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Workshop Business Model Generation, disampaikan pada "Preview Class SPM-Class", sabtu, 23 Maret 2012 @ LPIK ITB.

Workshop Business Model Generation, disampaikan pada "Preview Class SPM-Class", sabtu, 23 Maret 2012 @ LPIK ITB.

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    Workshop BMG Workshop BMG Presentation Transcript

    • Workshop“Business Model Generation”Preview SPM E-ClassLPIK ITB | 23 Maret 2012Panji Prabowo | @panjiprabowo
    • The Business Model Canvas
    • The Business Model Canvas
    • The Business Model Canvas
    • 8Customer Segments An organization serves one or several Customer Segments o Different groups of people or organisations an enterprise aims to reach and serve o Segments with common needs, common behavior or other attributes o Important decision about which segments to serve and which segments to ignore  design of Business Model around a strong understanding of specific customer needs The heart of any Business Model
    • 9Customer Segments For whom we are creating value? Customer groups represents separate segments if:  their needs require and justify a distinct offer  they are reached through different Distribution Channels  they require different types of relationship  they have substantially different profitabilities  they are willing to pay for a different aspect of the offer
    • 10Value Propositions It seeks to solve customer problems and satisfy customer needs with value propositions. o A selected bundle of products and/or services that caters the requirements of a specific Customer Segment o A aggregation or a bundle of benefits and value  It solves a problem or satisfies a customer need Newness, Performance, “getting job done”, customization, design, brand/status, value, accessibility, The reason why customers choose a supplier usabiility, etc
    • 11Channels Value Propositions are delivered to customers through communication, distribution, and Sales Channels. o Raising awareness among customers about a companys product and services o Helping customers to evaluate a companys Value Proposition o Delivering a Value Proposition to customers  Reaching Customer Segments How to deliver a Value Proposition
    • 12Channels
    • 13Customer Relationships Customer relationships are established and maintained with each Customer Segment. o Serving the expectation of each Customer Segment - establish and maintain relationships o Calculating the costs of relationship o Several categories of Customer Relationship o Personal assistance o Automated services o Communities  Integration with the rest of the Business Model The overall customer experience
    • 14Revenue Streams Revenue streams result from Value Propositions successfully offered to customers. o Value for what each Customer Segment is truly willing to pay o Each Revenue stream could have different pricing mechanisms o Two types: o Transaction revenues from one-time customer payment o Recurring revenues from ongoing business  Cash a company generates from each Customer Segment The arteries of the Business Model
    • Modular TrainingRevenue Streams Concept Innovation
    • 16Key Resources Key resources are the assets required to offer and deliver the previously described elements… o Depending on the type of Business Model o Can be physical, financial, intellectual or human  Base to create and offer a Value Proposition, reach markets, maintain relationships with Customer Segments and earn revenues Most important assets to bring a Business Model to life
    • 17Key Activities Key resources are the assets required to offer and deliver the previously described elements… …by performing a number of Key Activities. o Actions for the success of a company o Production o Problem solving o Platform/network-related  Required to create and offer a Value Proposition, reach markets, maintain relationships with Customer Segments and earn revenues Most important things to make a Business Model work
    • 18Key Partners Some activities are outsourced and some resources are acquired outside the enterprise. Alliances to optimize Business Models, to reduce risks or acquire resources  Partnerships to strengthen the position in the competitive surroundingNetwork of suppliers and partners that make the Business Model work
    • 19Cost Structure The business model elements result in the cost structure. o All costs incurred to operate a Business Model o Classes of Cost Structures o Cost-driven (-> the leanest possible Cos Structure) o Value-driven (-> focus on value creation)  Definition follows the Business Mode Costs should be optimized in every Business Model
    • 20Business Model Environment: Context, Modular Training Concept InnovationDesign Drivers, and Contraints
    • 21 Modular TrainingConcept Innovation
    • 22Apple iPod/iTunes Business Model
    • 23Apple iPod/iTunes Business Model iPod launched in 2001 as stand alone product – users could copy their CDs and download music from the Internet iTunes Music Store introduced in 2003 – users could buy and download digital music iPhone introduced in 2008 – users could browse, buy and download applications directly from iTunes store
    • 24Apple iPod/iTunes Business Model Combination of iPod devices, iTunes software and Apple’s online store  dominant market position Competitors of portable media players (e.g. Diamond Multimedia) failed to have success  Why? Answer: Business Model is important • Distinct iPod design • Deals with major record companies to create world’s largest online music library Today Apple earns most of its music-related revenues from selling iPods, while using integration with the online music store to protect itself from competitors.
    • Apple iPod/iTunes Business Model
    • Lets Try!!
    • Bentuk 3 Kelompok lalu...• Buat model bisnis yang CS-nya mahasiswa ITB!• Buat model bisnis yang VP-nya GRATIS!• Buat model bisnis apa saja terserah anda!
    • 28 Modular Training Concept Innovation8. 7. 2. 4. 1. 3. 6. 5. 9.