Tbl hc1v4

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  • Tbl hc1v4

    1. 1. The Bottom line
    2. 2. Introduction Introduction Course goals and outline Assignments The nature of problems assignment: the businessmodel
    3. 3. #TIIB#mindamp
    4. 4. • Twitter: @ecphaff #tbl• Facebook: Ernst Phaff• course wiki: thebottomline.pbwiki.com
    5. 5. Course goals Make sense of a businessproblems so you can propose a course of action. Understanding the nature of (business) problems Understanding how a business interfaces with its enviroment
    6. 6. Cracking cases... understanding the “business” understanding the “problem” coming up with “options” deciding the best course of action making a plan
    7. 7. Outline Lecture 1: introduction nature of problems assignment: the businessmodel Lecture 2 the businessmodel canvas under pressure: the nature of innovation assignment: propose a better business Lecture 3: the businessmodel canvas, iteration assignment: the customers perspective
    8. 8. Lecture 4: Improving you value proposition Real person, real problem: lean startup methodLecture 5: Making decisionsLecture 6: Putting it together
    9. 9. Main perspectives Complexity theory & effectuation The businessmodel canvas no book: check the wiki for background stuff, assignments and the sheets
    10. 10. The idea of TBL 70% - 20% - 10% & CFIMITYM
    11. 11. Final Assignment 1 operationalized businessmodel canvas this test will show if you can quickly get an understanding of how a business “fits” in an enviroment, where adjustments can be made, and what these adjustments might do to your profits... presented in a 10 minute video 1 critique of a business strategy using the tools and concepts of the course.
    12. 12. http://youtu.be/nEl0NsYn1fU
    13. 13. Businesses are much like moon travel
    14. 14. “The mantra of resilience is early detection, fast recovery, rapid exploitation.”http://www.cognitive-edge.com/blogs/dave/2011/03/the_mantra_of_resilience.php
    15. 15. Is this a “normal” problem or and “exceptionalproblem?
    16. 16. Opportunity: Coup d’Oeil When all is said and done, it really is the commanders coup dœil, his ability to see things simply, to identify the whole business of war completely with himself, that is the essence of good generalship. Only if the mind works in this comprehensive fashion can it achieve the freedom it needs to dominate events and not be dominated by them.
    17. 17. “a fool with a tool is still a fool”
    18. 18. Complexity
    19. 19. Turbulence
    20. 20. illustration...: the marshmallow challenge 20 spaghetti sticks 1 marshmallow 1 m of tape build the highest structure to hold a marshmallow at the pinnacle the structure must “stand” highest standing structure wins
    21. 21. Your mission, should you choose to accept it... This is a primer for the businessmodel topic for next week Form groups of max 4 persons visit one of these places: Vapiano (for lunch/dinner) Bazar (for lunch / dinner) Dudok (for coffee) Coffee company (for coffee) Cafe de witte aap (for drinks) Warung Mini (for a late night snack) Shabu-Shabu (for dinner) the Tiki-Bar (for drinks) Do not use Google! make a picture to prove that you’ve been there in person. Do not tell anyone that it’s for a project
    22. 22. Answer these questions (make sure you can present them nextweek) “who is buying?” “why? what are their motivations” “what is being sold?” “estimate their turnover” “what are key points in their businessmodel” bonus: think of a way to improve the businessmodel
    23. 23. Next week: building a businessmodel out of your findings coming up with options, fast...

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