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Modelos de negocios de exito canvas
 

Modelos de negocios de exito canvas

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Archivo de clases de generación de modelos de negocios, en defensa del plan de negocio.

Archivo de clases de generación de modelos de negocios, en defensa del plan de negocio.

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  • http://www.blogtrw.com/2011/04/aprendiendo-a-construir-una-startup/
  • Elementos que se describenNovedadMejora del rendimientoPersonalizacionEl trabajo hecho, ejemplo Rolls’Royce para fabricacion de motores de reaccion para aerolineasDiseñoMarca, estatusPrecioReduccion de costes ejemplo Sales force, en la nube reduce costosReduccion de riesgos, garantia de los carros, Accesibilidad, ponindo productos y servicios a disposicion de cleitnes que antes no tenian acceso a ellos. Esto se puede hacer con una iinovacion en modelos de negocios, una tecnologia nueva o combinacion de ambas.Comodidad Facilitar las cosas o hacerlas practicas. Tambien puede ser una fuente de valorAccesibilidad
  • Elementos que se describenNovedadMejora del rendimientoPersonalizacionEl trabajo hecho, ejemplo Rolls’Royce para fabricacion de motores de reaccion para aerolineasDiseñoMarca, estatusPrecioReduccion de costes ejemplo Sales force, en la nube reduce costosReduccion de riesgos, garantia de los carros, Accesibilidad, ponindo productos y servicios a disposicion de cleitnes que antes no tenian acceso a ellos. Esto se puede hacer con una iinovacion en modelos de negocios, una tecnologia nueva o combinacion de ambas.Comodidad Facilitar las cosas o hacerlas practicas. Tambien puede ser una fuente de valorAccesibilidad
  • Informacion, omo damos a conocer os productos o servicios Evaluacion, como ayudamos a nuestros clientes a evaluar la propuesta de valor Compra, como pueden nuestros clientes comprarEntrega Como entregamos Posventa, que servio de atencion posventa ofrecemos
  • Las relaciones con los clientes pueden estar basadas en las relaciones siguientesCaptación de clientesFidelizacion de clientesEstimacion de las ventasEjemplos de las categoriasAsistencia personal exclusiva, ejemplo banca privadaAutoservicio, no hay relacion directa con los clientesServicios automaticos, se usan para dar recomendaciones especificas ejemplo los servicios de recomendación automatica de una pelicula, marketplaces, Comunidaes. Comunidades en linea, GlaxoSmithKlinr creo una comunidad en linea privada cuando comercializo AlliCreacion colectiva, ejemplo amazon con los coemntarios de los libros, Netflix con el tomatometro, youtube, piden que se genere el contenido. WAZE!!!!!!! Es lo ultimo!!!
  • Venta de activos, venta de un producto fisico, amazon vende libros, fiat carrosCuota por uso, se bada en us servicio determinado, a mas uso mas se paga, hoteles cobran por noche, operador de celular cobra por minutos, suscripcion. Es el acceso ininterrumpido a un servicio, gimnasios, revista Dinero app, DEEZE.. Modelo de musica diferente a ITUNES. Cobra musica por suscripcionPrestamo, alquiler o leasing, fuente de ingresos de la consesion temporal ZIPCARLicencias.permite el uso de tecnologia patentada a cambio de licencias texnologiacas. Es la consesion de permiso para utilizar una propiedad intelectual a cambio de una licencia.Corretaje, gastos de corretaje, se derivan de los servicios de intermediación realizados a nombre de uno o mas partes. Proveedores de tarjeta de credito. Un porcentaje por cada transaccion de venta. Comiison de venta en intermediariosPublicidad, cuotas por publicidad de un productoPagina 33 mecanismos de fijacion de preciosFijos y dinamicos
  • Físico,instalacionesEconomico, si se necesita flujo de efectivoIntelectuales, marca, informacion privada, patentes, derechos de autor, asociaciones y bases de datos de clientes. Son dificiles de desarrollarHumana,
  • Resolución de poblemas, para servicios de consultoríaPlataforma, mantener la plataforma de IT,
  • Hay 4 tipos de asociacionesJoinVenture – empresas conjutas para crear nuevos negociosCOOpeticion – asociaciones estrategicas entre competidoresAlianzas estrategicas – entre no competidoresRelacion cliente proveedor – para garantizar el suministro de materia prima, costos etc
  • http://www.blogtrw.com/2011/04/aprendiendo-a-construir-una-startup/
  • FAST COMPANYPIVOTING FROM AUCTIONEERS TO ONLINE SELLERS--EBAY TAKES ON AMAZONNO LONGER IS EBAY JUST AN OUTLET FOR ATTIC COLLECTIBLES OR SARAH PALIN’S GUBERNATORIAL JET. THE AUCTION SITE IS TRANSFORMING INTO A FULL-SERVICE ECOMMERCE GOLIATH.BY: SIMONE BARIBEAUJohn Donahoe stood before investors a year after being appointed eBay CEO with a bleak assessment of the company’s performance.“Our core eBay business simply [has] not kept pace with the changing competitive environment nor kept pace with our customers’ needs,” Donahoe said in March 2009, before announcing his plan to turn the auction site around, a move that would pit it against goliath online retailer Amazon. “This is not acceptable to me or to you.”Ebay was one of the few major Internet companies impervious to the dotcom bust. It had been born with a business model so efficient that it had been instantly and consistently profitable--the now defunct Industry Standard once called eBay “unstoppable.” For the past five years, however, it had been spiraling downhill, its auction business failing to keep pace.Small wonder. The site had relied on its elegantly simple business model--to be a conduit for buyers and sellers to find each other without ever touching costly inventory. As a result it skimped on technological innovation. Its interface was ugly and its search engine outdated, making it difficult for shoppers to find the products they wanted. This was a fatal problem for a site that had been created as a “perfect market,” a place where people could meet and determine exactly how much a product was worth through a bidding process.Not only that, the market for people interested in selling used goods through auctions, eBay’s core business, was limited, and it had long been captured. And if eBay had an overarching strategy for acquiring assets in order to maintain its meteoric growth rates in a non-auction business, it wasn’t clear what that was. It purchased plenty: buying content-finding toolbar StumbleUpon for $75 million, apartment-listing website Rent.com for $400 million and, most infamously, Skype for $2.6 billion. But it later conceded it didn’t know what to do with any of them.And members of the eBay community, the term used from inception for eBay’s buyers and sellers, were grousing. Consumers complained about a lack of customer service and few protections if they bought counterfeit merchandise. Sellers criticized a lack of communication, with eBay making major changes to their fee structure or policies without warning. The relationship became so bad that at an eBay Live! Conference, a seller tried to storm the stage in anger.Meanwhile, Amazon, which after the tech bubble had been worth less than a third of eBay, set about proving that it wasn’t going to be just another dotcom flop. It moved from selling books to selling pretty much everything, and selling it cheaply and conveniently. It also pivoted in its own right, expanding from online retail to e-book manufacturing when it launched the Kindle. The result was a market cap that increased six-fold between 2001 and 2009, leaving it worth more than double the auction site.Donahoe wasn’t going to let eBay waste away like Yahoo, HP, and Myspace. Instead, he would change the outmoded online auction site for used goods into a tool that let people search for, browse through, and pay for any item, used or new, in season or out, and do it from anywhere. In effect, complete a standard zoom-out pivot, where the auctions would be just a single feature of a much more expansive company, launching it headfirst into Amazon’s domain.EBay “really started to think of itself, not as a [consumer to consumer] site, not as a used goods site, not as an auction site, but as an end to end ecommerce powerhouse,” said Devin Wenig, president of eBay Global Marketplaces, in a telephone interview. “At that point we began to significantly broaden what was sold in the marketplace.” At the same time, it developed PayPal as a second core business as part of its “end to end” shopping experience, which Fast Company covered in a separate video here.But Wenig argues that while the two are competing more in some areas, eBay had no plans to adopt Amazon’s business model. “Amazon is perhaps trying to be the last retailer left on Earth,” he said. “Ebay is not a retailer. We don’t own goods. We don’t want to do that. We want to be a partner to retailers and brands.”So, before it could take on the retail behemoth, it had to attract large retailers that could offer consumers a wider selection of popular items, rather than the long-tail collectibles it was known for, and provide them with more consistently positive experiences. (At the same time, eBay maintains it treats and values its smaller sellers just as much). It seemed a natural fit: retailers get more than 100 million potential buyers for their products on a site that, unlike Amazon, does not sell products of its own to compete with them.But in order to get big stores on the site it needed a more consistent experience: a search engine that worked, policies that protected buyers (and sellers) from fraud, and guarantees that policies wouldn’t change overnight, upending retailers’ sales strategies.EBay launched attacks on all fronts. It fixed its search engine, which presented unique technical problems, since a significant part of its business was still real-time auctions. It created a one-stop search engine that found results for all of its listings, rather than dividing items into core and non-core goods, tripling the number of products searched overnight. It improved the speed and accuracy of the results. Because of the changes, the number of items sold in the U.S. increased 8% in 2010, compared with 4% growth a year earlier.At the same time, it worked to improve its relationship with sellers. It changed the way it made major policy changes, making only two or three a year and discussing them ahead of time with retailers in order to give them time to adapt and to get their feedback. “Donahoe came in and really fixed these things,” said Scot Wingo, CEO of ChannelAdvisor, which helps retailers sell online.The result was that fixed price selling (a fairly reliable indicator of retail versus consumer sales) almost doubled from just over a third of overall sales in 2006 to almost two-thirds today. Big retailers are the “fastest growth segment” within that, but are probably still the smallest in total size, said Wenig, who declined to provide more specific figures. Among the stores eBay has attracted are Toys R Us, Barnes & Noble, and Timberland.The company also took eBay mobile, bringing it to consumers “at the mall or at the coffee shop or at the local boutique,” with apps that let people buy or sell directly from their phones, scan bar codes to more quickly upload items they want to hawk, virtually try on sunglasses, and identify clothes with similar patters to the ones they have a picture of. Mobile sales went from virtually nothing in 2008 to $13 billion in 2012. “Mobile is not a conceptual future drive for eBay,” wrote analysts at Cowen and Company. “It is a palpable driver of the business today.”.The results of the combined efforts is that eBay is no longer primarily an auction house. Instead, it’s a fast growing e-commerce tool. Net income increased almost tenfold between 2007 and 2011 to $3.2 billion. The number people who bought, bid on, or listed items on eBay increased 22% over that period, as more people logged on for new goods or through convenient mobile apps. Its stock price rose more than 68%, giving it a market cap of $66 billion, just shy of its 2004 peak, which it had reached shortly after meeting what had appeared to be an outlandishly optimistic three-year revenue goal.Ebay has declared victory. While it’s still worth only about half of Amazon, which has been experiencing its own spectacular growth, no longer is it just an outlet for attic collectibles or Sarah Palin’s gubernatorial jet. Today, you can buy Apple iPads or Barnes & Noble Nooks at a discount. But that’s not the end of eBay’s turnaround.Ebay plans to continue its transformation into an e-commerce giant. It’s “striving” to double its users in the next three to five years, as more people across the world gain Internet access, Donahoe said in October. It’s unveiling Cassini, a new search engine that will look through text, in addition to the headlines searched by the current system, as early as next year. It’s poised to take on Amazon’s personalized recommendations, recently launching a Pinterest-like feed that’ll make it easy for users to browse through stuff eBay thinks they may like, rather than to just go to the site when they know what they want to buy. And if you think Amazon’s delivery is fast, eBay’s testing out an even faster system in San Francisco and New York, where people can get same-day delivery service from brick and mortar stores, including Target, often within an hour.“We’re moving. We’re experimenting. We’re innovating,” Wenig said. “We’ve only just started.”[Image: Flickr user Geoffrey Gallaway]SIMONE BARIBEAUSimone Baribeau is a freelance writer based in Miami, Florida. She has written for Bloomberg News, the Financial Times and the business sections of the Washington Post and the Christian Science Monitor. Email her at simonebaribeau@gmail.com.CONTINUEJanuary 23, 2013 | 8:00 AM
  • Ebay was one of the few major Internet companies impervious to the dotcom bust. It had been born with a business model so efficient that it had been instantly and consistently profitable--the now defunct Industry Standard once called eBay “unstoppable.” For the past five years, however, it had been spiraling downhill, its auction business failing to keep pace

Modelos de negocios de exito canvas Modelos de negocios de exito canvas Presentation Transcript

  • Creando Modelos de Negocios de éxito Catalina Castaño
  • La etapa de Planeación debería Ser el momento mas puro Donde todas las barreras Se remueven Garr Reynolds
  • Comentado por Steve Blank. HBR. Mayo 2013 Todo el mundo tiene un plan… Hasta que reciben el primer golpe en la boca. Mike Tyson.
  • En defensa del Plan Negocios El plan de negocios es una herramienta más que ayuda al emprendedor a crear una ruta, al inversionista a informarle sobre la aplicación o vender el proyecto.
  • Antes de comenzar a redactar el plan, debe haber un modelo de negocio que haya sido validado por los clientes y socios potenciales por visionarios y usuarios con un problema que queremos solucionar.
  • teoría práctica
  • http://www.blogtrw.com/2011/04/aprendiendo-a-construir-una-startup/
  • Herramienta para el desarrollo de modelos de negocio Basado en el libro: Generación de Modelos de Negocio Alexander Osterwalder
  • Defina modelo de negocio Ejercicio
  • Mi modelo de negocio Constituye en una empresa De consultoría para todo tipo de empresas Para hacer consultoría según las necesidades De las empresas, pueden ser necesidades de Diferentes tipos y así poder ser mas flexibles y Aplicar el campo en el que me he desempeñado Los últimos años . Y bla bla bla…..
  • ???? Yo hablo varios idiomas Pero ese no lo entendí
  • El modelo de canvas es un lenguaje común para describir, visualizar, evaluar y cambiar modelos de negocios
  • Las caras del modelo de negocio Can Y 470 más…
  • Canvas = LIENZO
  • Y usamos Post Its ya que dan movilidad a las ideas! http://carlogos76.blogspot.com/2012/06/cartoon-cars-drawings.html
  • Donde integramos nuestras ideas visualmente
  • Diseñar Probar Pivotear Para diseñar, probar y pivotear
  • Diseñar
  • 9 bloques de Lenguaje común Para construir El modelo
  • 12 3 4 7 6 8 9 5
  • Segmentos de Mercado 1
  • Segmentos de Mercado Definen los diferentes grupos de personas o entidades que la empresa quiere servir Mercado masivomúltiples nicho de mercado Segmentado Diversificado 1
  • Propuestas de valor 2
  • Propuestas de valor Valor Para el cliente Necesidades que estamos satisfaciendo Qué le Ofrecemos A cada segmento El conjunto de productos o servicios que crean valor para un segmento especifico. Son Cuantitativos y/o Cualitativos Paquetes de Productos o Servicios Necesidades que estamos satisfaciendo 2
  • Canales de Comunicación yDistribución 3
  • Canales de Comunicación yDistribución 2. Evaluación 3. Compra 4. Entrega 5. Posventa 1. Información Cómo se comunica y llega a sus clientes para dar la propuesta de valor. Directos e indirectos. Propios y de socios. fases: 3
  • Relación con el Cliente4
  • Relación con el Cliente4 Auto servicio Servicio automático ComunidadAsistencia Personal Asistencia Personal Exclusiva Creación colectiva Describe los tipos de relaciones que se establecen con los segmentos
  • Flujos de ingresos 5
  • Flujos de ingresos Flujo de caja que genera una empresa en los diferentes segmentos de mercado. Pueden ser pagos puntuales o recurrentes Venta de activos Cuota Por Uso Cuota de Suscripción Licencias Publicidad 5 Corretaje
  • Recursos Clave 6
  • Recursos Clave Activos más importantes para que funcione el modelo de negocio Físico Económico Intelectual Humano 6
  • Actividades Clave 7
  • Actividades Clave Lo más importante que se debe hacer para que funcione el modelo 7 Producción Resolución de problemas Plataforma o red
  • Red de asociados 8
  • Red de asociados Red de proveedores y socios importantes para que funcione el modelo 8 Economías De Escala Reducción de riesgos Compras De Recursos o actividades
  • Estructura de costos 9
  • Estructura de costos Todos los costos incurridos para operar el modelo 9 Según costos Según valor Costos fijos Costos variables Economías De escala Economías De campo
  • Los modelos pueden comenzar En cualquiera de los bloques
  • Probar
  • Se prueban varios modelos, hasta que se selecciona el adecuado.
  • No hay hechos y respuestas dentro del edificio… Entonces salgan rápido y hablen Con los clientes Steve Blank
  • Como se prueba? Descubriendo al cliente Descubriendo cliente Validando con el cliente Creando al cliente Construyendo clientes pivotear Fuente Steve Blank
  • Probar •Problema •Cliente •Usuario •comprador Probar •Creación de demanda Probar •Canales Probar •Modelo de precios Probar •Tamaño de la oportunidad •Validar el modelo de negocios Probar •Canal •Aliados de clientes Probar •Producto •Tipo de mercado Competitivo Desarrollo ágil Equipo de Desarrollo De clientes
  • •Deje de Vender… comience a escuchar •Verifique sus hipótesis (presuntos) •Descubra constantemente •Esto lo hacen los emprendedores
  • Pivotear
  • Pivotear Aprender rápidamente del fracaso Imagen http://www.fastcompany.com
  • Ebay, está pivotenado su modelo original y exitoso de negocio por subasta, adaptándose a Los cambios del entorno para competir mano a mano con Amazon.com
  • Hay que probar los modelos rapidamente, de esta manera se pueden hacer Las correciones adecuadas. Al fin y al cabo, solo son supuestos. Hay que salir rápido a probar en el mercado
  • Fuente:
  • Presentaciones inspiradoras en el tema http://www.slideshare.net/catacas/savedfiles?s_title=modelos-de-negocio-the- business-model-generation&user_login=jcejas http://www.slideshare.net/giselledellamea/business-model-design- 3768633