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Understanding Business Models & Monetization Strategies in Entrepreneurship

Explore the principles of business models in entrepreneurship, focusing on key elements like customer segments, value propositions, revenue streams, and more. Delve into the cost structure and key resources needed for success. Dive into a case study on Netflix to grasp how a top streaming provider operates its business model effectively.

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Understanding Business Models & Monetization Strategies in Entrepreneurship

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  1. Entrepreneurship for Computer Science Entrepreneurship for Computer Science CS 15-390 How to Monetize Your Product? – Part II Lecture 10, October 23, 2023 Mohammad Hammoud

  2. Today… • Last Lecture: • How to monetize your product? - Part I • Today’s Lecture: • How to monetize your product? – Part II • Announcements: • Midterm grades are out • Project presentations are on October 25 (you will present your progress in implementing your ideas)

  3. Entrepreneurship Paradigm A System of Functions Paradigm: Functions Identify & Research a Market Found or Co-found a Company Build a Business Model Identify a Problem Build a Prototype Bootstrap and/or Raise Angle Fund Raise Market & Operate Build a Culture Build an MVP Professional Money Scale Exit

  4. Entrepreneurship Paradigm A System of Functions Paradigm: Functions Identify & Research a Market Found or Co-found a Company Build a Business Model Identify a Problem Build a Prototype Bootstrap and/or Raise Angle Fund Raise Market & Operate Build a Culture Build an MVP Professional Money Scale Exit

  5. The Nine Building Blocks of Business Models Customer Segments Value Propositions Channels Customer Relationships Revenue Streams Key Resources Key Activities Key Partnerships Cost Structure

  6. The Nine Building Blocks of Business Models Customer Segments Value Propositions Channels Customer Relationships Revenue Streams Key Resources Key Activities Key Partnerships Cost Structure

  7. Key Resources • The key resources are the assets required to offer your value propositions • Major Types: • Human (e.g., engineers, doctors, etc.,) • Physical (e.g., facility, buildings, vehicles, machines) • Digital (e.g., app, content, etc.,) • Perceptual (e.g., brand) • Financial (e.g., cash) • Intellectual (e.g., IP, patents, etc.,)

  8. The Nine Building Blocks of Business Models Customer Segments Value Propositions Channels Customer Relationships Revenue Streams Key Resources Key Activities Key Partnerships Cost Structure

  9. The Nine Building Blocks of Business Models Customer Segments Value Propositions Channels Customer Relationships Revenue Streams Key Resources Key Activities Key Partnerships Cost Structure

  10. Key Activities • The key activities are the activities required to offer your value propositions (i.e., without them you cannot offer your value propositions) • For Microsoft, software development • For Apple, supply chain management • For McKinsey, problem solving

  11. The Nine Building Blocks of Business Models Customer Segments Value Propositions Channels Customer Relationships Revenue Streams Key Resources Key Activities Key Partnerships Cost Structure

  12. The Nine Building Blocks of Business Models Customer Segments Value Propositions Channels Customer Relationships Revenue Streams Key Resources Key Activities Key Partnerships Cost Structure

  13. Key Partnerships • The key partnerships are the suppliers and partners that enable you to: • Optimize the allocation of your resources (it might be illogical for your startup to own all resources or perform every activity by itself) • Reduce risk • Major Types: • Strategic alliances between non-competitors • Strategic partnerships between competitors • Joint ventures to develop new businesses • Buyer-supplier relationships to assure reliable supplies

  14. The Nine Building Blocks of Business Models Customer Segments Value Propositions Channels Customer Relationships Revenue Streams Key Resources Key Activities Key Partnerships Cost Structure

  15. Cost Structure • The cost structure describes the costs incurred to produce your product or offer your service, alongside operating your business • Types: • Direct: Expenses that directly go into producing your product or providing your service • E.g., Salaries for software engineers to develop a technology product • Indirect: Expenses that allow you to operate (e.g., rent, utilities, general office expenses, indirect labor)

  16. Case Study: Netflix • Netflix is ​​currently the largest streaming provider of entertainment content on the planet — and perhaps the biggest responsible entity for the series growth of recent years • Let’s try to understand how its business model works via developing its business model canvas

  17. Key Partners Key Activities Value Propositions Customer Relationships Customer Segments • • • • • • Self-service Automated (AI recommendations) General (via website, email, chat, and telephone) Media producers TV networks (which license their content to Netflix) Consumer electronic producers such as X-Box & PlayStation (which bundle Netflix with their systems) Amazon AWS (Netflix is fully hosted on AWS) Investors Regulators Talents’ recruitment and retention Technology development Content offering Watch entertainment on-demand (where & when you want it) Target: Movies, series, shows, & documentaries lovers Type: Segmented • • • • • Major Elements: • Convenience • Price (very affordable) • Accessibility • Customization (personalized recommendations & user profiles) Key Resources Channels • • Physical (studio) Human (engineers, producers) Digital (app, website, content) Perceptual (brand) Intellectual (AI) • • Direct: Website & app, on any device Indirect: Cinemas • • • • • • Cost Structure Revenue Streams • • • • Subscription-based: o Basic (no HD & 1 screen at a time) o Standard (HD & 2 screens at a time) o Premium (Ultra HD & 4 screens at a time) Transactional + Revenue-sharing with Cinemas Content production & licensing Technology development Infrastructure (i.e., AWS) •

  18. Principle 8: Your Startup is like a Bird-- It Cannot Fly Without its Two Wings, the Product and the Business Model • Having a product is not enough, but a high-quality product • You can start with an MVP but you need to evolve quickly as you grow • You will not grow enough with a low-quality product Product • Having a high-quality product can get you somewhere even without a business model • Maybe your aim is to license your product or get acquired • E.g., WhatsApp Business Model • Having a high-quality product and an innovative business model will get you everywhere! • E.g., Google

  19. Next Lecture… • Financial Intelligence - Part I

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