Business Model concept and examples Bsuiness Model Canvas concept and method of using that Trends and their role in entrepreneurship

2. ‫ﻛﺎر‬ ‫و‬ ‫ﻛﺴﺐ‬ ‫ﻣﺪل‬
Business Model
‫ﻓﺮدﻳﺲ‬ ‫ﻓﺮزﻳﻦ‬
‫ﺳﺎﻣﺎن‬ ‫ﭘﺎرس‬ ‫ﺷﺮﻛﺖ‬ ‫ﻣﺪﻳﺮه‬ ‫ﻫﻴﺎت‬ ‫ﻋﻀﻮ‬
fardiss@parssaman.com
‫ﭘﺎﻳﻴﺰ‬1393

3. ‫ﻣﻮﺿﻮع‬ ‫ﻃﺮح‬‫ﺑﺎ‬‫داﺳﺘﺎن‬ ‫ﻳﻚ‬!

7. ‫ﻧﺴﭙﺮﺳﻮ‬ ‫زﻣﺎن‬ ‫آن‬ ‫ﻣﺪﻳﺮ‬ ‫ﺗﺪﺑﻴﺮ‬
‫ﻗﺒﻞ‬‫ﻣﺪل‬ ‫ﺗﻐﻴﻴﺮ‬ ‫ﺷﺪه‬ ‫ﺗﻤﺎم‬ ‫ﻫﺰﻳﻨﻪ‬ ‫ﻓﺮوش‬ ‫ﻗﻴﻤﺖ‬
Nespresso
Machine
100$ 200$
Nespresso Pod 5‫ﺳﻨﺖ‬ 7‫ﺳﻨﺖ‬

8. ‫ﻧﺴﭙﺮﺳﻮ‬ ‫زﻣﺎن‬ ‫آن‬ ‫ﻣﺪﻳﺮ‬ ‫ﺗﺪﺑﻴﺮ‬
‫ﻣﺪل‬ ‫ﺗﻐﻴﻴﺮ‬ ‫ﺑﻌﺪ‬ ‫ﺷﺪه‬ ‫ﺗﻤﺎم‬ ‫ﻫﺰﻳﻨﻪ‬ ‫ﻓﺮوش‬ ‫ﻗﻴﻤﺖ‬
Nespresso
Machine
100$ 100$
Nespresso Pod 5‫ﺳﻨﺖ‬ 10‫ﺳﻨﺖ‬

9. ‫ﻣﻄﺎﻟﺐ‬ ‫ﻓﻬﺮﺳﺖ‬
‫ﺗﻌﺎرﻳﻒ‬‫ﭘﺎﻳﻪ‬
‫ﺗﻌﺮﻳﻒ‬‫ﻣﺪل‬‫ﻛﺴﺐ‬‫و‬‫ﻛﺎر‬
‫ﭘﺎﻳﻪ‬‫ﻫﺎي‬‫ﻣﺪل‬‫ﻛﺴﺐ‬‫و‬‫ﻛﺎر‬
‫ﭼﻨﺪ‬‫ﻧﻤﻮﻧﻪ‬‫ﻣﺪل‬‫ﻛﺴﺐ‬‫و‬‫ﻛﺎر‬
‫روﻧﺪﻫﺎ‬‫و‬‫ﺗﻐﻴﻴﺮ‬‫در‬‫ﺳﺒﻚ‬‫زﻧﺪﮔﻲ‬‫آدم‬‫ﻫﺎ‬
‫روش‬‫ﻫﺎي‬‫ﻃﺮاﺣﻲ‬‫ﻳﻚ‬‫ﻣﺪل‬‫ﻛﺴﺐ‬‫و‬‫ﻛﺎر‬

10. ‫ﭘﺎﻳﻪ‬ ‫ﺗﻌﺎرﻳﻒ‬
‫ﻣﺪل‬)Model(
–‫ﻳﺎ‬ ‫و‬ ‫ﺗﻮﺿﻴﺢ‬ ‫ﻳﻚ‬‫ﺳﺎده‬ ‫ﻧﻤﺎﻳﺶ‬‫ﭘﻴﭽﻴﺪه‬ ‫ﻓﺮآﻳﻨﺪ‬ ‫ﻳﺎ‬ ‫واﻗﻌﻴﺖ‬ ‫ﻳﻚ‬ ‫از‬
–‫اﻣﻜﺎن‬ ‫ﻧﻤﻮدن‬ ‫ﻓﺮاﻫﻢ‬‫ﭘﺪﻳﺪه‬ ‫ﺗﺮ‬ ‫ﺳﺎده‬ ‫درك‬
–‫اﻣﻜﺎن‬‫ﺑﺮداري‬ ‫ﺑﻬﺮه‬ ‫و‬ ‫اﻧﺘﻘﺎل‬‫ﻣﺸﺎﺑﻪ‬ ‫ﻣﻮارد‬ ‫در‬ ‫ﺗﺮ‬ ‫راﺣﺖ‬
–‫ﺟﺰﺋﻴﺎت‬ ‫ﺣﺬف‬‫ﻛﻠﻴﺪي‬ ‫ﻏﻴﺮ‬ ‫ﻣﺸﺨﺼﺎت‬ ‫و‬ ‫ﺗﺮ‬ ‫اﻫﻤﻴﺖ‬ ‫ﻛﻢ‬
‫ﻛﺎر‬ ‫و‬ ‫ﻛﺴﺐ‬)Business(
–‫ﻳﻚ‬ ‫ﻫﺎي‬ ‫ﻓﻌﺎﻟﻴﺖ‬ ‫ﻛﻠﻴﻪ‬‫ﺑﻨﮕﺎه‬‫ﻣﻨﻈﻮر‬ ‫ﺑﻪ‬‫ﺧﺪﻣﺎت‬ ‫و‬ ‫ﻛﺎﻻﻫﺎ‬ ‫ﻓﺮوش‬ ‫و‬ ‫ﺗﻮﻟﻴﺪ‬
‫ارزش‬)Value(
–‫ﺑﻬﺎﻳﻲ‬‫ﻛﻪ‬‫ﻣﺸﺘﺮي‬‫ﺑﭙﺮدازد‬ ‫ﺧﺪﻣﺖ‬ ‫ﻳﺎ‬ ‫ﻛﺎﻻ‬ ‫ﻳﻚ‬ ‫درﻳﺎﻓﺖ‬ ‫ﺑﺮاي‬ ‫اﺳﺖ‬ ‫ﺣﺎﺿﺮ‬

11. ‫ﻛﺎر‬ ‫و‬ ‫ﻛﺴﺐ‬ ‫ﻣﺪل‬)Business Model(
‫ﻧﻤﺎﻳﺶ‬‫ﺗﻮﺿﻴﺢ‬ ‫ﻳﺎ‬‫ﺷﺪه‬ ‫ﺳﺎده‬‫روش‬)‫ﺷﻴﻮه‬(‫آﻓﺮﻳﻨﻲ‬ ‫ارزش‬‫ﻳﻚ‬‫ﺑﻨﮕﺎه‬‫ﺑﻪ‬ ‫ﭘﺮداﺧﺘﻦ‬ ‫ﺑﺪون‬
‫ﺟﺰﺋﻴﺎت‬
–‫اﺳﺘﺮاﺗﮋي‬
–‫ﻫﺎ‬ ‫ﺳﻴﺴﺘﻢ‬
–‫ﻫﺎ‬ ‫روال‬
–‫ﻓﺮآﻳﻨﺪﻫﺎ‬
–‫ﺳﺎزﻣﺎن‬ ‫ﻫﺎي‬ ‫واﺣﺪ‬ ‫و‬ ‫ﺳﺎزﻣﺎﻧﻲ‬ ‫ﺳﺎﺧﺘﺎر‬
–‫ﻣﺮاﺗﺐ‬ ‫ﺳﻠﺴﻠﻪ‬
–‫ﻛﺎرﻫﺎ‬ ‫ﮔﺮدش‬
‫ﭼﮕﻮﻧﮕﻲ‬‫ارزش‬ ‫ﺣﻔﻆ‬ ‫و‬ ‫اﻧﺘﻘﺎل‬ ،‫ﺧﻠﻖ‬‫ﻛﻨﺪ‬ ‫ﻣﻲ‬ ‫ﺑﻴﺎن‬ ‫را‬ ‫ﺳﺎزﻣﺎن‬ ‫ﻳﻚ‬ ‫ﺗﻮﺳﻂ‬.

12. ‫ﻛﺎر‬ ‫و‬ ‫ﻛﺴﺐ‬ ‫ﻣﺪل‬)Business Model(
‫ﻫﺎ‬ ‫ورودي‬
‫ﻣﻨﺎﺑﻊ‬
‫ﻫﺎ‬ ‫ﻗﺎﺑﻠﻴﺖ‬
‫ﻫﺎ‬ ‫ﺧﺮوﺟﻲ‬
‫اﻗﺘﺼﺎدي‬ ‫ﻣﻨﺎﻓﻊ‬
‫ﻛﺎر‬ ‫و‬ ‫ﻛﺴﺐ‬ ‫ﻣﺪل‬

13. ‫ﻛﺎر‬ ‫و‬ ‫ﻛﺴﺐ‬ ‫ﻣﺪل‬)Business Model(
‫ﻳﻚ‬‫ﻣﺪل‬‫ﻛﺴﺐ‬‫و‬‫ﻛﺎر‬‫اﺑﺰاري‬‫ﻣﻔﻬﻮﻣﻲ‬‫اﺳﺖ‬‫ﻛﻪ‬‫ﻣﺠﻤﻮﻋﻪ‬‫اي‬‫وﺳﻴﻊ‬‫از‬‫اﺟﺰاء‬‫و‬‫رواﺑﻂ‬‫آﻧﻬﺎ‬‫را‬
‫در‬‫ﺑﺮ‬‫ﮔﺮﻓﺘﻪ‬‫و‬‫ﺑﻴﺎن‬‫ﻣﻨﻄﻖ‬‫ﻳﻚ‬‫ﻛﺴﺐ‬‫و‬‫ﻛﺎر‬‫ﺑﻪ‬‫ﺧﺼﻮص‬‫را‬‫اﻣﻜﺎن‬‫ﭘﺬﻳﺮ‬‫ﻣﻲ‬‫ﺳﺎزد‬.
‫ﻳﻚ‬‫ﻣﺪل‬‫ﻛﺴﺐ‬‫و‬‫ﻛﺎر‬‫ﺷﺮﺣﻲ‬‫اﺳﺖ‬‫از‬‫ارزﺷﻲ‬‫ﻛﻪ‬‫ﻳﻚ‬‫ﺷﺮﻛﺖ‬‫ﺑﻪ‬‫ﻳﻚ‬‫ﻳﺎ‬‫ﭼﻨﺪ‬‫ﺑﺨﺶ‬‫از‬
‫ﻣﺸﺘﺮﻳﺎن‬‫اراﺋﻪ‬‫ﻣﻲ‬،‫ﻛﻨﺪ‬‫و‬‫ﺷﺮﺣﻲ‬‫اﺳﺖ‬‫از‬،‫ﺳﺎﺧﺘﺎر‬‫ﻣﻌﻤﺎري‬‫و‬‫ﺷﺒﻜﻪ‬‫اي‬‫از‬‫ﺷﺮﻛﺎء‬‫ﻛﻪ‬‫در‬
،‫اﻳﺠﺎد‬‫ﺑﺎزارﻳﺎﺑﻲ‬‫و‬‫ﻋﺮﺿﻪ‬‫اﻳﻦ‬‫ارزش‬‫ﻣﺸﺎرﻛﺖ‬‫دارﻧﺪ‬‫و‬‫آن‬‫را‬‫ﺑﻪ‬‫ﻣﻨﻈﻮر‬‫ﺗﻮﻟﻴﺪ‬‫ﺟﺮﻳﺎن‬‫ﻫﺎي‬
‫درآﻣﺪي‬‫ﺳﻮدده‬‫و‬‫ﭘﺎﻳﺪار‬‫اراﺋﻪ‬‫ﻣﻲ‬‫دﻫﻨﺪ‬.
“A business model is a conceptual tool that contains a big set of
elements and their relationships and allows expressing the
business logic of a specific firm.
It is a description of the value a company offers to one or several
segments of customers and of the architecture of the firm and its
network of partners for creating, marketing, and delivering this
value and relationship capital, to generate profitable and
sustainable revenue streams.” Osterwalder, Pigneur and Tucci
(2005)

14. ‫ﻛﺎر‬ ‫و‬ ‫ﻛﺴﺐ‬ ‫ﻣﺪل‬)‫اداﻣﻪ‬(
‫دﻫﺪ‬ ‫ﻣﻲ‬ ‫ﭘﺎﺳﺦ‬ ‫آﻧﻬﺎ‬ ‫ﺑﻪ‬ ‫ﻛﺎر‬ ‫و‬ ‫ﻛﺴﺐ‬ ‫ﻣﺪل‬ ‫ﻳﻚ‬ ‫ﻛﻪ‬ ‫اﺳﺎﺳﻲ‬ ‫ﺳﻮال‬ ‫ﺳﻪ‬
–‫ﭼﮕﻮﻧﻪ‬‫ﻛﺎر‬ ‫و‬ ‫ﻛﺴﺐ‬ ‫اﻳﻦ‬‫ارزش‬ ‫ﻣﺸﺘﺮي‬ ‫ﺑﺮاي‬‫ﻛﻨﺪ؟‬ ‫ﻣﻲ‬ ‫اﻳﺠﺎد‬)‫آﻓﺮﻳﻨﻲ‬ ‫ارزش‬ ‫ﻣﺪل‬(
–‫درآﻣﺪ‬ ‫ﻛﺴﺐ‬ ‫ﺷﻴﻮه‬‫ﭼﻴﺴﺖ؟‬ ‫ﮔﺬاران‬ ‫ﺳﺮﻣﺎﻳﻪ‬ ‫ﺑﺮاي‬ ‫ﺳﻮد‬ ‫و‬)‫درآﻣﺪي‬ ‫ﻣﺪل‬(
–‫ﭼﻪ‬ ‫ﻛﺎر‬ ‫و‬ ‫ﻛﺴﺐ‬ ‫اﻳﻦ‬‫رﻗﺒﺎ‬ ‫ﺑﺎ‬ ‫اي‬ ‫وﻳﮋه‬ ‫ﺗﻔﺎوت‬‫دارد؟‬)‫ﻣﺸﺘﺮي‬ ‫ﻣﺪل‬(

15. ‫ﻛﺎر‬ ‫و‬ ‫ﻛﺴﺐ‬ ‫ﻣﺪل‬ ‫ﻳﻚ‬ ‫ﮔﺎﻧﻪ‬ ‫ﺳﻪ‬
‫ﻣﺪل‬‫ﻣﺸﺘﺮي‬ ‫درآﻣﺪي‬ ‫ﻣﺪل‬
‫ارزﺷﻲ‬ ‫ﻣﺪل‬
‫ﻣﺪل‬
‫ﻛﺴﺐ‬‫ﻛﺎر‬ ‫و‬

16. ‫ﻛﺎر‬ ‫و‬ ‫ﻛﺴﺐ‬ ‫ﻫﺎي‬ ‫ﻣﺪل‬ ‫از‬ ‫ﻫﺎﻳﻲ‬ ‫ﻧﻤﻮﻧﻪ‬
‫ﻣﻐﺎزه‬ ‫ﻓﺮوﺷﻨﺪه‬ ‫ﻣﺪل‬)Shop Keeper(
‫اﺷﺘﺮاك‬ ‫ﻳﺎ‬ ‫آﺑﻮﻧﻤﺎن‬ ‫ﻣﺪل‬)Subscription(
‫ﻗﻼب‬ ‫و‬ ‫ﻃﻌﻤﻪ‬ ‫ﻣﺪل‬ ‫ﻳﺎ‬ ‫ﺗﺮاش‬ ‫ﺧﻮد‬ ‫و‬ ‫ﺗﻴﻎ‬ ‫ﻣﺪل‬)Razor & Blade) (Bait and Hook(
‫ﻫﺮﻣﻲ‬ ‫ﻣﺪل‬)Pyramid Schemes/Cross Selling(
‫ﻧﻤﺎﻳﻨﺪﮔﻲ‬ ‫اﻋﻄﺎي‬ ‫ﻣﺪل‬)Franchising(
‫اﻟﻜﺘﺮوﻧﻴﻜﻲ‬ ‫ﺣﺮاﺟﻲ‬ ‫و‬ ‫ﺣﺮاﺟﻲ‬ ‫ﻣﺪل‬)Auction & Online Auction(
‫ﻣﺠﺎزي‬ ‫و‬ ‫واﻗﻌﻲ‬ ‫ﻛﺎر‬ ‫و‬ ‫ﻛﺴﺐ‬ ‫ﻣﺪل‬)Bricks and Clicks(
‫وﻓﺎدارﺳﺎزي‬ ‫ﻣﺪل‬)Loyalty(
‫ﻣﺤﺼﻮﻻت‬ ‫ﻛﺮدن‬ ‫ﺧﺪﻣﺎﺗﻲ‬ ‫ﻣﺪل‬)Servitization of Products(
‫ﻫﺰﻳﻨﻪ‬ ‫ﻛﻢ‬ ‫ﺣﻤﻞ‬ ‫ﻣﺪل‬)Low Cost Carrier(
‫اﻃﻼﻋﺎت‬ ‫وﺳﺎﻃﺖ‬ ‫و‬ ‫ﮔﺮي‬ ‫واﺳﻄﻪ‬ ‫ﻣﺪل‬)Broker & Information Broker(
‫ﻫﺎ‬ ‫واﺳﻄﻪ‬ ‫ﺣﺬف‬ ‫ﻳﺎ‬ ‫ﻣﺴﺘﻘﻴﻢ‬ ‫ﻓﺮوش‬ ‫ﻣﺪل‬)Direct Selling or Cutting the Middleman(
‫ﺑﺮﺧﻂ‬ ‫ﻣﺤﺘﻮاي‬ ‫ﻣﺪل‬)Online Content(
‫ﻣﺪل‬Freemium

17. ‫ﻛﺎر‬ ‫و‬ ‫ﻛﺴﺐ‬ ‫ﻫﺎي‬ ‫ﻣﺪل‬ ‫از‬ ‫ﻫﺎﻳﻲ‬ ‫ﻧﻤﻮﻧﻪ‬
‫ﻣﺤﺼﻮﻻت‬ ‫ﻛﺮدن‬ ‫ﺧﺪﻣﺎﺗﻲ‬ ‫ﻣﺪل‬)Servitization of Products(
–‫ﺷﻬﺮ‬ ‫ﺳﻄﺢ‬ ‫ﻫﺎي‬ ‫ﺳﻮﭘﺮﻣﺎرﻛﺖ‬ ‫در‬ ‫ﺗﺒﻠﻴﻐﺎﺗﻲ‬ ‫ﻫﺎي‬ ‫ﺗﻠﻮﻳﺰﻳﻮن‬ ‫ﺷﺒﻜﻪ‬
‫ﺧﺪﻣﺎت‬ ‫ﻛﺮدن‬ ‫ﺻﻨﻌﺘﻲ‬ ‫ﻣﺪل‬)Industrialization of Service(
–‫ﻣﻜﺎﻧﻴﺰه‬ ‫ﺗﻮزﻳﻊ‬ ‫ﻫﺎي‬ ‫دﺳﺘﮕﺎه‬)Vending Machine(
‫ﻣﺪل‬)Professional Open Source(
–Unubutu Linux
‫ﺧﺎص‬ ‫ﻣﺸﺘﺮﻳﺎن‬ ‫ﺑﺮ‬ ‫ﺗﻤﺮﻛﺰ‬ ‫ﻣﺪل‬)Premium BM(

18. ‫ﺟﺪﻳﺪ‬ ‫ﻛﺎر‬ ‫و‬ ‫ﻛﺴﺐ‬ ‫ﻣﺪل‬ ‫ﻳﻚ‬ ‫ﻃﺮاﺣﻲ‬ ‫ﻫﺎي‬ ‫روش‬
‫ﻧﻮآوري‬
–‫ﺟﺪﻳﺪ‬ ‫اﻳﺪه‬ ‫ﻣﺒﻨﺎي‬ ‫ﺑﺮ‬ ‫ﺟﺪﻳﺪ‬ ‫ﻛﺎر‬ ‫و‬ ‫ﻛﺴﺐ‬ ‫ﻣﺪل‬ ‫ﻳﻚ‬ ‫ﺧﻠﻖ‬
‫اﺣﻴﺎء‬
–‫ﻛﺎرآﻣﺪ‬ ‫روش‬ ‫ﺑﻪ‬ ‫ﺷﺪه‬ ‫ﻣﻨﺴﻮخ‬ ‫ﻛﻪ‬ ‫ﻗﺪﻳﻤﻲ‬ ‫ﻛﺎر‬ ‫و‬ ‫ﻛﺴﺐ‬ ‫ﻣﺪل‬ ‫ﻳﻚ‬ ‫آوري‬ ‫روز‬ ‫ﺑﻪ‬
‫ﺗﻐﻴﻴﺮ‬
–‫آن‬ ‫ﻫﺎي‬ ‫ﭘﺎﻳﻪ‬ ‫از‬ ‫ﺗﺎ‬ ‫ﭼﻨﺪ‬ ‫ﻳﺎ‬ ‫ﻳﻚ‬ ‫در‬ ‫ﺗﻐﻴﻴﺮ‬ ‫ﺑﺎ‬ ‫ﺟﺪﻳﺪ‬ ‫ﻣﺪل‬ ‫ﻳﻚ‬ ‫ﺑﻪ‬ ‫ﻣﻮﺟﻮد‬ ‫ﻛﺎر‬ ‫و‬ ‫ﻛﺴﺐ‬ ‫ﻣﺪل‬ ‫ﻳﻚ‬ ‫ﺗﺒﺪﻳﻞ‬
‫اﺗﺨﺎذ‬
–‫ﻣﺘﻔﺎوت‬ ‫ﺑﺎزار‬ ‫ﻳﻚ‬ ‫در‬ ‫ﺟﺪﻳﺪ‬ ‫ﻛﺎر‬ ‫و‬ ‫ﻛﺴﺐ‬ ‫ﻣﺪل‬ ‫ﻳﻚ‬ ‫از‬ ‫اﺳﺘﻔﺎده‬)‫ﻋﻼﻳﻖ‬ ،‫درآﻣﺪي‬ ،‫ﺟﻐﺮاﻓﻴﺎﺋﻲ‬ ،‫ﺟﻤﻌﻴﺘﻲ‬(

19. ‫روﻧﺪﻫﺎ‬)Trends(
‫ﻧﻘﺶ‬‫روﻧﺪﻫﺎ‬ ‫زودﻫﻨﮕﺎم‬ ‫و‬ ‫درﺳﺖ‬ ‫ﺗﺸﺨﻴﺺ‬‫ﻛﺎرﻫﺎ‬ ‫و‬ ‫ﻛﺴﺐ‬ ‫ﻣﻮﻓﻘﻴﺖ‬ ‫در‬
‫زﻧﺪﮔﻲ‬ ‫ﺳﺒﻚ‬ ‫ﺗﻐﻴﻴﺮ‬‫ﺟﺪﻳﺪ‬ ‫اﻟﻌﺎده‬ ‫ﺧﺎرق‬ ‫ﻫﺎي‬ ‫ﻛﺎر‬ ‫و‬ ‫ﻛﺴﺐ‬ ‫اﻳﺠﺎد‬ ‫رﻳﺸﻪ‬ ‫ﻫﺎ‬ ‫آدم‬
‫اﺳﺖ‬
‫ﺑﻮاﺳﻄﻪ‬ ‫زﻧﺪﮔﻲ‬ ‫ﺳﺒﻚ‬ ‫ﺗﻐﻴﻴﺮ‬
–‫ﺟﻤﻌﻴﺘﻲ‬ ‫روﻧﺪﻫﺎي‬)Demographic(
–‫ﺟﻐﺮاﻓﻴﺎﻳﻲ‬ ‫روﻧﺪﻫﺎي‬)Geographical(
–‫اﺟﺘﻤﺎﻋﻲ‬ ‫روﻧﺪﻫﺎي‬)Social(
–‫ﺗﻜﻨﻮﻟﻮژﻳﻜﻲ‬ ‫روﻧﺪﻫﺎي‬)Technological(
–‫ﺳﻴﺎﺳﺘﻲ‬ ‫و‬ ‫ﻗﺎﻧﻮﻧﮕﺬاري‬ ‫روﻧﺪﻫﺎي‬)Legal & Political(
–‫اﻗﺘﺼﺎدي‬ ‫روﻧﺪﻫﺎي‬)Economical(
–‫ﺗﺮﻛﻴﺒﻲ‬ ‫ﻫﺎي‬ ‫روﻧﺪ‬)Tainment‫ﻫﺎ‬(

20. ‫ﺗﺠﺎري‬ ‫ﻃﺮح‬ ‫و‬ ‫ﻛﺎر‬ ‫و‬ ‫ﻛﺴﺐ‬ ‫ﻣﺪل‬ ‫ﺑﻴﻦ‬ ‫ﺗﻔﺎوت‬
‫اﺳﺖ‬ ‫ﺑﻨﮕﺎه‬ ‫ﺳﻮﻳﻪ‬ ‫دو‬ ‫آﻓﺮﻳﻨﻲ‬ ‫ارزش‬ ‫دﻟﻴﻞ‬ ‫و‬ ‫ﻣﻨﻄﻖ‬ ‫ﻛﺎر‬ ‫و‬ ‫ﻛﺴﺐ‬ ‫ﻣﺪل‬.
–‫ﭼﺮا‬‫آورد؟‬ ‫درﻣﻲ‬ ‫ﭘﻮل‬ ‫ﻛﺎر‬ ‫و‬ ‫ﻛﺴﺐ‬ ‫اﻳﻦ‬
–‫اﺳﺎﻧﺲ‬ ‫و‬ ‫ﭼﻜﻴﺪه‬‫ﻛﺎر‬
‫ﻳﻚ‬ ‫در‬ ‫درآﻣﺪ‬ ‫ﻛﺴﺐ‬ ‫و‬ ‫آﻓﺮﻳﻨﻲ‬ ‫ارزش‬ ‫ﭼﮕﻮﻧﮕﻲ‬ ‫ﻛﻨﻨﺪه‬ ‫ﺗﺸﺮﻳﺢ‬ ‫ﺗﺠﺎري‬ ‫ﻃﺮح‬
‫اﺳﺖ‬ ‫ﺑﻨﮕﺎه‬.
–‫ﭼﮕﻮﻧﻪ‬‫آورد؟‬ ‫ﻣﻲ‬ ‫در‬ ‫ﭘﻮل‬ ‫ﻛﺎر‬ ‫و‬ ‫ﻛﺴﺐ‬ ‫اﻳﻦ‬
–‫ﻓﺮاوان‬ ‫ﺿﻤﺎﺋﻢ‬ ‫ﻣﺪارك‬ ‫و‬ ‫ﺟﺰﺋﻴﺎت‬ ‫ﺑﺎ‬ ‫و‬ ‫ﺗﻔﺼﻴﻠﻲ‬

21. ‫ﻛﺎر‬ ‫و‬ ‫ﻛﺴﺐ‬ ‫ﻣﺪل‬ ‫ﻳﻚ‬ ‫ﻫﺎي‬ ‫ﭘﺎﻳﻪ‬

22. ‫ﻛﺎر‬ ‫و‬ ‫ﻛﺴﺐ‬ ‫ﻣﺪل‬ ‫ﻳﻚ‬ ‫ﻫﺎي‬ ‫ﭘﺎﻳﻪ‬
‫ارزﺷﻲ‬ ‫ﭘﻴﺸﻨﻬﺎد‬)Value Proposition(
‫ﻫﺪف‬ ‫ﺑﺎزار‬)Target Market(
‫ارزش‬ ‫زﻧﺠﻴﺮه‬)Value Chain(
‫ﻫﺰﻳﻨﻪ‬ ‫ﺳﺎﺧﺘﺎر‬)Cost Structure(
‫درآﻣﺪي‬ ‫ﺟﺮﻳﺎن‬)Revenue Stream(
‫ﺷﺮﻛﺎ‬ ‫ﺷﺒﻜﻪ‬)Partner Network(
‫رﻗﺎﺑﺘﻲ‬ ‫ﻣﺰﻳﺖ‬)Competitive Advantage(

23. ‫ﻛﺎر‬ ‫و‬ ‫ﻛﺴﺐ‬ ‫ﻣﺪل‬ ‫ﻳﻚ‬ ‫ﻫﺎي‬ ‫ﭘﺎﻳﻪ‬
VALUE
PROPOSITION
COST
STRUCTURE
CUSTOMER
RELATIONSHIP
TARGET
CUSTOMER
DISTRIBUTION
CHANNEL
VALUE
CONFIGURATION
COMPETITIVE
ADVANTAGE
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 to
outlines the
capabilities required
to run a company's
business model
‫ﻫﺎ‬ ‫ﺳﺎﺧﺖ‬ ‫زﻳﺮ‬ ‫ﻣﺸﺘﺮي‬
‫ﻫﺎ‬ ‫ﻓﺮآورده‬
‫ﻣﺎﻟﻲ‬

24. ‫ﻛﺎر‬ ‫و‬ ‫ﻛﺴﺐ‬ ‫ﻣﺪل‬ ‫ﻳﻚ‬ ‫ﻫﺎي‬ ‫ﭘﺎﻳﻪ‬
VALUE
PROPOSITION
COST
STRUCTURE
CUSTOMER
RELATIONSHIP
TARGET
CUSTOMER
DISTRIBUTION
CHANNEL
VALUE
CONFIGURATION
COMPETITIVE
ADVANTAGE
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 to
outlines the
capabilities required
to run a company's
business model
INFRASTRUCTURE CUSTOMER
OFFER
FINANCE

25. ‫ﻛﺎر‬ ‫و‬ ‫ﻛﺴﺐ‬ ‫ﻣﺪل‬ ‫ﺑﻮم‬)Business Model Canvas(

26. Customer Segments
‫ﻣﺸﺘﺮﻳﺎن‬ ‫ﻫﺎي‬ ‫ﺑﺨﺶ‬

27. ‫ﻣﺎ‬‫ﻛﺴﻲ‬ ‫ﭼﻪ‬ ‫ﺑﺮاي‬‫ﻛﻨﻴﻢ؟‬ ‫ﻣﻲ‬ ‫ارزش‬ ‫ﺧﻠﻖ‬
‫ﻣﺸﺘﺮﻳﺎن‬ ‫ﻣﻬﻤﺘﺮﻳﻦ‬‫ﻫﺴﺘﻨﺪ؟‬ ‫ﻛﺴﺎﻧﻲ‬ ‫ﭼﻪ‬ ‫ﻣﺎ‬
Mass Market
Niche Market
Segmented (Micro precision systems: 3 different customer segment;
Watch Industry, Medical Industry and Industrial Automation sector)
Diversified (Amazon)
Multi-sided Platforms (Multi-sided markets)
– Credit Cards link merchants with cardholders;
– Computer Operating systems link hardware manufacturers,
application developers, and users;
– Newspapers link readers and advertisers;
– Video gaming consoles link game developers with players.
Customer Segments
‫ﻣﺸﺘﺮﻳﺎن‬ ‫ﻫﺎي‬ ‫ﺑﺨﺶ‬

28. Value Proposition
‫ارزﺷﻲ‬ ‫ﭘﻴﺸﻨﻬﺎد‬

29. ‫ارزﺷﻲ‬ ‫ﭼﻪ‬‫ﻛﻨﻴﻢ؟‬ ‫ﻣﻲ‬ ‫اراﺋﻪ‬ ‫ﻣﺸﺘﺮﻳﺎن‬ ‫ﺑﻪ‬
‫از‬ ‫ﻳﻚ‬ ‫ﻛﺪام‬‫ﻣﺸﺘﺮﻳﺎن‬ ‫ﻣﺸﻜﻼت‬‫ﻛﻨﻴﻢ؟‬ ‫ﻣﻲ‬ ‫ﺣﻞ‬ ‫را‬
‫از‬ ‫ﻳﻚ‬ ‫ﻛﺪام‬‫ﻣﺸﺘﺮﻳﺎن‬ ‫ﻧﻴﺎزﻫﺎي‬‫دﻫﻴﻢ؟‬ ‫ﻣﻲ‬ ‫ﭘﺎﺳﺦ‬ ‫را‬
‫ﺧﺪﻣﺘﻲ‬ ‫ﻳﺎ‬ ‫ﻛﺎﻻ‬ ‫ﻧﻮع‬ ‫ﭼﻪ‬‫ﻛﻨﻴﻢ؟‬ ‫ﻣﻲ‬ ‫اراﺋﻪ‬ ‫ﻣﺸﺘﺮﻳﺎن‬ ‫ﻫﺎي‬ ‫ﺑﺨﺶ‬ ‫از‬ ‫ﻳﻚ‬ ‫ﻫﺮ‬ ‫ﺑﻪ‬
Value Proposition
‫ارزﺷﻲ‬ ‫ﭘﻴﺸﻨﻬﺎد‬

30. Newness (Technology Related: Cell phones)
Performance (Faster PCs, More Disk Storage Space, Better Graphics,
…)
Customization (Mass Customization)
Design (Fashion, Consumer Electronics Industries)
Brand / Status (Rolex)
Price (Southwest, Easy Jet, Air Asia, Tata)
Cost Reduction (Salesforce.com; CRM)
Risk Reduction (Guarantee)
Accessibility (NetJets; Private Jets)
Convenience / Usability (iPad and iTunes)
Entertainment
Education
Value Proposition
‫ارزﺷﻲ‬ ‫ﭘﻴﺸﻨﻬﺎد‬

31. Channels
‫ﻫﺎ‬ ‫ﻛﺎﻧﺎل‬

32. Channels
‫ﻫﺎ‬ ‫ﻛﺎﻧﺎل‬
‫ﻣﺸﺘﺮﻳﺎن‬ ‫ﺑﺎ‬ ‫ﻫﺎﻳﻲ‬ ‫ﻛﺎﻧﺎل‬ ‫ﭼﻪ‬ ‫ﻃﺮﻳﻖ‬ ‫از‬‫ارﺗﺒﺎط‬ ‫در‬‫ﻫﺴﺘﻴﻢ؟‬
‫آﻧﺎن‬ ‫ﺑﻪ‬ ‫ﭼﮕﻮﻧﻪ‬ ‫ﺣﺎﺿﺮ‬ ‫ﺣﺎل‬ ‫در‬‫دﺳﺘﺮﺳﻲ‬‫دارﻳﻢ؟‬
‫ﭼﮕﻮﻧﻪ‬ ‫ﻣﺎ‬ ‫ﻫﺎي‬ ‫ﻛﺎﻧﺎل‬‫ﻳﻜﭙﺎرﭼﻪ‬‫ﺷﻮﻧﺪ؟‬ ‫ﻣﻲ‬
‫ﻳﻚ‬ ‫ﻛﺪام‬‫ﺑﻬﺘﺮ‬‫ﻛﻨﻨﺪ؟‬ ‫ﻣﻲ‬ ‫ﻛﺎر‬
‫ﺗﺮﻳﻦ‬ ‫ﺻﺮﻓﻪ‬ ‫ﺑﻪ‬ ‫ﻣﻘﺮون‬‫ﻫﺴﺘﻨﺪ؟‬ ‫ﻛﺪام‬ ‫آﻧﻬﺎ‬
‫ﺑﺎ‬ ‫ﭼﮕﻮﻧﻪ‬ ‫ﻫﺎ‬ ‫ﻛﺎﻧﺎل‬ ‫اﻳﻦ‬‫ﻣﺸﺘﺮﻳﺎن‬ ‫روزﻣﺮه‬ ‫زﻧﺪﮔﻲ‬‫ﺧﻮرﻧﺪ؟‬ ‫ﻣﻲ‬ ‫ﭘﻴﻮﻧﺪ‬

33. Channel Types
‫ﻫﺎ‬ ‫ﻛﺎﻧﺎل‬ ‫اﻧﻮاع‬
Partner Stores
Partner
Indirect
Own
Direct Sales Force
Web Sales
Owner Stores
Wholesaler

34. Channel Phases
‫ﻫﺎ‬ ‫ﻛﺎﻧﺎل‬ ‫ﻋﻤﻠﻜﺮد‬ ‫ﻣﺨﺘﻠﻒ‬ ‫ﻓﺎزﻫﺎي‬
Channel Phases
5. After Sales
How do we
provide
post-
purchase
customer
support?
4. Delivery
How do we
deliver a
Value
Proposition
to
customers?
3. Purchase
How do we
allow
customers
to
purchase
specific
products
or
services?
2. Evaluation
How do we help
customers to
evaluate our
organization’
s Value
Proposition?
1. Awareness
How do we
raise our
awareness
about our
company’s
products or
services?

35. Customer Relationships
‫ﻣﺸﺘﺮﻳﺎن‬ ‫ﺑﺎ‬ ‫رواﺑﻂ‬

36. Customer Relationships
‫ﻣﺸﺘﺮﻳﺎن‬ ‫ﺑﺎ‬ ‫رواﺑﻂ‬
‫اي‬ ‫راﺑﻄﻪ‬ ‫ﻧﻮع‬ ‫ﭼﻪ‬‫ﻣﺎ‬ ‫از‬ ‫ﻣﺎ‬ ‫ﻣﺸﺘﺮﻳﺎن‬ ‫ﻫﺎي‬ ‫ﺑﺨﺶ‬ ‫از‬ ‫ﻳﻚ‬ ‫ﻫﺮ‬‫اﻧﺘﻈﺎر‬‫ﺑﺮﻗﺮار‬ ‫آﻧﻬﺎ‬ ‫ﺑﺎ‬ ‫ﺗﺎ‬ ‫دارﻧﺪ‬
‫ﻛﻨﻴﻢ؟‬ ‫ﺣﻔﻆ‬ ‫را‬ ‫آن‬ ‫و‬ ‫ﻛﻨﻴﻢ‬
‫اﻳﻢ؟‬ ‫ﻛﺮده‬ ‫اﻳﺠﺎد‬ ‫را‬ ‫آﻧﻬﺎ‬ ‫از‬ ‫ﻳﻚ‬ ‫ﻛﺪام‬
‫ﻣﺎ‬ ‫ﺑﺮاي‬ ‫ﭼﻘﺪر‬‫ﻫﺰﻳﻨﻪ‬‫دارﻧﺪ؟‬
‫رواﺑﻂ‬ ‫اﻳﻦ‬‫ﻣﺪل‬ ‫اﺟﺰاي‬ ‫ﺑﻘﻴﻪ‬ ‫ﺑﺎ‬ ‫ﭼﮕﻮﻧﻪ‬‫در‬ ‫ﻣﺎ‬ ‫ﻛﺎر‬ ‫و‬ ‫ﻛﺴﺐ‬‫ﻳﻜﭙﺎرﭼﻪ‬ ‫و‬ ‫ارﺗﺒﺎط‬‫ﻫﺴﺘﻨﺪ؟‬

37. Customer Relationships
‫ﻣﺸﺘﺮﻳﺎن‬ ‫ﺑﺎ‬ ‫رواﺑﻂ‬
Personal Assistance (during sales process or after the purchase,
POS, call center, email, …)
Dedicated Personal Assistance (personal relationships with
important customers)
Self Service
Automated Services (personal online profiles: offering book or
movie recommendations)
Communities (online communities)
Co-creation (Amazon: invites customers to write reviews and
thus create value for other book lovers; assist with the design of
new and innovative products.)

38. Revenue Streams
‫درآﻣﺪي‬ ‫ﻫﺎي‬ ‫ﺟﺮﻳﺎن‬

39. Revenue Streams
‫درآﻣﺪي‬ ‫ﻫﺎي‬ ‫ﺟﺮﻳﺎن‬
‫واﻗﻌﺎ‬ ‫ﻣﺎ‬ ‫ﻣﺸﺘﺮﻳﺎن‬ ‫ارزﺷﻲ‬ ‫ﭼﻪ‬ ‫ﺑﺮاي‬‫ﭘﻮل‬ ‫ﭘﺮداﺧﺖ‬ ‫ﺑﻪ‬ ‫ﻣﺎﻳﻞ‬‫ﻫﺴﺘﻨﺪ؟‬
‫ارزﺷﻲ‬ ‫ﭼﻪ‬ ‫ﺑﺮاي‬‫ﭘﻮل‬ ‫ﺣﺎﺿﺮ‬ ‫ﺣﺎل‬ ‫در‬‫ﭘﺮدازﻧﺪ؟‬ ‫ﻣﻲ‬
‫ﺻﻮرﺗﻲ‬ ‫ﭼﻪ‬ ‫ﺑﻪ‬‫ﻛﻨﻨﺪ؟‬ ‫ﻣﻲ‬ ‫ﭘﺮداﺧﺖ‬ ‫را‬ ‫ﭘﻮل‬
‫ﺗﺮﺟﻴﺢ‬‫دﻫﻨﺪ‬ ‫ﻣﻲ‬‫ﭘﺮداﺧﺖ‬ ‫ﭼﮕﻮﻧﻪ‬‫ﻛﻨﻨﺪ؟‬
‫درآﻣﺪي‬ ‫ﻫﺎي‬ ‫ﺟﺮﻳﺎن‬ ‫از‬ ‫ﻳﻚ‬ ‫ﻫﺮ‬‫ﭼﻘﺪر‬‫ﻛﻨﻨﺪ؟‬ ‫ﻣﻲ‬ ‫ﻛﻤﻚ‬ ‫ﻛﻠﻲ‬ ‫درآﻣﺪﻫﺎي‬ ‫ﺑﻪ‬

40. Revenue Streams
‫درآﻣﺪي‬ ‫ﻫﺎي‬ ‫ﺟﺮﻳﺎن‬
Asset sale (physical products)
Usage fee (the more a service is used, the more the customer
pays: telephone operators, hotels, post)
Subscription fees (selling continuous access to a service: gym,
web-based computer games)
Lending/Renting/Leasing
Licensing
Brokerage fees (credit card providers, real estate agents)
Advertising (media industry, event organizers)

41. Key Resources
‫ﻛﻠﻴﺪي‬ ‫ﻣﻨﺎﺑﻊ‬

42. Key Resources
‫ﻛﻠﻴﺪي‬ ‫ﻣﻨﺎﺑﻊ‬
‫ارزﺷﻲ‬ ‫ﻫﺎي‬ ‫ﭘﻴﺸﻨﻬﺎد‬‫ﭼﻪ‬ ‫ﻧﻴﺎزﻣﻨﺪ‬ ‫ﻣﺎ‬‫ﻛﻠﻴﺪي‬ ‫ﻣﻨﺎﺑﻊ‬‫ﻫﺴﺘﻨﺪ؟‬
‫ﺗﻮزﻳﻊ‬ ‫ﻫﺎي‬ ‫ﻛﺎﻧﺎل‬‫ﻫﺴﺘﻨﺪ؟‬ ‫ﻛﻠﻴﺪي‬ ‫ﻣﻨﺎﺑﻊ‬ ‫ﭼﻪ‬ ‫ﻧﻴﺎزﻣﻨﺪ‬ ‫ﻣﺎ‬
‫رواﺑﻂ‬‫اﺳﺖ؟‬ ‫ﻛﻠﻴﺪي‬ ‫ﻣﻨﺎﺑﻊ‬ ‫ﭼﻪ‬ ‫ﻧﻴﺎزﻣﻨﺪ‬ ‫ﻣﺸﺘﺮﻳﺎن‬ ‫ﺑﺎ‬
‫درآﻣﺪي‬ ‫ﻫﺎي‬ ‫ﺟﺮﻳﺎن‬‫ﻫﺴﺘﻨﺪ؟‬ ‫ﻛﻠﻴﺪي‬ ‫ﻣﻨﺎﺑﻊ‬ ‫ﭼﻪ‬ ‫ﻧﻴﺎزﻣﻨﺪ‬ ‫ﺳﻮدده‬ ‫و‬ ‫ﭘﺎﻳﺪار‬

43. Key Resources
‫ﻛﻠﻴﺪي‬ ‫ﻣﻨﺎﺑﻊ‬
Physical (manufacturing facilities, buildings, vehicles, machines,
systems, POS systems, distribution network – Wal-Mart: global
stores and logistic infrastructures;)
Intellectual (brand, proprietary knowledge, patent, copyright,
customer database, …)
Human (Novartis: an army of experienced scientists and a large
and skilled sales force)
Financial

44. Key Activities
‫ﻛﻠﻴﺪي‬ ‫ﻫﺎي‬ ‫ﻓﻌﺎﻟﻴﺖ‬

45. Key Activities
‫ﻛﻠﻴﺪي‬ ‫ﻫﺎي‬ ‫ﻓﻌﺎﻟﻴﺖ‬
‫ارزﺷﻲ‬ ‫ﻫﺎي‬ ‫ﭘﻴﺸﻨﻬﺎد‬‫ﭼﻪ‬ ‫ﻧﻴﺎزﻣﻨﺪ‬ ‫ﻣﺎ‬‫ﻛﻠﻴﺪي‬ ‫ﻫﺎي‬ ‫ﻓﻌﺎﻟﻴﺖ‬‫ﻫﺴﺘﻨﺪ؟‬
‫ﺗﻮزﻳﻊ‬ ‫ﻫﺎي‬ ‫ﻛﺎﻧﺎل‬‫ﻫﺴﺘﻨﺪ؟‬ ‫ﻛﻠﻴﺪي‬ ‫ﻫﺎي‬ ‫ﻓﻌﺎﻟﻴﺖ‬ ‫ﭼﻪ‬ ‫ﻧﻴﺎزﻣﻨﺪ‬ ‫ﻣﺎ‬
‫ارﺗﻘﺎء‬ ‫و‬ ‫ﺣﻔﻆ‬‫ﻣﺸﺘﺮﻳﺎن‬ ‫ﺑﺎ‬ ‫رواﺑﻂ‬‫اﺳﺖ؟‬ ‫ﻛﻠﻴﺪي‬ ‫ﻫﺎي‬ ‫ﻓﻌﺎﻟﻴﺖ‬ ‫ﭼﻪ‬ ‫ﻧﻴﺎزﻣﻨﺪ‬
‫درآﻣﺪي‬ ‫ﻫﺎي‬ ‫ﺟﺮﻳﺎن‬‫ﻫﺴﺘﻨﺪ‬ ‫ﻛﻠﻴﺪي‬ ‫ﻫﺎي‬ ‫ﻓﻌﺎﻟﻴﺖ‬ ‫ﭼﻪ‬ ‫ﻧﻴﺎزﻣﻨﺪ‬ ‫ﺳﻮدده‬ ‫و‬ ‫ﭘﺎﻳﺪار‬‫؟‬

46. Key Activities
‫ﻛﻠﻴﺪي‬ ‫ﻫﺎي‬ ‫ﻓﻌﺎﻟﻴﺖ‬
Production (designing, making and delivering product)
Problem solving (new solutions, consultancies, hospitals and
other service organizations – requires: knowledge management
and continuous training)
Platform/ Network (networks, matchmaking platforms, and even
brands can function as a platform.)
– Ebay, Visa Credit Card, Afranet, Irancell, Hacoupian

47. Key Partnerships
‫ﻛﻠﻴﺪي‬ ‫ﻫﺎي‬ ‫ﻣﺸﺎرﻛﺖ‬

48. Key Partnerships
‫ﻛﻠﻴﺪي‬ ‫ﻫﺎي‬ ‫ﻣﺸﺎرﻛﺖ‬
‫ﺷﺮﻛﺎ‬‫ﻫﺴﺘﻨﺪ؟‬ ‫ﻛﺴﺎﻧﻲ‬ ‫ﭼﻪ‬ ‫ﻣﺎ‬ ‫ﻛﻠﻴﺪي‬ ‫ي‬
‫ﻛﻨﻨﺪﮔﺎن‬ ‫ﺗﺎﻣﻴﻦ‬‫ﻫﺴﺘﻨﺪ؟‬ ‫ﻛﺴﺎﻧﻲ‬ ‫ﭼﻪ‬ ‫ﻣﺎ‬ ‫ﻛﻠﻴﺪي‬
‫ﻛﻠﻴﺪي‬ ‫ﻣﻨﺎﺑﻊ‬ ‫ﭼﻪ‬‫آورﻳﻢ؟‬ ‫ﻣﻲ‬ ‫ﺑﺪﺳﺖ‬ ‫ﺧﻮد‬ ‫ﺷﺮﻛﺎي‬ ‫از‬
‫ﻛﻠﻴﺪي‬ ‫ﻫﺎي‬ ‫ﻓﻌﺎﻟﻴﺖ‬ ‫ﭼﻪ‬‫دﻫﻨﺪ؟‬ ‫ﻣﻲ‬ ‫اﻧﺠﺎم‬ ‫ﻣﺎ‬ ‫ﺷﺮﻛﺎي‬
‫ﻣﺸﺎرﻛﺖ‬ ‫اﻳﺠﺎد‬ ‫ﻫﺎي‬ ‫اﻧﮕﻴﺰه‬:
Optimization and Economy of Scale
Reduction of Risk and Uncertainty
Acquisition of particular Resources and Activities

49. Key Partnerships
‫ﻛﻠﻴﺪي‬ ‫ﻫﺎي‬ ‫ﻣﺸﺎرﻛﺖ‬
‫ﻛﻨﻨﺪه‬ ‫ﺑﻴﺎن‬ ‫ﻛﻠﻴﺪي‬ ‫ﻫﺎي‬ ‫ﻣﺸﺎرﻛﺖ‬‫اي‬ ‫ﺷﺒﻜﻪ‬‫ﻣﻮﺟﺐ‬ ‫ﻛﻪ‬ ‫ﺷﺮﻛﺎﺳﺖ‬ ‫و‬ ‫ﻛﻨﻨﺪﮔﺎن‬ ‫ﺗﺎﻣﻴﻦ‬ ‫از‬
‫ﺷﻮد‬ ‫ﻣﻲ‬ ‫ﻛﺎر‬ ‫و‬ ‫ﻛﺴﺐ‬ ‫ﻣﺪل‬ ‫ﺷﺪن‬ ‫اﺟﺮاﻳﻲ‬.
‫ﻣﺸﺎرﻛﺖ‬ ‫ﻣﺨﺘﻠﻒ‬ ‫ﻧﻮع‬ ‫ﭼﻬﺎر‬:
Strategic Alliances between non-competitors
Coopetition; strategic partnership between competitors
Joint Ventures to develop new business
Buyer-Supplier Relationships to assure reliable supplies

50. Cost Structure
‫ﻫﺰﻳﻨﻪ‬ ‫ﺳﺎﺧﺘﺎر‬

51. Cost Structure
‫ﻫﺰﻳﻨﻪ‬ ‫ﺳﺎﺧﺘﺎر‬
‫ﻫﺎي‬ ‫ﻫﺰﻳﻨﻪ‬ ‫ﻣﻬﻤﺘﺮﻳﻦ‬‫ﭼﻴﺴﺖ؟‬ ‫ﻣﺎ‬ ‫ﻛﺎر‬ ‫و‬ ‫ﻛﺴﺐ‬ ‫ﻣﺪل‬ ‫اﺻﻠﻲ‬
–‫ﺛﺎﺑﺖ‬ ‫ﻫﺎي‬ ‫ﻫﺰﻳﻨﻪ‬
–‫ﻣﺘﻐﻴﺮ‬ ‫ﻫﺎي‬ ‫ﻫﺰﻳﻨﻪ‬
‫ﻛﻠﻴﺪي‬ ‫ﻣﻨﺎﺑﻊ‬ ‫ﺗﺮﻳﻦ‬ ‫ﮔﺮان‬‫ﭼﻴﺴﺖ؟‬ ‫ﻣﺎ‬
‫ﻛﻠﻴﺪي‬ ‫ﻓﻌﺎﻟﻴﺖ‬ ‫ﺗﺮﻳﻦ‬ ‫ﮔﺮان‬‫ﭼﻴﺴﺖ؟‬ ‫ﻣﺎ‬
Cost Driven Value Driven

52. The Business Model Canvas

53. Nespresso

54. SWATCH

55. Daimler

58. ‫آﺧﺮ‬ ‫ﻛﻼم‬
‫ﭘﻮﻟﻲ‬ ‫و‬ ‫ﺳﺮﻣﺎﻳﻪ‬‫ﻣﺮاﺗﺐ‬ ‫ﺑﻪ‬ ‫دارد‬ ‫وﺟﻮد‬ ‫ﻛﺎر‬ ‫و‬ ‫ﻛﺴﺐ‬ ‫دﻧﻴﺎي‬ ‫در‬ ‫ﻛﻪ‬
‫از‬ ‫ﺑﻴﺸﺘﺮ‬‫ﺧﻮب‬ ‫ﻫﺎي‬ ‫اﻳﺪه‬‫ﺧﻮب‬ ‫ﻫﺎي‬ ‫اﻳﺪه‬ ‫ﺗﻌﺪاد‬ ‫و‬ ‫اﺳﺖ‬ ‫ﻣﻮﺟﻮد‬
‫ﺑﻪ‬ ‫ﻫﻢ‬ ‫ﻛﺎر‬ ‫و‬ ‫ﻛﺴﺐ‬ ‫دﻧﻴﺎي‬ ‫در‬ ‫ﺑﺎﻟﻔﻌﻞ‬ ‫ﺑﻪ‬ ‫ﻧﺸﺪه‬ ‫ﺗﺒﺪﻳﻞ‬ ‫ﺑﺎﻟﻘﻮه‬
‫از‬ ‫ﺑﻴﺸﺘﺮ‬ ‫ﻣﺮاﺗﺐ‬‫ﺧﻼق‬ ‫ﻫﺎي‬ ‫اﻧﺴﺎن‬‫اﺳﺖ‬.

59. Any Questions?