The document discusses the key components of a business model canvas, which provides a simplified framework for developing new or documenting existing business models. It describes the nine blocks of a business model canvas - value propositions, target customers, distribution channels, customer relationships, key activities, key resources, partner networks, revenue streams, and cost structure. Each block represents an important aspect of a business model and the canvas allows businesses to visualize the interconnections between different components of the model.
Presentation materials on a business model framework used as part of a course on business acumen offered at the University of Wisconsin Center for Professional and Executive Development.
Various researches have shown that the majority of organizations, especially in the developing countries, have more of operational thinking rather than strategic thinking at the core of its management approach. Strategy has become an overused and at the same time, misused world in management world where we take it as obvious statement for something important we say about our management and business. In the face of the competition and change that exists in today’s market, organizations and their leadership must take strategic thinking approach in order to move the organization forward toward a new and more successful future. This session starts with an exercise of test of strategic thinking level of the participants and thus explains the meaning of strategy and being strategic. It exposes the difference between operational thinker, strategic planner and strategic thinker. The disciplines, approaches, competencies, critical areas and personal attributes of strategic thinker will be introduced with along with the explanation of topic ‘what limits our strategic thinking’. The session ends with the explanation of the methods of developing strategic thinking among the managers and leaders of the organization and how we can utilize such strategic thinking in our business in order to achieve higher goals of the organization.
Results, conclusions and recommendations from the Value Selling Survey 2015 - Research conducted in Germany, Switzerland, Benelux by Mercuri International and St Gallen University , based on survey of 278 B2B Companies.
Presentation materials on a business model framework used as part of a course on business acumen offered at the University of Wisconsin Center for Professional and Executive Development.
Various researches have shown that the majority of organizations, especially in the developing countries, have more of operational thinking rather than strategic thinking at the core of its management approach. Strategy has become an overused and at the same time, misused world in management world where we take it as obvious statement for something important we say about our management and business. In the face of the competition and change that exists in today’s market, organizations and their leadership must take strategic thinking approach in order to move the organization forward toward a new and more successful future. This session starts with an exercise of test of strategic thinking level of the participants and thus explains the meaning of strategy and being strategic. It exposes the difference between operational thinker, strategic planner and strategic thinker. The disciplines, approaches, competencies, critical areas and personal attributes of strategic thinker will be introduced with along with the explanation of topic ‘what limits our strategic thinking’. The session ends with the explanation of the methods of developing strategic thinking among the managers and leaders of the organization and how we can utilize such strategic thinking in our business in order to achieve higher goals of the organization.
Results, conclusions and recommendations from the Value Selling Survey 2015 - Research conducted in Germany, Switzerland, Benelux by Mercuri International and St Gallen University , based on survey of 278 B2B Companies.
A presentation to the Student Government Councils of local universities and colleges in Malaysia was presented by Michael Teoh, surrounding the topics of Teamwork and Leadership.
This workshop for Student Leaders was done back in 2005 and 2006.
Breakfast Buzz session June 2019: Building high performing teams.
In today's high-pace and diverse workplace, cohesive and effective teamwork provides organizations the ultimate competitive advantage. We all know that effective teamwork makes for a more fun and effective work environment, but how do we get there?
Bolstered by high levels of caffeine and purpose, his interactive session builds on Patrick Lencioni's The Five Behaviors of Cohesive Teams. We will present and discuss a simple roadmap and practical advice on how to improve organizational results by building truly cohesive and effective team in your business:
Learn how to build trust with individuals and teams
Learn benefits of healthy conflict
Learn how to help people fully commit to team goals and decisions
Learn how team members can hold each other accountable
Learn how to get the team to focus on important organizational results and make good decisions
[To download this presentation, visit: https://www.oeconsulting.com.sg/training-presentations]
In today's competitive business landscape, customer-centricity stands as a pivotal strategy that organizations must adopt to thrive. This presentation delves into the core principles, mindset shifts, methods, and tools required to create a customer-centric culture that redefines how businesses interact with their most valuable asset - the customer. It guides participants through key stages, including:
- Introduction & Key Concepts: Unveiling the essence of customer-centricity, participants gain insights into its principles and its role as a driver for loyalty, advocacy, and market leadership. Understanding its alignment with organizational goals fosters a holistic perspective.
- Mindsets of Customer-Centricity: Shifting focus to the role of mindsets, participants explore how mindsets like empathy, customer advocacy, and adaptability empower teams to perceive challenges from a customer perspective. Contrasting traditional thinking with customer-centric approaches clarifies their impact on decisions and interactions.
- Methods & Tools: Equipping participants with essential tools for effective implementation, the presentation covers a range of approaches, from surveys and data analytics to Net Promoter Score (NPS) and customer journey mapping. Attendees grasp how these tools gather insights, identify pain points, and guide strategic enhancements.
- Design Thinking: Highlighting design thinking's intersection with customer-centricity, participants delve into empathy-driven innovation, ideation, and problem-solving.
- Evaluating & Improving Initiatives: Participants are guided through the final phase of evaluating and enhancing customer-centric initiatives. Measuring customer satisfaction, exploring continuous improvement frameworks, and strategies for employee engagement collectively elevate customer-centric culture and practices.
This presentation is thoughtfully designed to cater to a diverse audience, making it an ideal educational resource for a wide spectrum of individuals. Whether you're new to the concept of customer-centricity or an experienced practitioner seeking innovative approaches, this presentation provides valuable insights and best practices to strengthen and enhance customer-centric strategies within your organization.
LEARNING OBJECTIVES
1. Understand the fundamental principles and importance of customer-centricity.
2. Adopt customer-centric mindsets to drive business success.
3. Apply various methods and tools to implement customer-centric strategies.
4. Evaluate and improve customer-centric initiatives in your organization.
CONTENTS
1. Introduction and Key Concepts of Customer-Centricity.
2. Mindset of Customer-Centricity.
3. Methods and Tools for Customer-Centricity.
4. Design Thinking for Customer-Centricity.
5. Evaluating and Improving Customer-Centric Initiatives.
High Performance Teams: The 4 KPIs of SuccessQELIedu
Investing in your team can help to transform your organisation. This presentation shows how you can create your own High Performing Team.
Visit www.qeli.qld.edu.au for more information.
Slide deck from a two day workshop on Strategic Thinking, utilizing HBR Case Studies on Huawei and Apple to illustrate the strategic challenges in the global high tech industry. We were intending a mind shift from static conceptions of strategy toward "sense and response", biological systems thus strategy as a dynamic conception.
The Importance of Business Acumen: One Manager's JourneyParadigm Learning
Business Acumen, knowing the business of your business, is a key ingredient to providing excellent human resource capability within an organization.
In this presentation, follow Ted as he learns how business acumen affects his role as Operations Manager. You will see the value in why all managers - and employees for that matter - should have a keen sense of business acumen.
5 Steps Guide to Building a Customer Centric CompanyCustomericare
Many companies claim to be customer centric nowadays but very few really are. Here's a simple guide to help you be one of the few truly customer-centric companies out there.
Bonus: checklists to download, print and share (no email needed, just grab them in the slides)
• Performance is what an enterprise delivers to its shareholders in the here and now, evaluated through such measures as net operating profit, return on capital employed, total returns to share- holders, net operating costs, and stock turn.
• Health is the ability of the organization to align, execute, and renew itself faster than its competition, allowing it to sustain exceptional performance year in, year out
My recent keynote on how to build a culture of innovation. I present a series of actionable models together with a real life case study to bring them to life.
This presentation discusses; what is people management, what are the key components of people management and what skills are require to be a good people manager.
This slide uses research by Google to explain what makes a successful team and why. It also includes practical steps to take and descriptions of constructive team building with lasting benefits.
Improving client communication is one of the most profitable additions you can make to your business. This is the step-by-step guide to help you do that.
A presentation to the Student Government Councils of local universities and colleges in Malaysia was presented by Michael Teoh, surrounding the topics of Teamwork and Leadership.
This workshop for Student Leaders was done back in 2005 and 2006.
Breakfast Buzz session June 2019: Building high performing teams.
In today's high-pace and diverse workplace, cohesive and effective teamwork provides organizations the ultimate competitive advantage. We all know that effective teamwork makes for a more fun and effective work environment, but how do we get there?
Bolstered by high levels of caffeine and purpose, his interactive session builds on Patrick Lencioni's The Five Behaviors of Cohesive Teams. We will present and discuss a simple roadmap and practical advice on how to improve organizational results by building truly cohesive and effective team in your business:
Learn how to build trust with individuals and teams
Learn benefits of healthy conflict
Learn how to help people fully commit to team goals and decisions
Learn how team members can hold each other accountable
Learn how to get the team to focus on important organizational results and make good decisions
[To download this presentation, visit: https://www.oeconsulting.com.sg/training-presentations]
In today's competitive business landscape, customer-centricity stands as a pivotal strategy that organizations must adopt to thrive. This presentation delves into the core principles, mindset shifts, methods, and tools required to create a customer-centric culture that redefines how businesses interact with their most valuable asset - the customer. It guides participants through key stages, including:
- Introduction & Key Concepts: Unveiling the essence of customer-centricity, participants gain insights into its principles and its role as a driver for loyalty, advocacy, and market leadership. Understanding its alignment with organizational goals fosters a holistic perspective.
- Mindsets of Customer-Centricity: Shifting focus to the role of mindsets, participants explore how mindsets like empathy, customer advocacy, and adaptability empower teams to perceive challenges from a customer perspective. Contrasting traditional thinking with customer-centric approaches clarifies their impact on decisions and interactions.
- Methods & Tools: Equipping participants with essential tools for effective implementation, the presentation covers a range of approaches, from surveys and data analytics to Net Promoter Score (NPS) and customer journey mapping. Attendees grasp how these tools gather insights, identify pain points, and guide strategic enhancements.
- Design Thinking: Highlighting design thinking's intersection with customer-centricity, participants delve into empathy-driven innovation, ideation, and problem-solving.
- Evaluating & Improving Initiatives: Participants are guided through the final phase of evaluating and enhancing customer-centric initiatives. Measuring customer satisfaction, exploring continuous improvement frameworks, and strategies for employee engagement collectively elevate customer-centric culture and practices.
This presentation is thoughtfully designed to cater to a diverse audience, making it an ideal educational resource for a wide spectrum of individuals. Whether you're new to the concept of customer-centricity or an experienced practitioner seeking innovative approaches, this presentation provides valuable insights and best practices to strengthen and enhance customer-centric strategies within your organization.
LEARNING OBJECTIVES
1. Understand the fundamental principles and importance of customer-centricity.
2. Adopt customer-centric mindsets to drive business success.
3. Apply various methods and tools to implement customer-centric strategies.
4. Evaluate and improve customer-centric initiatives in your organization.
CONTENTS
1. Introduction and Key Concepts of Customer-Centricity.
2. Mindset of Customer-Centricity.
3. Methods and Tools for Customer-Centricity.
4. Design Thinking for Customer-Centricity.
5. Evaluating and Improving Customer-Centric Initiatives.
High Performance Teams: The 4 KPIs of SuccessQELIedu
Investing in your team can help to transform your organisation. This presentation shows how you can create your own High Performing Team.
Visit www.qeli.qld.edu.au for more information.
Slide deck from a two day workshop on Strategic Thinking, utilizing HBR Case Studies on Huawei and Apple to illustrate the strategic challenges in the global high tech industry. We were intending a mind shift from static conceptions of strategy toward "sense and response", biological systems thus strategy as a dynamic conception.
The Importance of Business Acumen: One Manager's JourneyParadigm Learning
Business Acumen, knowing the business of your business, is a key ingredient to providing excellent human resource capability within an organization.
In this presentation, follow Ted as he learns how business acumen affects his role as Operations Manager. You will see the value in why all managers - and employees for that matter - should have a keen sense of business acumen.
5 Steps Guide to Building a Customer Centric CompanyCustomericare
Many companies claim to be customer centric nowadays but very few really are. Here's a simple guide to help you be one of the few truly customer-centric companies out there.
Bonus: checklists to download, print and share (no email needed, just grab them in the slides)
• Performance is what an enterprise delivers to its shareholders in the here and now, evaluated through such measures as net operating profit, return on capital employed, total returns to share- holders, net operating costs, and stock turn.
• Health is the ability of the organization to align, execute, and renew itself faster than its competition, allowing it to sustain exceptional performance year in, year out
My recent keynote on how to build a culture of innovation. I present a series of actionable models together with a real life case study to bring them to life.
This presentation discusses; what is people management, what are the key components of people management and what skills are require to be a good people manager.
This slide uses research by Google to explain what makes a successful team and why. It also includes practical steps to take and descriptions of constructive team building with lasting benefits.
Improving client communication is one of the most profitable additions you can make to your business. This is the step-by-step guide to help you do that.
IS / IT strategies are interdependent with
Business Strategy to be able to create competitive advantage on the basis of strategy cost leadership, product differentiation and market share.to achieve this, the company needs to use a business model called BMC, which explains how the company places its position in the value chain.
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.
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.
The Business Model Canvas was proposed by Alexander Osterwalder. Business Model Canvas helps lean advocates to develop new or document existing business models.
9 Tips for Creating an Excellent PowerPoint Presentation Workforce Group
To create an exceptional PowerPoint presentation, you need to have design skills, technical literacy, and a good sense of creativity. These 9 tips should help you prepare for your next presentation.
If the focus of corporate strategy is to create a sustained competitive advantage, then the focus of HR is to maximize its contribution to that advantage through its architecture.
This presentation explains how human resources managers can make the maximum contribution toward establishing value for your company and its shareholders.
How to maximise your elearning investment 2.0Workforce Group
A priceless exposition on how to get the best from your elearning investments. A must learning/training managers, HR Managers, CEOs and aspiring managers.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
RMD24 | 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.
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
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
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.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
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.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Putting the SPARK into Virtual Training.pptxCynthia Clay
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.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
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3
A business model is the integrated manner in which an
organisation determines its customer’s needs, and designs its
enterprise to provide products and services that respond to those
needs, providing returns that ensure its success and growth.
What is a Business Model?
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4
• Organisations exist to create value for their customers,
shareholders, and employees. The choices made by leaders
about how best to create this value can be captured in a simple
equation:
The markets/customers targeted/their needs
+The value proposed (products/services)
+The organisation's capabilities
+ Advantage when compared to competitors
= Customer, Shareholder, and Employee Results
What is a Business Model?
5. The value proposition of
what is offered to the
market.
The segment(s) of clients
that are addressed by the
value proposition.
The communication and
distribution channels to
reach clients and offer
them the value
proposition.
The relationships
established with clients.
The key activities and
resources needed to
implement the business
model.
The Core internal
capabilities required to
execute the business
model.
The key partners and their
motivations to participate
in the business model.
The revenue streams
generated by the business
model (constituting the
revenue model).
The cost structure
resulting from the
business model.
6. VALUE
PROPOSITION
COST
STRUCTURE
CUSTOMER
RELATIONSHIP
TARGET
CUSTOMER
DISTRIBUTION
CHANNEL
KEY
ACTIVITIES /
RESOURCES
CORE
CAPABILITIES
PARTNER
NETWORK
REVENUE
STREAMS
gives an overall view of a
company's bundle of
products and services
portrays the network of
cooperative agreements
with other companies
describes the channels to
communicate and get in
touch with customers
describes the
arrangement of activities
and resources
explains the
relationships a company
establishes with its
customers
sums up the monetary
consequences to run a
business model
describes the revenue
streams through which
money is earned
describes the customers
a company wants to
offer value tooutlines the capabilities
required to run a
company's business
model
INFRASTRUCTURE
CUSTOMER
OFFER
FINANCE
Describing A Company’s Business Model
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DescribesWho a Company OffersValueTo
Describing TheTarget Market : Customer
TARGET
CUSTOMER
target customer 1
target customer 2
…
CUSTOMER
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• For whom are we creating value?
• Who are our most important customers?
Characteristics
– Mass Market
– Niche Market
– Micro Market
– Segmented
– Diversified
Customer
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Describing A Company’s Offer
Value Proposition
TARGET CUSTOMER VALUE PROPOSITION
target customer 1
target customer 1
…
value proposition 1
value proposition 2
…
OFFERCUSTOMER
Value Proposition
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• A customer value proposition gives an overall view of a company's
bundle of products, services and client solutions.
• It is the sum of the total benefits a customer is promised in return
for a payment (or other value transfer). It entail answering
questions such as:
o What value do we deliver to the customer?
o Which one of our customer’s problems are we helping to solve?
o What bundles of products and services are we offering to each
Customer Segment?
o Which customer needs are we satisfying?
Value Proposition
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12
Most often, a real value proposition comes from:
• Better process (Walmart)
• Better people (McKinsey & Company)
• Better raw materials (luxury food items)
• Scarcity (diamonds)
Value Proposition
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Describes How a Company Reaches Its Customers
Distribution Channel
VALUE
PROPOSITION
TARGET
CUSTOMER
DISTRIBUTION
CHANNEL
value proposition 1
value proposition 2
…
distribution channel 1
distribution channel 2
…
target customer 1
target customer 2
…
CUSTOMEROFFER
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14
Through which Channels do our Customer Segments want to be
reached?
• How are we reaching them now?
• How are our Channels integrated?
• Which ones work best?
• Which ones are most cost-efficient?
• How are we integrating them with customer routines?
Customer
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Channel phases:
1) Awareness
How do we raise awareness about our company’s products and services?
2) Evaluation
How do we help customers evaluate our organisation’s Value Proposition?
3) Purchase
How do we allow customers to purchase specific products and services?
4) Delivery
How do we deliver aValue Proposition to customers?
5) After sales
How do we provide post-purchase customer support?
Channel
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VALUE
PROPOSITION
TARGET
CUSTOMER
CUSTOMER
RELATIONSHIP
value proposition 1
value proposition 2
…
relationship type 1
relationship type 2
…
target customer 1
target customer 2
…
CUSTOMEROFFER
Describes the Relationships a Company Builds
Relationship Management
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What type of relationship does each of our Customer Segments expect us to
establish and maintain with them?
• Which ones have we established?
• How are they integrated with the rest of our business model?
• How costly are they?
Relationship Management
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• Examples
– Personal assistance
– Dedicated Personal Assistance
– Self-Service
– Automated Services
– Communities
– Co-creation
Relationship Management
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TARGET
CUSTOMER
REVENUE
STREAM
revenue stream 1
revenue stream 2
…
target customer 1
target customer 2
…
FINANCE
VALUE
PROPOSITION
value proposition 1
value proposition 2
…
OFFER CUSTOMER
Describes How a Company Makes Money
Revenue Streams
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For what value are our customers really willing to pay?
• For what do they currently pay?
• How are they currently paying?
• How would they prefer to pay?
• How much does each Revenue Stream contribute to overall
revenues?
Revenue Streams
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DescribesWhat Activities are Required
VALUE
PROPOSITION
KEY
ACTIVITIES/RESOURCES
CORE
CAPABILITIES
value proposition 1
value proposition 2
…
core capability 1
core capability 2
…
activity 1
activity 2
…
INFRASTRUCTURE OFFER
Key Activities
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What Key Activities do ourValue Propositions require?
• Our Distribution Channels?
• Customer Relationships?
• Revenue streams?
Categories
• Platform/Network
• Production
• Problem Solving
Key Activities
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CORE
CAPABILITIES
VALUE
PROPOSITION
core capability 1
core capability 2
…
value proposition 1
value proposition 2
…
OFFERINFRASTRUCTURE
DescribesWhat Capabilities are Required
Core Capabilities/Key Resources
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• What Key Resources do ourValue Propositions require?
• Our Distribution Channels? Customer Relationships?
• Revenue Streams?
Types of resources
• Physical
• Human
• Intellectual (brand patents, copyrights, data)
• Financial
Core Capabilities/Key Resources
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Describes the Partners that Leverage the Business Model
VALUE
PROPOSITION
PARTNER
NETWORK
CORE
CAPABILITIES
value proposition 1
value proposition 2
…
core capability 1
core capability 2
…
partner 1
partner 2
…
INFRASTRUCTURE OFFER
Key Partners
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• Who are our Key Partners?
• Who are our Key Suppliers?
• Which Key Resources are we acquiring from partners?
• Which Key Activities do partners perform?
Motivations for partnerships:
• Optimisation and economy
• Reduction of risk and uncertainty
• Acquisition of particular scarce resources and activities
Key Partners
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VALUE
PROPOSITION
COST
STRUCTURE
cost account 1
cost account 2
…
value proposition 1
value proposition 2
…
FINANCEINFRASTRUCTURE OFFER
Describes the Costs of a Business Model
CORE
CAPABILITIES
core capability 1
core capability 2
…
Cost Structure
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• What are the most important costs inherent in our business model?
• Which Key Resources are most expensive?
• Which Key Activities are most expensive?
Is your business more:
• Cost Driven (leanest cost structure, low price value proposition, maximum
automation, extensive outsourcing)
• Value Driven ( focused on value creation, premium value proposition)
Sample characteristics:
• Fixed Costs (salaries, rents, utilities)
• Variable costs
• Economies of scale
• Economies of scope
Cost Structure
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