The document summarizes the key components of a business model according to several authors and conceptualizations. It discusses business models in terms of four main parts: 1) the offering, 2) infrastructure, 3) customers, and 4) finances. It also describes Osterwalder's conceptualization of a business model using nine building blocks and their relationships.
I made this presentation because I was having this one question in mind for many days First step of any Business is designing an exceptional Business Model,I hope it help you in solving your doubts.Thank You.
In this part, we define and classify marketing research and set out a six-step marketing research process. We discuss the nature and scope of marketing research and explain its role in decision support system.
I made this presentation because I was having this one question in mind for many days First step of any Business is designing an exceptional Business Model,I hope it help you in solving your doubts.Thank You.
In this part, we define and classify marketing research and set out a six-step marketing research process. We discuss the nature and scope of marketing research and explain its role in decision support system.
Before you start writing your clothing line business plan, spend as much time as you can to reading through some samples of retail and online store business plans. Not only will that give you a good idea of what it is you’re aiming for, but it will also show you the different sections that different entrepreneurs include and the language they use to write about themselves and their future plans.
We have created a sample Blozom Boutique clothing line business plan example for you to get a good idea about how a perfect clothing line business plan should look like and what details you should include in your business plan.
Source: https://upmetrics.co/template/clothing-line-business-plan-example
CHAPTER 1: MARKETING PRINCIPLES AND STRATEGIES
Lesson 1: Marketing and its Traditional Approaches
Lesson 2: Goals of Marketing
Lesson 3: Contemporary Approaches to Marketing
Credits: Principles of Marketing of Dr. Serrano- K-12
Ready, Set, Present (Marketing PowerPoint Presentation Content): 100+ PowerPoint presentation content slides. People say, ”Nice to see you.” The response can be, “Nice to be seen.” This exemplifies marketing which in today’s world has never been so important for both large and small companies alike. Marketing PowerPoint Presentation Content slides include topics such as: Defining the elements of Marketing, developing key positioning statements and messages for your products and services, using a three-step process for market research, and understanding the benefits of Internet marketing. Learning about marketing models, strategy and programs including 7 slides covering branding, 10 slides describing steps to market research followed by 4 slides of effective marketing examples. Gain the necessary information on how to brand your business as well as ways to develop brand positioning. Further, this presentation includes 11 slides covering marketing plan, 4 slides about customer feedback followed by examples, plus 5 slides teaching how to name a product, company and service. In addition you will receive 40 slides covering marketing materials, internet marketing, search engine optimization, the future of marketing and much more.
A business plan is a document that brings together the key elements of a business that include details about the products and services, the cost, sales and expected profits.
Before you start writing your clothing line business plan, spend as much time as you can to reading through some samples of retail and online store business plans. Not only will that give you a good idea of what it is you’re aiming for, but it will also show you the different sections that different entrepreneurs include and the language they use to write about themselves and their future plans.
We have created a sample Blozom Boutique clothing line business plan example for you to get a good idea about how a perfect clothing line business plan should look like and what details you should include in your business plan.
Source: https://upmetrics.co/template/clothing-line-business-plan-example
CHAPTER 1: MARKETING PRINCIPLES AND STRATEGIES
Lesson 1: Marketing and its Traditional Approaches
Lesson 2: Goals of Marketing
Lesson 3: Contemporary Approaches to Marketing
Credits: Principles of Marketing of Dr. Serrano- K-12
Ready, Set, Present (Marketing PowerPoint Presentation Content): 100+ PowerPoint presentation content slides. People say, ”Nice to see you.” The response can be, “Nice to be seen.” This exemplifies marketing which in today’s world has never been so important for both large and small companies alike. Marketing PowerPoint Presentation Content slides include topics such as: Defining the elements of Marketing, developing key positioning statements and messages for your products and services, using a three-step process for market research, and understanding the benefits of Internet marketing. Learning about marketing models, strategy and programs including 7 slides covering branding, 10 slides describing steps to market research followed by 4 slides of effective marketing examples. Gain the necessary information on how to brand your business as well as ways to develop brand positioning. Further, this presentation includes 11 slides covering marketing plan, 4 slides about customer feedback followed by examples, plus 5 slides teaching how to name a product, company and service. In addition you will receive 40 slides covering marketing materials, internet marketing, search engine optimization, the future of marketing and much more.
A business plan is a document that brings together the key elements of a business that include details about the products and services, the cost, sales and expected profits.
Business Plan vs. Business Model vs. Strategy. Eliminate the Blah-Blah-Blah i...Rod King, Ph.D.
In the world of business today, there are 3 “Musketeer”-questions for which there seem to be a virtually infinite amount of answers or “Blah-Blah-Blah!” Entrepreneurs, strategists, investors, and academics alike are struggling to properly answer the 3 Musketeer-questions. The 3 Musketeer-questions are as follows:
What is a business plan?
What is a business model?
What is strategy?
Lack of consensus on the meaning of business plan, business plan, and strategy creates a lot of confusion regarding the conceptualization, planning, and management of business projects in startups as well as established organizations. in the absence of a shared understanding of what business plan, business model, and strategy means, lots of money, energy, and time are wasted on business projects. However, holistically examining and visually defining a business plan, business model, and strategy resolve nearly all of the conflicts between these terms.
The admittedly dense or multi-layered infographic above visually explores and synthesizes meanings of the terms of business plan, business model, and strategy. Also, similarities and differences between the terms can be visually observed. One advantage of the above 1-page infographic is that it could facilitate the creation of a shared visual language for exploring as well as discussing the terms of business plan, business model, and strategy. Visually and deeply understanding the diagram could eliminate the confusion between the terms.
As the saying goes, a picture is worth a thousand words. I’d say, a model is worth more than a thousand pictures. So, happy exploration.
Should you have further comments and questions, do let us know.
Slides from my class on "Business Model and Strategy" in the Strategy MBA course at Aarhus BSS, Aarhus University (Sep 2014).
Key takeaways:
- business model describes the essence of business in simple terms;
- business model is different from and complementary to strategy;
- business model affects firm’s performance.
Entrepreneur 4: Business Strategies & Rapid Growth StrategiesBernard Leong
The 4th lecture focus on business strategy and models, rapid growth strategies (franchising, mergers & acquisitions), and an introduction to Moore's "Crossing the Chasm", Gartner's Hype Cycle and Porter's 5 Forces.
Process perspective is valuable, but far too much time is wasted in detailed process modelling with too little benefit. Presents an approach that delivers high benefits for less effort.
The Technology Transfer Officers often need to develop a whole business idea to rightly exploit an interesting opportunity, generally along with its owner. This process therefore proposes guidelines for driving strategic decisions and designing a sustainable business model. It builds upon practical situations to propose practices that work. The variety of initial contexts is such that some will obviously be of interest to you.
www.FITT-for-Innovation.eu
In this session we are going to consider some lessons that Business Architecture practitioners might learn from Lean. Business Architecture has traditionally delivered ivory tower models which are slow to generate, hard to understand, and require heavy maintenance.
We'll start with a '101' level introduction to Business Architecture, discussing both the process of defining a Business Architecture and also some of the models that Business Architecture produces. We'll also try to understand the value of Business Architecture.
We'll then start to map some Lean Principles to Business Architecture and try and understand how we could potentially optimise the value stream. We'll consider where Business Architecture can be wasteful, discussing the diminishing value of information and the concept of analysis paralysis.
Finally I'll introduce you to a leaner approach to Business Architecture that focusses on rapid techniques for model generation and heavier engagement of system actors in both the development and the maintenance of models. I'll also share my technique for rapid enterprise modelling which can help you to build a capability model in hours rather than weeks/months.
The enterprising communities and startup ecosystem in IranAidin Salamzadeh
Purpose
Startups play a significant role in improving societies. This paper concentrates on the concept of “startups” and attempts to present a more comprehensive view of this phenomenon. Also, the focus of this paper is on investigating enterprising communities and the startup ecosystem in Iran.
Design/methodology/approach
The existing literature is carefully reviewed, definition and views are explored and the story of this phenomenon is told from the formation to the exit stage. The author elaborates the existing stages and challenges of startups in Iran. To do so, 65 tech startup founders are interviewed. Semi-structured interviews (SI) were based on previous studies mentioning the lifecycle of the startups, and were fully recorded. Moreover, secondary sources of data (SS) were used to support the findings.
Findings
The paper classifies the extant theories of startups in two levels, i.e. macro level, and micro and meso levels. Also, it defines some steps for the formation of startups and studies the Iranian startup ecosystem. Last but not the least the paper contributes to the startup ecosystem of Iran which is changing disruptively, especially in the last couple of years.
Research limitations/implications
Findings of this research shed light on the existing ecosystem of startups in Iran, which is rarely studied in previous research. Lack of enough evidence in the existing literature of startup ecosystem in Iran was the most significant limitation of the research which increased the need for more investigation and elaboration.
Originality/value
The paper contributes to understanding the startup ecosystem in Iran, and the challenges.
First Seminar of Mine(Mining Industry) :Opportunities and Threats,Tehran,Iran,2010
Presented by : Aidin Salamzadeh
With special thanks to Alex Osterwalder(Swiss)
+98 912 425 47 29
First Seminar of Mine(Mining Industry) :Opportunities and Threats,Tehran,Iran,2010
Presented by : Aidin Salamzadeh
With special thanks to Alex Osterwalder(Swiss)
And professor Behrouz Zarei(Iran)
+98 939 425 47 29
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
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Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
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3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
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Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...
Business model
1. By : Aidin Salamzadeh
Teacher : Professor Zarei
Fall 2009
Faculty of Entrepreneurship , University of Tehran
2. Author(s) Definition(s)
Hawkins A description of the commercial relationship between a business enterprise
(2001) and the products and/or services it provides in the market.
Amit & Zott "A business model depicts the content, structure, and governance of
(2001) transactions designed so as to create value through the exploitation
of business opportunities"
Gill(2000) A business model embodies the logic underlying the operation of business
organizations . It should enable one to understand and predict ”how a
business company is organized, what it sells, how it delivers products and
services, how it adds value”
Pigneur An architecture of a firm and its network of partners for creating, marketing
(2000) and delivering value and relationship capital to one or several segments of
customers in order to generate profitable and sustainable revenue streams.
Timmers as architecture for the product, service and information flows,
(1998) including a description of the various business actors and their roles;
a description of the potential benefits for the various business actors;
and a description of the sources of revenues
Venkatraman a coordinated plan to design strategy along three vectors: customer
& Henderson interaction, asset configuration, and knowledge leverage.
(1998)
Faculty of Entrepreneurship , University of Tehran
3. Author(s) Definition(s)
Alexander A business model is nothing else than a representation of how an
Osterwalder organization makes (or intends to make) money. This can be nicely
(2009) described through the 9 building blocks illustrated in our graphical
illustration that we mention it as "business model canvas“.
Afuah (2004) the set of activities which a firm performs, how it performs them, and
when it performs them so as to offer its customers benefits they want
and to earn a profit
Shafer & Smith reviewing relevant literature and classifying different definitions
(2004) categorized the business model components that were cited twice or
more. The resulting affinity diagram identified four major categories:
strategic choices, creating value, capturing value, and the value
network.
Thompson & "A company's business model deals with the revenue-cost-profit
Strick (2003) economies of its strategy"
Krishnamurthy “A business model is a path to a company’s profitability”.
(2003)
Saloner (2001) a strategy that has a reasonable probability of succeeding if well
executed.
Faculty of Entrepreneurship , University of Tehran
4. Business Logic Today
• Problem: Interpretation of •Positioning
strategy •Objectives & goals
• Result: Re-inventing strategy •Communication of strategy
Information &
Planning level Communication
Strategy Technology (ICT)
pressure
?
Implementation e-Business
level Business processes
Processes
e-Business Technology layer
Faculty of Entrepreneurship , University of Tehran
5. Business Logic Tomorrow
Conceptual architecture
of a business strategy
Information &
Communication
Planning level Technology (ICT)
Strategy pressure
Architectural e-Business
level Business opportunities &
Model change
Implementation e-Business
level Business processes
Processes
e-Business Technology layer
Faculty of Entrepreneurship , University of Tehran
6. What is a Business Model anyway?
A business model is not a description
of a complex social system itself with all
its actors, relations and processes.
Instead it describes the logic of a
“business system” for creating value,
that lies behind the actual processes.
Strategy
A business model is the conceptual and
Business Impact
architectural implementation of a
business strategy and represents the Business
foundation for Model
the implementation of business
processes
Business
Processes
Faculty of Entrepreneurship , University of Tehran
7. Conceptualization
Conceptualizations of business models try to
formalize informal descriptions into building
blocks and their relationships . While many different
conceptualizations exist, Osterwalder proposed a
synthesis of different conceptualizations into a single
reference model based on the similarities of a
large range of models, and constitutes a business
model design template which allows enterprises to
describe their business model:
Faculty of Entrepreneurship , University of Tehran
9. 4 parts to the business model
Part 1- The offering – this is what the business produces
and sells
Value proposition: The value proposition is a description
of the products and services the business offers and why
customers will be compelled to buy them. The value
proposition describes the problem the customers are
experiencing and how the products and services being
offered will help solve that problem. It describes how
the features and characteristics of the products and
services will contribute to the solution of the customers’
problem.
Faculty of Entrepreneurship , University of Tehran
10. 4 parts to the business model
Part 2- Infrastructure– This is the part of the business that creates
expenses. This part describes the basic facilities, skills, manpower,
partnerships, and production process needed to exploit the business
opportunity.
Core capabilities: The capabilities and core competencies necessary to
operate the business. This includes land, facilities, equipment, personnel and
their required skills needed to produce the products or services described in
the value proposition.
Partner network: The business alliances needed to operate the business.
Most businesses need alliances, agreements, licenses, or other third party
assistance (legal, accounting, insurance, security, etc.) which are usually
purchased from specialized service providers.
Value configuration: The process by which the products or services are
produced and presented to the customer. The value configuration describes
how the materials, supplies, and other required resources will be obtained and
transformed into usable products or services and how they will be made
available to buyers. It describes the process that will be used to produce the
products and services described in the value proposition.
Faculty of Entrepreneurship , University of Tehran
11. 4 parts to the business model
Part 3- Customers– this is the part of the business that
generates revenue.
Target customer: The demographics, purchasing patterns,
and location of the potential buyers of the products
described in the value proposition.
Distribution channel: The means by which the business
delivers products and services to customers. This includes
the business's marketing and distribution strategy.
Customer relationships: The process of interacting with the
business’s customers. It includes communicating, selling,
supporting, and assisting customers purchase and use the
business’s products or services.
Faculty of Entrepreneurship , University of Tehran
12. 4 parts to the business model
Part 4- Finances – this is the part of the business that determines its
financial performance and profit
Investment: The investment needed to obtain the facilities,
equipment, and working capital to begin or sustain operations. This
should include an itemization of these expenses and sources of
financing to obtain these funds and when they will be required.
Cost structure: The expenses required to produce the products or
services described in the value proposition. It should include an
itemization of the expenses required by expense category and the
assumptions made to estimate these expenses.
Revenue: The income a business receives from the sales of its products
or services. This includes sales volume and revenue projections and
the assumptions and logic used to make these projections.
Profit, return on investment, and cash flow.
Faculty of Entrepreneurship , University of Tehran
13. Six Components of the
Business Model
Henry Chesbrough and Richard S. Rosenbloom , Harvard Business School
Faculty of Entrepreneurship , University of Tehran
14. Value Proposition
• A description of the customer
problem
• The solution that addresses the
problem
• The value of this solution from the
customer's perspective
Faculty of Entrepreneurship , University of Tehran
15. Market Segment
• Recognizing that different market
segments have different needs
• Sometimes the potential of an
innovation is unlocked only when
a different market segment is
targeted
Faculty of Entrepreneurship , University of Tehran
16. Value Chain Structure
• The firm's position in the value chain
• Activities in the value chain
• How the firm will capture part of the value that it
creates in the chain.
Faculty of Entrepreneurship , University of Tehran
17. Revenue Generation and
Margins
• How revenue is generated
(sales, leasing, subscription, support, etc.)
• The cost structure
• Target profit margins.
Faculty of Entrepreneurship , University of Tehran
18. Position in the Value Network
• Identification of competitors
• Identification complementors
• Identify network effects that can be
utilized to deliver more value to the
customer
• linking suppliers and customers
Faculty of Entrepreneurship , University of Tehran
19. Competitive Strategy
• How will the company attempt to
develop a sustainable competitive
advantage?
• How will it use that advantage to
improve the enterprise's competitive
position in the market?
Faculty of Entrepreneurship , University of Tehran
20. Business Model vs. Strategy
Henry Chesbrough and Richard S. Rosenbloom
Business Model Strategy
Value creation and how it will be Building a sustainable competitive
captured by the firm advantage
An architecture for converting Delivering the business value to the
innovation to economic value for shareholders
business(business value)
Assumes a limited environmental Depends on a more complex analysis
knowledge that requires more certainty in the
knowledge of the environment
Faculty of Entrepreneurship , University of Tehran
21. The Business Model and the
Business Plan
The business model is the centerpiece of the business
plan but is not the entire business plan. The
business plan should include additional information
such as:
Administrative information
Company name and address
Company phone number including area code
Email address, URL, and Logo if applicable
Names, titles, addresses, and phone numbers of the owners or
corporate officers
Month and year in which this business plan is issued
Name of the business plan preparer
Date when business was started or estimated start date
Faculty of Entrepreneurship , University of Tehran
22. The business model and the
business plan-cont’d
Purpose of the business and why it should be successful.
Business objectives – what the company wants to accomplish (market
share, sales volume, revenue, return on investment, etc)
The marketing plan.
The competitive strategy describing how a sustainable competitive
advantage will be obtained.
Management, the people who will manage the company and their
experience.
Personnel plan describing the number and skills of the employees and
how they will be hired and compensated.
A schedule describing when investment funds will be needed and for
what purpose, the sources of these funds and how they will be repaid.
Annual revenue, expense, and cash flow projections and
assumptions upon which they are based, and critical milestones that will
define progress and results.
Three year pro forma income statements, balance sheets, and cash flow
statements.
Faculty of Entrepreneurship , University of Tehran
23. Case Study
Business model design template: Nine building blocks and their relationships,
Osterwalder
Faculty of Entrepreneurship , University of Tehran
27. References and further readings
Afuah, A. 2004, Business models: A Strategic Management Approach, McGraw-Hill, Irwin.
Afuah, A. & C.L. Tucci 2001, Internet Business Models and Strategies, McGraw-Hill, Irwin.
Amit, R. & C. Zott 2004, Business Strategy and Business Model: Extending the Strategy-Structure-Performance Paradigm, Strategic
Management Journal, 22, 493-520.
Brandenburger, AM. & H. Struart 1996, Value-based Business Strategy, Journal of Economics and management strategy, pp. 5-25.
Hamermesh, RG. & P. W. Marshall 2006, Building a Business Model and Strategy: How they Work Together, Harvard business School Press.
Hart, Myra M. & Victoria W. Winston & Kristin J. Leib 2004, Mavens and Moguls: Creating a New Business Model, Harvard Business Review.
Lambert, S. 2003, A Review of Electronic Commerce Literature to Determine the Meaning of the Term ‘Business Model’, School of Commerce
Research Paper Series, London.
Magretta, Joan 2002, Why Business Models Matter, Harvard Business Review.
Mintzberg, H. 1994, The Rise and fall of Strategic Planning, Free Press, New York.
Porter, M. E. 1985, Competitive advantage: Creating and Sustaining Superior Performance, Free Press, New York.
Saloner, G. Shepard & J. Podolny 2001, Strategic Management, John Wiley & Sons, London.
Shafer, S. & H. Smith & J. Linder (2005), The Power of Business Models, Business horizon, Elsevier, Vol. 48, pp. 199-207.
Simon, H. 1997, The New Science of Management Decision. Prentice-Hall, Englewood Cliffs, New Jersey.
Stabell, CB. & O. D. Fieldstad 1998, Configuring Value for Competitive Advantage: on Chains, Shops and Networks, Strategic Management
Journal, Vol. 19, pp. 413-437.
Thompson, J. D. 1967, Organization in action. McGraw-Hill, Irwin.
Timmers, P. 1998, Business Models for Electronic Markets, Electronic Markets 8, 3-8.
Venkatraman V. & J. C. Henderson 1998, Real Strategies for Virtual Organization, Sloan Management Review, Vol. 40, No. 1, pp. 33-48.
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