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Business model
Part # 1: What do you do?
Part # 2: Why do you do what you do? What is the purpose?
Part # 3: What needs do users have? Wh...
Part # 1
What do you do?
Products
Customer
experiences

Services
Industry attractiveness

http://www.mckinseyquarterly.com/Strategy/Strategic_Thinking/Enduring_ideas_The_GE-McKinsey_nine-...
Seeking out the new and unusual
should be the strategist’s aim.

https://www.mckinseyquarterly.com/Strategy/Strategic_Thin...
http://www.quicksprout.com/2011/01/20/my-5-favorite-but-often-ignored-marketing-tactics/
http://images.businessweek.com/ss...
Strategic positioning means performing
different activities from rivals’ or performing
activities in different ways.

http...
A company’s strategy is determined by the
types of initiatives that management invests in.

Source
Clayton Christensen.
ht...
Market
growth

Question marks

Stars

Cash cows

Market share
Adapted from the bcg matrix.
Market
growth

Question marks

Stars

Try out ideas with
growth potential.

Develop great concept
further.
Cash cows

Look...
Low
market share

High
market share

Question marks
 Select ideas with the
High growth largest potential.
 Invest in ide...
Strategic innovation sweetspot

Purpose

Trends

Different types of capital

http://blogs.hbr.org/govindarajan/2011/03/tod...
Further inspiration
http://www.slideshare.net/frankcalberg/improve-the-customer-experience
http://www.slideshare.net/frank...
Part # 2
Why do we do what we do?
What is the purpose?
Further information
http://www.slideshare.net/frankcalberg/what-is-the-company-purpose
http://www.frankcalberg.com/strateg...
Part # 3
What needs do users have?
Why do they have these needs?
Further inspiration

http://www.scribd.com/doc/56785190/Customer-Needs
Part # 4
In which markets do you work?
Where are the users of your
products / services?
Management’s overriding goal is to position a
company and its products where the market
opportunity is highest.

https://w...
80% of growth is explained by decisions about
where to compete or by market selection.

http://www.mckinsey.com/Insights/S...
Where are people who need / want what you do?
1. On a certain street.
2. In a certain village.
3. In a certain part of a c...
Low cost

Broad
target

Differentiation

Low cost strategy

Differentiation strategy

Narrow
target
Examples
Certain
peopl...
When you go to a foreign market, remember that you
are not trying to serve the whole market. You are
looking for the segme...
Further information
http://www.frankcalberg.com/globalization
http://www.frankcalberg.com/globalmarkets
Part # 5
What communication and
distribution channels do you use?
Why?
Supplier partners

You
Agent

Internet
Wholesaler
Retailer / shop / school / hospital / platform
Users
To reduce the time it takes to distribute products to
customers, Zara, Dell, and Timbuk2 work with
production facilities t...
Instead of building large stocks of furniture, as its
competitors do, MyFab provides a catalog of potential
designs.
Custo...
By processes, we mean the patterns of interaction,
coordination, communication, and decision making
employees use to trans...
Further inspiration
http://www.slideshare.net/frankcalberg/11-advantages-of-using-a-blog-for-teaching
http://www.slideshar...
Part # 6
Which types of capital
do you have? Why?
Further inspiration
http://www.scribd.com/doc/36349465/Capital
Part # 7
Who are your supplier
partners? Why?
Source
Magretta, Joan: Understanding Michael Porter: The essential guide to competition and strategy.
http://www.mckinseyquarterly.com/Strategy/Strategic_Thinking/Enduring_Ideas_The_business_system_2379
Further inspiration
https://delicious.com/frankcalberg/crowdsourcing
Part # 8
How are you paid / supported /
praised for what you do?
Further inspiration
https://delicious.com/frankcalberg/crowdfunding
http://www.slideshare.net/frankcalberg/how-are-people-...
Part # 9
Which cultures, leaders, and
ways of organizing will help
make things work?
Further inspiration

http://www.frankcalberg.com/culturechange
Thank you for your interest. For further inspiration and personalized
services, please feel welcome to visit http://frankc...
Business model
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Transcript of "Business model"

  1. 1. Business model
  2. 2. Part # 1: What do you do? Part # 2: Why do you do what you do? What is the purpose? Part # 3: What needs do users have? Why do they have these needs? Part # 4: In which markets do you work? Where are the users of your products / services? Part # 5: What communication and distribution channels do you use? Why? Part # 6: Which types of capital do you have? Why? Part # 7: Who are your supplier partners? Why? Part # 8: How are you paid / supported / praised for what you do? Part # 9: Which cultures, leaders, and ways of organizing will help make things work?
  3. 3. Part # 1 What do you do?
  4. 4. Products Customer experiences Services
  5. 5. Industry attractiveness http://www.mckinseyquarterly.com/Strategy/Strategic_Thinking/Enduring_ideas_The_GE-McKinsey_nine-box_matrix_2198 Competitive strength
  6. 6. Seeking out the new and unusual should be the strategist’s aim. https://www.mckinseyquarterly.com/Strategy/Strategic_Thinking/Hidden_flaws_in_strategy_1288
  7. 7. http://www.quicksprout.com/2011/01/20/my-5-favorite-but-often-ignored-marketing-tactics/ http://images.businessweek.com/ss/08/02/0225_doodles/index_01.htm http://www.jarche.com/2010/05/heads-you-win-tails-you-lose/ Sources
  8. 8. Strategic positioning means performing different activities from rivals’ or performing activities in different ways. http://www.ipocongress.ru/download/guide/article/what_is_strategy.pdf
  9. 9. A company’s strategy is determined by the types of initiatives that management invests in. Source Clayton Christensen. http://hbr.org/2010/07/how-will-you-measure-your-life/ar/pr
  10. 10. Market growth Question marks Stars Cash cows Market share Adapted from the bcg matrix.
  11. 11. Market growth Question marks Stars Try out ideas with growth potential. Develop great concept further. Cash cows Look out for new “question marks” to invest in. Market share Adapted from the bcg matrix.
  12. 12. Low market share High market share Question marks  Select ideas with the High growth largest potential.  Invest in ideas with the largest potential. Stars  Growth strategy.  Invest to stay innovative and efficient. Low growth Adapted from the bcg matrix. Cash cows Invest money generated from cash cows in ”question marks” / new promising ideas.
  13. 13. Strategic innovation sweetspot Purpose Trends Different types of capital http://blogs.hbr.org/govindarajan/2011/03/todays-innovative-idea-can-ris.html
  14. 14. Further inspiration http://www.slideshare.net/frankcalberg/improve-the-customer-experience http://www.slideshare.net/frankcalberg/pestel
  15. 15. Part # 2 Why do we do what we do? What is the purpose?
  16. 16. Further information http://www.slideshare.net/frankcalberg/what-is-the-company-purpose http://www.frankcalberg.com/strategychange
  17. 17. Part # 3 What needs do users have? Why do they have these needs?
  18. 18. Further inspiration http://www.scribd.com/doc/56785190/Customer-Needs
  19. 19. Part # 4 In which markets do you work? Where are the users of your products / services?
  20. 20. Management’s overriding goal is to position a company and its products where the market opportunity is highest. https://www.mckinseyquarterly.com/Best_practice_does_not_equal_best_strategy_809
  21. 21. 80% of growth is explained by decisions about where to compete or by market selection. http://www.mckinsey.com/Insights/Strategy/The_art_of_strategy?cid=strategy-eml-alt-mkq-mck-oth-1310
  22. 22. Where are people who need / want what you do? 1. On a certain street. 2. In a certain village. 3. In a certain part of a city. 4. In a certain city. 5. In a number of cities across a region. 6. In a certain region of a country. 7. In a certain country. 8. In a certain number of countries. 9. On a certain continent. 10. On certain continents. 11. All over the world. Adapted from http://www.strategy-business.com/article/cs00002?pg=all
  23. 23. Low cost Broad target Differentiation Low cost strategy Differentiation strategy Narrow target Examples Certain people and/or countries Differentiation focus strategy Low cost focus strategy Example Young people in Tanzania. http://www.slideshare.net/IanMcCarthy/when-customers-get-clever-managerial-approaches-to-dealing-with-creative-consumers
  24. 24. When you go to a foreign market, remember that you are not trying to serve the whole market. You are looking for the segment that values what you do. So when you go to Spain, don’t try to compete like existing Spanish companies. Michael Porter Magretta, Joan: Understanding Michael Porter: The essential guide to competition and strategy, location 2550.
  25. 25. Further information http://www.frankcalberg.com/globalization http://www.frankcalberg.com/globalmarkets
  26. 26. Part # 5 What communication and distribution channels do you use? Why?
  27. 27. Supplier partners You Agent Internet Wholesaler Retailer / shop / school / hospital / platform Users
  28. 28. To reduce the time it takes to distribute products to customers, Zara, Dell, and Timbuk2 work with production facilities that are close to end customers. Source http://hbr.org/2011/05/how-to-build-risk-into-your-business-model
  29. 29. Instead of building large stocks of furniture, as its competitors do, MyFab provides a catalog of potential designs. Customers vote on them, and the most popular ones are put into production and shipped to buyers directly from the manufacturing sites - with no retail outlets, inventories, complicated distribution, or logistics networks. http://hbr.org/2011/05/how-to-build-risk-into-your-business-model
  30. 30. By processes, we mean the patterns of interaction, coordination, communication, and decision making employees use to transform resources into products and services of greater worth. Such examples as the processes that govern product development, manufacturing, and budgeting come immediately to mind. http://hbr.org/2000/03/meeting-the-challenge-of-disruptive-change/ar/1
  31. 31. Further inspiration http://www.slideshare.net/frankcalberg/11-advantages-of-using-a-blog-for-teaching http://www.slideshare.net/frankcalberg/twitter-for-education
  32. 32. Part # 6 Which types of capital do you have? Why?
  33. 33. Further inspiration http://www.scribd.com/doc/36349465/Capital
  34. 34. Part # 7 Who are your supplier partners? Why?
  35. 35. Source Magretta, Joan: Understanding Michael Porter: The essential guide to competition and strategy.
  36. 36. http://www.mckinseyquarterly.com/Strategy/Strategic_Thinking/Enduring_Ideas_The_business_system_2379
  37. 37. Further inspiration https://delicious.com/frankcalberg/crowdsourcing
  38. 38. Part # 8 How are you paid / supported / praised for what you do?
  39. 39. Further inspiration https://delicious.com/frankcalberg/crowdfunding http://www.slideshare.net/frankcalberg/how-are-people-paid-for-what-they-do
  40. 40. Part # 9 Which cultures, leaders, and ways of organizing will help make things work?
  41. 41. Further inspiration http://www.frankcalberg.com/culturechange
  42. 42. Thank you for your interest. For further inspiration and personalized services, please feel welcome to visit http://frankcalberg.com Have a great day.
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