06
Key Resources Building Block in Business Model Canvas
© Entrepreneurial Insights based on the concept of Alex
Osterwalder
This post covers the
next building block of the Business Model Canvas, which is Key
Resources. In this post, we will look at 1) key resources, 2) types
of key resources, 3) key resources and value propositions (section added),
4) key resources according to types of businesses, and 5)two case studies.
KEY
RESOURCES
Key resources are the
main inputs that your company uses to create its value proposition, service its
customer segment and deliver the product to the customer. These are the most
important things you need to have for your business model to work and business
models are usually based on a number of tangible and intangible resources.
These are the main assets that your company, in particular, requires to create
the end product, and these are usually differentiated from the key resources
being utilized by your competitors. Key resources deal with the operational end
of the business spectrum and define what kind of materials you need, what kind
of equipment is required and the types of people you need to employ. This
aspect plays a direct role in bringing your value proposition to life for your
chosen customer segment and defines the minimum you need to have to deliver to
your customers.
The business model of
an organization is a major indicator of the type of key resource being utilized
by the company. Hence, there is a clear difference between the key resources
employed by a microchip manufacturer and a microchip designer. The microchip
designer will probably consider his human resources as the key resource, while
the manufacturer will favor his production hardware as his key resource.
Key resources are
directly relevant to the number and type of key activities your company engages
in. Ultimately, the quality of your key resources will impact the
sustainability and profitability of your company. For example, if your company
doubled its sales in a year, and started growing beyond your expectations, you
would only be able to handle such growth if you are fully cognizant of what
your key resources are and what impact such increased demand would have on
them. Hence, you need to be able to tell whether your physical resources would
be able to provide for such demand or require additional investment. Similarly,
will your current human resources suffice or will additional talent need to be
recruited to meet business requirements and so on.
TYPES
OF KEY RESOURCES
Key resources can be
categorized into four broad types; physical,
intellectual, human and financial. In addition, a company has the option of
leasing its key resources or owning them as well as taking on key partners who
would provide access to these resources.
1. Physical resources
Physical assets are
tangible resources that a company uses to create its value proposition. These
could include equipment, inventory, buildings, manufacturing plants and
distribution networks that enable the business to function.
A microchip
manufacturing company like Intel needs semi-conductor plants as a key resource
and without adequate infrastructure available, the organization will fail to
innovate and keep up with its business customer demands and needs.
2. Intellectual
resources
These are
non-physical, intangible resources like brand, patents, IP, copyrights, and even
partnerships. Customer lists, customer knowledge, and even your own people,
represent a form of intellectual resource. Intellectual resources take a great
deal of time and expenditure to develop. But once developed, they can offer
unique advantages to the company. Nike and Sony are heavily dependent on their
brand to sell their products to a customer segment that is devoted to the
brand. Similarly, Microsoft and Adobe rely on software that have been tweaked
and perfected over years of trial and error. Some businesses have very strong
intellectual resources. Google is currently buying a patent library from Nortel
to boost up its intellectual resources.
From the years 2000
and 2012, companies have increasingly realized the significance of intellectual
resources. This can be seen through the visible increase in patents being filed
in the United States. The number of patents filed by Google
between 2011 and 2012 grew by 170%. Apple’s patents grew by 68% in the
same time period. Hence, companies have started to see patents as a major
driver of their business and growth.
3. Human resources
Employees are often
the most important and yet the most easily overlooked assets of an
organization. Specifically for companies in the service industries or require a
great deal of creativity and an extensive knowledge pool, human resources such
as customer service representatives, software engineers or scientists are
pivotal.
FedEx truck drivers
are the human resources that combine with the physical resource, such as the
trucks to create deliver the product to FedEx customers and create the
signature FedEx experience. Novartis, the pharmaceutical giant, is highly
dependent on its team of top scientists, as well as its highly qualified sales
force to create and sell its medicines to doctors. Similarly, UBS Wealth
Management is one of the premier banks in the world, but without its team of
refined and knowledgeable bankers, UBS would fail to garner the same customer reviews
and satisfaction as it does currently.
4. Financial resources
The financial resource
includes cash, lines of credit and the ability to have stock option plans for
employees. All businesses have key resources in finance, but some will have
stronger financial resources than other, such as banks that are based entirely
on the availability of this key resource. Similarly, China Life insurance sells
insurance to its wide customer base. However, if China Life Insurance does not
have sufficient capital to cover insurance claims, it will not be able to
survive in the market.
For a car
manufacturer, the physical resources are in the facilities such as assembly
robots. Another key resource could be intellectual property such as patents and
even customer intelligence. The latter would come in very handy specifically
knowing their preferences when you want to offer repeat customers special
discounts and deals. For car manufacturers, designers would be a key human
resource. In terms of financial resources, a manufacturer will require capital
to invest in infrastructure and inventory but can additionally also be used to
provide customers with the option of buying cars on lease or taking out a loan
on better terms than those provided by banks or other financial institutions.
KEY
RESOURCES AND VALUE PROPOSITIONS
The quality and nature
of an organization’s key resources command how well the same organization is
able to fulfill its value proposition. For example in the case of a car
manufacturer, if the value proposition is a long-lasting vehicle with
sustainable quality, by providing a financing option, you can ensure that your
customer segment who values a long-lasting vehicle but can’t afford it and must
therefore go for a cheaper option, can still purchase your product. Similarly,
the top designer in your company doesn’t just have functional value but also
value in terms of how customers and competitors view you and your product.
Hence, if Jonathan Ive leaves Apple, it would impact how consumers and
competitors view the products of Apple. Nothing is a key resource in itself but
is always serving a particular aspect of your total value proposition.
KEY
RESOURCES ACCORDING TO TYPES OF BUSINESSES
The business model
canvas stipulates that all businesses can be categorized into three types. All
three of these categories contain businesses with similar key resource
requirements. Thesethree categories are Product
Driven Businesses, Scope driven Businesses and Infrastructure Driven
Businesses.
Product Driven
Businesses
These are companies
that focus all their functions on the creation and sale of a product. This
product has unique characteristics and a customer segment willing and eager to purchase
it. Key resources for such businesses are intellectual and human; since
typically these organizations have intellectual property and expertise in their
particular industry and niche. Rovio is the creator of the famous mobile game
called Angry Birds is one such example.
Scope Driven
Businesses
These are dedicated to
providing a value proposition to a particular customer segment. An organization
aiming to specialize in being the IT provider to all
Law firms within an area would fall under the banner of a Scope Driven
Business. Such businesses have key resources in their well-developed
intelligence about their target customer segment, an established set of
processes and in some cases infrastructure such as specialized service centers.
Infrastructure Driven
Businesses
These, as the name
suggests, achieve profitability through leveraging their developed and
implemented infrastructure. The telecommunications industry invests heavily in
developing the telecommunications infrastructure in a country and then reaps
the rewards for years with only minor investments to keep their systems
updated. Retailers are also infrastructure driven businesses because they
depend primarily on their established infrastructure to sustain their
profitability in the long-term.
Common Mistakes
Many entrepreneurs
when evaluating what the key resources should be for their business fail to
think strategically. Instead, they come up with generic resources that would be
common in any business in the industry they are operating in. It is imperative
at this point to do an evaluation of each of the key resources listed on the
canvas and check whether the resource mentioned is essential to the success of
the business or not. For example, talented human resources are a necessity for
most businesses but one needs to ponder on whether they form the very building
block upon which the success or failure of the company depends on.
CASE
STUDY
VISA cards
VISA is a technology
company providing payment solutions to banks globally. VISA itself does not
provide financial assistance or lines of credit to customers. Instead, it
provides banks and other financial institutions with an “Open Loop Payments
Network” that provides a medium of communication and sharing of information
between different companies across industries.
VISA provides value to
cardholders by giving them a safe, secure and convenient way to make
transactions. Merchants are able to provide their customers with added
convenience when they accept VISA cards and banks charge fees for the use of
the card, as well as transaction fees and late payment fees. VISA does this
through utilizing its key resources such as the global processing
infrastructure that the company has built over many years. This infrastructure
consists of geographically dispersed processing centers that are linked to each
other and which are programmed to minimize redundancy. VISA operations focus
heavily on managing and maintaining this infrastructure because it is key to
providing VISA customers with security, convenience, speed, and efficiency.
Eco-tourism
Let us consider an entrepreneur who has
inherited some wooded natural land. This land, however, was given to him under
certain stipulations such as he cannot cut down the trees and use them for
timber or make major changes to the landscape. However, the entrepreneur, after
much consideration came up with an idea that could provide him with a viable
business opportunity while respecting the stipulations the land came with. He
decided he could use the land for team retreats and adventure courses, like the
ones favored by middle managers of major corporations.
However, to attract
this kind of a customer segment the entrepreneur will need to install cabins
and create extensive adventure courses. These are all value propositions that
are capital-intensive, and the entrepreneur doesn’t have the resources to build
these amenities.
Considering how he
could acquire these key resources and build the business he was dreaming of,
the entrepreneur decided to target
another customer segment. He began to market to eco-tourists who revel in
natural, untainted land, a key resource he has in abundance. Eco-tourists do
not have a lot of money but the entrepreneur can offer hands-on sustainable
housing and organic farming opportunities, which the eco-tourists would be
happy to provide free labor for since it would give them the chance to practice
skills in an environment they would not normally have access to. In this way,
they would output the very resources that would form the value proposition for
the team-building activities of the entrepreneur’s main customer segment; the
corporate middle manager. Hence, the entrepreneur can use key resources he
currently has to service a secondary customer segment, which would then put him
in the position to obtain resources that would attract his primary customer
segment.
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