The document discusses various business model patterns and distribution models. It provides examples of business models like the Tupperware model, online sales model, clicks-and-bricks model, franchise model, and affiliate model. It also discusses co-creation models such as mass customization where consumers can alter product components to create combinations. The document is intended for a course on business models and patterns used by companies.
From Online to Mobile - Impact of Consumers' Online Purchase Behaviors on Mob...Minha Hwang
This project aims to identify the behavioral measures such as purchase patterns and search patterns from the exiting online channel to predict consumers' m-commerce adoption. Findings from this study are useful to identify and target consumers who are more likely to adopt m-commerce by using exiting e-commerce transaction/search data.
Accelerating and Sustaining Business Model InnovationInês Almeida
In depth guide to accelerating and sustaining business model innovation in the enterprise. Includes tools, models, frameworks, and references to thought-leaders, best selling books and research on the subject.
The Business Model Canvas is a strategy and innovation tool to visualize, challenge, and invent business models.
It is outlined in the book Business Model Generation http://www.businessmodelgeneration.com
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 ;)
4by4 Business Model Patterns (ver1.0, english edition)The Innovation Lab
The 4by4 Business Model Patterns is a framework to use more than 38 business patterns for empowering and tweaking prior business model to new one.
It applies the four arithmetical operations to business model components like Customer, Product, Channel, Profit Model.
From Online to Mobile - Impact of Consumers' Online Purchase Behaviors on Mob...Minha Hwang
This project aims to identify the behavioral measures such as purchase patterns and search patterns from the exiting online channel to predict consumers' m-commerce adoption. Findings from this study are useful to identify and target consumers who are more likely to adopt m-commerce by using exiting e-commerce transaction/search data.
Accelerating and Sustaining Business Model InnovationInês Almeida
In depth guide to accelerating and sustaining business model innovation in the enterprise. Includes tools, models, frameworks, and references to thought-leaders, best selling books and research on the subject.
The Business Model Canvas is a strategy and innovation tool to visualize, challenge, and invent business models.
It is outlined in the book Business Model Generation http://www.businessmodelgeneration.com
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 ;)
4by4 Business Model Patterns (ver1.0, english edition)The Innovation Lab
The 4by4 Business Model Patterns is a framework to use more than 38 business patterns for empowering and tweaking prior business model to new one.
It applies the four arithmetical operations to business model components like Customer, Product, Channel, Profit Model.
How to strengthen your business model
WOMEN ENTREPRENEURS’ WORKSHOP
Organized by Mount Carmel College
(in Association with National Entrepreneurship Network)
“ BUILDING A BETTER MARKET AND MANAGING FINANCE”
A One Day Workshop For Women Entrepreneurs
Exploring Wider Collaboration Mechanisms in the Drupal SpaceZyxware Technologies
Drupal is a powerful platform but most Drupal firms are less than 50 people strong and there are very few in the 50 - 500 range. One of the biggest limitations (and also the biggest strengths) of Drupal is its powerful API which creates a steep learning curve for anybody new in Drupal and consequently an entry barrier for new players to enter also also a limitation for existing players to scale.
We are competing in a space where gigantic players in the industry like Accenture, IBM, Infosys, CTS etc manage projects worth hundreds of millions of dollars with teams that are hundreds or even thousands strong. If Drupal companies have to compete with such players then we will also have to re-invent ourselves to be able to offer an alternative to proprietary platforms not just in terms of technology but also in terms of a scale of solutions and engagements.
This presentation is about exploring how Drupal companies can compete to collaborate with each other to effectively take on such large players and also allow the whole Drupal ecosystem to grow. This is about how Drupal companies could explore a much wider range of collaboration among Drupal companies who look at Drupal not just as a commercial tool but as a powerful community that can transform application development on the web and who look at Free Software as a philosophy of life and not something to take a free ride on. Such collaborations would not only address the commercial needs of companies but also the contribution needs of the community.
About Zyxware Technologies
We are a 9 year old exclusive Drupal company with a team of 70 people. We are a featured service provider on Drupal.org and we have been actively contributing to Drupal in terms of code, support and financial support. We have reached a size where we are actively looking to collaborate with other Drupal companies who are passionate about Drupal and the community around it.
The roots of the Business Model Canvas lie in a PhD dissertation that started in 2000 (see p. 46 for a Business Model Canvas Reminder). Today its success goes far beyond our wildest imagination. Organizations around the world are adopting
the Canvas.
The research outlined in this report shows why the Business Model Canvas is so popular and how organizations apply it. We are excited to share this knowledge with you and highlight some best practices.
Yet, the Business Model Canvas is just the begin- ning. Strategyzer aspires to create a whole new generation of business tools that change the way organizations do strategy and innovation. Accom- pany us on this exciting journey of transformation.
— Alexander Osterwalder and Yves Pigneur
Hello friends! Hope the new year is treating you well so far. Here at The Garage Group, we're doing great! And, we're excited to see so many examples popping up of organizations embracing change and innovating their business models. So, we wanted to start off the year with some of these inspiring stories. Check out our 2013 Review of these trailblazing, boundary-pushing, innovative organizations.
We hope The 2013 Garage Review inspires you to consider how you might take an entrepreneurial approach to innovating your own business model. We're always on the look-out for innovative business models, so send us a tweet or a quick note when you see a great example -- who knows, maybe it'll end up in our next Review!
Let's stay in touch!
-The Garage Group
www.thegaragegroup.com
@thegaragegroup
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
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The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
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It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
5. DIY..
- Take a large piece of paper
- Think of your chosen industry and
choose an organization, company,
platform or brand from that one
- Sketch the business model canvas
grit
- Visualize every building block in order
to create an image of the business
model of that organization, company,
platform or brand
- Prepare a short presentation in
which you can explain how the
business model you have sketched
out works.
7. conclusion..
- A BM includes the entire
organization (not just marketing /
sales)
- Understanding a BM of an
organization requires lots of
practice and (inside) information
- Not many organizations use the
exact same BM
- Small differences between BMs
can lead to very big gaps between
companies in the future (Nokia vs.
Apple)
8. today
Some more business model
patterns, business model patterns
@ google, the long tail, the ‘free’
business model, working on the
‘Act different assignment’
9. Business
models
Earning
Distribu4on
(Co-‐)crea4on
User
model
models
models
models
Subscrip4on
Bait
and
hook
Tupperware
Online
sales
Mass
Mass-‐effect
model
model
model
model
customiza4on
model
Freemium
Package
Clicks
&
bricks
Franchise
Open
source
Community
model
deal
model
model
model
model
Service
Adver4sing
Labeling
Mul4-‐channel
User-‐generated
Mul4-‐sided
model
model
model
model
content
plaNorm
Auc4on
based
Brokerage
Affiliate
Open
business
model
model
model
model
Yield
Long
tail
management
model
Unbundeled
Insurance
Sources:
Interac4eve
marke4ng,
Business-‐
models
model
modellen,
Business
model
genera4on
11. Tupperware
model
The
aim
of
the
tupperware
model
is
to
gather
a
small
group
of
interested
buyers
in
a
home
seRng.
The
one
who
organises
a
so
called
‘party’
earns
money
by
means
of
a
storage
rate.
Distribu4on
costs
are
low
and
there
is
a
social
pressure
to
buy.
…
(distribu3on
model)…
Examples:
Tupperware,
Aloë
Vera
Online
sales
model
With
the
internet
a
company
can
easily
get
around
wholesalers
and
retailers.
OZen
the
saving
of
costs
are
in
favour
of
the
consumer.
This
way
it’s
cheaper
to
buy
online.
A
disadvantage
is
the
fact
that
markets
have
become
much
more
transparent.
…(distribu3on
model)…
12. Clicks-‐and-‐bricks
model
When
an
organiza4on
uses
the
online
sales
model
all
sales
are
based
on
making
use
of
the
internet.
However
for
some
organiza4ons
the
shop
in
the
street
is
s4ll
very
important
because
its
customers
demand
a
place
where
they
can
meet
the
physical
product.
This
is
why
lots
of
organiza4ons
combine
internet
sales
(clicks)
and
retail
(bricks).
Despite
of
the
fact
that
this
leads
to
higher
costs.
Organiza4ons
are
always
searching
for
the
perfect
internet/retail
propor4on.
…(distribu3on
model)…
Examples:
Bjorn
Borg,
IKEA
Franchise
model
The
franchise
model
aims
at
spreading
a
successful
retail
formula
by
independent
entrepreneurs.
These
entrepreneurs
have
to
follow
strict
rules
in
order
the
keep
the
formula
clear.
This
business
model
is
an
example
of
spreading
risk
for
both
formula
as
the
entrepreneurs.
…(distribu3on
model)…
Examples:
KFC,
supermarkets
13.
Labelling
The
labelling
model
is
a
special
kind
of
franchising.
Using
the
labelling
model
means
that
products
that
are
labelled
with
a
specific
strong
brand
are
distributed
by
other
organiza4ons
who
earn
money
with
a
storage
rate.
The
labelling
model
is
oZen
used
for
luxury
brands
for
which
the
brand
is
more
important
than
the
product
itself
…(distribu3on
model)…
Examples:
Disney
Mul3
–
channel
model
Mul4
channel
management
means
op4mizing
the
number
of
communica4on
and
distribu4on
channels
an
organiza4on
has.
Past
years
big
organiza4ons
have
become
more
aware
of
the
fact
that
a
good
mul4-‐channel
strategy
can
lead
to
cost
reduc4on
and
customer
reten4on.
…(distribu3on
model)…
Examples:
G-‐star,
Apple
14. Affiliate
model
The
aim
of
the
affiliate
model
is
offering
a
product
on
a
large
number
of
places
by
making
use
of
a
network
of
partners.
These
partners
get
a
comission
for
every
new
customer
they
deliver
the
organiza4on.
OZen
the
affiliate
uses
a
buaon,
banner
or
webpage
in
order
to
persuade
consumers
to
buy
a
product.
The
difference
between
the
affiliate
model
and
the
adver4sing
model
is
the
fact
that
the
offering
organiza4on
doesn’t
have
to
pay
for
the
tools
the
affiliate
uses.
They
only
have
to
pay
the
affiliate
for
the
leads
he
delivers.
…(distribu3on
model)…
Examples:
cheapinsurance.com,
mortgage.tv
16. Mass
customiza3on
The
mass
customiza4on
model
is
a
good
example
of
a
model
that
lets
organiza4ons
and
consumers
work
together
when
it
comes
to
product
development.
The
organiza4on
has
divided
its
product
in
several
components
that
can
be
altered
by
the
consumer.
The
consumer
can
make
combina4ons
with
these
components
and
this
way
make
its
one
‘personalized’
product..
…((co)
crea3on
model)…
Examples:
Nike,
Lego
Open
source
model
The
open
source
model
is
oZen
used
in
the
soZware
industry.
It
leads
to
important
but
free
soZware.
SoZware
companies
develop
great
free
soZware
that
can
be
used
by
a
lot
of
customers.
AZer
they
start
using
it
they
oZen
discover
they
want
some
customized
solu4ons.
This
way
the
customer
becomes
a
paid
customer.
…((co)
crea3on
model)…
Examples:
OpenOffice,
Android
17.
User
–
generated
content
User-‐generated
content
is
a
co-‐crea4on
model
that
is
oZen
designed
as
a
social
network.
The
organiza4on
behind
it
is
facilita4ng
the
service.
The
product
itself
emerges
by
the
energy
invested
by
volunteers.
The
organiza4on
makes
money
by
dona4ons
and
adver4sing.
And
some4mes
also
by
selling
a
premium
service.
…((co)
crea3on
model)…
Examples:
Wikipedia.org,
IMDB.com
Open
–
business
model
Open
business
models
can
be
used
by
organiza4ons
in
order
to
create
value
through
sustainable
partnerships
with
other
organiza4ons.
This
can
be
done
outside-‐in
(ideas
from
outside
the
company
are
exploited
inside
the
company)
or
inside-‐out
(ideas
from
the
company
are
exploited
elsewhere).
…((co)
crea3on
model)…
Examples:
Mercedes
&
Swatch,
Philips
&
DE
19.
Mass
effect
model
The
mass
effect
model
applies
to
certain
products
of
which
the
amount
of
users
determines
the
success
immediately.
Because
of
more
and
more
people
become
users
the
product
becomes
an
industry
standard
and
that’s
why
other
consumers
don’t
have
an
actual
choice
anymore.
(user
model)…
Examples:
MicrosoZ
Word,
Whats
app
Community
model
The
community
model
is
special
kind
of
mass
effectmodel.
The
product
/
plaNorm
originates
from
a
community
of
users.
The
plaNorm
oZen
makes
money
with
adver4sing
or
a
freemium
business
model
…(user
model)…
Examples:
Runkeeper,
iphoneclub
20.
Mul3
–
sided
plaGorm
Mul4-‐sided
plaNorms
bring
together
two
or
more
independent
customer
groups
or
segments
(oZen
suppliers
and
consumers).
These
mul4-‐sided
plaNorm
are
only
interes4ng
for
a
customer
group
when
the
other
group
is
also
using
the
plaNorm.
The
plaNorm
creates
value
by
facilita4ng
interac4ons
and
transac4on
between
the
groups.
The
value
of
a
mul4-‐sided
plaNorm
grows
when
it
aaracts
more
users,
aZer
which
it
will
automa4cally
aaract
a
new
group
of
suppliers.
…(user
model)…
Examples:
Apple
appstore,
Sony
Playsta4on
21. Business
models
Earning
Distribu4on
(Co-‐)crea4on
User
model
models
models
models
Subscrip4on
Bait
and
hook
Tupperware
Online
sales
Mass
Mass-‐effect
model
model
model
model
customiza4on
model
Freemium
Package
Clicks
&
bricks
Franchise
Open
source
Community
model
deal
model
model
model
model
Service
Adver4sing
Labeling
Mul4-‐channel
User-‐generated
Mul4-‐sided
model
model
model
model
content
plaNorm
Auc4on
based
Brokerage
Affiliate
Open
business
model
model
model
model
Yield
Long
tail
management
model
Unbundled
Insurance
Sources:
Interac4eve
marke4ng,
Business-‐
models
model
modellen,
Business
model
genera4on
22. assignment
-look at the business model patterns on the
screen
-make an overview of the Google products
-write down which business model patterns
Google uses the most
23. Business
models
Earning
Distribu4on
(Co-‐)crea4on
User
model
models
models
models
Subscrip4on
Bait
and
hook
Tupperware
Online
sales
Mass
Mass-‐effect
model
model
model
model
customiza4on
model
Freemium
Package
Clicks
&
bricks
Franchise
Open
source
Community
model
deal
model
model
model
model
Service
Adver4sing
Labeling
Mul4-‐channel
User-‐generated
Mul4-‐sided
model
model
model
model
content
plaNorm
Auc4on
based
Brokerage
Affiliate
Open
business
model
model
model
model
Yield
Long
tail
management
model
Unbundeled
Insurance
Sources:
Interac4eve
marke4ng,
Business-‐
models
model
modellen,
Business
model
genera4on
24. so..
-sometimes it’s hard to find out
the differences between patterns…
-an organization always uses
different patterns at the same
time…
-organizations are constantly
changing there strategy that’s
why they always develop new
patterns
27. act different..
- Dive deep into your future customer
segment (s)
- Use the empathy-map (page 126 till
133) to get the right customer
perspective
- Figure out (do some research):
- What does the segment want to change?
- What does attract the segment to the product?
- What does the segment hate/love?
- Which problems do the segments stumble upon?
- Go on building your new business
model and writing the business plan!