan aset;• Biaya penggunaan;• Pinjaman / penyewaan;• Lisensi;• Komisi;• Periklanan.

7. Key Activities• Produksi;• Pemecahan masalah;• Platform / jaringan, dll.

8. Key Partnership• Aliansi strategis antar non-

pesaing;• Coopetition (aliansi

strategis antar pesaing);• Usaha patungan;• Hubungan pembeli-

pemasok.

9. Cost Structure• Biaya tetap;• Biaya variabel.

Mengisi Canvas Model secaraOnline

https://canvanizer.com/canvas/business-model-demo-canvas

Model-Model Canvas Lainnya

•KEMENTERIAN•LPNK•PEMDA •SWASTA•LSM•INTERESTED INDIVIDUALS

• AKSES ONLINE• JASA PAKET• HIBAH • PEMBELIAN ?• COURTESY CALL

• KEMENPAN RB• INSTANSI INOVATOR• PAKAR / TENAGA AHLI• PERGURUAN TINGGI• LEMBAGA KAJIAN• KONSULTAN• WEB SERVICE

PROVIDER• MEDIA SOSIAL

• NIHIL• PNBP ?• USER FEES ?• USER CHARGES?

TARGET KLIENHUBUNGAN KLIEN

KEGIATAN UTAMA

SUMBER DAYA

MITRA KERJA

IMBALANUNSUR BIAYA

SUSTAINABILITASAKUNTABILITASLEGALITAS

RESIKO

PELAYANAN

NILAI YANG DITAWARKAN

Inspired by Osterwalder, A. & Pigneur, Y., 2010. Business Model Generation: A Handbook for Visionaries,Game Changers, and Challengers, Hoboken, NJ: Wiley (Diolah kembali)

KANVAS MODEL INOVASI INSTANSI PEMERINTAHBidang Perubahan Inovatif: ...............................

Lean Canvas

https://canvanizer.com/new/lean-canvas

Lean Change Canvas

https://canvanizer.com/new/lean-change-canvas

1. Urgency - List the top three drivers for change, identifying those most impacted by the change, as well as key decision makers.

2. Change Recipients - note those impacted by change, segmenting by role, level, and team as appropriate. Take a stab at identifying potential change champions, along with their current capability to realize change, and tactics potential champions are using now to mitigate relevant problems.

3. Vision - write down the vision that you believe will resonate with your organization, note key behaviors required to realize his vision. Create a "high concept pitch" that is easily repeatable.

4. Target State - determine a strategic enabler, descriptive metaphor, framework, and any other type of foundational component required to realize your vision. Align each element listed within your target state to one of the top three drivers listed in the urgency section.

5. Action - change tactics guiding teams will use to rollout the change, pay special attention to how your guiding teams will participate in rolling out your first minimum viable change.

6. Required Investments - list known hard constraints in terms of time, budget and people time. Write down known barriers to change.

7. Benefits / Wins - List the expected benefits, both qualitative and qualitative.

8. Success Criteria - put down The key indicators you will use to tell you the same have successfully stuck.

9. Communication - mark down how you plan to communicate change. Note both high touch and push-based methods of communication necessary to collaborate with your guiding teams, and also taken note of other communication channels you plan to use as the change skills across the organization.

Project Canvas

https://canvanizer.com/new/project-canvas

Users• We believe users stand at the center of attention in every project.

Accordingly, we’ve put “Users” in the center of the canvas. At a minimum, list here the main target groups relevant to the project. This can be at a high level, such as “readers” and “advertisers” for a media portal. You may want to be even more granular in detail. For instance, you can list personas you’ve developed here, as well.

User Benefits• List the concrete benefits that users will have when the project is

successfully completed. What will they gain from it? This can include things like “faster check-out times” or “more control over their own content” and so forth.

Goals• To the left of users is a region for project goals. You can also map success

metrics to each goal in this box. Include subheaders in this box to distinguish different types of information.

Participants• On the far left is a list of project participants. This should include all people

involved in the project in some way. We tend to have several lists of participants by type, such as “core team,” ”stakeholders” and “interested parties.” Include individual names as much as possible. Optional: in the lower half of this box you can show dependencies. For instance, if prototypers are depended on getting content from a client, that should be made explicit.

Activities• To the right of “Users” is a list of key activities. These are the methods and

approaches you’ll be employing on the project. Examples include “User research,” “Persona development,” “Concept design,” “Wireframing,” “Creation of detailed mock-ups” and “User testing,” to name just a few design-related activities.

Deliverables• List the documents that will be delivered. This doesn’t need to include internal

working documents, like spreadsheets and analysis documents. It should only include things stakeholders or other teams will see, as well as assets that appear in a product or service that customers may see.

Risks• This is a list of potential future events that can have a negative impact on the project.

For instance, recruiting users for testing may be a risk for target groups that are difficult to get to: in this case the impact would be slippage in testing timelines or a reduced sample size. You can also list how you might mitigate known risks here.

Milestones• List the key dates and events that frame the overall timeline of the project. This

doesn’t need to be a detailed project plan. It should include things like “workshop with senior management,” “user testing sessions” and a launch date.

Constraints• Time and money are always constraints, and you need not list them here. Resources

are also a typical constraint, so only list exceptional resource constraints. The focus should be on overarching limitations on work products and processes. For design, this may be something like: “the designs must comply with the CI guidelines.” Include technology and platform constraints here as well. For instance, if a website needs to work on an iPad and smartphone, you’ll want to know about it from the very beginning.

Scope• Finally, define the scope of the project. List the features and functions that are in

consideration on the project. Also list what is NOT in scope here, if known. Information in this box is helpful in fighting scope creep later on in the project.

Open Innovation Canvas

https://canvanizer.com/new/open-innovation-canvas

StrategyThis block should reflect our existing strategy and strengths (DNA of the company) and specify the specific goals behind an effort or project. Questions to ask:• What are our core competencies?• Which DNA is the basis of all our actions?• Are values and goals such as innovation and openness anchored in our strategy?• What do we want to achieve with this effort or project?

MarketThe block "Market" describes the target market for a company or product, as well as any markets that could introduce new knowhow, technology or ideas into our markets. Questions to ask:• How well do we know our markets and their environment (competitors, legal and sociocultural

framework conditions)?• Which target groups do we address in our markets?• Are there new markets that influence our markets?• Are there new markets where our know-how would be interesting in?

TrendsIn "Trends" we look at the trends that influence our industry & markets and investigate how we are making use of these trends. Questions to ask:• Which trends (political, economical, social, technological, environmental and legal) influence your

products, company and markets?• How do we gather trends from our environment?• Do we observe and assess trends systematically?• How do we utilize these trends regarding to our strategy, technology and IP, processes, networks and

products?

Product(s)The block "Product(s)" looks at the products and services we are already offering or want to offer to the market. Questions to ask:• Which value do our products deliver (value proposition) and which needs do we fulfill with it?• Do the values of our products complement each other?• Where are our products on the Technology S Curve?• Which roles do technology push and market pull play for our products?• Which technologies, IP and knowledge do we use for our products? Where do we get them from?

Network"Network" looks at all partners we might be working with during the development of our products and the activities we push inside these networks. Questions to ask:• Which partners do we have in our network and which roles do they fulfill?• Which partners could support our network reasonably?• Which processes for scouting and partner treatment do we foster?• What is the structure of our network? (width / depth, formal / informal)

Technology"Technology" visualizes the technology and intellectual property we might already have or need in order to successfully develop our products. We also look at how we work with these. Questions to ask:• Which technologies or IP do we have or need?• Are there internal structures and processes for the handling of technology and IP? (especially when

coming from external sources)• How do we use technology and IP? (especially Inside-Out approach)• Who brings new technologies and IP into our organization?

ProcessThe block "Process" takes a look into all the innovation processes we might have in place and all the processes we need to connect the different building blocks in our model. Questions to ask:• How do the processes for product development, idea management and business model development look

like?• Do the processes connect our people, our knowledge and our networks with respect to our culture and

strategy?• How does our innovation controlling look like?• When and how are external partners (customers, supppliers, research facilities, competitors) and their

knowledge included in the product development process?

Culture"Culture" describes shared values, mindsets and visions of our people and their tie to our processes. Questions to ask:• Is there a common appreciation of values, behaviour, norms and attitudes?• Which possibilities do we offer our employees to work creatively, across departments and with self-

initiative?• How important are technology orientation, market orientation, entrepreneurial orientation

(Intrapreneurship) and orientation towards learning in our organization?• Which role plays failure inside our organisation?• Is our culture mirrored in our processes?

PeopleThe block "People" describes all the departments, teams and individuals that are needed within and outside of our organisation. The people have to represent all the connections between other building blocks. Questions :• Which organizational roles and responsibilities are assigned?• Are there persons in the company which represent defined points of intersection with our network?• Which roles do people have that operate outside our network?

SWOT Analysis Canvas

https://canvanizer.com/new/swot-canvas

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