This document provides an overview of the Business Model Canvas, which is a strategic management template used to describe the value proposition, infrastructure, customers, and finances of a business model in order to plan, align management, and monitor success. The Business Model Canvas contains nine blocks that describe key components of a business model including customer segments, value propositions, channels, customer relationships, revenue streams, key resources, key activities, key partnerships, and cost structure.
The Business Model Canvas was proposed by Alexander Osterwalder. Business Model Canvas helps lean advocates to develop new or document existing business models.
Innovation & Business Model & Business Model Canvas 2014Serdar Temiz
This document discusses business models and the business model canvas. It defines invention as a novel idea and innovation as the commercialization of that idea. The four main types of innovation are described as technology, process, product/service, and business model innovation. The business model canvas is introduced as a tool consisting of nine building blocks: customer segments, value proposition, channels, customer relationships, revenue streams, key resources, key activities, key partnerships, and cost structure. The document provides examples and questions to consider for each block to help outline a business model.
The document outlines the Business Model Canvas template, which is used to describe the various components of a business model. It provides Taobao as an example and walks through each element of the canvas: value propositions, customer segments, channels, customer relationships, revenue streams, key resources, key activities, key partnerships, cost structure. It then instructs the reader to fill out their own blank canvas using their own business information.
This document provides information about a workshop on developing business models for commercializing research results. It discusses options for market exploitation like licensing, spin-offs, and startups. It then compares traditional business plans to more agile methodologies like the Lean Startup framework. The final section describes tools for developing business models, specifically the Business Model Canvas and Value Proposition Design. Participants will practice using these tools to develop a business model for a thermochromic pigment product intended for use in fabrics.
Business Model Innovation - Key Note Speech Emad Saif
This is my keynote speech for anyone interested on "Business Model Innovation" at the Arabic Innovation Academy organized by the European Innovation Academy and Qatar Science & Technology Park in Qatar on Jan 7 2018
The document discusses business model innovation. It introduces the Lean Canvas business model tool and explains how to use it to analyze a startup's problem, solution, customer segments, channels, revenue streams, costs, and metrics. It then discusses three ways to innovate a business model: through product, customer, and revenue model innovation. Ten common revenue model patterns are presented: one-time payment, bait & hook, multi-sided platforms, pay per use, subscription, freemium, micropayments, data reseller, advertising, and unbundling. Examples are provided for each pattern.
This document discusses value proposition design and using a canvas to design, test, and build a company's value proposition. It describes key elements of a value proposition canvas including understanding customer pains and gains, developing products and services to relieve pains and create gains, and testing assumptions with customers. The goal is to design a product or service that creates value for the customer by achieving a good fit between customer needs and what the company offers.
The Business Model Canvas was proposed by Alexander Osterwalder. Business Model Canvas helps lean advocates to develop new or document existing business models.
Innovation & Business Model & Business Model Canvas 2014Serdar Temiz
This document discusses business models and the business model canvas. It defines invention as a novel idea and innovation as the commercialization of that idea. The four main types of innovation are described as technology, process, product/service, and business model innovation. The business model canvas is introduced as a tool consisting of nine building blocks: customer segments, value proposition, channels, customer relationships, revenue streams, key resources, key activities, key partnerships, and cost structure. The document provides examples and questions to consider for each block to help outline a business model.
The document outlines the Business Model Canvas template, which is used to describe the various components of a business model. It provides Taobao as an example and walks through each element of the canvas: value propositions, customer segments, channels, customer relationships, revenue streams, key resources, key activities, key partnerships, cost structure. It then instructs the reader to fill out their own blank canvas using their own business information.
This document provides information about a workshop on developing business models for commercializing research results. It discusses options for market exploitation like licensing, spin-offs, and startups. It then compares traditional business plans to more agile methodologies like the Lean Startup framework. The final section describes tools for developing business models, specifically the Business Model Canvas and Value Proposition Design. Participants will practice using these tools to develop a business model for a thermochromic pigment product intended for use in fabrics.
Business Model Innovation - Key Note Speech Emad Saif
This is my keynote speech for anyone interested on "Business Model Innovation" at the Arabic Innovation Academy organized by the European Innovation Academy and Qatar Science & Technology Park in Qatar on Jan 7 2018
The document discusses business model innovation. It introduces the Lean Canvas business model tool and explains how to use it to analyze a startup's problem, solution, customer segments, channels, revenue streams, costs, and metrics. It then discusses three ways to innovate a business model: through product, customer, and revenue model innovation. Ten common revenue model patterns are presented: one-time payment, bait & hook, multi-sided platforms, pay per use, subscription, freemium, micropayments, data reseller, advertising, and unbundling. Examples are provided for each pattern.
This document discusses value proposition design and using a canvas to design, test, and build a company's value proposition. It describes key elements of a value proposition canvas including understanding customer pains and gains, developing products and services to relieve pains and create gains, and testing assumptions with customers. The goal is to design a product or service that creates value for the customer by achieving a good fit between customer needs and what the company offers.
Business Model Canvas explanation and examples from technology, creative, and home products industries:
Cirque Du Soleil Business Model Canvas
Skype Business Model Canvas
Easy Taxi Business Model Canvas
Facebook Business Model Canvas
Kinder Business Model Canvas
Louis Vitton Business Model Canvas
Airbnb Business Model Canvas
Nespresso Business Model Canvas
Netflix Business Model Canvas
Google Search Business Model Canvas
Black Eyed Peas Business Model Canvas
The document discusses the Business Model Canvas framework and its key components for developing a business model. It lists the nine blocks of the Business Model Canvas as Customer Segments, Value Propositions, Channels, Customer Relationships, Revenue Streams, Key Resources, Key Activities, Key Partnerships, and Cost Structure. For each block there is a brief definition or question provided. The document also includes references to the oxygenaccelerator website and contact information.
Business Model Generation Value Proposition PowerPoint Presentation SlidesSlideTeam
If cracking the business deal with your best shot is on your mind, then go forward with this amazing PowerPoint presentation that not only offers the best graphics but also compiles information in a presentable manner. The one stop solution, when it comes to compiling of text and graphic is Business Model Generation Value Proposition PowerPoint Presentation Slides. Presentation layout can be customized as per the topic you need to address in the meeting. The business model generation PPT slide helps deliver the content and maintain a record of the same in the best possible manner. To the point and crisp information is conveyed which a perfect roadmap for the financial years by business model PowerPoint PPT. May it be revenue model, swot analysis or business model, planning or comparison, every core issue is addressed by wonderful mix of colored graphs and graphics in presentation slides. For business model visionaries, the PPT are a game changer and strive to map, design and test different strategies. Delve into all the facts involved with our Business Model Generation Value Proposition PowerPoint Presentation Slides. It helps investigate the issue.
Testing Business Ideas by David Bland & Alex Osterwalder Peerasak C.
This document provides an overview and sample pages from a book about testing business ideas. It discusses designing a team to test ideas, aligning team members, shaping ideas using a business model canvas, and selecting experiments for discovery and validation. The goal is to help reduce risk and uncertainty for new business ideas through systematic experimentation and learning.
The document discusses business model innovation through recognizing patterns in product, customer, and revenue innovation. It provides examples of companies that innovated their business models by changing their products, finding new customer segments, or altering their revenue streams. Some of the revenue model patterns discussed include freemium, subscriptions, pay per use, and multi-sided platforms. The document advocates that the best innovators are good at pattern recognition and encourages recognizing patterns to enable quickly pivoting business models through experimentation.
The lecture on Value Proposition Canvas Part A explains why the concept is of so much importance especially to first time entrepreneurs.
Startups sustainability requires in-depth understanding of the target customers. Failing at this stage will have costly repercussions for the entrepreneur and his business.
Part A discuss the Value Proposition Canvas definition, value proposition examples, and how Value Proposition Canvas is different than Business Slogans.
This document discusses business model innovation through recognizing patterns. It begins by introducing the presenter and agenda. The main sections cover the four types of business model innovation: product, customer, resource, and revenue. Each section explores multiple patterns within each type. For example, under revenue patterns it discusses one-time payment, subscriptions, freemium models, and others. The goal is to help innovators recognize these patterns to rethink and innovate their own business models. In total, the presentation provides an overview of business model innovation through recognizing various innovation patterns within products, customers, resources, and revenue streams.
The document provides advice for creating a successful startup. It discusses that Mike, an experienced executive, had a great idea for a product but some key mistakes. It outlines 5 lessons: 1) No business plan survives customer contact. 2) Have a clear business model. 3) Consider alternative models. 4) Treat your model as hypotheses to test. 5) Verify your model before building your company to avoid wasting money. It emphasizes the importance of testing assumptions through customer development and pivoting the model until it is proven.
The Business Model Canvas - Brampton Entrepreneur CentreEhsan Daneshgar
The document provides an overview of the Business Model Canvas workshop held by the Brampton Entrepreneur Centre in January 2016. It discusses how the Business Model Canvas is a strategic tool that helps entrepreneurs define their business model by determining key aspects like customer segments, value propositions, channels, customer relationships, revenue streams, key resources, activities, partnerships, and cost structure. Examples are provided of companies like Google, PayPal, and Lamborghini that achieved success by changing their original business models to better meet customer needs and solve larger problems.
How I apply the Value Proposition Canvas to convince my clients to invest mor...Matina Moreira
This document discusses the Value Proposition Canvas methodology for understanding customers' needs and pains. It introduces the speaker, Matina Moreira, and provides an agenda for the presentation. It then gives an example of using the Value Proposition Canvas for a case study about creating a job finding service for senior professionals. Key aspects of the canvas are explained, including creating a customer profile listing pains, gains, and tasks, and mapping these against potential products and services to find the best fit. The speaker explains how she uses the canvas methodology at the beginning of new projects and with clients to build empathy for customers.
This presentation is based on the top seller book "Business Model Generation" by Alex Osterwalder and Yves Pigneur. This book introduces the Business Model Canvas, the world's leading tool in creating and analyzing business models. This great tool allows you to sketch out your business model visually without starting with a scary business plan.
You can take my online course which covers more content, examples, quizzes, challenges and provides a certificate of completion.
Get course discounts and learn more:
www.playtactic.com
I hope you find this beneficial and good luck on your business model ;)
Business Model Generation: Business Model Canvas + Design ThinkingSiddhant Choudhary
A business model describes the rationale of how an organisation creates, delivers and captures value. This ppt runs you through basics of business model generation.
[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
This document discusses concepts related to entrepreneurship and product development, including minimum viable product (MVP), problem-solution fit, product-market fit, and business model canvases. It provides examples of how Square, Evernote, and Skype effectively communicated their value propositions through simple images and text. The document was created by Emad Saif of Qatar University's Center for Entrepreneurship to help address gaps in business models.
The document provides an overview of Mohamed Sami and his experience in software engineering and government projects. It then discusses the importance of having a business model and introduces the Business Model Canvas as a tool to describe an organization's value proposition, customers, infrastructure, finances, and profit generation. The canvas has 9 blocks that are explained in detail covering customer segments, value propositions, channels, customer relationships, revenue streams, key resources, key activities, key partnerships, and cost structure. An example of a potential business model for a health services locator is outlined applying the 9 blocks.
Business Model Generation - Part1: Canvas
Presentation of key concept of Business Model Generation Canvas presented in the www.businessmodelgeneration.com/book. With addition of Startup types and lifecycle from Startup Genome Report (http://startupgenome.cc/).
Startup Workshop #2: Business Model CanvasMilan Vukas
What is the Business Model Canvas?
A compact overview of the Business Model Canvas, a tool for visionaries, game changers, and challengers. This tool from the bestselling management book Business Model Generation is applied in leading organizations and start-ups worldwide.
Business Model Canvas template: http://tinyurl.com/33zjwxq
Email: hello@milanvukas.com
Twitter: https://twitter.com/m_vukas
Blog: http://www.milanvukas.com/blog
Your Value Proposition is the reason that customers choose to buy from you, it needs to be a core business skill. This slideshare shows you how to develop compelling value propositions with a focus on B2B companies
Business Model Generation (Alex Osterwalder)Endrigo Ramos
Systematically understand, design & differentiate your business model.
Disruptive new business models are emblematic of our generation. Yet they remain poorly understood, even as they transform competitive landscapes across industries. Business Model Generation offers you powerful, simple, tested tools for understanding, designing, re-working, and implementing business models.
Written by Alex Osterwalder
Slides designed by Endrigo Ramos
http://businessmodelgeneration.com/book
Dan Olsen, The Lean Product Playbook , @danolsen
Room: C260
Everyone working on a new product is trying to achieve the same goal: product-market fit. Although product-market fit is one of the most important Lean Startup concepts, it’s also the least well defined. Dan Olsen shares the top advice from his book The Lean Product Playbook, including the Product-Market Fit Pyramid: an actionable model that breaks product-market fit down into 5 key elements. Dan also explains the Lean Product Process, a 6-step methodology with practical guidance on how to achieve product-market fit, illustrated with a real-world case study.
Business Model Canvas explanation and examples from technology, creative, and home products industries:
Cirque Du Soleil Business Model Canvas
Skype Business Model Canvas
Easy Taxi Business Model Canvas
Facebook Business Model Canvas
Kinder Business Model Canvas
Louis Vitton Business Model Canvas
Airbnb Business Model Canvas
Nespresso Business Model Canvas
Netflix Business Model Canvas
Google Search Business Model Canvas
Black Eyed Peas Business Model Canvas
The document discusses the Business Model Canvas framework and its key components for developing a business model. It lists the nine blocks of the Business Model Canvas as Customer Segments, Value Propositions, Channels, Customer Relationships, Revenue Streams, Key Resources, Key Activities, Key Partnerships, and Cost Structure. For each block there is a brief definition or question provided. The document also includes references to the oxygenaccelerator website and contact information.
Business Model Generation Value Proposition PowerPoint Presentation SlidesSlideTeam
If cracking the business deal with your best shot is on your mind, then go forward with this amazing PowerPoint presentation that not only offers the best graphics but also compiles information in a presentable manner. The one stop solution, when it comes to compiling of text and graphic is Business Model Generation Value Proposition PowerPoint Presentation Slides. Presentation layout can be customized as per the topic you need to address in the meeting. The business model generation PPT slide helps deliver the content and maintain a record of the same in the best possible manner. To the point and crisp information is conveyed which a perfect roadmap for the financial years by business model PowerPoint PPT. May it be revenue model, swot analysis or business model, planning or comparison, every core issue is addressed by wonderful mix of colored graphs and graphics in presentation slides. For business model visionaries, the PPT are a game changer and strive to map, design and test different strategies. Delve into all the facts involved with our Business Model Generation Value Proposition PowerPoint Presentation Slides. It helps investigate the issue.
Testing Business Ideas by David Bland & Alex Osterwalder Peerasak C.
This document provides an overview and sample pages from a book about testing business ideas. It discusses designing a team to test ideas, aligning team members, shaping ideas using a business model canvas, and selecting experiments for discovery and validation. The goal is to help reduce risk and uncertainty for new business ideas through systematic experimentation and learning.
The document discusses business model innovation through recognizing patterns in product, customer, and revenue innovation. It provides examples of companies that innovated their business models by changing their products, finding new customer segments, or altering their revenue streams. Some of the revenue model patterns discussed include freemium, subscriptions, pay per use, and multi-sided platforms. The document advocates that the best innovators are good at pattern recognition and encourages recognizing patterns to enable quickly pivoting business models through experimentation.
The lecture on Value Proposition Canvas Part A explains why the concept is of so much importance especially to first time entrepreneurs.
Startups sustainability requires in-depth understanding of the target customers. Failing at this stage will have costly repercussions for the entrepreneur and his business.
Part A discuss the Value Proposition Canvas definition, value proposition examples, and how Value Proposition Canvas is different than Business Slogans.
This document discusses business model innovation through recognizing patterns. It begins by introducing the presenter and agenda. The main sections cover the four types of business model innovation: product, customer, resource, and revenue. Each section explores multiple patterns within each type. For example, under revenue patterns it discusses one-time payment, subscriptions, freemium models, and others. The goal is to help innovators recognize these patterns to rethink and innovate their own business models. In total, the presentation provides an overview of business model innovation through recognizing various innovation patterns within products, customers, resources, and revenue streams.
The document provides advice for creating a successful startup. It discusses that Mike, an experienced executive, had a great idea for a product but some key mistakes. It outlines 5 lessons: 1) No business plan survives customer contact. 2) Have a clear business model. 3) Consider alternative models. 4) Treat your model as hypotheses to test. 5) Verify your model before building your company to avoid wasting money. It emphasizes the importance of testing assumptions through customer development and pivoting the model until it is proven.
The Business Model Canvas - Brampton Entrepreneur CentreEhsan Daneshgar
The document provides an overview of the Business Model Canvas workshop held by the Brampton Entrepreneur Centre in January 2016. It discusses how the Business Model Canvas is a strategic tool that helps entrepreneurs define their business model by determining key aspects like customer segments, value propositions, channels, customer relationships, revenue streams, key resources, activities, partnerships, and cost structure. Examples are provided of companies like Google, PayPal, and Lamborghini that achieved success by changing their original business models to better meet customer needs and solve larger problems.
How I apply the Value Proposition Canvas to convince my clients to invest mor...Matina Moreira
This document discusses the Value Proposition Canvas methodology for understanding customers' needs and pains. It introduces the speaker, Matina Moreira, and provides an agenda for the presentation. It then gives an example of using the Value Proposition Canvas for a case study about creating a job finding service for senior professionals. Key aspects of the canvas are explained, including creating a customer profile listing pains, gains, and tasks, and mapping these against potential products and services to find the best fit. The speaker explains how she uses the canvas methodology at the beginning of new projects and with clients to build empathy for customers.
This presentation is based on the top seller book "Business Model Generation" by Alex Osterwalder and Yves Pigneur. This book introduces the Business Model Canvas, the world's leading tool in creating and analyzing business models. This great tool allows you to sketch out your business model visually without starting with a scary business plan.
You can take my online course which covers more content, examples, quizzes, challenges and provides a certificate of completion.
Get course discounts and learn more:
www.playtactic.com
I hope you find this beneficial and good luck on your business model ;)
Business Model Generation: Business Model Canvas + Design ThinkingSiddhant Choudhary
A business model describes the rationale of how an organisation creates, delivers and captures value. This ppt runs you through basics of business model generation.
[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
This document discusses concepts related to entrepreneurship and product development, including minimum viable product (MVP), problem-solution fit, product-market fit, and business model canvases. It provides examples of how Square, Evernote, and Skype effectively communicated their value propositions through simple images and text. The document was created by Emad Saif of Qatar University's Center for Entrepreneurship to help address gaps in business models.
The document provides an overview of Mohamed Sami and his experience in software engineering and government projects. It then discusses the importance of having a business model and introduces the Business Model Canvas as a tool to describe an organization's value proposition, customers, infrastructure, finances, and profit generation. The canvas has 9 blocks that are explained in detail covering customer segments, value propositions, channels, customer relationships, revenue streams, key resources, key activities, key partnerships, and cost structure. An example of a potential business model for a health services locator is outlined applying the 9 blocks.
Business Model Generation - Part1: Canvas
Presentation of key concept of Business Model Generation Canvas presented in the www.businessmodelgeneration.com/book. With addition of Startup types and lifecycle from Startup Genome Report (http://startupgenome.cc/).
Startup Workshop #2: Business Model CanvasMilan Vukas
What is the Business Model Canvas?
A compact overview of the Business Model Canvas, a tool for visionaries, game changers, and challengers. This tool from the bestselling management book Business Model Generation is applied in leading organizations and start-ups worldwide.
Business Model Canvas template: http://tinyurl.com/33zjwxq
Email: hello@milanvukas.com
Twitter: https://twitter.com/m_vukas
Blog: http://www.milanvukas.com/blog
Your Value Proposition is the reason that customers choose to buy from you, it needs to be a core business skill. This slideshare shows you how to develop compelling value propositions with a focus on B2B companies
Business Model Generation (Alex Osterwalder)Endrigo Ramos
Systematically understand, design & differentiate your business model.
Disruptive new business models are emblematic of our generation. Yet they remain poorly understood, even as they transform competitive landscapes across industries. Business Model Generation offers you powerful, simple, tested tools for understanding, designing, re-working, and implementing business models.
Written by Alex Osterwalder
Slides designed by Endrigo Ramos
http://businessmodelgeneration.com/book
Dan Olsen, The Lean Product Playbook , @danolsen
Room: C260
Everyone working on a new product is trying to achieve the same goal: product-market fit. Although product-market fit is one of the most important Lean Startup concepts, it’s also the least well defined. Dan Olsen shares the top advice from his book The Lean Product Playbook, including the Product-Market Fit Pyramid: an actionable model that breaks product-market fit down into 5 key elements. Dan also explains the Lean Product Process, a 6-step methodology with practical guidance on how to achieve product-market fit, illustrated with a real-world case study.
Søren Svanebjerg 2011 outlines a growth strategy with the following key elements:
1) The strategy discusses how the organization plans to grow over the next 5 years, including expanding its capabilities, customer base, and revenue streams.
2) It addresses the organization's value proposition, customer segments, key activities, resources, partnerships, costs, pricing model, and competitive strategy.
3) The strategy provides a framework for developing and delivering value to customers through defined channels.
The document describes a business model canvas for a company targeting recombinant hemagglutinin (HA) for pandemic and seasonal influenza. Key elements include relying on gene synthesis companies, CMOs for manufacturing, and pursuing regulatory approval, speed, cost-effectiveness, and scalability. Distribution would be through government agencies and pharmaceutical companies. Revenue streams include capital investments, manufacturing contracts, and licensing royalties. The goal is to secure long-term contracts with government agencies and vaccine manufacturers in both the US and abroad.
Venture Design Workshop: Business Model CanvasAlex Cowan
These slides support the various workshops I do and my online curriculum in two principal places:
1. Business Model Canvas Tutorial
This is a more fully articulated instructional, complete with templates: bit.ly/nicebmc.
2. Startup Sprints
This is a structured self-service for Venture Design/new venture creation: bit.ly/startupsprints.
The task was to present a 15 slides strategy document for a declining company to present relevant innovative solutions that could potentially disrupt its industry and refine the whole brand experience.
Should We Burn the BUSINESS MODEL CANVAS and LEAN CANVAS?Rod King, Ph.D.
The document discusses limitations of the Business Model Canvas and Lean Canvas tools and proposes an alternative called the Business Model Strip. The Business Model Strip represents business models as a single "strip" with four nodes: subject, verb, object, and stakeholder. It is argued that this simplified representation allows for more rapid business model mapping, prototyping, and testing compared to the nine building blocks used in traditional canvases. The document also suggests that the Business Model Strip better reflects how all living systems exchange value and receive feedback.
The document analyzes Nintendo's strategic position and provides recommendations. It begins with an introduction and bottom-line messages around improving hardware, online networks, licensing characters, business structure, and developing handhelds. A strategic analysis is then presented using Porter's Five Forces and a PESTEL analysis. Recommendations include licensing characters for mobile/third parties, releasing a new console, continual handheld development, building an online network, and changing company structure/culture. Alternatives discussed are diversifying expertise through acquisitions and strategic relationships. The conclusion emphasizes developing next-gen consoles/handhelds with a focus on customer desires to restore market position and develop lasting customer connections.
10 New Business Models for this Decade (beta)
1. Localized Low-Cost Business Model
2. One-Off Experience Business Model
3. Beyond Advertising Business Model
4. Markets Are Conversations Business Model
5. Low-Budget Innovation Business Model
6. Community-Funded Business Model
7. Sustainability-Focused Business Model
8. Twisted Freemium Business Model
9. Unlimited Niches Business Model
10. In-Crowd Customers Business Model
TREND RESEARCH BY Trend Firm trendwatching.com
MARKET ANALYSIS BY Strategy Boutique Thaesis
BUSINESS MODEL DESIGN BY Strategy Consultant/Graphic Facilitator Ouke Arts
Christoph Plamper presented an overview of several business model canvas tools. He evaluated tools like BM Designer, Business Model Fiddle, Canvanizer, Lean Launch Lab, Lean Monitor, Lean Stack, Lienzo and Strategyzer. Plamper concluded that BM Fiddle and Canvanizer are good free options, Lean Monitor, Lean Stack and Strategyzer offer commercial support, Lean Monitor and Strategyzer enable robust multi-user collaboration, and Strategyzer provides the most comprehensive features including additional tools and iOS integration but at a higher price point.
Visually Integrating Porter’s 5 Forces of Competition with the Business Model...Rod King, Ph.D.
The document discusses a Global Business Model Canvas that can be used to analyze various aspects of a business's environment and model. It describes adapting the traditional Business Model Canvas to take a "bird's eye view", "worm's eye view", and "eagle's eye view" of the business model by incorporating additional contextual factors like the global, national, industry and regional environments as well as tools for assessing strengths, weaknesses, opportunities, threats, trends, competitors and more. The goal is to determine the overall fitness of the business model.
This document discusses how to document business model hypotheses using a business model canvas. It explains that the canvas has nine blocks that describe key aspects of a business model: problems being solved, solutions provided, unique value proposition, unfair advantage, customer segments, key activities, channels, cost structure, and revenue streams. The document provides examples of filling out each block with increasingly specific details about problems, features, target customers, and costs and revenues. Documenting business model hypotheses in this way allows entrepreneurs to test and validate their assumptions about the problem, solution, customer needs, and viability of the business model.
Design Thinking and the Business Model Canvas for the Mobile EconomySerge Van Oudenhove
Présentation sur Le Design Thinking and the Business Model Canvas for the Mobile Economyréalisé dans le cadre de StartLab de Solvay Entrepreneurs. http://startlab.solvayentrepreneurs.be/
The document provides an overview of the Lean Canvas business model template. It describes the Lean Canvas as having sections for identifying a startup's problem and solution, key metrics, customers and revenue streams, and costs. The Lean Canvas is presented as an alternative to the Business Model Canvas for lean startups to concisely describe their business model.
Business Model Canvas vs Lean Canvas vs One-Page Lean StartupRod King, Ph.D.
The document compares the Business Model Canvas and Lean Canvas tools for visually documenting and presenting business models and ecosystems. It provides descriptions of each tool, including their origins, purposes, and key differences. The Business Model Canvas created by Alexander Osterwalder is described as a strategic tool for visualizing business resources, while the Lean Canvas created by Ash Maurya is described as a more tactical tool focused on validating business model hypotheses. The document then introduces the One-Page Lean Startup framework as an integrated strategic and tactical tool that combines elements of both the Business Model Canvas and Lean Canvas.
This document provides an overview of the retail industry and enterprise architecture review. It discusses the business overview of retail, trends and challenges in the industry, the current state architecture, and future state architecture. It also covers topics like supply chain management, merchandizing, point of sale systems, payments, digital signage, and solutions from major vendors like Oracle, SAP, and Cap Gemini.
The document provides guidance for developing a business model canvas over three days at a startup workshop.
Day 1 focuses on defining customer segments, validating problems, and sketching initial business model ideas. Day 2 involves further developing the business model canvas, designing surveys and questionnaires, and planning customer acquisition. Day 3 consists of finalizing the business model, preparing a pitch, and presenting to judges for feedback. The overall goal is to create a minimum viable product or prototype to demonstrate the business concept.
Every startup begins with an idea. This is a talk on how to come up with startup ideas and how to use validation to pick the ones worth working on. It's based on the book "Hello, Startup" (http://www.hello-startup.net/). You can find the video of the talk here: https://www.youtube.com/watch?v=GkmiE8d_5Pw
The times they are a-changin’…
And so you have learned about new business models.
Now, be ready for the next 10 disruptive waves.
10 Markets
10 Business Models
50 Examples
100+ Slides
Disruptive Education Model
Disruptive Banking Model
Disruptive Technology Model
Disruptive Media Model
Disruptive Cable & Telco Model
Disruptive Medical Model
Disruptive Travel Model
Disruptive Government Model
Disruptive Consumer Goods Model
Disruptive Retail Model
Produced by Thaesis
Supported by Trendwatching.com
BUINESS CANVAS MODEL CONTAINING KEY RESOURCE, VALUE PROPOSITION, KEY ACTIVIT...ShivaniTiwari24572
The document discusses the Business Model Canvas, which is a template for describing the various components of a business model. It outlines the nine main blocks that make up the Business Model Canvas: Key Partnerships, Key Activities, Key Resources, Value Propositions, Customer Segments, Channels, Customer Relationships, Revenue Streams, and Cost Structure. Each block is described in one to three sentences to define the main components of a business model.
Future of Tracking: Transforming how we do it not what we doKantar
The slides from ‘Digital Transformation of Tracking’ webinar presented on BrightTalk on 28th February 2017. In this webinar Mark Chamberlain and Alex Taylor discuss how changes in consumer behaviour, increased business pressures and new technologies have created both opportunity and disruption across all industries. Like every other industry, research is in the midst of its own transformation affecting not what we do but how we do things.
Webinar: How to Use OKRs in Product by Capital One Product OwnerProduct School
This document summarizes a webinar about using Objectives and Key Results (OKRs) to drive focus in product management. It discusses how OKRs can help teams focus on what matters most by setting qualitative objectives and quantitative key results. The webinar provides examples of effective and ineffective OKRs, and tips for writing, using, and getting the most value from OKRs on an ongoing basis.
How Can I Reach Custom Audience Segments on Amazon?Tinuiti
Are you ready to elevate your advertising strategy? In the past, brands were limited to pre-built audiences on Amazon, but Amazon Marketing Cloud (AMC) has changed the game, offering unparalleled flexibility and precision.
Join Tinuiti’s Marketplaces expert, Jonathan Cole, for a deep dive into AMC, which gives brands the freedom to craft personalized audiences, revolutionizing your approach to ad targeting. Gain valuable insights to enhance your messaging, drive higher conversions, and foster business growth. Explore real-life case studies showcasing brands that have harnessed AMC to achieve success.
Business Model Innovation by Business Models Inc. Training SummaryBusiness Models Inc.
This document provides an overview of a training on business model innovation. It discusses how the world is changing and the need to design better business models. It introduces techniques for business model innovation such as applying business model patterns, looking at options to change various elements of the business model like customers or revenue streams, and using techniques like "what if" scenarios. The training emphasizes an iterative process of exploring options, testing assumptions, and getting feedback to design new business model prototypes.
The document discusses business development opportunities in several areas including product design and engineering, marketing communications, and international expansion. It specifically mentions growing export business in countries like Australia, Canada, Japan, and developing innovative new air tool products and storage solutions. The document also discusses strategies for brand positioning and merchandising for both consumer and commercial products.
This document discusses how e-commerce changes business strategies, structures, and processes. It begins by identifying the key components of business-to-consumer (B2C) and business-to-business (B2B) e-commerce models. It then explains how e-commerce influences industry structure by reducing barriers to entry, increasing competition and substitutes, and empowering buyers. The document also examines how e-commerce affects industry value chains and firm value chains/webs. It concludes by discussing how e-commerce impacts business strategies, such as through new generic strategies like cost leadership, differentiation, and focus.
Absolute Revenue Management is a consulting firm that helps companies maximize revenue. It provides a comprehensive review of a company's revenue generation strategies, including revenue strategy, branding, channels, people, process, and compensation. ARM analyzes a company's internal data and environment, benchmarks best practices, and provides recommendations to optimize all aspects of revenue generation.
The document discusses ideas for cleantech startups and how to develop a business model. It emphasizes that an idea alone is not enough and business plans contain untested hypotheses that need validation. The key is to continually test hypotheses with customers through customer development and be willing to pivot the business model based on what is learned from customers. A good business model diagram shows the flows between a company and customers and should be the focus of startup founders rather than traditional business plans.
What manufacturers need to know about buying, deploying and maintaining the CPQ system. Hear from other leading manufacturers on how they successfully implemented CPQ.
IRM EA 2014 - Designing experiences with outside in architecture - Mike Clark...Mike Clark
Architecture, we learned from Vitruvius, is about utilitas, firmitas, and venustas - function, structure and beauty. Any innovation and transformation in the enterprise must ultimately impact the people we address, leading to better experiences. We advocate for the return of human-centric thinking in business and enterprise architecture. This allows us to go beyond the usual internal aspects when looking at the enterprise’s moving parts, and tie them to customer needs, experiences and interactions that complete the story. In turn, we can apply architecture to explore potential futures and putting strategic designs into action.
Combining Experience Design practice with architecture work, tweaking our shared models of the enterprise to look from the outside in
Leveraging architectural rigor and reuse to design transformations of enterprise ecosystems that impact human experience
The fading importance of IT as Enterprise Architecture's key domain in a big data world where everything is going digital by default
The document provides a digital roadmap for Atlas Copco to establish its brand digitally, including analyzing decision makers and their needs, understanding the current brand, developing a communication strategy using various digital channels like social media, and proposing media targets and measurement of results. It analyzes the B2B digital landscape and customer journey, and recommends strategies for branding, communication, social media, and digital advertising platforms.
The document discusses three interlocking layers of e-business - design, applications, and infrastructure. It provides examples of companies that exemplify different approaches to e-business design like service excellence (American Express), operational excellence (Dell), and continuous innovation excellence (Cisco Systems). The key is developing a customer-focused e-business design that transforms business processes and creates a flexible yet integrated technology infrastructure.
This chapter discusses various e-business patterns that companies can adopt to take advantage of digital opportunities, including:
- The e-channel pattern of enhancing, compressing, expanding, or innovating traditional sales channels online.
- The click-and-brick pattern of complementing physical stores with online ordering.
- The e-portal pattern of aggregating services for specific user groups like Yahoo or eBay.
- The e-market maker pattern of connecting buyers and sellers in a supply chain like an online marketplace.
- The pure e-digital products pattern centered around software, media, and other digitally delivered content.
- Best Buy is undergoing a strategic transformation of its supply chain to become more customer-centric and efficient in response to changing customer behaviors and trends in the retail industry.
- It is shifting from a push-based to a pull-based supply chain model with more tailored assortments and one unified forecast to better meet customer needs.
- A key part of the transformation involves deploying RFID technology to improve the customer in-store experience through more accurate inventory tracking and faster checkout.
The document discusses a proposal for Success magazine to launch an e-commerce marketplace called Success Mart that allows its subscribers to buy and sell products and services amongst each other. Key details include that it would be a private marketplace powered by ComCom Networks' Community Commerce technology. The marketplace would provide benefits like new revenue opportunities, visibility for small businesses, and trusted transactions between subscribers. An implementation timeline and marketing strategies are also outlined.
Similar to Business Model Canvas (Dr. Htet Zan Linn) (20)
OnDoctor Free Health Consultation OnlineHtet Zan Linn
This document discusses healthcare in Myanmar and the role of telehealth solutions in improving health outcomes. It contains the following key points:
1) Non-communicable diseases like cardiovascular disease and diabetes are major causes of premature death in Myanmar. Preventing illness will be important to maintain labor productivity as the workforce ages.
2) OnDoctor Telehealth Solutions aims to increase access to quality healthcare through telemedicine, health education, and connecting stakeholders to promote universal healthcare coverage.
3) For long-term sustainability, OnDoctor focuses on quality care, community partnerships, and achieving equitable access to care through various partnerships and financing models.
Integrated Marketing Communications (ZiggZ.net) - Case StudyHtet Zan Linn
The document provides an overview of integrated marketing communications (IMC) and content marketing strategies. It discusses the importance of having a content hub, content strategy, distribution channels, measurement, and integrating marketing communications. It also provides examples of content marketing roles and functions, steps for creating a content plan, tactics for distribution, and emphasizes customer-centric approaches and continual re-evaluation of strategies.
Integrated Marketing Communications (ZiggZ.net)Htet Zan Linn
This document discusses the importance of marketing communication and strategies. It explains that the goal of marketing communication is to raise brand awareness, retain customers, and cement relationships. It emphasizes that effective marketing communication strategies involve clearly identifying target audiences, differentiating from competitors, developing key messages, and selecting appropriate communication channels. The document also discusses the importance of integrated marketing communications, where different communication tools like advertising, direct marketing, social media, etc. are coordinated to deliver consistent messaging and maximize impact.
Content Creation in Integrated Marketing CommunicationsHtet Zan Linn
This document discusses marketing strategies and content marketing. It emphasizes the importance of storytelling and creating engaging content. Some key points made include:
- Traditional marketing is no longer effective and content must attract people through stories.
- Brands should make their customers the heroes of stories instead of focusing on the brand.
- Content should be distributed across different channels based on where the target audience is found.
- Measurement of content performance is important to understand what content is most effective.
Prof. Dr. Aung Tun Thet's free seminar at Yangon University, Arts Hall, for the celebration of 125 Years Birth Anniversary of Mahatma Gandhi, organized by Hub Myanmar, India Embassy (Myanmar), UNESCO and Yangon University
Reinventing Management (Prof. Dr. Aung Tun Thet)Htet Zan Linn
Slides of "Reinventing Management" seminar by Prof. Dr. Aung Tun Thet, in the 2nd Anniversary of Myanmar B2B Management Magazine, organized by Hub Myanmar Company Limited, in 13-14 September, 2014 at National Theatre of Yangon, Myanmar.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
Don't Tell Others to Attend Your Event (Dr.Htet Zan Linn)Htet Zan Linn
Free download of powerpoint about "How to make rain in events" which shows tasks and strategies for event marketers to do before, during and after events. This also includes roles of social media in event marketing.
Marketing 3.0 (Prof. Dr. Aung Tun Thet)Htet Zan Linn
Marketing 3.0 Seminar facilitated by Prof. Dr. Aung Tun Thet, for 2nd Anniversary of Myanmar B2B Management Magazine. This is held on 13th September 2014, at National Theatre of Yangon, Myanmar.
The document discusses promoting entrepreneurship and social entrepreneurship. It defines entrepreneurs as innovators who implement change by introducing new goods, production methods, markets, supply sources or organizations. Entrepreneurship is crucial for development as it results in lower unemployment, innovation adoption and structural economic changes. Social entrepreneurship addresses social problems through mission-driven initiatives using entrepreneurial approaches to create social value rather than profit. The government can promote entrepreneurship by establishing strong property rights, legal systems and macroeconomic stability.
2nd Anniversary of Myanmar B2B Management Magazine (Newsletter)Htet Zan Linn
Newsletter of Myanmar B2B Management Magazine 2nd Anniversary Program which will be holding on 13-14 September 2014, Saturday-Sunday, at National Theatre of Yangon.
Corporate Sustainability (Prof. Dr. Aung Tun Thet)Htet Zan Linn
This document discusses the growing corporate sustainability movement and its role in achieving the UN's post-2015 sustainable development goals. It notes that companies are increasingly integrating sustainability into their core strategies and tackling social and environmental problems. The UN is working to develop a set of Sustainable Development Goals to guide the global development agenda after 2015. Both governments and businesses want the private sector to help achieve this vision through responsible business practices and financing sustainable development.
This document discusses cultural intelligence (CQ) and its importance in today's globally connected world. It defines CQ as an individual's capability to function effectively in culturally diverse situations. CQ has four capabilities - knowledge, strategy, action, and motivation. Developing CQ allows people to better understand their own culture as well as other cultures, enhancing sensitivity and relationships across cultural differences. Applying CQ can maximize performance and creativity in multicultural teams by leveraging diversity and managing differences.
The document discusses the concept of an inclusive green economy as a new development model for Myanmar. It notes the current economic, social, and environmental challenges the country faces from poverty, inequality and ecosystem degradation. A business-as-usual approach is no longer sustainable. An inclusive green economy aims to generate more inclusive and sustainable growth through low-carbon development, resource efficiency, and improved management of natural resources and environmental risks while benefiting poor and vulnerable groups. It identifies key sectors and policies needed for a transition, including strengthening local resource rights, inclusive green markets, harmonized international support, and new metrics for measuring progress.
HR professionals are encouraged to apply HR principles to themselves and the HR function in order to be more credible and effective business partners. This involves managing strategic HR, HR strategy, and the HR organization. Strategic HR involves translating business strategies into organizational capabilities through HR practices. Developing an HR strategy establishes the effectiveness and efficiency of HR practices. Examining the HR organization diagnoses strengths and weaknesses to improve how HR services are delivered. HR professionals must model the principles they advocate for others to be truly successful.
Don't Find Your Job ... Find Your CareerHtet Zan Linn
This document discusses finding a career rather than just a job. It provides an introduction to a career talk show and career showcase event held in Yangon, Myanmar. The document emphasizes gaining real-world experience by seeing real things, facts, and environments. It discusses stakeholders important for development like governments, private sectors, international organizations, and non-profits. Charts show employment statistics by sector in Myanmar. The document outlines sections on selling skills, qualities of good managers and entrepreneurs, finding jobs, managing careers, career options, career advancement, choosing careers, and career choices.
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B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...my Pandit
Dive into the steadfast world of the Taurus Zodiac Sign. Discover the grounded, stable, and logical nature of Taurus individuals, and explore their key personality traits, important dates, and horoscope insights. Learn how the determination and patience of the Taurus sign make them the rock-steady achievers and anchors of the zodiac.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
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Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
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13. CCHHAANNNNEELLSS
how a company communicates with and reach its customer
segments to deliver a value proposition
1 1
2 2
3 3
14. CChhaannnneell TTyyppeess
------------------------------------------------------------------
Sales Force
Web Sales
---------------------------
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CChhaannnneell PPhhaasseess
11.. AAwwaarreenneessss
How do we raise aware-ness
about our company’s
products and services?
15. CChhaannnneell TTyyppeess
------------------------------------------------------------------
Sales Force
Web Sales
---------------------------
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---------------------------
Partner
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CChhaannnneell PPhhaasseess
22.. EEvvaalluuaattiioonn
How do we help customers
evaluate our organization’s
Value Proposition?
16. CChhaannnneell TTyyppeess
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Sales Force
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---------------------------
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---------------------------
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CChhaannnneell PPhhaasseess
33.. PPuurrcchhaassee
How do we allow custom-ers
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products and services?
17. CChhaannnneell TTyyppeess
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CChhaannnneell PPhhaasseess
44.. DDeelliivveerryy
How do we deliver a Value
Proposition to customers?
18. CChhaannnneell TTyyppeess
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---------------------------
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CChhaannnneell PPhhaasseess
55.. AAfftteerr ssaalleess
How do we provide post-purchase
customer support?
19. TTRRIICCKK
To find the right balance between the
different types of channels to integrate
them in a way to create a great customer
experience, and to maximize revenue
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23. CCRR -- CCUUSSTTOOMMEERR
RREELLAATTIIOONNSSHHIIPPSS
Types of relationships a company establishes with
specific customer segments
Range from Personal to Automated
CUSTOMER RELATIONSHIPS 44
24. TTYYPPEESS OOFF CCRR
PPeerrssoonnaall aassssiissttaannccee (human interaction)
DDeeddiiccaatteedd ppeerrssoonnaall aassssiissttaannccee (customer
representative)
SSeellff--sseerrvviiccee (no direct relationship with customer)
AAuuttoommaatteedd (self-service with automated processes)
CCoommmmuunniittiieess (connections between community
members)
CCoo--ccrreeaattiioonn (beyond the traditional customer-vendor
relationship to co-create values with customers)
CUSTOMER RELATIONSHIPS 44
25. Building Strong with Customer Segments, Value
Propositions and Channels
4 4
22 11
3 3
CUSTOMER RELATIONSHIPS 44
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experience
28. RREEVVEENNUUEE SSTTRREEAAMMSS
1. Transaction revenues resulting from one-time
customer payments
2. Recurring revenues resulting from ongoing
payments to either deliver a Value Proposition to
customers or provide post-purchase customer
support
REVENUE STREAMS 55
29. There are several ways to generate Revenue Streams:
Asset sale
Usage fee
Subscription fees
Lending/Renting/Leasing
Licensing
Brokerage fees
Advertising 5555
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31. KKEEYY RREESSOOUURRCCEESS
1 1
4 4
2 2 3 3
5 5
6 6
The Key Resources Building Block describes the most important
assets required to make a business model work
32. Key Resources can be categorized as follows:
KEY RESOURCES 66
1
Physical
2
Intellectual
3
Human
4
Financial
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software
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People People
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34. KKEEYY AACCTTIIVVIITTIIEESS
1 1
4 4
2 2 3 3
5 5
6 6
7 7
The Key Activities Building Block describes the most important things
a company must do to make its business model work
35. Key Activities can be categorized as follows:
KEY ACTIVITIES 77
1
Production
2
Problem
Solving
3
Platform/
Network
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KA VP CR CS
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People People
Content &
agreements
Content &
agreements
design
seamless
music
experience
37. KKEEYY PPAARRTTNNEERRSSHHIIPPSS
4 4
22 11 3 3
5 5
6 6
7 7
8 8
The Key Partnerships Building Block describes the network of
suppliers and partners that make the business model work
38. We can distinguish between four different types of
partnerships:
1.Strategic alliances between non-competitors
2.Coopetition: strategic partnerships between
competitors
3.Joint ventures to develop new businesses
4.Buyer-supplier relationships to assure
reliable supplies
KEY PARTNERSHIPS 88
39. 3 motivations for creating partnerships
1. Optimization and economy of scale
2. Reduction of risk and uncertainty
3. Acquisition of particular resources
and activities
KEY PARTNERSHIPS 88
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KP KA VP CR CS
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record
companies
record
companies
OEMs OEMs
i Pod
hardware
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hardware
i Tunes
software
i Tunes
software
People People
Content &
agreements
Content &
agreements
design
seamless
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experience
41. CCOOSSTT SSTTRRUUCCTTUURREE
4 4
The Cost Structure describes all costs incurred to operate a business
model
1 1
2 2 3 3
5 5
6 6
7 7
8 8
9 9
42. Two broad classes of business model Cost Structures:
COST STRUCTURE 88
1. Cost-driven
2. Value-driven
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Content &
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people people manufacturi
manufacturi
ng
ng
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marketing &
&
sales
sales
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People People
Content &
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44. The nine business model Building
Blocks form the basis for a handy
tool, which we call the Business
Model Canvas.
46. THE BUSINESS MMOODDEELL CCAANNVVAASS
Key
Partners
Cost
Structure
Key
Activities
Key
Resources
Value
Proposition
Customer
Relationships Customer
Segments
Channels
Revenue
Streams
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KP
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record
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C$
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hardware
design
Apple brand Apple brand
marketing
seamless
music
experience
KR CH
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Some music
revenues
Some music
revenues
switching
costs
i Tunes store i Tunes store
large
hardware
revenues
large
hardware
revenues
AApppplele c coomm
lovemark
switching
costs
retail stores retail stores
Apple stores Apple stores
i Pod
hardware
i Pod
hardware
i Tunes
software
Content &
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people people manufacturi
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OEMs OEMs
marketing &
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sales
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design
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54. John Hagel
and Marc Singer, who coined
the term “unbundled corporation,”
believe that companies are composed of three
very different types of businesses with different
economic, competitive, and cultural imperatives:
Customer Relationship businesses, product innovation
businesses, and infrastructure businesses. Similarly,
Treacy and Wiersema suggest that companies
should focus on one of three value disciplines:
operational excellence, product leadership,
or customer intimacy.
Hagel and Singer
describe the role of Customer
Relationship businesses as fi nding and
acquiring customers and building relationships
with them. Similarly, the role of product innovation
businesses is to develop new and attractive products and
services, while the role of infrastructure businesses is to build
and manage platforms for high volume, repetitive tasks. Hagel
and Singer argue that companies should separate these
businesses and focus on only one of the three internally.
Because each type of business is driven by diΩerent
factors, they can confl ict with each other or
produce undesirable trade-oΩs within the
same organization.
On the
following pages we
show how the idea of unbundling
applies to business models. In the fi rst
example, we describe the confl icts and
undesirable trade-oΩs created by a “bundled”
business model within the private banking
industry. In the second example we show
how mobile telecom operators are
unbundling and focusing on new
core businesses.
55. Early market entry enables
charging
premium prices and acquiring
large
market share; speed is key
High cost of customer acquisition
makes it imperative to gain large
wallet
share; economies of scope are key
High fixed costs make large volumes
essential to achieve low unit costs;
economies of scale are key
Battle for talent; low barriers to
entry;
many small players thrive
Battle for scope; rapid
consolidation;
a few big players dominate
Battle for scale; rapid consolidation;
a few big players dominate
Employee centered; coddling the
creative stars
Highly service oriented;
customercomes-first
mentality
Cost focused; stresses standardization,
predictability, and efficiency
56. TThhee PPrriivvaattee BBaannkkiinngg MMooddeell
Other Product
Providers
Advise
Product R & D
Marketing
Platform
Management
Brand/ Trust
Product IP
Transaction
Platform
Platform Management
HR: R & D
HR: Private Bankers
Custom-Tailored
Wealth Management
Services
Financial
Products
Transaction
Management
Intimate
Personal
Relationship
Key Account
Management
Personal
Networks
Sales Force
Transaction
Platform
Management & Advisory Fees
Product & Performance Fees
Transaction Fees
Wealthy
Individuals
& Families
Private Banks
Private Banks
Independent
Financial
Advisors
RReellaattiioonnsshhiipp BBuussiinneessss PPrroodduucctt IInnnnoovvaattiioonn BBuussiinneessss IInnffrraassttrruuccttuurree BBuussiinneessss
84. “Every industry that becomes
digital eventually becomes free.”
—— Chris Anderson
Editor-in-Chief, Wired Magazine
“The demand you get at a price of zero is many times higher
than the demand you get at a very low price.”
—— Kartik Hosanagar
Assistant Professor, Wharton
“We can no longer stand by and watch others walk off with
our work under misguided legal theories.”
—— Dean Singleton
Chairman, Associated Press
“Google’s not a real company. It’s a house of cards.”
—— Steve Ballmer
CEO, Microsoft
95. “Open Innovation is fundamentally
about operating in a world
of abundant knowledge, where
not all the smart people work
for you, so you better go find
them, connect to them, and
build upon what they can do.”
—— Henry Chesbrough
Executive Director, Center for Open Innovation
Haas School of Business, UC Berkeley
“Nestle clearly recognizes
that to achieve its growth
objective it must extend
its internal capabilities
to establish a large number
of strategic partnering
relationships. It has embraced
open innovation and works
aggressively with strategic
partners to co-create
significant new market and
product opportunities.”
—— Helmut Traitler
Head of Innovation Partnerships, Nestle
“Long known for a preference
to do everything in-house, we
began to seek out innovation
from any and all sources,
inside, outside the company.”
—— A.G. Lafl ey
Chairman & CEO, P&G