International Business Plan

INNOVATION TECHNIQUES:
Design Thinking
Business Model CANVAS

Professor: Dr. Manuel Ruiz Hurtado

Session Content

• Methodology explanation
• Defining groups
• Course Contextualization
• Business plan
• Design Thinking
Learning Outcome

ready to iterate
At the understand Design generate a and elaborate a
students Thinking as a
end of the product or Canvas model
session creative tool service of their
business idea.
¿What is Design Thinking?

Intro Video
Design Thinking

It is a tool designed to create products, services or solutions, based on facing management and

development problems of a project using a designer’s approach to analyze and solve those

problems in an innovative way.

3 Key Concepts in Design Thinking

User: Who is my client?

Need: What does he/she need?
Insight: What are his/her emotions, desires, expectations, etc?
What are we looking for?

Human needs are in the center and getting a solution humanly desirable,
technically feasible and economically profitable.
Fuente: kforce.com
Transformation
Design Thinking Process
1. EMPATHIZE:

Understand Customers/Users:

User Feedback, Persona and

Empathy Map.
 2. DEFINE

Define Clear Project/Business Objectives.

Point of View, How Might We, Design

Brief, Stakeholder Map, Context Map,

Opportunity Map and Customer Journey

Map.
 3. IDEATE

Explore Ideas and Solutions:

Ideation Methods, Divergent Method,

Convergent Method, Prioritization Map,
Affinity Map and Ideas Evaluation Matrix.
 4. PROTOTYPE

Build and Visualize Ideas and Solutions:

Physical prototypes, Wireframes and

Storyboards
 5. TEST

Review and Decide:

User Feedback and Prototype Evaluation

SUMMARIZING
Homework 2

https://hbr.org/2012/05/when-ingenuity-saves-lives
Case study

1. What was the problem they wanted to solve?

2. What was the first idea?

3. Was there a problem with the first idea?

4. What did you learn about this case?

Practicing Design Thinking

Be more open, talk to your customers,

partners, share the experience

Believe in your prototype

Be more curious
Change your mindset
 Homework 1: Improving customer service in a banking
institution

The bank hires them to develop, through the use of Disign

thinking tools, a solution to improve customer service,
specifically in the waiting times to be attended.Many
customers have complained that they wait a long time to be
served.

Unfortunately, it is not possible to expand the store or add

more cashiers, so some ideas are needed to solve this problem.

Develop the steps shown in class and research a solution.

 Homework 3

In groups they will pose a problem of any business and propose

a solution using the tools of design thinking.

The presentation will be only in PPT and by one student of the

group.

For the next assignment it will be another student, in this way

everyone will participate.
 EXAMPLES OF DESIGN THINKING: NETFLIX

Although many companies have successfully used design thinking, Netflix has repeatedly leveraged it to
become an industry giant. During the company’s inception, its main competitor, Blockbuster, required
customers to drive to brick-and-mortar stores to rent DVDs. The process was the same for returns, which
was a major pain point for many. Netflix eliminated that inconvenience by delivering DVDs directly to
customers’ homes with a subscription model.
While this revolutionized the movie industry, Netflix’s real success has been in its innovation over the years.
For example, when the company realized DVDs were becoming outdated, it created an on-demand
streaming service to stay ahead of the curve. This also inadvertently eliminated the inconvenience of having
to wait for DVDs.
Subsequently, in 2011, Netflix took its design thinking one step further and responded to customers’ need
for original, provocative content that wasn’t airing on traditional networks. Later, in 2016, it improved its
user experience by adding short trailers to its interface. Each of Netflix’s major updates was in response to
customers’ needs and driven by an effective design thinking process.
BUSINESS MODEL CANVAS
Business
Model Canvas
A business model describes the
fundamentals of how an
organization creates,
develops and captures
value
Alex Osterwalder
9 Areas
1 Customer segments

Customer groups represent separate segments if:

• Their needs require and justify a distinct offer.

• They are reached through different Distribution Channels.
• They require different types of relationships.
• They have substantially different profitabilities.
• They are willing to pay for different aspects of the offer.

Mass market
Niche market
Segmented
Diversified
Multi-sided platforms (or multi-sided markets)
 2 Value propositons

What value do we deliver to the customer? Which one

of our customer’s problems are we helping to solve?
Which customer needs are we satisfying? What
bundles of products and services are we offering to
each Customer Segment?

Newness Design
Performance Brand/status
Customization Price
“Getting the job done” Cost reduction
Accessibility Risk reduction
Convenience/usability
3 Chanels

Through which Channels do our Customer Segments

want to be reached? How are we reaching them
now? How are our Channels integrated? Which ones
work best? Which ones are most cost-efficient? How
are we integrating them with customer routines??
 4 Customer Relationships

What type of relationship does each of our Customer

Segments expect us to establish and maintain with them?
Which ones have we established? How costly are they?
How are they integrated with the rest of our business
model?

Personal assistance
Dedicated personal assistance
Self-service
Automated services
Communities
Co-creation
 5 Revenue streams

For what value are our 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?

Asset sale Licensing

Usage fee Brokerage fees
Subscription fees Advertising
Pricing Mechanisms
Lending/Renting/Leasing
6 Key resources
What Key Resources do our Value Propositions require?
Our Distribution Channels? Customer Relationships?
Revenue Streams?

Physical
Intellectual
Human
Financial
7 Key activities
What Key Activities do our Value Propositions require?
Our Distribution Channels? Customer Relationships?
Revenue streams?

Production
Problem solving
Platform/network
8 Key partners
Who are our Key Partners? Who are our key suppliers?
Which Key Resources are we acquiring from partners?
Which Key Activities do partners perform?

Optimization and economy of scale

Reduction of risk and uncertainty
Acquisition of particular resources and activities
9 Cost structure
What are the most important costs inherent in our
business model? Which Key Resources are most
expensive? Which Key Activities are most expensive?

Cost-driven Fixed costs

Variable costs
Economies of scale
Value-driven Economies of scope
Bibliography

• Harvard Business Review

• Forbes
• https://www.designkit.org/
• Osterwalder, A., Pigneur, Y., Bernarda, G., Smith, A. (2014) Value
Proposition Design: How to Create Products and Services Customers
Want, John Wiley & Sons.
Thanks so much