Brainstorming with the Business Model Wheel (TM)
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This document discusses using the Business Model Wheel as a tool for brainstorming and evaluating business models. The Business Model Wheel is a framework with sections for addressing an offering, monetization, sustaining the model, and key points. It uses an example of an online music service and encourages scoring sections and brainstorming within the structured approach it provides. The wheel offers a structured way to brainstorm and evaluate business models.
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Project Management Model for Entrepreneurs: Entrepreneurship is becoming now a trend, but not everyone has the character and personal traits to be an entrepreneur. What are the PM value for entrepreneurship projects? In this presentation we discuss this topic including the SUKAD CAM2P™ Model
Passenger Terminal Conference & Expo 2014 Presentation
This document appears to be a presentation about service design and improving customer experiences. It discusses designing experiences that meet customer needs beyond just infrastructure and technology. It emphasizes understanding customer behaviors and conditionality, as well as designing experiences that address both functional and emotional dimensions. It provides examples of designing experiences to reduce stress for families and creating "base camps" that reflect customers' experience at different stages of travel.
presentation on financial statement of hero moto corp
This document outlines an internship project completed by Sayed Nabil at Hero MotoCorp Ltd. It includes an acknowledgment, declaration, objectives, introduction to the company, milestones, leadership team, product line, organizational structure, and employees profile. The project analyzed Hero MotoCorp's financial statements over five years including the profit and loss account, balance sheet, and cash flow statement to understand the company's financial performance and position. Key ratios were calculated and trends analyzed. The document provides an overview of Hero MotoCorp as the background for Nabil's financial analysis internship project.
Bizbok dupont canvas
The document provides an overview of business architecture and business models. It discusses how business models can be used to capture business concepts, develop strategies and plans, and integrate goals across business units. The document then focuses on the Business Model Canvas framework, explaining each of the nine building blocks. It emphasizes that business models describe how an organization creates, delivers, and captures value. Finally, it discusses how business models and operating models relate, with business models focusing on value creation and operating models focusing on implementation.
Beyond the basics | Designing great passenger experiences
This document appears to be a presentation about designing customer experiences, particularly in airports. It discusses how technology and physical space alone do not create great experiences, and the importance of understanding customer needs and behaviors. It presents nine elements of service design that can be used to target the customer experience, including people, processes, products, and orchestrating seamless interactions. Specific airport experience concepts are presented, such as creating "base camps" to ease passenger stress and allowing personalization of information.
Inspiring Incentive Marketing Solutions
Agency presentation on inspiring incentive marketing solutions to achieve sustainable customer and company growth.
Business Model Canvas
This document provides an overview of the Business Model Canvas tool. It describes the 9 building blocks that make up the Business Model Canvas, including Customer Segments, Value Propositions, Channels, Customer Relationships, Revenue Streams, Key Resources, Key Activities, Key Partnerships, and Cost Structure. It then explains how to use the Business Model Canvas to map out a business model and identify relationships between different elements. The document also introduces other related tools like the Value Proposition Canvas and presents examples of how well-known companies like low-cost airlines and Skype have applied business model thinking.
Business model 101
8 years working in business and technology field, this simple business model theory make me firm to do many things.
Old knowledge but proven..
iCognitive SCOR Model & iCognitive Methodology
The Supply-Chain Operations Reference-model (SCOR) is a process reference model that has been developed and endorsed by the Supply-Chain Council (non-profit consortium) as the cross-industry standard diagnostic tool for supply-chain management.
This model enables companies to address, improve and communicate supply-chain management practices, spanning from the supplier's supplier to the customer's customer.
As the appointed authority in Asia on the Supply Chain Operations Reference model (SCOR®), we are recognized as a leading SCOR® expert by the Supply Chain Council.
iCognitive has developed a unique SCOR® Model Methodology to improve and optimize the Supply Chain with constant innovations through PLAN, SOURCE, MAKE, DELIVER, RETURN and ENABLE.
LightCastle Startup Series_Innovative Ideas: Planning and Execution
Startup Series by LightCastle Partners_Presented at First GIST Meetup_Theme: Why an innovative idea is important for a startup to be successful in future and how to start planning and execution based on the idea.
Innovative Ideas - LightCastle Startup Series GIST Meetup Series
This document summarizes a presentation given by MSazzadHossain of LightCastle Partners on developing unique and innovative startup ideas. The presentation covered:
1) The importance of having a unique and innovative idea in order to stand out, attract investors and customers, and avoid frustration and quitting.
2) How to come up with unique ideas through techniques like knowing your customers, using a structured thinking process like brainstorming and filtering ideas, and developing a business model canvas.
3) The need to sustain ventures through the lean startup concept of building minimum viable prototypes to test with customers and decide to pivot or persevere based on learning.
Business Model NU 2014
This document provides instructions for an entrepreneurship competition at NU. Students are asked to submit 3 business ideas with descriptions and mentor feedback by June 28th. The top 10 submissions will be selected by judges. The document also covers various topics related to business models including examples of different business model types, profit patterns, value propositions, and case studies of companies like Uniqlo, Skype, Gillette and Toyota.
4 business model 2015
This document discusses business models and entrepreneurship. It includes sections on business model concepts, frameworks, types, examples of companies like Uniqlo, Skype, Gillette and Toyota. It also discusses disruptive business models, business model innovation, and includes diagrams of the business model canvas. The overall content provides an overview of different aspects of business models and entrepreneurship.
Introduction to Agile and Scrum
[To download this complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations]
This introduction to Agile and Scrum is a presentation that provides a high-level overview of Agile and Scrum methodologies. The presentation is aimed at individuals who may have heard of Agile and Scrum but are not familiar with the concepts or principles.
The presentation begins with an introduction of the basic principles and values of Agile and Scrum, which includes an explanation of the Agile philosophy and principles, and an overview of the Scrum framework and its origins. It also discusses the benefits and drawbacks of Agile and Scrum and compares them to traditional project management methodologies.
The key roles and responsibilities within a Scrum team are discussed next, including the three key roles of Scrum Master, Product Owner, and Development Team. An explanation on how these roles interact with each other and the wider organization is provided.
The Scrum framework and its key components, including an overview of Sprints, Backlog, and Artifacts are also explained. The Scrum events, including Sprint Planning, Daily Scrum, Sprint Review, and Sprint Retrospective, are also covered.
Lastly, successful examples of how Agile and Scrum are used in various industries, such as software development, marketing, and education are presented. Discussions on how Agile and Scrum can be adapted to fit the needs of different projects and organizations are also provided.
By the end of the Agile and Scrum PPT presentation, attendees would have a solid foundation in Agile and Scrum methodologies, including a basic understanding of the principles and values, the Scrum framework and its key components, and the roles and responsibilities of the Scrum team. They would be equipped with the necessary knowledge to apply Agile and Scrum to their own work.
LEARNING OBJECTIVES
1. Understand the basic principles, values, benefits and drawbacks of Agile and Scrum.
2. Understand the key roles of the Scrum team, and the Scrum framework and its key components.
3. Understand how Agile and Scrum can be applied to various industries and projects and adapted to fit different situations.
An Introduction to LinkedIn 2013
LinkedIn is a professional social network founded in 2002 that connects professionals to jobs, industry news, and each other. It has a global user base and is focused on business, unlike Facebook and Twitter. The core elements of LinkedIn include profiles to represent professionals, connections to contacts, groups to join discussions, jobs for opportunities, and company pages. Users can create profiles, connect with contacts, join groups, and share content and industry insights through their profiles and company pages.
Strategy Leaders: Implementing the Business Model Generation Canvas
This document summarizes a webinar on implementing the Business Model Generation Canvas. It provides information on the presenter, Carlos Guevara, and his background. It then gives an overview of the webinar content which will cover what a business model is, examples of business models like Xerox and Google, an introduction to the Business Model Canvas tool consisting of 9 building blocks, and how innovative business models are needed to bring new technologies to market or create new markets. The webinar slides and audio will be available for attendees after the event.
Ganesh Summer Internship excerpts at WinPoint
The document outlines WinPoint Learning Center India's corporate presentation which discusses closing the gap between industry and academia. It presents WinPoint's service portfolio, training offerings, and behavioral competency development framework. Three engagement models are described: Parallel Training Model, Integrated Training Model, and Strategic Partnership Model. The Parallel Training Model section provides details on timelines, course plans, pricing, and payment modes.
Service Transformation in the High Tech industry
The High Tech industry is experiencing a shift away from discrete products, services and software to solutions. This deck gives examples from the industry, talks about the new business models, and shows how companies can be successful in these new models. It was presented at the High Tech Executive Value Network event in Palo Alto in Nov 2014.
For this deck, I have shamelessly stolen both slides and ideas from my colleagues in the global Electronics industry in IBM (Paul Brody, Rami Ahola, Thorsten Schroeer, Tina Turczyn). Please feel free to do the same if it helps you.
SSCG Automotive
SSCG Automotive is a consulting practice within SSCG Consulting that provides strategy, engineering, product development, quality, and project consulting services to the automotive industry. It helps clients drive change, competitiveness, and transformation through end-to-end business consulting solutions. SSCG Automotive focuses on areas like strategy development, product lifecycle management, manufacturing operations, quality management, and process improvement.
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Passenger Terminal Conference & Expo 2014 Presentation
Passenger Terminal Conference & Expo 2014 Presentation
presentation on financial statement of hero moto corp
presentation on financial statement of hero moto corp
Beyond the basics | Designing great passenger experiences
Beyond the basics | Designing great passenger experiences
LightCastle Startup Series_Innovative Ideas: Planning and Execution
LightCastle Startup Series_Innovative Ideas: Planning and Execution
Innovative Ideas - LightCastle Startup Series GIST Meetup Series
Innovative Ideas - LightCastle Startup Series GIST Meetup Series
Strategy Leaders: Implementing the Business Model Generation Canvas
Strategy Leaders: Implementing the Business Model Generation Canvas
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Author Jim Muehlhausen summarizes the key points in his book "Business Models for Dummies." Learn how business model innovation = increased profit.
Guilford group capabilities
The document discusses how business improvement software solutions can help companies increase revenue, contain costs, and manage capital resources more effectively in a rapidly changing business environment. It provides examples of how solutions can help gain insights into customers and sales, identify areas for cost containment, and generate customized reports for decision makers. The company discussed, Guilford Group, offers business analysis, software development, and technical expertise across various industries to deliver business-driven solutions that improve results.
Death of the salesman
The document proposes radically improving sales by shifting from a people-driven to a process-driven sales system. It recommends cutting costs by generating more leads for less through marketing instead of salespeople, nurturing leads through automated education instead of human contact, and ensuring the best closers close deals. An example company could replace a salesperson with a lead generator, invest savings in marketing, implement a lead scoring system, and assign most nurturing and closing to processes instead of individual salespeople.
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The document discusses the Business Model Wheel, which breaks down business models into three broad aspects - offering, monetization, and sustainability. It then further breaks these down into more detailed categories for analysis. It provides examples of factors to consider for each category, such as market size, value proposition, sales model, competitive advantage, innovation needs, and risks. It also provides a sample scoring of an online music service business model across each category to demonstrate how to use the Business Model Wheel as a framework for analyzing and scoring different aspects of a business model.
FICO Score for a business
The document introduces the Business Quotient, which is described as the first scientific tool to score a business model. It notes that while a FICO score reflects the quality of an individual borrower, there previously had not been an objective way to assess the potential profitability of a business model. The Business Quotient aims to fill this gap by providing the first standardized assessment of a business model, with the argument that a great business model is the foundation of a great business. It encourages readers to learn more by visiting the provided website.
CEO Emeritus CBMA
The document discusses strategies for business owners to maximize the value of their companies and achieve "CEO Emeritus" status. This would allow them to:
1) Sell the company for a high price since it is profitable and can run without them, or
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It recommends business owners delegate tasks to increase profits while reducing their involvement. This prepares the company to operate independently and be highly valuable upon sale. The document outlines specific roles of a "CEO Emeritus" and strategies to transition a business up a chart through "vertical, horizontal, or diagonal thrusts."
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Brainstorming with the Business Model Wheel (TM)
- 1. © Business Model Institute 2013 Brainstorming using the Business Model Wheel ™
- 2. 2 Addressing the Core Business Model © Business Model Institute 2013
- 3. 3 What is the offering? © Business Model Institute 2013
- 4. 4 How will you monetize it? © Business Model Institute 2013
- 5. 5 How will sustain the model? © Business Model Institute 2013
- 6. 6 Write the core business model on the wheel © Business Model Institute 2013
- 7. Business Model Wheel example using online music service
- 9. 9 Use the outer ring to note key points for each section © Business Model Institute 2013
- 11. 11 Add section scores © Business Model Institute 2013
- 13. 13 Use the framework as a brainstorming tool © Business Model Institute 2013
- 15. 15 The Business Model Wheel offers a structured approach to brainstorm and evaluate a business model © Business Model Institute 2013
- 16. 16 © Business Model Institute 2013 Download the Business Model Wheel ™ at businessmodelwheel.com