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Søren Svanebjerg 2011
               Canvas
                                                                                                                                                                                                  How we plan to grow and what we hope
                                         Growth Strategy




                                                                                                                                                                                                  our organisation will be in 5 years, do
      Key
    Partners
                            Key
                          Activities




                        Capabilities




                            Key
                         Resources
                                             Value
                                           Proposition
                                                               Customer
                                                               Relations




                                                               Channels
                                                                                     Mar ket &
                                                                                     Customer
                                                                                     Segments
                                                                                                                                 Growth Strategy                                                  we plan to sell and if so to who and
                                                                                                                                                                                                  when.
                                                                   Revenue Streams
               Cost Structure                  <<
                                                                    Pricing Model




                                       Competiti ve Strategy




                                                                                                           Key                                                               Customer
                                                                                                         Activities                                                          Relations
                                                                                                      The skills we need in
                                                                                                      order to create the -                                                How we intend to relate to
                                                                                                                                                                           and interact with the
                                                                                                                                                                                                                    Market &
      Key                                                                                                                             Value                                consumer.

                                                                                                      Capabilities                                                                                                  Customer
    Partners                                                                                                                        Proposition
                                                                                                      - value proposition,                                                                                          Segments
                                                                                                      particularly the team.       The offer to the consumer,
                                                                                                                                   including how and why it
Who we will need to                                                                                       Key                      addresses their need /
                                                                                                                                   fulfills their job to be done.             Channels                             What group(s) of people
partner with or the input we                                                                                                                                                                                       benefit from the value
are dependent on in order                                                                              Resources                   How consumers
                                                                                                                                   themselves would describe
                                                                                                                                                                           How the value proposition
                                                                                                                                                                           is communicated and
                                                                                                                                                                                                                   proposition, how many
to develop / deliver the                                                                                                           the benefit.                                                                    there are now and in the
value proposition.                                                                                                                                                         delivered to the                        future.
                                                                                                                                                                           consumer.




                                                                                                 Cost Structure                                <<           Revenue Streams & Pricing Model
                                                                                                                                                           How will we price the proposition, whether it be fixed, variable or subscription
 How much it will cost to initially develop the value proposition and how much it                                                                          pricing. Includes alternativ sources of revenue, particular important if the
 will cost to subsequently market end deliver it.                                                                                                          consumer is not expected to pay.




                                                                                                                                                                                                  Who the existing competitors are and
                                                                                                                                                                                                  how we will react to them and likely new
                                                                                                                               Competitive Strategy                                               entrants into this space, why will we
                                                                                                                                                                                                  win?
Søren Svanebjerg 2011
What, Who & How
                                       Growth Strategy




    Key
  Partners
                          Key
                        Activities




                      Capabilities




                          Key
                       Resources
                                           Value
                                         Proposition
                                                             Customer
                                                             Relations




                                                             Channels
                                                                                   Mar ket &
                                                                                   Customer
                                                                                   Segments
                                                                                                           How & When?
                                                                 Revenue Streams
             Cost Structure                  <<
                                                                  Pricing Model




                                     Competiti ve Strategy




                                                                                                  What
                                                                                                   &                     How?
                                                                                                  How?
              What
               &                                                                                  Which?     What?                 Who?
              Who?
                                                                                                  Who
                                                                                                   &                     How?
                                                                                                  What?



                                                                                               What?           <<           How?




                                                                                                           Who & How?
Søren Svanebjerg 2011
VRISA & Generic Strategies
                                       Growth Strategy




    Key
  Partners
                          Key
                        Activities




                      Capabilities




                          Key
                       Resources
                                           Value
                                         Proposition
                                                             Customer
                                                             Relations




                                                             Channels
                                                                                   Mar ket &
                                                                                   Customer
                                                                                   Segments
                                                                                                                  Sustainable?
                                                                 Revenue Streams
             Cost Structure                  <<
                                                                  Pricing Model




                                     Competiti ve Strategy




                                                                                                     Rare?                          Imitable?

 Substitut-
                                                                                                    Imitable?       Valuable?                        Growing?
  able?


                                                                                                     Rare?                          Imitable?




                                                                                               Affordable?       Appropriability         Valuable?




                                                                                                    Cost Leadership, Differentiation, Focused?
Søren Svanebjerg 2011
Porters 5 forces
                                         Growth Strategy




                            Key
                                                               Customer
                          Activities
                                                               Relations



                                                                                     Mar ket &
      Key                                    Value
                        Capabilities                                                 Customer
    Partners                               Proposition
                                                                                     Segments



                            Key                                Channels
                         Resources




                                                                   Revenue Streams
               Cost Structure                  <<
                                                                    Pricing Model




                                       Competiti ve Strategy




Supplier Power:                                                                                  Competitors Rivalry:                     Buyer Power:
Supplier concentration                                                                           Number of competitors (concentration)    Number of buyers relative to sellers
Availability of substitute inputs                                                                Relative size of competitors (balance)   Product differentiation
Importance of suppliers inputs to company                                                        Industry growth rate                     Buyers switching cost to other product
Suppliers product differentiation                                                                Fixed costs vs. variable costs           Buyers profit margins
Importance of industry to suppliers                                                              Product differentiation                  Buyers use of multiple sources
Companys switching cost to other input                                                           Capacity augmented in large increments   Buyers threat of backward integration
Suppliers threat of forward integration                                                          Buyers switching costs                   Sellers threat of forward integration
Companys threat of backward integration                                                          Diversity of competitors                 Importance of product to the buyer
                                                                                                 Exit barriers                            Buyers volume
                                                                                                 Strategic stakes
 Threat of Substitution:                                                                                                                  Threat of new Entrants:
 Relative price of substitute                                                                                                             Barriers to entry
 Relative quality of substitute                                                                                                           -Economies of scale
 Switching cost to buyers                                                                                                                 -Product differentiation
                                                                                                                                          -Capital requirements
                                                                                                                                          -Switching costs to buyers
                                                                                                                                          -Acces to distribution channels
                                                                                                                                          -Other cost advantages
                                                                                                                                          -Government policies
                                                                                                                                          Incumbants defense of market share
                                                                                                                                          Industry growth rate
Søren Svanebjerg 2011
                                         Growth Strategy




                            Key
                                                               Customer




                                                                                                 Value Proposition
                          Activities
                                                               Relations



                                                                                     Mar ket &
      Key                                    Value
                        Capabilities                                                 Customer
    Partners                               Proposition
                                                                                     Segments



                            Key                                Channels
                         Resources




                                                                   Revenue Streams
               Cost Structure                  <<
                                                                    Pricing Model




                                       Competiti ve Strategy




•               What value do we deliver to the customer?
•               Which one of our customer’s problems are we helping to solve?
•               What bundles of products and services are we offering to each
                customer segment?
•               Which customer needs are we satisfying?
•               characteristics
                                       –                         Newness
                                       –                         Performance
                                       –                         Customization
                                       –                         “Getting the Job Done”
                                       –                         Design
                                       –                         Brand/Status
                                       –                         Price
                                       –                         Cost Reduction
                                       –                         Risk Reduction
                                       –                         Accessibility
                                       –                         Convenience/Usability
Søren Svanebjerg 2011
                                         Growth Strategy




                            Key
                                                               Customer




                                                                                                 Customer Segments
                          Activities
                                                               Relations



                                                                                     Mar ket &
      Key                                    Value
                        Capabilities                                                 Customer
    Partners                               Proposition
                                                                                     Segments



                            Key                                Channels
                         Resources




                                                                   Revenue Streams
               Cost Structure                  <<
                                                                    Pricing Model




                                       Competiti ve Strategy




•               For whom are we creating value?
•               Who are our most important customers?

•               Mass Market
•               Niche Market
•               Segmented
•               Diversified
•               Multi-sided Platform
Søren Svanebjerg 2011
                                         Growth Strategy




                            Key
                                                               Customer




                                                                                                 Customer Relationships
                          Activities
                                                               Relations



                                                                                     Mar ket &
      Key                                    Value
                        Capabilities                                                 Customer
    Partners                               Proposition
                                                                                     Segments



                            Key                                Channels
                         Resources




                                                                   Revenue Streams
               Cost Structure                  <<
                                                                    Pricing Model




                                       Competiti ve Strategy




•               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?

•               examples
                                       –                         Personal assistance
                                       –                         Dedicated Personal Assistance
                                       –                         Self-Service
                                       –                         Automated Services
                                       –                         Communities
                                       –                         Co-creation
Søren Svanebjerg 2011
                                         Growth Strategy




                            Key
                                                               Customer




                                                                                                                              Channels
                          Activities
                                                               Relations



                                                                                     Mar ket &
      Key                                    Value
                        Capabilities                                                 Customer
    Partners                               Proposition
                                                                                     Segments



                            Key                                Channels
                         Resources




                                                                   Revenue Streams
               Cost Structure                  <<
                                                                    Pricing Model




                                       Competiti ve Strategy




•               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?
•               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 organization’s Value Proposition?
                                       –                         3. Purchase
                                                                                       •         How do we allow customers to purchase specific products and services?
                                       –                         4. Delivery
                                                                                       •         How do we deliver a Value Proposition to customers?
                                       –                         5. After sales
                                                                                       •         How do we provide post-purchase customer support?
Søren Svanebjerg 2011
                                      Growth Strategy




                         Key
                                                            Customer




                                                                                              Revenue Streams
                       Activities
                                                            Relations



                                                                                  Mar ket &
   Key                                    Value
                     Capabilities                                                 Customer
 Partners                               Proposition
                                                                                  Segments



                         Key                                Channels
                      Resources




                                                                Revenue Streams
            Cost Structure                  <<
                                                                 Pricing Model




                                    Competiti ve Strategy




•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?
                                     types:                                                      fixed pricing:               dynamic pricing:
                                     Asset sale                                                  List Price                   Negotiation( bargaining)
                                     Usage fee                                                   Product feature dependent    Yield Management
                                     Subscription Fees                                           Customer segment dependent   Real-time-Market
                                     Lending/Renting/Leasing                                     Volume dependent
                                     Licensing
                                     Brokerage fees
                                     Advertising
Søren Svanebjerg 2011
                                       Growth Strategy




                          Key
                                                             Customer




                                                                                               Competitive Strategy
                        Activities
                                                             Relations



                                                                                   Mar ket &
    Key                                    Value
                      Capabilities                                                 Customer
  Partners                               Proposition
                                                                                   Segments



                          Key                                Channels
                       Resources




                                                                 Revenue Streams
             Cost Structure                  <<
                                                                  Pricing Model




                                     Competiti ve Strategy




•Who are our competitors and how do they perform?
•Who are the likely entrants?
•How is the industry developing?
•Are we going for cost leadership, differentiation or broad scope?
•Are our capabilities valued, rare, inimitable, sustainable and
appropriable?
•What are our Buyer power like?
•What are our Supplier power like?
Søren Svanebjerg 2011
                                         Growth Strategy




                            Key
                                                               Customer




                                                                                                 Key Activities
                          Activities
                                                               Relations



                                                                                     Mar ket &
      Key                                    Value
                        Capabilities                                                 Customer
    Partners                               Proposition
                                                                                     Segments



                            Key                                Channels
                         Resources




                                                                   Revenue Streams
               Cost Structure                  <<
                                                                    Pricing Model




                                       Competiti ve Strategy




•               What Key Activities do our Value Propositions require?
•               Our Distribution Channels?
•               Customer Relationships?
•               Revenue streams?

•               categories
                                       –                         Production
                                       –                         Problem Solving
                                       –                         Platform/Network
Søren Svanebjerg 2011
                                         Growth Strategy




                            Key
                                                               Customer




                                                                                                 Key Resources
                          Activities
                                                               Relations



                                                                                     Mar ket &
      Key                                    Value
                        Capabilities                                                 Customer
    Partners                               Proposition
                                                                                     Segments



                            Key                                Channels
                         Resources




                                                                   Revenue Streams
               Cost Structure                  <<
                                                                    Pricing Model




                                       Competiti ve Strategy




•               What Key Resources do our Value Propositions require?
•               Our Distribution Channels?
•               Customer Relationships?
•               Revenue Streams?

•               types of resources
                                       –                         Physical
                                       –                         Intellectual (brand patents, copyrights, data)
                                       –                         Human
                                       –                         Financial
Søren Svanebjerg 2011
                                         Growth Strategy




                            Key
                                                               Customer




                                                                                                 Key Partners
                          Activities
                                                               Relations



                                                                                     Mar ket &
      Key                                    Value
                        Capabilities                                                 Customer
    Partners                               Proposition
                                                                                     Segments



                            Key                                Channels
                         Resources




                                                                   Revenue Streams
               Cost Structure                  <<
                                                                    Pricing Model




                                       Competiti ve Strategy




•               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:
                                       –                         Optimization and economy
                                       –                         Reduction of risk and uncertainty
                                       –                         Acquisition of particular resources and activities
Søren Svanebjerg 2011
                                         Growth Strategy




                            Key
                                                               Customer




                                                                                                 Cost Structure
                          Activities
                                                               Relations



                                                                                     Mar ket &
      Key                                    Value
                        Capabilities                                                 Customer
    Partners                               Proposition
                                                                                     Segments



                            Key                                Channels
                         Resources




                                                                   Revenue Streams
               Cost Structure                  <<
                                                                    Pricing Model




                                       Competiti ve Strategy




•               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
Søren Svanebjerg 2011
                                         Growth Strategy




                            Key
                                                               Customer




                                                                                                 Profit
                          Activities
                                                               Relations



                                                                                     Mar ket &
      Key                                    Value
                        Capabilities                                                 Customer
    Partners                               Proposition
                                                                                     Segments



                            Key                                Channels
                         Resources




                                                                   Revenue Streams
               Cost Structure                  <<
                                                                    Pricing Model




                                       Competiti ve Strategy




•               Are the revenue streams superceeding the costs?
•               Do the nature of cost structure match the revenue types?
                                       –                         Variable vs. Fixed
                                       –                         Payment terms Supplier vs. Customer
•               Can Initial investments be paid back within acceptable time
                perspective?
Søren Svanebjerg 2011
                                         Growth Strategy




                            Key
                                                               Customer




                                                                                                                      Growth
                          Activities
                                                               Relations



                                                                                     Mar ket &
      Key                                    Value
                        Capabilities                                                 Customer
    Partners                               Proposition
                                                                                     Segments



                            Key                                Channels
                         Resources




                                                                   Revenue Streams
               Cost Structure                  <<
                                                                    Pricing Model




                                       Competiti ve Strategy




•               Is there an interesting growth potential in the business case?
•               How shall growth be achieved?
                                       –                         Organic growth
                                       –                         Mergers & Acquisitions
•               What are capital requirements for growth?
•               How shall required capital be raised?
                                       –                         Lending from financial institutions
                                       –                         Divesting of non-core business
                                       –                         New investor capital
                                                                                       •         Existing investors
                                                                                       •         New investors

•               What are the exit strategy?

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Business Model Canvas

  • 1. Søren Svanebjerg 2011 Canvas How we plan to grow and what we hope Growth Strategy our organisation will be in 5 years, do Key Partners Key Activities Capabilities Key Resources Value Proposition Customer Relations Channels Mar ket & Customer Segments Growth Strategy we plan to sell and if so to who and when. Revenue Streams Cost Structure << Pricing Model Competiti ve Strategy Key Customer Activities Relations The skills we need in order to create the - How we intend to relate to and interact with the Market & Key Value consumer. Capabilities Customer Partners Proposition - value proposition, Segments particularly the team. The offer to the consumer, including how and why it Who we will need to Key addresses their need / fulfills their job to be done. Channels What group(s) of people partner with or the input we benefit from the value are dependent on in order Resources How consumers themselves would describe How the value proposition is communicated and proposition, how many to develop / deliver the the benefit. there are now and in the value proposition. delivered to the future. consumer. Cost Structure << Revenue Streams & Pricing Model How will we price the proposition, whether it be fixed, variable or subscription How much it will cost to initially develop the value proposition and how much it pricing. Includes alternativ sources of revenue, particular important if the will cost to subsequently market end deliver it. consumer is not expected to pay. Who the existing competitors are and how we will react to them and likely new Competitive Strategy entrants into this space, why will we win?
  • 2. Søren Svanebjerg 2011 What, Who & How Growth Strategy Key Partners Key Activities Capabilities Key Resources Value Proposition Customer Relations Channels Mar ket & Customer Segments How & When? Revenue Streams Cost Structure << Pricing Model Competiti ve Strategy What & How? How? What & Which? What? Who? Who? Who & How? What? What? << How? Who & How?
  • 3. Søren Svanebjerg 2011 VRISA & Generic Strategies Growth Strategy Key Partners Key Activities Capabilities Key Resources Value Proposition Customer Relations Channels Mar ket & Customer Segments Sustainable? Revenue Streams Cost Structure << Pricing Model Competiti ve Strategy Rare? Imitable? Substitut- Imitable? Valuable? Growing? able? Rare? Imitable? Affordable? Appropriability Valuable? Cost Leadership, Differentiation, Focused?
  • 4. Søren Svanebjerg 2011 Porters 5 forces Growth Strategy Key Customer Activities Relations Mar ket & Key Value Capabilities Customer Partners Proposition Segments Key Channels Resources Revenue Streams Cost Structure << Pricing Model Competiti ve Strategy Supplier Power: Competitors Rivalry: Buyer Power: Supplier concentration Number of competitors (concentration) Number of buyers relative to sellers Availability of substitute inputs Relative size of competitors (balance) Product differentiation Importance of suppliers inputs to company Industry growth rate Buyers switching cost to other product Suppliers product differentiation Fixed costs vs. variable costs Buyers profit margins Importance of industry to suppliers Product differentiation Buyers use of multiple sources Companys switching cost to other input Capacity augmented in large increments Buyers threat of backward integration Suppliers threat of forward integration Buyers switching costs Sellers threat of forward integration Companys threat of backward integration Diversity of competitors Importance of product to the buyer Exit barriers Buyers volume Strategic stakes Threat of Substitution: Threat of new Entrants: Relative price of substitute Barriers to entry Relative quality of substitute -Economies of scale Switching cost to buyers -Product differentiation -Capital requirements -Switching costs to buyers -Acces to distribution channels -Other cost advantages -Government policies Incumbants defense of market share Industry growth rate
  • 5. Søren Svanebjerg 2011 Growth Strategy Key Customer Value Proposition Activities Relations Mar ket & Key Value Capabilities Customer Partners Proposition Segments Key Channels Resources Revenue Streams Cost Structure << Pricing Model Competiti ve Strategy • What value do we deliver to the customer? • Which one of our customer’s problems are we helping to solve? • What bundles of products and services are we offering to each customer segment? • Which customer needs are we satisfying? • characteristics – Newness – Performance – Customization – “Getting the Job Done” – Design – Brand/Status – Price – Cost Reduction – Risk Reduction – Accessibility – Convenience/Usability
  • 6. Søren Svanebjerg 2011 Growth Strategy Key Customer Customer Segments Activities Relations Mar ket & Key Value Capabilities Customer Partners Proposition Segments Key Channels Resources Revenue Streams Cost Structure << Pricing Model Competiti ve Strategy • For whom are we creating value? • Who are our most important customers? • Mass Market • Niche Market • Segmented • Diversified • Multi-sided Platform
  • 7. Søren Svanebjerg 2011 Growth Strategy Key Customer Customer Relationships Activities Relations Mar ket & Key Value Capabilities Customer Partners Proposition Segments Key Channels Resources Revenue Streams Cost Structure << Pricing Model Competiti ve Strategy • 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? • examples – Personal assistance – Dedicated Personal Assistance – Self-Service – Automated Services – Communities – Co-creation
  • 8. Søren Svanebjerg 2011 Growth Strategy Key Customer Channels Activities Relations Mar ket & Key Value Capabilities Customer Partners Proposition Segments Key Channels Resources Revenue Streams Cost Structure << Pricing Model Competiti ve Strategy • 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? • 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 organization’s Value Proposition? – 3. Purchase • How do we allow customers to purchase specific products and services? – 4. Delivery • How do we deliver a Value Proposition to customers? – 5. After sales • How do we provide post-purchase customer support?
  • 9. Søren Svanebjerg 2011 Growth Strategy Key Customer Revenue Streams Activities Relations Mar ket & Key Value Capabilities Customer Partners Proposition Segments Key Channels Resources Revenue Streams Cost Structure << Pricing Model Competiti ve Strategy •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? types: fixed pricing: dynamic pricing: Asset sale List Price Negotiation( bargaining) Usage fee Product feature dependent Yield Management Subscription Fees Customer segment dependent Real-time-Market Lending/Renting/Leasing Volume dependent Licensing Brokerage fees Advertising
  • 10. Søren Svanebjerg 2011 Growth Strategy Key Customer Competitive Strategy Activities Relations Mar ket & Key Value Capabilities Customer Partners Proposition Segments Key Channels Resources Revenue Streams Cost Structure << Pricing Model Competiti ve Strategy •Who are our competitors and how do they perform? •Who are the likely entrants? •How is the industry developing? •Are we going for cost leadership, differentiation or broad scope? •Are our capabilities valued, rare, inimitable, sustainable and appropriable? •What are our Buyer power like? •What are our Supplier power like?
  • 11. Søren Svanebjerg 2011 Growth Strategy Key Customer Key Activities Activities Relations Mar ket & Key Value Capabilities Customer Partners Proposition Segments Key Channels Resources Revenue Streams Cost Structure << Pricing Model Competiti ve Strategy • What Key Activities do our Value Propositions require? • Our Distribution Channels? • Customer Relationships? • Revenue streams? • categories – Production – Problem Solving – Platform/Network
  • 12. Søren Svanebjerg 2011 Growth Strategy Key Customer Key Resources Activities Relations Mar ket & Key Value Capabilities Customer Partners Proposition Segments Key Channels Resources Revenue Streams Cost Structure << Pricing Model Competiti ve Strategy • What Key Resources do our Value Propositions require? • Our Distribution Channels? • Customer Relationships? • Revenue Streams? • types of resources – Physical – Intellectual (brand patents, copyrights, data) – Human – Financial
  • 13. Søren Svanebjerg 2011 Growth Strategy Key Customer Key Partners Activities Relations Mar ket & Key Value Capabilities Customer Partners Proposition Segments Key Channels Resources Revenue Streams Cost Structure << Pricing Model Competiti ve Strategy • 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: – Optimization and economy – Reduction of risk and uncertainty – Acquisition of particular resources and activities
  • 14. Søren Svanebjerg 2011 Growth Strategy Key Customer Cost Structure Activities Relations Mar ket & Key Value Capabilities Customer Partners Proposition Segments Key Channels Resources Revenue Streams Cost Structure << Pricing Model Competiti ve Strategy • 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
  • 15. Søren Svanebjerg 2011 Growth Strategy Key Customer Profit Activities Relations Mar ket & Key Value Capabilities Customer Partners Proposition Segments Key Channels Resources Revenue Streams Cost Structure << Pricing Model Competiti ve Strategy • Are the revenue streams superceeding the costs? • Do the nature of cost structure match the revenue types? – Variable vs. Fixed – Payment terms Supplier vs. Customer • Can Initial investments be paid back within acceptable time perspective?
  • 16. Søren Svanebjerg 2011 Growth Strategy Key Customer Growth Activities Relations Mar ket & Key Value Capabilities Customer Partners Proposition Segments Key Channels Resources Revenue Streams Cost Structure << Pricing Model Competiti ve Strategy • Is there an interesting growth potential in the business case? • How shall growth be achieved? – Organic growth – Mergers & Acquisitions • What are capital requirements for growth? • How shall required capital be raised? – Lending from financial institutions – Divesting of non-core business – New investor capital • Existing investors • New investors • What are the exit strategy?