Seminar 2: Testing The Water: Market Research and Validation
Date: Thursday 15 March 2012
Time: 5.30pm-7.00pm
Venue: Cambridge campus (LAB026) - Chelmsford campus (MAB221)
You have a great idea but will anyone actually want to buy it. Understanding the market you're in, what your customers actually want and who you're going to be up against is key if you want to be a success.
Guest speaker: Stewart McTavish, Innovation Director, IdeaSpace
Stewart McTavish is the Innovation and Support Director at the University of Cambridge ideaSpace. Before joining the ideaSpace he founded three ventures in web and media. At ideaSpace Stew helps advise and connect entrepreneurs.
Experience Radar 2013: Lessons from the US grocery industrySertus, LLC
With today’s shopper armed with mobile apps and virtual offers, and increasingly immersed in an interactive environment, success depends on just the right blend of self-service and helpful staff and understanding grocery shopper values to set the gold standard for customer experience across all industries.
Facing commoditization, grocery has turned to experience to grow their top lines and maintain margins, according to Experience Radar 2013: Lessons from the US Grocery Industry, one in a series of customer-centric reports that measures the experiences of about 6,000 US consumers across multiple industries.
The report defines the five behaviors companies can adopt to enhance customer experience and create value: make it fast, emotionalize shopping, balance high-tech with high touch, avoid spill and empower customers to make satisfying choices.
Seminar 2: Testing The Water: Market Research and Validation
Date: Thursday 15 March 2012
Time: 5.30pm-7.00pm
Venue: Cambridge campus (LAB026) - Chelmsford campus (MAB221)
You have a great idea but will anyone actually want to buy it. Understanding the market you're in, what your customers actually want and who you're going to be up against is key if you want to be a success.
Guest speaker: Stewart McTavish, Innovation Director, IdeaSpace
Stewart McTavish is the Innovation and Support Director at the University of Cambridge ideaSpace. Before joining the ideaSpace he founded three ventures in web and media. At ideaSpace Stew helps advise and connect entrepreneurs.
Experience Radar 2013: Lessons from the US grocery industrySertus, LLC
With today’s shopper armed with mobile apps and virtual offers, and increasingly immersed in an interactive environment, success depends on just the right blend of self-service and helpful staff and understanding grocery shopper values to set the gold standard for customer experience across all industries.
Facing commoditization, grocery has turned to experience to grow their top lines and maintain margins, according to Experience Radar 2013: Lessons from the US Grocery Industry, one in a series of customer-centric reports that measures the experiences of about 6,000 US consumers across multiple industries.
The report defines the five behaviors companies can adopt to enhance customer experience and create value: make it fast, emotionalize shopping, balance high-tech with high touch, avoid spill and empower customers to make satisfying choices.
"IDREF: an open, shared data registry serving networks and IT applications" by Raymond Bérard (ABES, director)
(2nd DARIAH-EU General VCC meeting, Vienna, 28 - 30 November 2012)
Business Model Evolution - Why The Journey To SaaS Makes SenseRainer Stropek
SaaS is an important trend in the software industry. In this presentation Rainer Stropek from time cockpit (http://www.timecockpit.com) speaks about typical challenges that software vendors have to solve to successfully transfer from the classical licensing-based model to a SaaS strategy.
Note that the original slide deck contains quite a lot of animations. If you want to have the original PPTX file including all the animations, feel free to contact me via twitter (@rstropek).
The “Business Model” is the blueprint which defines how your business operates and makes money.
Every business invests money in resources and activities to create value & benefits which customers are prepared to pay more for.
Every business model is founded on 2 simple questions:
Who is the customer?
What does the customer need or require to have done?
Alex Osterwalder has given the world the most innovative yet simple model to Design a Business Model. This presentation is based on his classic book Business Model Generation.
Service in the Industry is not a Product Feature but a Business ModelOuke Arts
Produced by Ouke Arts, Strategy Consultant
working for Strategy Boutique Thaesis and supported by trendwatching.com.
http://www.linkedin.com/in/oukearts
http://www.thaesis.nl
http://www.trendwatching.com
Product Vision and Strategy - Creating Value Doug Henderson
Discussion at the Alpha Loft's Full Stack meetup in Portsmouth NH on 3/25/2015. Discussed Product Value Proposition, Business Model Canvas, Value Map, Customer Segments, Customer Research, Lean Startup Methodology.
Hvilke deler av forretningsmodellen du kan gjøre mer lønnsom med teknologi? Vi viser deg hvordan du bruker The Business Model Canvas til å finne ut hvordan en applikasjon kan spare bedriften penger.
The Strategy accelerator - Business models with sustainable competitive advan...Alfred Griffioen
Innovate your business model to gain higher ROI. Determine your sustainable competitive advantage (market relevancy or a unique product) and choose your strategy: ally, combine, excel or consolidate. This presentation in English is based on the Dutch book 'De strategieversnelling'. See www.strategy-accelerator.com
El passat 20 d'octubre Alfons Cornella, president i fundador d'Infonomia, va realitzar una conferència sobre innovació en l'acció social a la Fundació Pere Tarrés.
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.
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.
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
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
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
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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.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
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.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
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/
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
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.
What is the TDS Return Filing Due Date for FY 2024-25.pdf
Bm innovation+incubation jan 2012
1. Business Model Innovation & Incubation
Workshop @
Jan 21-25, 2012,
H‘rath/Aachen, Germany
1 warm-up: business model innovation
2 concept: the business model canvas
3 intro: business incubation
1
8. THE VALUE CHAIN (PORTER 1985)
firm infrastructure
human resource management
technology development
procurement
inbound outbound marketing
operations service
logistics logistics & sales
11. THE VALUE CHAIN
firm infrastructure
human resource management
technology development
procurement
inbound outbound marketing
operations service
logistics logistics & sales
55. the 9 building blocks of a business model
www.businessmodelalchemist.com all drawings by JAM
56. CUSTOMER SEGMENTS
mass market
niche market
segmented
diversified
multi-sided platform
For whom are we
creating value?
Who are our most
important customers?
57. VALUE PROPOSITION
Newness Brand / status
Performance Price
Customization Cost reduction
„Getting the job done“ Accessibilty
Design Convenience /
Usability
What value do we deliver to the customer?
Which one of our customer’s problems are we helping to solve?
Which customer needs are we satisfying?
What bundles of products and services are we offering to each customer segment?
58. KEY CHANNELS
Channels serve for
communication, sales, distribution
Own sales force
Web sales
Own stores
Partner stores
Retail & wholesale
Through which channels do our customer segments want to be reached?
How are our channels integrated?
How are we integrating them with customer routines?
60. REVENUE STREAMS
Fixed Pricing Dynamic Pricing
List price
Negotiation
Product feature
dependent Yield management
Customer segment Real-time-market
dependent
Auctions
Volume dependent
For what value are our customers really willing to pay?
How would they prefer to pay?
How much does each revenue stream contribute to overall revenues?
61. KEY RESOURCES
Physical stock
Intellectual patent.
Human .
Financial.
What key resources do our value propositions require?
Our distribution channels?
Customer relationships?
Revenue streams?
drawings by JAM
62. KEY ACTIVITIES
Production vs.
Problem solving .
Platform / network .
What key activities do our value propositions require?
Our distribution channels?
Customer relationships?
Revenue streams?
63. KEY PARTNERS
Optimization and economy of scale
and suppliers
Reduction of risk
joint development of competing consumer electronics giants
Acquisition of particular resources and activities
uses operating system
Who are our key partners?
Who are our key suppliers?
Which key resources are we acquiring from partners?
Which key activities do partners perform?
64. COST STRUCTURE
Cost-driven
Value-driven
Fixed costs
Variable costs
Economies of scale
What are the most important costs inherent in our business model?
Which key resources are most expensive?
Which key activities are most expensive?
67. THE BUSINESS MODEL CANVAS
KEY KEY VALUE CUSTOMER CUSTOMER
PARTNERS ACTIVITIES PROPOSITION RELATIONSHIPS SEGMENTS
What type of relationships does
each of our customer segments
What key activities do our value expect us to establish and
propositions require? Our maintain with them? How costly
distribution channels? Customer are they? How are they
relationships? Revenue integrated with the rest of our
streams? business model?
What value do we deliver to the
customer? Which one of our
Who are our key partners?
customer’s problems are we
Who are our key suppliers? For whom are we creating
helping to solve? Which customer
Which key resources are we value? Who are our most
needs are we satisfying? What
acquiring from partners? Which KEY KEY important customers?
bundles of products and services
key activities do partners RESOURCES CHANNELS
are we offering to each customer
perform?
segment?
Through which channels do our
What key resources do our customer segments want to be
value propositions require? Our reached? How are our channels
distribution channels? Customer integrated? How are we
relationships? Revenue integrating them with customer
streams? routines?
COST STRUCTURE REVENUE STREAMS
What are the most important costs inherent in our business model? For what value are our customers really willing to pay? How would
Which key resources are most expensive? Which key activities are they prefer to pay? How much does each revenue stream contribute
most expensive? to overall revenues?
79. commonkey
activities
value
proposition
customer
relationships
key customer
partners segments
cost revenue
language
structure key key streams
resources channels
80. check out for more:
http://www.businessmodelgeneration.com/
http://businessmodelhub.com/ 6000 members
http://www.linkedin.com/groups/Business-
Model-Generation
85. Incubation’s Mission:
Support of the Entrepreneurial Process
Space,
MVP Proof-of-Concept
, Infrastructure
Business Model Design Access to
Seed-Capital
Team-Coaching,
-Complement
Senior Mentoring
85
88. Incubation
Incubation
Business Model Design
Lean Startup Methodology
Feedback Fusions
88
88
89. Senior Mentors support 1to1 with know-how
and network
Providing access to partners, potential
customers, investors and - credibility
89
89
90. Mentors at CO:FORWARD are experienced entrepreneurs and
industry insiders. They work voluntarily, support the team
individually and are wholly committed to the start-up needs.
Dr. Peter
Bernd Selzer
Fasel
Matthias Dr.
Popp René
Mauer
90
90
91. Mentors at CO:FORWARD are experienced entrepreneurs and
industry insiders. They work voluntarily, support the team
individually and are wholly committed to the start-up needs.
Carlo Prof. Dr.
Blatz Malte
Brettel
Dr.-Ing. Reinhard
Klaus Goethe
Lucka
91
91
92. Mentors at CO:FORWARD are experienced entrepreneurs and
industry insiders. They work voluntarily, support the team
individually and are wholly committed to the start-up needs.
Oliver Christian W.
Schiffers Rother
Dr. Rolf
Klaus Geisen
Glöggler
92