Customers generally want “smooth” journeys in instrumental service categories (e.g., banking, insurance, transportation) but “sticky” journeys in recreational service categories (e.g., dating apps, group fitness services, gaming). Firms can facilitate smooth journeys by “streamlining” the customer journey, or sticky journeys by providing “endless variation” along the customer journey.
IDEO - Field Guide To Human Centered Designprojectoxygen
n April 2015, IDEO.org launched an exciting new evolution of the HCD Toolkit the Field Guide to Human-Centered Design. The Field Guide is the latest in IDEO.org’s suite of teaching tools and a step forward in sharing the practice and promise of human-centered design with the social sector.
Planners and strategists are wonderful people but we are all tempted by sin from time to time. Here are the seven greatest sins of the planner right now
Customers generally want “smooth” journeys in instrumental service categories (e.g., banking, insurance, transportation) but “sticky” journeys in recreational service categories (e.g., dating apps, group fitness services, gaming). Firms can facilitate smooth journeys by “streamlining” the customer journey, or sticky journeys by providing “endless variation” along the customer journey.
IDEO - Field Guide To Human Centered Designprojectoxygen
n April 2015, IDEO.org launched an exciting new evolution of the HCD Toolkit the Field Guide to Human-Centered Design. The Field Guide is the latest in IDEO.org’s suite of teaching tools and a step forward in sharing the practice and promise of human-centered design with the social sector.
Planners and strategists are wonderful people but we are all tempted by sin from time to time. Here are the seven greatest sins of the planner right now
100 extra images for visual brainstormingMarc Heleven
After the first successful set, another collection of 100 handpicked images for idea generation. Enjoy.
A small selection of our database of + 26.000 images related to future, innovation, brainstorming. see www.ideaDJ.com
Design Thinking: A Quick Course in Creative Problem SolvingSpring Studio
Mary Wharmby, a UX Design Director at our agency, taught at UC Berkeley’s one-day educational event RGB 2015. In this presentation, she walked students through the foundations of design thinking, from understanding your users to iterating solutions. The deck, complete with speaker notes, provides a quick snapshot of the most important principles behind using design to solve problems.
A quick intro to the most important leadership capability for professionals in the 21st Century!
Contact us for more details on our practical and effective bespoke Storytelling for Business learning programme:
Email: andy@elc.com.tr
Tel: 0044 7914 691549
Template for the improved Value Proposition Canvas. This version focuses on customer wants, needs and fears and on features, benefits and user experiences.
Archetypal Branding provides you with a systematic way to:
• Clearly define the Brand so that it is compelling and credible to your key Target Audiences.
• Create a Brand Identity that all key internal Constituencies can agree on and work from.
• Increase the Reputation, Image, perceived Value and Brand Awareness of your Company
Recent studies have shown that the most potent component of premium brands is a clear identity that is grounded in the ultimate personality types deciphered by the Swiss psychiatrist Carl Jung, the so-called Archetypes.
Tracking over 13,000 brands over a period of five years and interviewing more than 120,000 consumers across 100 product categories, archetypal researcher Carol Paerson found that archetypal brands outpaced non-archetypal ones by a factor of 97% in Market Value Added (a measure of how much value a company has added to, or subtracted from, its shareholder investment).
A Booz Allen Hamilton research report recently showed that „brand-guided companies have profitability margins nearly twice the industry standard. Brand-guided banks, for example, have an ROE of 19% compared to 8% for non brand-guided banks.“
DesignChain Business-by-Design Workshop Pack for IIBACraig Martin
There are a number of disciplines that provide “services” to an organisation. The challenge is that these disciplines are often overlapping, resulting in a loss of coherence amongst the actual disciplines and individuals that are meant to CREATE synergy and coherency.
How can we create synergy between design thinking, architecture thinking and agile thinking? Is there room for hybrid thinking?
There is also a lot of noise around tools and techniques within each of these disciplines. The challenge is how do they relate to one another? How can we build on these tools and techniques in a manner that not only extracts value from each but also facilitates a more coherent and higher value conversation with business.
In this whiteboard workshop aimed at Senior Business Analysis and Strategic Business Analysts, Craig will take attendees through a process of linking human centred design thinking, with strategic and business planning, business architecture and agile thinking.
Learning objectives:
Understand and be able to sell the value of the 4 disciplines
Understand how the 4 disciplines interact and when and where to use them
The 4 disciplines:
Design Thinking
Strategic Thinking
Business Architecture Thinking
Agile thinking
Brand Storytelling: A Look at the Hero and Brand JourneyKim Donlan
Consumer decisions and behaviors are increasingly driven by the opinions, tastes and preferences of an exponentially large global pool of friends, peers and influencers. Social activities have become the place where consumers tell their stories. 70% of consumers hear of other's experience of brands and 65% learn about products and services. Brand storytelling is not about telling your brand story -- it is about making the consumer the hero. Today’s consumer has the ability to share their hero journey and it is our job as marketers to be the herald of their story.
TBWA quote compilation on change on mad-blog.commad blog
Some Brands don't like change.
Change doesn't much care.
Today the people live in the network era,
while lots of brands stick in the industrial age,
relying on industrial strategies, tactics & metrics.
If brands don't want to loose touch with their customers they must stop walking the industrial walk and change the ways how they operate and communicate.
But how?
An answer is swirling around in bits and pieces, as lots of different, savvy people already shared interesting and inspiring thoughts about how brands should change.
We simply put those statements togehter to unfold the whole story.
Source: mad-blog.com
Product Assessment with the Opportunity CanvasDan Corbin
Learn how the “canvas” approach can help you quickly evaluate product opportunities to ensure you are solving problems and creating true value for both your organization and your target audience. This will interactive workshop that will teach you how to create your own opportunity canvas.
100 extra images for visual brainstormingMarc Heleven
After the first successful set, another collection of 100 handpicked images for idea generation. Enjoy.
A small selection of our database of + 26.000 images related to future, innovation, brainstorming. see www.ideaDJ.com
Design Thinking: A Quick Course in Creative Problem SolvingSpring Studio
Mary Wharmby, a UX Design Director at our agency, taught at UC Berkeley’s one-day educational event RGB 2015. In this presentation, she walked students through the foundations of design thinking, from understanding your users to iterating solutions. The deck, complete with speaker notes, provides a quick snapshot of the most important principles behind using design to solve problems.
A quick intro to the most important leadership capability for professionals in the 21st Century!
Contact us for more details on our practical and effective bespoke Storytelling for Business learning programme:
Email: andy@elc.com.tr
Tel: 0044 7914 691549
Template for the improved Value Proposition Canvas. This version focuses on customer wants, needs and fears and on features, benefits and user experiences.
Archetypal Branding provides you with a systematic way to:
• Clearly define the Brand so that it is compelling and credible to your key Target Audiences.
• Create a Brand Identity that all key internal Constituencies can agree on and work from.
• Increase the Reputation, Image, perceived Value and Brand Awareness of your Company
Recent studies have shown that the most potent component of premium brands is a clear identity that is grounded in the ultimate personality types deciphered by the Swiss psychiatrist Carl Jung, the so-called Archetypes.
Tracking over 13,000 brands over a period of five years and interviewing more than 120,000 consumers across 100 product categories, archetypal researcher Carol Paerson found that archetypal brands outpaced non-archetypal ones by a factor of 97% in Market Value Added (a measure of how much value a company has added to, or subtracted from, its shareholder investment).
A Booz Allen Hamilton research report recently showed that „brand-guided companies have profitability margins nearly twice the industry standard. Brand-guided banks, for example, have an ROE of 19% compared to 8% for non brand-guided banks.“
DesignChain Business-by-Design Workshop Pack for IIBACraig Martin
There are a number of disciplines that provide “services” to an organisation. The challenge is that these disciplines are often overlapping, resulting in a loss of coherence amongst the actual disciplines and individuals that are meant to CREATE synergy and coherency.
How can we create synergy between design thinking, architecture thinking and agile thinking? Is there room for hybrid thinking?
There is also a lot of noise around tools and techniques within each of these disciplines. The challenge is how do they relate to one another? How can we build on these tools and techniques in a manner that not only extracts value from each but also facilitates a more coherent and higher value conversation with business.
In this whiteboard workshop aimed at Senior Business Analysis and Strategic Business Analysts, Craig will take attendees through a process of linking human centred design thinking, with strategic and business planning, business architecture and agile thinking.
Learning objectives:
Understand and be able to sell the value of the 4 disciplines
Understand how the 4 disciplines interact and when and where to use them
The 4 disciplines:
Design Thinking
Strategic Thinking
Business Architecture Thinking
Agile thinking
Brand Storytelling: A Look at the Hero and Brand JourneyKim Donlan
Consumer decisions and behaviors are increasingly driven by the opinions, tastes and preferences of an exponentially large global pool of friends, peers and influencers. Social activities have become the place where consumers tell their stories. 70% of consumers hear of other's experience of brands and 65% learn about products and services. Brand storytelling is not about telling your brand story -- it is about making the consumer the hero. Today’s consumer has the ability to share their hero journey and it is our job as marketers to be the herald of their story.
TBWA quote compilation on change on mad-blog.commad blog
Some Brands don't like change.
Change doesn't much care.
Today the people live in the network era,
while lots of brands stick in the industrial age,
relying on industrial strategies, tactics & metrics.
If brands don't want to loose touch with their customers they must stop walking the industrial walk and change the ways how they operate and communicate.
But how?
An answer is swirling around in bits and pieces, as lots of different, savvy people already shared interesting and inspiring thoughts about how brands should change.
We simply put those statements togehter to unfold the whole story.
Source: mad-blog.com
Product Assessment with the Opportunity CanvasDan Corbin
Learn how the “canvas” approach can help you quickly evaluate product opportunities to ensure you are solving problems and creating true value for both your organization and your target audience. This will interactive workshop that will teach you how to create your own opportunity canvas.
Busines model canvas - what is it and how can I use itAdrian M Odgers
This deck provides you with everything you need to know about the Business Model Canvas. It also provides instructions on how to create your own Business Model Canvas well as run a workshop to create one including use tips and tricks.
Creating value by design thinking or create businesses that customers lovePatrick Stähler
We need new boxes to think in. We have to learn to unlearn and learn new boxes to think in. Not products should be in your focus but the job-to-be-done you solve for your customers. Besides new boxes we need a design like process where we plan our learning and experimentation process and not the result. Learn and execute faster with new boxes to think in and a business design process to fill the boxes. Presentation at the Leadership Revolution Conference by AI Group, 1. Sept. 2015, Melbourne
[To download this presentation, visit: https://www.oeconsulting.com.sg/training-presentations]
The Business Model Canvas is a Strategic Management and Lean Startup template for developing new or redesigning existing business models to create competitive advantage.
The Business Model Canvas, rooted in Strategyzer's strategic framework, emerges as a dynamic tool, showcasing 9 essential building blocks. These blocks span across an organization's core, infrastructure, customer engagement, and financial dimensions. Encompassing Customer Segments, Value Propositions, Channels, Customer Relationships, Revenue Streams, Key Resources, Key Activities, Key Partnerships, and Cost Structure, the canvas is a comprehensive roadmap.
Beyond the core blocks, this presentation delves into the strategic genius behind successful business models, exploring real-world exemplars like Apple, Facebook, Amazon, and diverse innovators. Uncovering these key patterns adds a layer of insight, enriching the understanding of effective business model innovation.
Purposefully crafted for collaborative environments, this presentation excels as a foundational guide to the Business Model Canvas and complements with essential concepts such as Design Thinking and the Value Proposition Canvas. Tailored for a half-day or one-day immersion, it's a gateway to acquaint participants with potent business modeling approaches.
LEARNING OBJECTIVES
1. Understand the key concepts of business model thinking.
2. Acquire knowledge of the 9 building blocks of the Business Model Canvas for value creation.
3. Learn to recognize key patterns of business models.
4. Learn how to apply the Business Model Canvas to map out your current business model for understanding and analysis.
5. Gain basic knowledge of the Business Model design process and related frameworks.
CONTENTS
1. Introduction to Business Model Thinking
2. Basics of Design Thinking
3. The 9 Building Blocks
4. Key Patterns of Business Models
5. The Business Model Canvas
6. The Value Proposition Canvas
7. Business Model Design Process
8. Presenting the Business Model Canvas – Do's and Don'ts
Appendix: Additional Slides & Templates
Dynamic4 & The Big Idea Webinar. Introducing The Business Model CanvasBen Pecotich
I was invited to present a thought leader webinar as part of the The Big Idea competition coordinated by The Big Issue. These are the slides from the 40 minute webinar where I introduce the Business Model Canvas and provide some guidance on how it can be used in a social enterprise context to quickly capture and prototype business model concepts on paper so you can create experiments to test them - and your assumptions!
http://dynamic4.com/ideas/big-idea-webinar-introducing-business-model-canvas
Business model tools of converting insights into enterpriseVikas Mahendra
Fundamental activity of any enterprise is to convert ideas & insights into products and services , measure how customers respond and then learn to pivot till a viable business model emerge.
Business Model Frameworks are visual way of presenting all the elements of an enterprise , these elements taken together determine viability of any business worth pursuing.
Similar to Business model canvas as a Theatrical Production (20)
Scaling a business is a leadership challenge. This is the message that this amazing book leaves you with, how though do we do that? Musings - that stream of thought that arrives from any direction as we read, take-in information and process it - are captured in a slidedeck that will hopefully act as an aide memoir but also as a catalyst for you to read the work.
Musings from: The Real Business of BlockchainJames Cracknell
Blockchain is a technology I knew very littel about, that is until I committed, in this lockdown period, to educate myself in it. As a technology it could be seen as revolutionary but combined with a business model, a decentralised mindset and an open innovation culture, it becomes a powerful tool for a new way of doing business. I have worked with cooperative models, social enterprises and charities, this technology sits comfortably in any of them. B-Corps are not the only beneficiaries to this - all businesses in the future will have to shift from the centralised models to a deentralised format - especially in a world so dependent upon the digital platforms of the day.
Profiting from innovation in the digital economy teece 2018James Cracknell
David Teece's 1986 seminal work' Profiting from Innovation' set out a framework highly relevant to trhe industrial age but not so specific to address the digital landscape of today. The 2018 version has just done that. These are notes and musings from reading the paper, extracting valuable insight into IP and appropriations that protect. IOt also addresses the issues of how we reward the inventor in a permiable society,
The world has moved on from 1973 when this paper appeared in the Journal of Sociology. At the core of human interaction is the desire to impart knowledge, that hasn't changed. If you want insight into how to strategically manage your networks to maximise knowledge exchange I have summarised the Granovetter's landmark paper here. The paper itself has been cited over 50,000 times and is seminal to the debate. You can access it here https://www.sciencedirect.com/science/article/pii/B9780124424500500250
The reason why we keep coming back to a paper like this is because no matter how far and fast we move forward, understanding why, is always an expression of interest and a depth of understanding
The power of moments - musings by James CracknellJames Cracknell
Musings on Chip and Dan Heaths book The Power of Moments. In the field of human psychology understanding a life of moments, what they mean and how we can use them to make life that little bit more engaging
All things business - how to bootstrap your business by doing the right things that don't cost you heaps of money. Validation that your business is professionally run gets you noticed.
Be aware - I am NOT a qualified solicitor, am not offering legal advice, accountancy advice or health and safety advice - I am only saying that you need to be aware - so ask!
A startup course that I delivered to a group of 18 in Maldon in Essex courtesy of Moat Foundation and Colbea. We were looking at developing the marketing and sales side of their business
My notes and musing around this valuable book on the leadership challenges around scaling an organisation. These are my notes, my comments and insights, but the work is that of Robert I Sutton and Rao Hayagreeva, their case studies, their thinking and sometimes their words.
Notes on reader introducing systems approaches prt 6 cshJames Cracknell
The final part of Notes on Systems Approaches to Managing Change: A Practical Guide. Edited by Martin Reynolds and Sue Holwell. This section cover Critical Systems Heuristics - it is part of OU Module TU811 and is a part of a Master in Systems Thinking
Notes on reader introducing systems approaches prt 5 ssmJames Cracknell
Part 5 - Soft Systems Methodology (SSM). What it is, how we use it and why we need it. The quality of management thinking is generally poor, decisions made on the hoof, under pressure and without thought for real ramifications. SSM is a human centered, action orientated tool that, unlike many pieces of analysis brings with it the essential element of worldviews, bias and a way of seeing the situation.
Notes on reader introducing systems approaches prt 4 sodaJames Cracknell
Part 4 - A practical workshop facilitation process that ties into cognitive mapping and Personal Construct Theory. In essence a piece of delivery that underpins change and can be used to explore new facts of business development and value creation
Stage 1 of the Design Process for Growth - the 'What is...' portion first asks us to take the 'customer journey' - this presentation is to help the businesses we work with as we move them forward in a redesign process that sets them up for meaningful, sustainable growth
Notes on reader introducing systems approaches prt 3 vsmJames Cracknell
Viable System Model - Notes Stafford Beer's VSM model - its approach, uses and applications for organisational change and understanding. A part of my TU811 Open University Study - Thinking strategically: systems tools for managing change
The final workshop which brought together the learning over the last six month and used Keller's process to analyse three brands. The questions were there to use on your own brand and open the conversation
Reaching the top of the pyramid - Brand Resonance is being the only one. The only pub in the village or the only motorcycle you ever want to own. This explores the four pillars loyalty, attachment, community and engagement in building your marketing model.
Part 4 of the BIG Boot Camp on Keller's Brand Equity Model. Looking at responses - how our customers reflect the brand an what we do to create the desired response
Musings - System thinking - Notes on Donella Meadow's BookJames Cracknell
System Thinking - the what, the how and the why it is needed in developing an understanding the complexity that surrounds us. Mental models, the application and means to change the system
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.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
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Kyiv PMDay 2024 Summer
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Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Improving profitability for small businessBen Wann
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Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
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Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
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Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
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1. Business
Model
Canvas
Curtesy of Alex Osterwalder
and Yves Pigneur
Understanding your
business and maximising
your opportunity
The application of systems
thinking for business start-
ups and early-stage growth
James Cracknell
Consultant
Relocon-East
jcracknell@Relocon-east.co.uk
Populating The Canvas with Ideas
2. What is the
Canvas?
Nine building blocks that
do much more than
describe your business.
They tell the story of who
you are, how you talk
about yourself, how you
create value now and
how you can in the
future.
Unlocking your future
growth with the
Business Model Canvas
and Relocon-East
3.
4. Think of your business as a
theatrical production
Front of House -
everything that is
customer facing
Backstage – the means by
which we create an
amazing experience for
our customers
5. All your stakeholders can be
mapped to roles
Actors – You as the manager and your team
Front of House – all that will make the experience remarkable and memorable.
Back of House – the resources that you need to put on the best show possible and deliver your
mission
The play – your value proposition, the culmination of rehearsals, dress rehearsal and final
performance
The Props – those resources you need to make it all happen
The audience – stakeholders including customers, investors, partners and your community
The playwright – You as a leader, a designer of the future – the one who can inspire the actors to
see the whole. You define the culture and develop the characters, their parts and their involvement
The Reviews - multi-perspective analysis of the value that the whole experience has given based on
feedback directly from the audience
The critic – the consultant who helps you frame the above; identifies potential weakness, helps
you see the threats but opens your mind to opportunity which play directly to your strengths. An
independent force for positive change and creative thinking
9. Customer
Segments
Build a strong Value
Proposition to service your
chosen profitable client.
• Define your distinct offer
• Build a persona
• Target the most profitable
• Create differentiation
• Match pricing abilities to
value offered
10. Value Proposition
What is the ‘bundle of
products and services’ you
can offer to your chosen
client segment?
• Create clear differences
• Solve for pains and gains
• Maximise customer value
whilst raising pricing
points
• Analyse the most effective
way of creating new
markets
11. Channels
The organisations interface
with its customer segment
to deliver the value
proposition.
• Go through the five
phases
• Raising awareness
• Delivering the product or
service to the customer
• Dealing with post sales
care
12. Customer
Relationships
Ranging from personal to
automated, the relationships
we have with our customers
sets the tone for acquisition,
retention and value
enhancement.
• Identify the relationship
that matches the segment
needs
• Leverage existing
relationships to bolster
sales
• Extend the relationship
from transactional to a
‘lifetime’
13. Revenue Streams
The arteries of the business
model, revenue needs to
flow freely to allow the heart
of the business model to
thrive.
• Create recurring revenues
• Upsell and cross sell to
create an eco-system
• Manage the pricing
mechanisms that best
suits the value
proposition
14. Key Resources
What we own and what we
have that drives our activities
and makes the model work.
Four resource types
• Physical – tangible assets
we own or rent.
• Intellectual – brands, know-
how, patents and copyrights
and licenses
• Human – your team, and
those people upon whom
you depend
• Financial – the means by
which you fund the
activities. Also a way to
secure captivity in certain
market segments
15. Key Activities
What must you do to make it
all work? Your resources
provide the means for
activities to be delivered.
• Production process – from
design to creation
• Problem solving –
knowledge management
and continuous
development
• Platform – networks and e-
commerce sites. Matching
services and information
dissemination
16. Key Partnerships
Suppliers you need, partners
you have all working to make
things happen
• Strategic alliances – non-
competitors helps achieve
economies of scale
• Cooperation – collaboration
is the new competition,
share the risks
• Joint ventures – projects to
secure resources
• Buyer-supplier love ins –
protect the supply chain
making it sustainable
17. Cost Structure
Each business model has its own
cost base dependent upon the
business model. These costs fall
on the continuum between cost-
driven and value-driven
structures. Getting the right cost
base is essential to the success
of the model.
• Minimize costs and maximise
margins in cost driven model
• Build costs directly to support
the value-driven business
• Understand cost drivers to
your business
18. How we use
the Canvas
as theatre
West End Production with
Broadway aspirations?
• Place yourself in your
desired future and ask the
question ‘How did I get
here?”
• Each part of the canvas is a
loaded time capsule of
information exploring future
relationships desired and
required
• Our role – to facilitate this
thinking. To challenge you
to look at the business as it
will be.
19. How we use
the Canvas
as theatre
Putting you in the
Director’s chair
• Using each element to
discuss the way the existing
business operates
• What you have done so far
and what you want to
continue to do
• Our role – to ask the right
questions, listen and guide
the thinking
20. How we use
the Canvas
as theatre
Making every player
perform to their best
• Using Porter’s model to
identify value in the
transformation process
between inputs and
outputs
• Our role – to challenge
the current way of
delivering the outputs.
Using the Canvas to
map the relationships.
21. How we use
the Canvas
as theatre
Not just another Hamlet but
a production that stands out
from the crowd
• Map your competitors model
onto the canvas.
• Use positioning maps based
on the nine building blocks
• Identify clear areas of
competitive advantage
• Our role – the critics eye as
we widen the aperture and
focus on differentiation
22. How we use
the Canvas
as theatre
Innovation – from
audience participation
to new lighting, bringing
in the new to enhance
the experience
• See each element of the
system as a part of the
whole
• To make incremental
improvements that are
focused on the end game
• Our role – to shape the
approach and lead the
creative charge
23. How we use
the Canvas
as theatre
Rehearsals are not
enough – audience
feedback is essential
• Set out to create a Minimum
Viable Product (MVP) using
the canvas
• Check for its desirability,
feasibility and viability
through each element – using
the canvas to find the ‘sweet
spot’
• Our role – to identify how to
build them, test them and
measure them
24. How we use
the Canvas
as theatre
Business Model
Generation – making
the production shine
• Every business needs to be
maximizing its offer - the
canvas opens up and
identifies synergies and
leverage points
• Create multi-sided business
models that bring in new
revenue streams
• Identify cost structures that
do not fit and those that do
• Our role - To help you re-
envision a new world of
possibilities
25. For Hands-on and dynamic
business model generation
Contact
James Cracknell BA (Hons)
linkedin.com/in/cracknelljames121
SFEDI Accredited Business Adviser
Qualified Business Model Canvas Practioner
Call 07854 430623
Or
jcracknell@Relocon-east.co.uk