"NO ENTREPRENEUR LEFT BEHIND (NELB)"
How often do you have people coming up to you and saying, "I have this great business idea, what do you think of it?" Next time, someone presents this question to you, just ask him or her to SCOPE the idea using the 12 Global Business Model (GBM) Topics. Please note that SCOPE is an acronym:
S: Share
C: Capture
O: Organize
P: Present or Pitch
E: Evaluate
By having a person SCOPE a project or business idea, both parties could save tremendous amount of time, money, and other resources especially in today's environment which is volatile, uncertain, complex, and ambiguous.
Are you ready to SCOPE that great project or business idea which keeps you awake at night?
Major points of challenges experienced during fintech app development processOrange Mantra
Fintech Apps are growing in number and with services like loan origination systems the industry is heading towards the trillion-dollar value. While challenges in deploying a Fintech App are still present, you have a clearer idea of how to overcome the challenges. Here discusses the problems, and questions to ask that are crucial to learning before stepping into the Fintech Industry.
In an agile environment, establishing usability and user experience as the responsibility of the UX team is destined for conflict and frustration. Learn how transferring this ownership onto the cross-functional team ultimately responsible for delivering the experience builds trust and empowerment and ultimately provides an environment that fosters collaboration, growth and innovation. This presentation will discuss the evolution of incorporating UX into agile at AppFolio, the roles and makeup of our development teams as they exist today, and some examples of how those teams collaborate around design solutions when tackling big feature enhancements on our mature product.
Magnus Jern's (President DMI International) presenting at the 2016 World Gaming Executive Summit. On the 4th mobile revolution and key challenges facing the mobile gaming industry.
Five Elements of Software Engineering for Mobile3scale.net
I presented five elements of software engineering for mobile that IMHO increase the chance of success to Computing students at Imperial College.
These five elements are:
1. Make the technical platform choices right for your context
2. Get the UX right
3. Choose the right methodologies in the areas of building a business, customer development and product development
4. Enrich the functionality of your app integrating Web APIs
5. Leverage the power of tools (rather than reinventing the wheel)
I started a write-up of this talk. Find it here:
http://www.3scale.net/2014/04/five-elements-software-engineering-mobile-part-1/
Extension Through Applications, A New Business model. #nexc2012
Sometime over the next year, more internet content will be accessed by mobile devices than by desktop platforms. This transformation marks the latest technological and societal paradigm shift to confront Extension.
In this session, we will explore how Extension at the University of Nebraska-Lincoln positioned itself to develop mobile applications that effectively deliver research and education to consumers in a constantly changing technological environment. Topics include: developing a mobile content strategy (video, web and social media), understanding your options to select the right solution(s), setting best practices for working with educators, determining infrastructure requirements, assessing potential pitfalls and navigating distribution networks.
Mobile Software Engineering (at University of Cambridge Wednesday Seminars)3scale.net
The talk gave an insight into characteristics and challenges in software engineering of mobile apps from a more industrial perspective. A model for mobile software engineering was discussed and various best-practices proposed. Essential mobile software engineering techniques, such as experience prototyping, in-context requirement gathering (and testing), or UI/UIX design were explained using examples, case studies from real-world projects, and tools.
Major points of challenges experienced during fintech app development processOrange Mantra
Fintech Apps are growing in number and with services like loan origination systems the industry is heading towards the trillion-dollar value. While challenges in deploying a Fintech App are still present, you have a clearer idea of how to overcome the challenges. Here discusses the problems, and questions to ask that are crucial to learning before stepping into the Fintech Industry.
In an agile environment, establishing usability and user experience as the responsibility of the UX team is destined for conflict and frustration. Learn how transferring this ownership onto the cross-functional team ultimately responsible for delivering the experience builds trust and empowerment and ultimately provides an environment that fosters collaboration, growth and innovation. This presentation will discuss the evolution of incorporating UX into agile at AppFolio, the roles and makeup of our development teams as they exist today, and some examples of how those teams collaborate around design solutions when tackling big feature enhancements on our mature product.
Magnus Jern's (President DMI International) presenting at the 2016 World Gaming Executive Summit. On the 4th mobile revolution and key challenges facing the mobile gaming industry.
Five Elements of Software Engineering for Mobile3scale.net
I presented five elements of software engineering for mobile that IMHO increase the chance of success to Computing students at Imperial College.
These five elements are:
1. Make the technical platform choices right for your context
2. Get the UX right
3. Choose the right methodologies in the areas of building a business, customer development and product development
4. Enrich the functionality of your app integrating Web APIs
5. Leverage the power of tools (rather than reinventing the wheel)
I started a write-up of this talk. Find it here:
http://www.3scale.net/2014/04/five-elements-software-engineering-mobile-part-1/
Extension Through Applications, A New Business model. #nexc2012
Sometime over the next year, more internet content will be accessed by mobile devices than by desktop platforms. This transformation marks the latest technological and societal paradigm shift to confront Extension.
In this session, we will explore how Extension at the University of Nebraska-Lincoln positioned itself to develop mobile applications that effectively deliver research and education to consumers in a constantly changing technological environment. Topics include: developing a mobile content strategy (video, web and social media), understanding your options to select the right solution(s), setting best practices for working with educators, determining infrastructure requirements, assessing potential pitfalls and navigating distribution networks.
Mobile Software Engineering (at University of Cambridge Wednesday Seminars)3scale.net
The talk gave an insight into characteristics and challenges in software engineering of mobile apps from a more industrial perspective. A model for mobile software engineering was discussed and various best-practices proposed. Essential mobile software engineering techniques, such as experience prototyping, in-context requirement gathering (and testing), or UI/UIX design were explained using examples, case studies from real-world projects, and tools.
Best Practices For Building Your Mobile Applications - A Whitepaper by RapidV...RapidValue
We are in the decade of mobility. Smart phones are driving Mobile Internet and App usage. Since the introduction of iPhone in 2007, smart phone penetration has been growing significantly. According to report released by ZentithOptimedia, smartphone penetration in the world’s top 19 digital markets is expected to double from 35.5% last year to an average of 71.7% in 2015.
Not only are smart phones getting more prevalent, consumers are spending more time on them. According
to Flurry Analytics, about 81 minutes per day are spent on smart phones compared to 74 minutes on desktop internet. Businesses need to adapt to this changing consumer behavior and consider mobile as one of the key strategic channels for the future.
Despite increasing prevalence of mobile teams and initiatives, the field is relatively young and best practices
are hard to come by.
Having worked on over 100 engagements and countless interactions with our customers over the past three years, we have put together a set of key considerations for navigating your mobile roadmap. These considerations will help you identify opportunities and also avoid major pitfalls while trying to implement mobility projects. We have categorized these considerations into Three phases – Assess, Build and Deploy based on the activity timeline and a series of steps within each phase.
Remember Clippy, Microsoft's (now-retired) Office Assistant? Here's Clippy offering some tips on how to build an e-commerce platform that's user-friendly, thus driving sales for your brand.
Enterprise Mobile Methodology with Salesforce + MobileIronQuinton Wall
Sometimes the hardest part in knowing where to start. This presentation covers an enterprise mobile methodology created by Salesforce & Mobile Iron to get you moving fast.
For a successful app, enterprises should have the proper Development Process including Requirement Gathering, Design, Development, Quality Assurance, Launch and Maintenance. The mobile app development should be strategized considering performance, monetization, customer engagement and much more.
With these slides you will learn more about:
- Mobile App Development Process
- Strategies for Mobile App Development
- Challenges in developing Mobile App Development
Did you know that mobile security breaches have affected more than two-thirds of global organizations in the last 12 months? This presentation helps you assess where you stand, explains the different security threats that are out there, and argues for why you should be using Security by Design for all your mobile apps.
IBM Center for Applied Insights Study.
Presented by Susanne Hupfer, IBM Insight, Las Vegas, Oct. 2015.
Mobile is the new normal, and it enables enterprises to interact and engage with customers and employees in novel ways. But as mobile apps take center stage, development teams face enormous pressure, having to continually adapt to changing mobile technologies and user expectations. How do some development projects deliver great applications—meeting expectations, on time and on budget—when most don’t? According to an IBM Center for Applied Insights study involving 585 mobile development professionals, the secret lies in having both the right team and the right approach:
• Strong team with the right expertise
• Flexibility through cloud-based platforms and APIs
• Collaboration across the ecosystem
• Innovation through analytics
Madkudu - Product Led Summit - Product Led OnboardingFrancis Brero
As the conversation around product-led growth builds, some interesting trends have started to emerge. Amid all the stories and strategies are some frequently repeated myths about product-led onboarding and what it means in a product-led go-to-market strategy.
So I’d like to debunk 3 common product-led onboarding myths—namely, the idea that you don’t need a sales team, that conversion is a linear process, and that people truly want to serve themselves.
Enterprise mobility challenges and opportunitesAlgarytm
Mobile is the new desktop. The presentation covers the following What makes mobile more complex than web development? Challenges & Opportunities with Enterprise Mobile Enablement. For more information contact us at sales@algarytm.com
Right questions need to be asked to bring out the real
perspective of the end user.
A great design can go a long way in eliminating
complexities and thereby simplifying and enhancing the
user experience.
Mobile Accessibility Breakfast Briefing - Oct 2020User Vision
Contents:
Why mobile accessibility is important for everyone
How has legislation effected accessibility on mobile
WCAG 2.1
Built-in accessibility features on mobile
Mobile accessibility downfalls:
-Navigation
-Layout
-Providing use of context
Examples of common accessibility issues
For the complete report, get in touch with us at : info@netscribes.com
Netscribes (India) Pvt. Ltd., a knowledge consulting solutions company, announces the launch of Medical Equipments – Company Profiles series that provides key information about the company’s operations, business model, SWOT analysis, financial analysis, competitive landscape/benchmarking among others.
The report begins with the basic facts about the company such as contact details, revenues, competitors, brief history, line of business and geographic reach among others. Business model of the company describes the rationale of how it creates, delivers, and captures value through its services offered. Information about the company’s management side is also provided that details their names, designation, professional experiences, memberships of boards etc. Through SWOT analysis, the report highlights key internal factors that give the company advantage or disadvantage over its peers alongwith key external factors prevailing in the industry that may have favorable or unfavorable impact on the company’s operations. The report also covers the financial analysis of the company including the balance sheet, profit and loss a/c and key financial ratios depicting the company’s overall financial performance for the given financial year/s.
Industry Analysis provides top level understanding of the Medical Equipments sector in India. Market size, growth, key segments, export\ import, growth drivers and trends are some of the foremost points covered in the analysis. The competitive landscape identifies key players of the industry drawing comparisons on parameters such as financial performance, service offerings along with brief descriptions about their line of businesses and operations. The company is benchmarked against its main competitors’ key financial ratios in the competitive benchmarking chapter.
Best Practices For Building Your Mobile Applications - A Whitepaper by RapidV...RapidValue
We are in the decade of mobility. Smart phones are driving Mobile Internet and App usage. Since the introduction of iPhone in 2007, smart phone penetration has been growing significantly. According to report released by ZentithOptimedia, smartphone penetration in the world’s top 19 digital markets is expected to double from 35.5% last year to an average of 71.7% in 2015.
Not only are smart phones getting more prevalent, consumers are spending more time on them. According
to Flurry Analytics, about 81 minutes per day are spent on smart phones compared to 74 minutes on desktop internet. Businesses need to adapt to this changing consumer behavior and consider mobile as one of the key strategic channels for the future.
Despite increasing prevalence of mobile teams and initiatives, the field is relatively young and best practices
are hard to come by.
Having worked on over 100 engagements and countless interactions with our customers over the past three years, we have put together a set of key considerations for navigating your mobile roadmap. These considerations will help you identify opportunities and also avoid major pitfalls while trying to implement mobility projects. We have categorized these considerations into Three phases – Assess, Build and Deploy based on the activity timeline and a series of steps within each phase.
Remember Clippy, Microsoft's (now-retired) Office Assistant? Here's Clippy offering some tips on how to build an e-commerce platform that's user-friendly, thus driving sales for your brand.
Enterprise Mobile Methodology with Salesforce + MobileIronQuinton Wall
Sometimes the hardest part in knowing where to start. This presentation covers an enterprise mobile methodology created by Salesforce & Mobile Iron to get you moving fast.
For a successful app, enterprises should have the proper Development Process including Requirement Gathering, Design, Development, Quality Assurance, Launch and Maintenance. The mobile app development should be strategized considering performance, monetization, customer engagement and much more.
With these slides you will learn more about:
- Mobile App Development Process
- Strategies for Mobile App Development
- Challenges in developing Mobile App Development
Did you know that mobile security breaches have affected more than two-thirds of global organizations in the last 12 months? This presentation helps you assess where you stand, explains the different security threats that are out there, and argues for why you should be using Security by Design for all your mobile apps.
IBM Center for Applied Insights Study.
Presented by Susanne Hupfer, IBM Insight, Las Vegas, Oct. 2015.
Mobile is the new normal, and it enables enterprises to interact and engage with customers and employees in novel ways. But as mobile apps take center stage, development teams face enormous pressure, having to continually adapt to changing mobile technologies and user expectations. How do some development projects deliver great applications—meeting expectations, on time and on budget—when most don’t? According to an IBM Center for Applied Insights study involving 585 mobile development professionals, the secret lies in having both the right team and the right approach:
• Strong team with the right expertise
• Flexibility through cloud-based platforms and APIs
• Collaboration across the ecosystem
• Innovation through analytics
Madkudu - Product Led Summit - Product Led OnboardingFrancis Brero
As the conversation around product-led growth builds, some interesting trends have started to emerge. Amid all the stories and strategies are some frequently repeated myths about product-led onboarding and what it means in a product-led go-to-market strategy.
So I’d like to debunk 3 common product-led onboarding myths—namely, the idea that you don’t need a sales team, that conversion is a linear process, and that people truly want to serve themselves.
Enterprise mobility challenges and opportunitesAlgarytm
Mobile is the new desktop. The presentation covers the following What makes mobile more complex than web development? Challenges & Opportunities with Enterprise Mobile Enablement. For more information contact us at sales@algarytm.com
Right questions need to be asked to bring out the real
perspective of the end user.
A great design can go a long way in eliminating
complexities and thereby simplifying and enhancing the
user experience.
Mobile Accessibility Breakfast Briefing - Oct 2020User Vision
Contents:
Why mobile accessibility is important for everyone
How has legislation effected accessibility on mobile
WCAG 2.1
Built-in accessibility features on mobile
Mobile accessibility downfalls:
-Navigation
-Layout
-Providing use of context
Examples of common accessibility issues
For the complete report, get in touch with us at : info@netscribes.com
Netscribes (India) Pvt. Ltd., a knowledge consulting solutions company, announces the launch of Medical Equipments – Company Profiles series that provides key information about the company’s operations, business model, SWOT analysis, financial analysis, competitive landscape/benchmarking among others.
The report begins with the basic facts about the company such as contact details, revenues, competitors, brief history, line of business and geographic reach among others. Business model of the company describes the rationale of how it creates, delivers, and captures value through its services offered. Information about the company’s management side is also provided that details their names, designation, professional experiences, memberships of boards etc. Through SWOT analysis, the report highlights key internal factors that give the company advantage or disadvantage over its peers alongwith key external factors prevailing in the industry that may have favorable or unfavorable impact on the company’s operations. The report also covers the financial analysis of the company including the balance sheet, profit and loss a/c and key financial ratios depicting the company’s overall financial performance for the given financial year/s.
Industry Analysis provides top level understanding of the Medical Equipments sector in India. Market size, growth, key segments, export\ import, growth drivers and trends are some of the foremost points covered in the analysis. The competitive landscape identifies key players of the industry drawing comparisons on parameters such as financial performance, service offerings along with brief descriptions about their line of businesses and operations. The company is benchmarked against its main competitors’ key financial ratios in the competitive benchmarking chapter.
These slides use ideas from my (Jeff Funk) class to develop a business model for Samsung’s smart watch. Its smart watch works with Samsung’s mobile phone to enable users to more quickly and easily access information. In the future, its smart watch is expected to perform many of the functions that its mobile phones now do. These slides analyze athletes, the elderly, youth, and travelers as potential customers for Samsung’s smart watch. It describes several scenarios under which these users can obtain value from the watch now and in the future.
Healthcare Analytics Adoption Model -- UpdatedHealth Catalyst
The Healthcare Analytics Adoption Model is the result of a collaboration of healthcare industry veterans over the last 15 years. The model borrows lessons learned from the HIMSS EMR Adoption Model, and describes an analogous approach for assessing the adoption of analytics in healthcare.
The Healthcare Analytics Adoption Model provides:
1) A framework for evaluating the industry’s adoption of analytics
2) A roadmap for organizations to measure their own progress toward analytic adoption
3) A framework for evaluating vendor products
This Analytics Adoption Model will enable healthcare organizations to fully understand and leverage the capabilities of analytics and so achieve the ultimate goal that has eluded most provider organizations – that of improving the quality of care while lowering costs and enhancing clinician and patient satisfaction.
Beyond Uber: How the Platform Business Model Connects the WorldApplicoInc
What do Airbnb, Alibaba, and Uber all have in common (besides multibillion-dollar valuations)? None of these companies directly create the value that their users consume. They all operate with a different business model: the platform. This talk explains the platform business model and how it works. It also looks at why this phenomenon is much bigger than consumer ecommerce and is starting to disrupt more traditional enterprise markets, including everything from enterprise software and CRM systems to healthcare and finance.
How to choose the right business model? by @boardofinno - @nickdemeyBoard of Innovation
The different revenue model options, business model types and drivers why people pay. From Freemium, Broker to Razor-blade models. Ask the right questions to select your monetization strategy.
Venture Design Workshop: Business Model CanvasAlex Cowan
These slides support the various workshops I do and my online curriculum in two principal places:
1. Business Model Canvas Tutorial
This is a more fully articulated instructional, complete with templates: bit.ly/nicebmc.
2. Startup Sprints
This is a structured self-service for Venture Design/new venture creation: bit.ly/startupsprints.
This presentation is based on the top seller book "Business Model Generation" by Alex Osterwalder and Yves Pigneur. This book introduces the Business Model Canvas, the world's leading tool in creating and analyzing business models. This great tool allows you to sketch out your business model visually without starting with a scary business plan.
You can take my online course which covers more content, examples, quizzes, challenges and provides a certificate of completion.
Get course discounts and learn more:
www.playtactic.com
I hope you find this beneficial and good luck on your business model ;)
Passion for cross-industry R&D and innovation, design thinking, challenging assumptions, identifying problems and providing alternative strategy and solutions. Curious about "new" domain, love learning and evaluating new disruptive trends, effective communicator, team player and flexible with a great sense of humour.
Passion for cross-industry R&D and innovation and proven track records in bring new concepts to life. Strategic advisor, sighted and thinker and curious about new domain, love learning and evaluating new disruptive trends, effective communicator, team player and flexible with a great sense of humour.
Collaboratively Building the Customer Experience Web: The Example of WikipediaRod King, Ph.D.
Since the invention of the Internet, search engines have evolved to be not more than global web address books. In essence, Google Search is a high quality, fast, and digital "Yellow Pages" directory of web addresses. Search engines including those of Google, Yahoo, and Microsoft hardly help people to make better and faster decisions especially when buying items or faced with alternatives. The Customer Experience Web (CEW) could change all that.
The CEW is conceived to be an online repository of customer experiences on everything: products, services, businesses, places, people, and tools. The ultimate goal is that every object in the world will have customer experience maps in the CEW. These customer experience maps will be co-created by people in all parts of the world and in their own time and for their own items of passion.
This presentation shows a sample of co-created customer experience maps for the item of "Wikipedia." The presented maps summarize the results of a recent Wisdomsourcing Survey in a community of over 200 professionals from 33 countries all over the world. In other words, the customer experience maps were co-created or 'crowdsourced' by the Wisdomsourcing community. This Wisdomsourcing Project marks the start of the Customer Experience Web.
Welcome to the age of the "decision-making engine."
I participated in Marty Cagan's Silicon Valley Product Group Workshop on How To Create Products Customers Love in San Francisco Oct 27-28, 2015. The following year I participated in Jeff Patton and Jeff Gothelf's Smart Scrum Product Ownership workshop in New York City September 15-16, 2016.
Our R&D department at Procore Technologies, Inc. asked me to share lessons from these workshops in a 20 minute lunch and learn format. It was a fun exercise to go through the workbooks and notes to pick out what I thought were valuable themes to share with others. I shared the presentation slide deck with Marty, Jeff, and Jeff and they encouraged me to post on SlideShare. This presentation represents what I thought were some of the compelling and useful messages from the workshops.
I participated in Marty Cagan's Silicon Valley Product Group Workshop on How To Create Products Customers Love in San Francisco Oct 27-28, 2015. The following year I participated in Jeff Patton and Jeff Gothelf's Smart Scrum Product Ownership workshop in New York City September 15-16, 2016.
Our R&D department at Procore Technologies, Inc. asked me to share lessons from these workshops in a 20 minute lunch and learn format. It was a fun exercise to go through the workbooks and notes to pick out what I thought were valuable themes to share with others. I shared the presentation slide deck with Marty, Jeff, and Jeff and they encouraged me to post on SlideShare. This presentation summarizes what I thought were some of the compelling and useful messages from the workshops.
ROI of Evolutionary Design to Rapidly Create Innovatively New Products & Serv...David Rico
Brief 20-minute summary of using Evolutionary Design principles and practices. Includes Evolutionary Design theory, foundation, basic practices, and metrics for Lean-Agile Roadmapping, User Experience (UX) Mapping, and Models such as Design Thinking, Lean Startup, and SAFe. Late-breaking CI, CD, DevOps, and Cloud Computing case studies and whitepapers are mentioned on title slide ...
Growth Strategies Across the Product LifecyclePaul Morgan
Understanding strategies and tactics to create growth opportunities is critical to become a differentiator and enable your product to have a long and successful part in your overall company strategy. Paul Morgan & Kamal Tahir presented this deck at the Product Management, Innovation and User Experience Conference in June 2014, Chicago, IL.
Women in Innovation - My Innovation: describing what I am applying forKTN
The award is for innovators looking to scale up and grow their innovative company or to carry out an innovative project. In this workshop, we will discuss how to:
- Scope the project that you are looking to get funded
- Present your value proposition
- Describe it in the context of your ambitions to grow and scale your business
- Articulate the benefits you will gain from the non-financial support available
Case Study #1 on Disruptive Innovation Canvas: A Lean Startup Project for an ...Rod King, Ph.D.
The presentation features a Lean Startup Project for an FM Radio Station in Sierra Leone, West Africa. The project, which is being done by high school students taking part in the 2012 Innovate Salone Challenge, is presented using the Disruptive Innovation Canvas. The Innovate Salone Program is the brainchild of David Sengeh, a graduate of Harvard and currently a PhD student at MIT. The Innovate Salone Program involves a National High School Innovation Challenge where students are required to invent products that solve problems in local communities.
In our first class, we’ll discuss the various characteristics and types of products, paying particular attention to the product lifecycle. We’ll introduce the idea of a business model, and discuss the various risks that products might face in different parts of the product lifecycle. We’ll review a brief history of project and product management, and discuss the differences between the two.
Product designer is amalgamation of technology, computer science and management thus it is a very responsible post. If we see it from a business perspective then we find that a business is a giant structure as a whole and there are different aspects to it. A product designer is responsible for creating or making a product which is useful to users. He needs to take direction from the business and its goal along with his own creativity.
From Product Vision to Story Map - Lean / Agile Product shapingJérôme Kehrli
A lot of Software Engineering projects fail for a lack of shared vision due to poor communication among people involved in the project.
A sound maintenance of the product backlog can only be achieved if all the people have a good understanding of what they have to do (common vision).
Roman Pichler, in a post originally written in Jul 16 2012, has proposed a really interesting approach: use various canvas to create and share product vision and product backlog creation and refinement.
This presentation is a drive through these various boards and canvas that should be designed in prior to any product development: the Product Vision, the Lean Canvas, The Product Definition and the Story Map.
Similar to 12 Global Business Model (GBM) Topics: Simply Organize and Present Ideas for Projects in Healthcare and Other Industries (20)
FRACTAL GRIDDING: A Visual Technique for Managing Personal, Enterprise, and N...Rod King, Ph.D.
This presentation introduces the WHY, WHAT, and HOW of the Fractal Gridding Technique, which is an invention of Dr. Rod King. Fractal Gridding and in particular, the 3x3 Fractal Grid, can be used for effectively and efficiently organizing, managing, and tracking ideas everywhere: at School, Home, Outdoors, and Work (SHOW). The goal of daily using Fractal Gridding is to rapidly become a lifelong EPIC Learner. "EPIC" is an acronym for "Exponential Productivity, Innovation, and Creativity."
Way to go lifelong EPIC Learner!
And good long in your journey.
Build a Culture for Rapidly Achieving BALANCED GREATNESS Everywhere: A Case S...Rod King, Ph.D.
This presentation features the methodology of Ambifragile Project Planning & Execution (APPEx) which aims to facilitate the building of a Balanced Greatness culture everywhere. A case study on APPEx is presented using information from the 2018 mayoral campaign in Freetown (Sierra Leone) of candidate Yvonne Aki-Sawyerr. This presentation illustrates how APPEx can be used not only in reframing and visually presenting the vision of any political campaign but also in translating into reality and through projects a candidate's vision, strategy, and conceptual plan for achieving Balanced Greatness. Also, the APPEx methodology offers brain-friendly tools and graphic organizers such as the 1-Page Vision-Strategy-Plan and 1-Page Ambifragile Project Plan that can be used to rapidly discover and solve pains in any domain as well as at personal, team, and societal levels. The approach of APPEx visually synthesizes the world's best tools for visually collecting, organizing, managing and evaluating information in projects at any level or scale.
PS: I'd like to note that although the presentation uses material from the campaign of mayoral candidate Yvonne Aki-Sawyerr, she neither ordered this presentation nor endorses it. This case study is purely academic and meant to illustrate how the APPEx methodology can be used to rapidly build a culture for achieving Balanced Greatness everywhere on the planet especially in Sierra Leone and starting from Freetown, her capital city.
APEx Meta-Platform: Rapidly Document, Organize, Manage, and Solve NATIONAL SE...Rod King, Ph.D.
Nowadays, business is suffering from what I call the "Tower of Babel (TB)" phenomenon: there are too many disparate or fragmented business tools. Each business tool appears to have a language of its own so that communication between users of different tools is fraught with great difficulties. This situation is reminiscent of the Tower of Babel event which is described in the Bible.
But, how can one eliminate the Tower of Babel phenomenon regarding business tools and their uses? Conceptually, the ideal solution involves use of an "operating system" or a platform that permits application of every tool while eliminating their trade-offs. An ideal solution is the Adaptive Planning & Execution (APEx) platform which is featured in this presentation. The APEx Platform can be used to rapidly organize, manage, and present problems as well as solutions for greater national security and prosperity.
SUPPLY CHAIN CANVAS: Deliver “10x Faster, Better, and Cheaper Solutions” for ...Rod King, Ph.D.
The guaranteed survival of any organization today depends on its ability to deliver "exponential solutions" and in particular, "10x Faster, Better, and Cheaper Solutions" than traditional ones. This Ideal Value Proposition is highly desirable by many organizations. However, the big question is: "How does one create and deliver "10x Faster, Better, and Cheaper Solutions" for stakeholders?
This presentation introduces the tool of the Supply Chain Canvas. Building on the concept of the classic supply chain which involves four categories of stakeholders (Supplier; Provider; Customer; Consumer), the Supply Chain Canvas uses the concept and tool of the Business Model Strip to link the stakeholders to form a fractal supply chain. The resulting diagram, which is called a "Supply Chain Canvas," can be used to rapidly map, analyze, improve, design, and manage supply chains as well as business models. Included in this presentation are examples of how the Supply Chain Canvas is applied to the non-governmental sector as well as private sector.
Can BUSINESS MODEL HACKING Instantly Save the National Defense & Intelligence...Rod King, Ph.D.
"Business Model Hacking (BMH)" refers to a multilevel mapping methodology that uses the unit of analysis of a business model to rapidly discover and eliminate pain in the lifecycle of any system, project, and/or business model. The approach of Business Model Hacking can be applied to projects in the public and private sectors as well as non-governmental organizations and society in general. The current program of "Hacking for Defense (H4D)," which is pioneered at Stanford University can be regarded as a basic instance of Business Model Hacking that uses the Mission Model Canvas (Business Model Canvas) and Value Proposition Canvas within the framework of the Lean Launchpad Methodology. However, given the "12 Handicaps" of the Mission Model Canvas (Business Model Canvas), Rod King uses a different toolkit for Business Model Hacking. Details of King's toolkit can be found in his groundbreaking book, "Business Model Canvas: A Good Tool with Bad Instructions?" This book is available at Amazon.com.
This presentation focuses on King's two tools for Business Model Hacking: Problem Solving Theater (PST) and Value Engine Map (VEM). These tools are applied to proposed projects in the National Defense and Intelligence Communities. When properly applied, tools of Business Model Hacking can help organizations to effectively and efficiently achieve their goals, vision, and mission. In particular, Business Model Hacking can help the National Defense and Intelligence Communities to rapidly save thousands of lives as well as millions of dollars.
STUDENTSOURCING:A Mini-Case Study on “Hacking for X (H4X)” Programat Stanfo...Rod King, Ph.D.
You may be wondering about the question, "What is StudentSourcing?" Well, here are three things you quickly need to know about "StudentSourcing."
1) StudentSourcing is a term independently coined by Rod King to describe the emerging phenomenon and multisided business model where tough national, regional, and/or local problems in the public sector and private sectors as well as community are “outsourced” or “crowdsourced” to student teams in primary, secondary, and/or tertiary education who provide validated and scalable solutions (prototypes)
2) The most prominent example of StudentSourcing or a StudentSourcing business model involves the “Hacking for X (H4X)” and in particular, “Hacking for Defense (H4D)” program, which was created at the Stanford University and is currently spreading worldwide
3) For public sector and community projects, StudentSourcing can be regarded as a de facto “National Development Service program” for students
This presentation focuses on three Global Pain Solving (GPS) tools that can be used to facilitate StudentSourcing including the Hacking for Defense (H4D) program at Stanford University. The GPS tools complement the Lean LaunchPad Methodology that is used in the H4D program.
2x2 Value Engine Map: Instantly Revolutionize Product Pitching, Business Stra...Rod King, Ph.D.
THIS ONE MAP REVOLUTIONIZES PRODUCT POSITIONING, BUSINESS STRATEGY, AND INNOVATION ACCOUNTING: The 2x2 Value Engine Map
Not many people know or would like to admit it: There are many popular but misleading ideas in business especially from established and emerging business “gurus.” A popular but misleading idea is the maxim of “One tool does not fit all.”
The cliche of “One tool does not fit all” stems from the last century when “pipes” or single-sided business models were dominant. In this century, “platforms” or multisided business models are increasingly disrupting traditional pipe business models. Whereas a pipe business model tries to resolve a single trade-off, a platform or multisided business model is designed to resolve two or more trade-offs. An excellent example of the transition from a pipe to a platform business model can be seen in the evolution of the business model of Apple’s iPod which finally morphed into a platform for the iPhone.
In the graphic below, I present a tool of and for BUSINESS CONSILIENCE: a 2x2 Value Engine Map. This Value Engine Map can be used to facilitate product pitching, business planning, business strategy, and business model design as well as the process of innovation accounting in the Lean Startup Methodology.
So, what do you think?
BUSINESS MODEL CANVAS: A Good Tool With Bad Instructions? Get Free Preview of...Rod King, Ph.D.
Originally conceived by Alexander Osterwalder, the Business Model Canvas is widely used by entrepreneurs to document the status of their business models. In principle, the Business Model Canvas can be used as a versatile tool for discovering and solving any type of pain on the planet. However, the Business Model Canvas is sub-optimally used. The Business Model Canvas has 12 "handicaps" that constrain it as a versatile tool for Open & Multilevel Pain Solving. This book critically and deeply explores the Business Model Canvas with a view to identifying as well as fixing its handicaps. Complementary tools such as the Business Model Strip, POKER Scorecard, and POKER Canvas are suggested to be used so that the full potential of the Business Model Canvas can be realized.
Silicon Valley’s Tools for Translating Startup Ideas into Billion Dollar Comp...Rod King, Ph.D.
This presentation features the POKER-Scorecard which is a shared language and platform for presenting and applying any business tool especially those used in Silicon Valley.
12 Disruption Vulnerabilities of the Business Model Canvas: BUSINESS MODEL CA...Rod King, Ph.D.
This presentation presents 12 "Disruption Vulnerabilities" or Achilles's Heels of the Business Model Canvas. Although the Business Model Canvas serves as a good tool for visually documenting a business model, it is limited in many respects especially with documenting, analyzing, and designing two/multisided markets (platforms). The tool of the Business Model Strip is presented as an alternative that eliminates the Disruption Vulnerabilities of the Business Model Canvas.
The Business Model Strip is designed with a multilevel paradigm so that it can be presented at various levels and in different visual formats. This presentation features the Business Model Strip in "canvas" (tessellation) format with 5 blocks (meso-level) as well as 9/11 blocks (micro-level). Finally, a visual template and checklist for an Exponential Business Canvas are presented.
Universal Business Modeling Template & Language for Venture Capitalists, Scal...Rod King, Ph.D.
This presentation features the Business Model Strip, which is a universal business modeling template. The Business Model Strip provides a common visual language for mapping the topics of every business model template on the planet. Consequently, using the Business Model Strip facilitates conversations on business model innovation and improvement between users of differing templates such as the Community Happiness Canvas, Business Model Canvas, Lean Canvas, and Business Model Matrix.
Integrate One Line Business Modeling & Customer-First Process Improvement: Th...Rod King, Ph.D.
Of late, there seems to be one tool for every business goal or objective. Such proliferation of tools leads to a lot of waste in terms of money, energy, and time that are required to learn and master business tools. The Business Model Strip is a "revolutionary approach" that introduces a master (platform) tool that relates to all business tools. Here, the Business Model Strip or "One Line Business Model (OLBM)" is presented from the perspective of the SIPOC tool.
Two Steps for Rapidly Eliminating Pain in Every Business, Non-Profit Organiza...Rod King, Ph.D.
This presentation features an approach for Standard Pain Solving (SPS) in any domain. The Standard Pain Solving Methodology involves two steps: 1) Ask a Pain Solving Question (PSQ) in the format of "How Might We Eliminate Pain (HMWEP) of X?" 2) Use the Business Model Strip to Iteratively Answer the Pain Solving Question.
Should We Burn the BUSINESS MODEL CANVAS and LEAN CANVAS?Rod King, Ph.D.
The Business Model Canvas and Lean Canvas are "staple business tools" that are used the world over by entrepreneurs, startups, and established companies. But the question is: Should we burn the Business Model Canvas as well as the Lean Canvas?
Burning a business tool may be strange. And admittedly, "burning a business tool" is a gimmick to stir up controversy especially with practitioners and fans of a business tool. Alexander Osterwalder stirred up fans and ardent practitioners of the Business Plan when on November 26, 2012 he wrote an article in the online Wall Street Journal, "Burn Your Business Plan - Before it Burns You;" see http://blogs.wsj.com/accelerators/2012/11/26/burn-your-business-plan-before-it-burns-you/
I present the issue of burning the Business Model Canvas and Lean Canvas because they have rather irreparable structural problems. And, in my view, the structural problems of the Business Model Canvas and Lean Canvas are limiting creativity and innovation in business modeling tools. Many cannot escape the box of the Business Model Canvas or Lean Canvas.
In this document, I present a case on why the Business Model Canvas and Lean Canvas should be burnt. An alternative tool of the Business Model Strip is introduced. Luckily the Business Model Strip is compatible with both the Business Model Canvas and Lean Canvas.
Business Model Strip SCORECARD FOR RADICALLY IMPROVING THE PERFORMANCE OF BUS...Rod King, Ph.D.
This presentation features the Business Model Strip SCORECARD, which is a template for radically improving the performance of business models for startups as well as as established companies. The Business Model Strip Scorecard seamless integrates ideas from the Balanced Scorecard, Strategy Map, and Business Model Canvas as well as over 10 other business tools. Consequently, the Business Model Strip Scorecard offers the most comprehensive tool for managing the performance of business models.
Flourishing Business Canvas vs. Total Happiness Canvas: Similarities and Diff...Rod King, Ph.D.
I recently came across the Flourishing Business Canvas and I'm struck by its conceptual rigor which is similar to that of the Total Happiness Canvas that I developed. The Flourishing Business Canvas was developed by Antony Upward.
Rod King's Total Happiness Canvas involves an application to business modeling of Albert Einstein's idea of a SpaceTime continuum. SpaceTime is defined by two question-tags: When (Time) and Where (Space or System). The four question-tags of Who, What, How, and Why define a system including its impacts or value (negative and positive).
Integrated with the Total Happiness Canvas is a heuristic for universal pain (problem) solving and learning, that is, the Pain-Plan-Do-Review (PPDR) Cycle. This heuristic draws upon the learning cycle of Plan-Do-Review as well as Deming's Plan-Do-Check-Act (PDCA) cycle for continuous improvement. Addition of a "Pain" dimension to the latter cycle expands the aforementioned heuristics to a cycle for pain (problem) solving.
In this presentation, I present side-by-side topics of the Flourishing Business Canvas and the Total Happiness Canvas. In this way, similarities and differences between the two canvases can be quickly seen.
There are two major differences between topics of each tool. First, the topics of the Total Happiness Canvas are driven by a question-and-answer framework. In particular, the Total Happiness Canvas is driven by a Pain Solving Question (PSQ) that must first be formulated. The basic format of the PSQ is: "How Might We Eliminate Pain (HMWEP) of 'X'?' It's important to note that 'X' can be any theme, topic, or issue. The PSQ is then iteratively answered by going through the Pain-Plan-Do-Review (PPDR) Cycle. Tools like the Business Model Canvas, Lean Canvas, and Flourishing Business Canvas serve as 'scoreboards' while iteratively answering the PSQ.
The second main difference is that the Total Happiness Canvas is a visual "plug-and-play" platform that provides a Universal Pain Solving & Project Management (UPSPM) process for achieving goals in any domain. All business tools can be used in conjunction with the Total Happiness Canvas. Consequently, the Total Happiness Canvas can be used for "playing" the tool of the Flourishing Business Canvas. While using the process of the Total Happiness Canvas, the Flourishing Business Canvas acts as a visual information manager or 'scorecard' for organizing and managing ideas on each topic within the framework of UPSPM.
Finally, when used with the Total Happiness Canvas, many tools such as in Design Thinking, Six Sigma Methodology, Lean Startup Method, and Theory can be seamlessly applied using the Flourishing Business Canvas. The framework of the Total Happiness Canvas allows many and varied pain (problem) solving tools to be mixed and matched.
Family of 4 Visual Templates for the TOTAL HAPPINESS CANVASRod King, Ph.D.
The first 'canvas' tool, which I encountered in business, was the Strategy Canvas in the toolkit of Blue Ocean Strategy. The Strategy Canvas involves the plot of Value Curves for organizations (businesses) in the Red Ocean as well as Blue Ocean. After the Strategy Canvas came the tessellation of the "Business Model Canvas that was developed by Alexander Osterwalder.
The Business Model Canvas is a 'phenomenon' in the business community especially for startups. The Business Model Canvas is used worldwide and has spawned countless variations of its tessellation. The Lean Canvas by Ash Maurya is the most popular variant of the Business Model Canvas.
The tessellated format of the Business Model Canvas has many advantages including the facilitation of collaborative visual presentation of business model ideas both horizontally (on a table) and vertically (on a wall). However, the tessellated template has 'straight-jacketed' how people think about the visual structure of a business model. A large majority of people now think that a tessellation is the only format for visually presenting a business model. Such thinking has serious disadvantages, for the topics of a business model are "nodes" that can be expressed in a wide variety of graphical formats such as in a chain, tree (Mind Map), and network.
In this presentation, the four nodes (Pain-Plan-Do-Review) of the Total Happiness Canvas or Pain-Plan-Do (PPDR) Cycle are presented using a family of visual templates: Chain; Macro-canvas; Tree; Network. The format of the Macro-canvas consists of 5 macro-blocks. There is strong structural correspondence between the visual format of the Macro-canvas and that of the Business Model Canvas which consists of 9 building blocks. The "Pain" block of the Macro-canvas can be decomposed into three blocks of the Business Model Canvas: Customer Segments; Customer Relationships; Channels. In a similar manner, the "Do" block can be decomposed into three blocks of the Business Model Canvas: Key Partners; Key Activities; Key Resources. The same decomposition principle applies to the Lean Canvas as well as other canvases.
By introducing flexibility and variation in visually presenting the topics that describe a business model, we can take advantage of the strengths of other visual templates while minimizing the inherent weakness of a tessellated format. Further, we can develop agility in visual communication by freely having conversations using different visual templates for business models.
Rapid Organizational Improvement (ROI): Instantly Xray Every For-Profit and N...Rod King, Ph.D.
Business modeling tools such as the Business Model Canvas and Lean Canvas are complex, expensive, and time-consuming to learn especially when modeling platforms (two/multisided markets). Consequently, such modeling tools are ill-suited for Non-Profit Organizations which are inherently platforms.
This presentation introduces the COPS Diamond ("Xray") technique which can be used to instantly model For-Profit Organizations as well as Non-Profit Organizations. Using the COPS Diamond saves organizations money, energy, and time especially in change management projects.
Business Model Canvas: GOOD TOOL with BAD INSTRUCTIONSRod King, Ph.D.
Alexander Osterwalder's Business Model Canvas is widely used by entrepreneurs around the world. It is a good tool. However, the Business Model Canvas is not great because it does not explicitly focus on solving the pain of stakeholders. In short, the Business Model Canvas is not a direct tool for pain (problem) solving.
The Business Model Canvas was originally conceived as a 'scorecard' for visually documenting a business model. Consequently, the Business Model Canvas is 'time agnostic:' it can be used for documenting past, present, and future business models. In theory, the Business Model Canvas is a visual synthesis of topics for comprehensively describing a business model or project.
Recognizing the deficit of the Business Model Canvas with regard to pain (problem) solving, several practitioners have tried to modify it as well as add complementary tools and processes. In his Customer Development Stack, Steve Blank adds the process of Customer Development to facilitate pain discovery. He also adds Agile Development (Lean Startup) Method to facilitate experimentation using hypotheses from a "Future (Hypothetical) Canvas."
Ash Maurya has modified building blocks of the Business Model Canvas to suit the mindset and language of "Lean Startup" entrepreneurs as well as directly include the paradigm of pain (problem) solving. Maurya includes building blocks such as for "Problem," "Solution," and "Key Metrics." However, Maurya's building blocks such as "Unfair Advantage" violate the system logic of the Business Model Canvas.
To date, many entrepreneurs are busy completing building blocks of the Business Model Canvas without a clear pain (problem) solving process. The Build-Measure-Learn Loop of the Lean Startup Method can be used with the Lean Canvas. However, to date the process has not been seamlessly integrated with the logic of the Business Model Canvas. So, what are we to do?
This presentation introduces the Pain-Plan-Do-Review (PPDR) Cycle which can be used with or without the Business Model Canvas. Housing the PPDR Cycle is the Community Happiness Canvas which focuses presenting a Pain Solving Question (PSQ) which is answered by using 8 topics of LIST: List of Innovate Salone Topics. The presentation shows correspondences between topics of the Business Model Canvas and Community Happiness Canvas. By using the PPDR Cycle of the Community Happiness Canvas in conjunction with the topics of the Business Model Canvas, entrepreneurs can rapidly solve the pains of stakeholders especially customers.
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.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
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As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
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.
Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
Explore the world of the Taurus zodiac sign. Learn about their stability, determination, and appreciation for beauty. Discover how Taureans' grounded nature and hardworking mindset define their unique personality.
Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
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3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
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This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
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12 Global Business Model (GBM) Topics: Simply Organize and Present Ideas for Projects in Healthcare and Other Industries
1. 12
Global
Business
Model
(GBM)
Topics
Simply
Share,
Capture,
Organize,
Present,
and
Evaluate
Any
Project
Idea
1.
Product/Service/Tool/Experience/Posi?oning
(Output)
2.
Customer
Job-‐To-‐Be-‐Done
(Value
Proposi?on/Requirements/Aspira?on/Mission)
3.
Customers/Consumers
&
Problems
4.
Customer
Rela?onship
Management
5.
Retailers/Channels/Intermediaries
6.
Process/Strategy/Ac?vi?es
7.
Internal
Resources
(Team/Infrastructure)
8.
Suppliers/Partners/Inputs
9.
Cost
(Pain/Disadvantages/Risks)
10.
Revenue
(Delight/Advantages/Opportuni?es)
11.
Environment
12.
Learning
This
work
is
licensed
under
the
Crea?ve
Commons
A@ribu?on-‐NonCommercial-‐ShareAlike
License.
#NELB.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing
2. Example:
12
Global
Business
Model
(GBM)
Topics
for
“Google
Glass”
Project
Simply
Share,
Capture,
Organize,
Present,
and
Evaluate
“Google
Glass”
Project
Idea:
Will
Project
Have
Minimum
Viable
Customers?
1.
Product/Service/Tool/Experience/Posi?oning
(Output)
Google
Glass
2.
Customer
Job-‐To-‐Be-‐Done
(Value
Proposi?on/Requirements/Aspira?on/Mission)
“Seamless
and
empowering
computer/plaPorm:
Photo;
Videos;
Maps;
Search;
Internet
…”
3.
Customers/Consumers
&
Problems
Luxury
users
who
consider
pocket
or
desktop
computers
as
“bulky”
App
Developers
Security
Professionals
4.
Customer
Rela?onship
Management
Community
of
Early
Adopters
Promo?on-‐Compe??ons
5.
Retailers/Channels/Intermediaries
Online
Mail
Delivery
Retail
Stores
6.
Process/Strategy/Ac?vi?es
Closed/Open/Co-‐Innova?on
Prototyping
Viral
Marke?ng
Story
Management
7.
Internal
Resources
(Team/Infrastructure)
Google’s
Team/Management
Brand
IP
IT
Infrastructure
Facili?es
8.
Suppliers/Partners/Inputs
OEM
Manufacturers
Venture
Capitalists:
KPCB;
Andersen
&
Horowitz
App
Developers
Android
Carriers
9.
Cost
(Pain/Disadvantages/Risks)
Supplies;
Staff;
Facili?es
Hard
to
fold
or
store
Short
ba@ery
life
High
cost
(price)
Social
Discomfort
Switching
Costs
Privacy
Concerns
10.
Revenue
(Delight/Advantages/Opportuni?es)
US$1,500
per
item
Instantly
accessible
smartphone
func?onali?es
Killer
apps
First-‐mover
advantage
Blue
Ocean
Industry
11.
Environment
Suppliers
of
(wearable)
computers
Users
of
(wearable)
computers
Ubiquitous
compu?ng
DIY
Economy
Evolu?on
of
computers/eyeglasses
Sharing
Economy
Social
Media/TV
12.
Learning
What
and
how
does
Google
con?nuously
learn
(to
create
customers,
profit,
or
shared
value)?
This
work
is
licensed
under
the
Crea?ve
Commons
A@ribu?on-‐NonCommercial-‐ShareAlike
License.
#NELB.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing
3. 1.
Product/Service/Tool/Experience/Posi?oning
(Output)
What
(prototype
or
complete)
product/service/tool/experience
does
your
organiza?on
offer
to
customers?
What
3
core
benefits
does
your
(prototype
or
complete)
product/service/tool/experience
bring
to
customers?
2.
Customer
Job-‐To-‐Be-‐Done
(Value
Proposi?on/Requirements/Aspira?on/Mission)
What
are
3
core
problems
that
customers
are
trying
to
solve
when
they
use
your
product/service/tool?
What
are
customers’
goals/objec?ves/tasks/value
when
they
use
your
product/service/tool:
what
needs
or
aspira?ons
are
customers
trying
to
fulfill?
Where
and
when
do
customers
use
your
product/service/tool?
What
are
obstacles,
barriers,
or
constraints
to
customers
effec?vely
using
your
product/service/tool?
3.
Customers/Consumers
&
Problems
How
would
you
describe
the
profile
(persona)
of
your
most
important
customer/consumer:
posi?ves/nega?ves?
4.
Customer
Rela?onship
Management
How
do
you
maintain
or
enhance
rela?onships
with
customers
so
that
you
can
con?nuously
engage,
acquire,
and
retain
them?
5.
Retailers/Channels/Intermediaries
How
is
your
product/service
delivered
to
customers?
6.
Process/Strategy/Ac?vi?es
What
is
your
key
process
or
innova?ve
strategy
for
building
product/service/tool
as
well
as
gaining
compe??ve
advantage
in
the
marketplace?
7.
Internal
Resources
(Team/Infrastructure)
What
are
your
key
resources
including
team,
technology,
and
infrastructure
for
achieving
your
value
proposi?on
or
customer’s
job-‐to-‐be-‐done?
8.
Suppliers/Partners/Inputs
Who
are
key
suppliers,
strategic
alliances,
partners,
and
inputs
that
help
in
delivering
on
value
proposi?on
for
customers?
9.
Cost
(Pain/Disadvantages/Risks)
What
are
the
main
sources
of
cost
(pain/disadvantages/risks)
in
your
organiza?on?
10.
Revenue
(Delight/Advantages/Opportuni?es)
What
are
the
main
sources
of
revenue
(delight/advantages/opportuni?es)
in
your
organiza?on?
11.
Environment
Who
are
your
main
compe?tors
and
complementors?
What
do
you
consider
as
the
most
important
trends
affec?ng
the
aIrac?veness
of
your
industry
and
marketplace?
12.
Learning
What
processes
and
tools
are
you
using
for
con?nuously
learning
about
condi?ons
in
your
marketplace,
industry,
community,
and
organiza?on?
This
work
is
licensed
under
the
Crea?ve
Commons
A@ribu?on-‐NonCommercial-‐ShareAlike
License.
#NELB.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing
Tip
Answer
each
ques?on
on
a
S?cky
(Post-‐It)
Note
or
an
Index
Card
Environment
Business
Model
(Supply
Chain)
“No
Entrepreneur
Le^
Behind
(NELB)”
Movement
Freely
copy
and
share
this
Global
Business
Model
(GBM)
Checklist
Global
Business
Model
(GBM)
Checklist
Simply
Share,
Capture,
Organize,
Present,
and
Evaluate
Any
Project
Idea
4. Global
Business
Model
(GBM)
Topics
1
Product/Service/Tool/Experience/
Posi?oning
(Output)
2
Customer
Job-‐To-‐Be-‐Done
(Value
Prop./Req./Aspira?on/Mission)
3
Customers/Consumers
&
Problems
4
Customer
Rela?onship
Management
5
Retailers/Channels/Intermediaries
6
Process/Strategy/Ac?vi?es
7
Internal
Resources
(Team/Infrastructure)
8
Suppliers/Partners/Inputs
9
Cost
(Pain/Disadvantages/Risks)
10
Revenue
(Delight/Advantages/Opportuni?es)
11
Environment
12
Learning
12
Global
Business
Model
(GBM)
Topics:
Matrix
Format
(Blank)
Simply
Share,
Capture,
Organize,
Present,
and
Evaluate
Any
Project
Idea
This
work
is
licensed
under
the
Crea?ve
Commons
A@ribu?on-‐NonCommercial-‐ShareAlike
License.
#NELB.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing
5. Global
Business
Model
(GBM)
Topics
PAST
(As
Was/Done/History)
PRESENT
(As
Is/Doing/Today)
FUTURE
(To
Be/To
Do/Someday)
1
Product/Service/Tool/Experience/
Posi?oning
(Output)
2
Customer
Job-‐To-‐Be-‐Done
(Value
Prop./Req./Aspira?on/Mission)
3
Customers/Consumers
&
Problems
4
Customer
Rela?onship
Management
5
Retailers/Channels/Intermediaries
6
Process/Strategy/Ac?vi?es
7
Internal
Resources
(Team/Infrastructure)
8
Suppliers/Partners/Inputs
9
Cost
(Pain/Disadvantages/Risks)
10
Revenue
(Delight/Advantages/Opportuni?es)
11
Environment
12
Learning
12
Global
Business
Model
(GBM)
Topics
for
the
Past/Present/Future
(Kanban
Board)
Simply
Share,
Capture,
Organize,
Present,
and
Evaluate
Any
Project
Idea
This
work
is
licensed
under
the
Crea?ve
Commons
A@ribu?on-‐NonCommercial-‐ShareAlike
License.
#NELB.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing