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Why Business Models are Important
Why Business Models are Important
Why Business Models are Important
Why Business Models are Important
Why Business Models are Important
Why Business Models are Important
Why Business Models are Important
Why Business Models are Important
Why Business Models are Important
Why Business Models are Important
Why Business Models are Important
Why Business Models are Important
Why Business Models are Important
Why Business Models are Important
Why Business Models are Important
Why Business Models are Important
Why Business Models are Important
Why Business Models are Important
Why Business Models are Important
Why Business Models are Important
Why Business Models are Important
Why Business Models are Important
Why Business Models are Important
Why Business Models are Important
Why Business Models are Important
Why Business Models are Important
Why Business Models are Important
Why Business Models are Important
Why Business Models are Important
Why Business Models are Important
Why Business Models are Important
Why Business Models are Important
Why Business Models are Important
Why Business Models are Important
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Why Business Models are Important

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A short presentation by Tim Latham of Unconsultancy.com illustrating the importance of clarity of thinking in business models

A short presentation by Tim Latham of Unconsultancy.com illustrating the importance of clarity of thinking in business models

Published in: Business, Technology
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Transcript

  • 1. Why arebusiness models important?<br />Why?<br />
  • 2. It’s 1959 (a good year!)<br />
  • 3. ..which grew into<br />
  • 4. 1997: Stanford University<br />
  • 5. ..grew into<br />
  • 6. Sarah used to work for..<br />
  • 7. ..a successful record company<br />
  • 8. ..she was well paid &amp; doing great<br />
  • 9. ..then things went wrong<br />
  • 10. ..she blamed<br />
  • 11. ..so she hired<br />
  • 12. ..to find &amp; prosecute<br />
  • 13. Business model innovation<br />..but she should have concentrated on<br />
  • 14. and of course…<br />who operate a “Freemium” model<br />..these people did<br />
  • 15. Business model innovation<br />Revenue<br />streams<br />Partners<br />Distribution<br />channels<br />..so it is important!<br />
  • 16. Tower of Babel<br />..the trouble with models &amp; strategy<br />
  • 17. ..definable customers or users<br />
  • 18. ..something to offer them<br />
  • 19. ..ways of delivering to them<br />
  • 20. ..and communicating with them<br />
  • 21. ..which hopefully generates money<br />
  • 22. ..using some resources<br />
  • 23. ..we need to DO some key things<br />
  • 24. ..maybe involve outside partners<br />
  • 25. ..delivering value costs money<br />
  • 26. ..so the overall business model canvas<br />
  • 27. thanks to businessmodelgeneration.com<br />
  • 28. Let’s applythis new analysis to<br />a real life example<br />
  • 29. Switching<br />Costs<br />Brand “love”<br />Hardware design<br />Marketing<br />Seamless<br />music<br />experience<br />Record<br />Companies<br />OEMs<br />Mass market<br />People<br />Apple brand<br />iPod hardware<br />iTunes software<br />Content agreements<br />Apple.com<br />Apple stores<br />Retail stores<br />iTunes store<br />hardware<br />revenues<br />People<br />£ music <br />revenues<br />Marketing &amp; sales<br />Manufacturing<br />
  • 30. Design attitude<br />Decision attitude vsdesign attitude<br />
  • 31. Describe current &amp; design new<br />
  • 32. Select the best candidate model(s)<br />
  • 33. Philippe Starck<br />Think like a designer<br />
  • 34. The customer is a good starting point<br />

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