This document summarizes an agenda for a business model workshop hosted by Kristian Krämer of the Alexandra Institute. The agenda includes a presentation on the Business Model Canvas and 10 new rules for the automotive industry. The workshop will guide participants through exercises to identify their value propositions, customer segments and needs, competitors, and fitting their project into the Business Model Canvas. The document provides background on business models and their key components to establish a shared understanding among participants.
This presentation describes the Business Modeling Starter Kit, an out-of-the-box workshop that helps entrepreneurs exploring viable business models for a new or existing business. It was created by Prof. Dr. Henning Breuer and his colleagues at the Telekom Innovation Laboratories in Berlin and revised, extended and translated by UXBerlin.
ALCOR uses something called 10 block model while pitching to SMEs for JV/M&A. It is an adaptation/copy of a popular "Business Model Generation", a tool for describing, analyzing and designing business models.
References:
1. http://www.businessmodelgeneration.com/
2. https://strategyzer.com/canvas
3. https://canvanizer.com/new/business-model-canvas
What is a Business Model? Why is it important? Explained in a simple and useful way so to better understand the world we live in.
We are spreading the word about business model innovation in Italy
http://hugowiz.it
This presentation describes the Business Modeling Starter Kit, an out-of-the-box workshop that helps entrepreneurs exploring viable business models for a new or existing business. It was created by Prof. Dr. Henning Breuer and his colleagues at the Telekom Innovation Laboratories in Berlin and revised, extended and translated by UXBerlin.
ALCOR uses something called 10 block model while pitching to SMEs for JV/M&A. It is an adaptation/copy of a popular "Business Model Generation", a tool for describing, analyzing and designing business models.
References:
1. http://www.businessmodelgeneration.com/
2. https://strategyzer.com/canvas
3. https://canvanizer.com/new/business-model-canvas
What is a Business Model? Why is it important? Explained in a simple and useful way so to better understand the world we live in.
We are spreading the word about business model innovation in Italy
http://hugowiz.it
Building Effective Business Models in Emerging MarketsDr. Amit Kapoor
Presentation on "Building Effective Business Models in Emerging Markets" delivered by McCord at Asia Competitiveness Forum 2012 in Thought Leadership Track
Contact centers. avoid the waste but not the valueStephen Parry
CORE Profile: A Customer Purpose Framework for Contact Centers
The customer purpose defines value, and value defines meaningful work, everything else is waste. The organisation and its leaders need to know what to optimise, what to remove, what types of demand to increase, and what types of demand may present opportunities to create new products or services. Our research indicates that most operational managers and leaders think they know what waste is, but in reality what they consider to be value is in fact intuitional waste, habitualized by calling it value.
Most companies genuinely want to create value for their customers and sincerely believe that their customer-service operations are indeed doing that, but often they are simply restoring lost value caused by a failure to do something right the first time.
Thought leadership on approaches to examine pros/cons of unbundling services from product offerings.
Companies may consider this when products are commoditized, and the firm can gain some higher revenues from selling the services independently
How To Develop Value Propositions, for CIOsWalter Adamson
CIO Business Innovation Series. Paul DiModica, author of the book “Sell Technology: Technology Sales Is a Premeditated Sport”, talks about technology salesmen:
Q: What are the top mistakes people make when selling technology? Well, first of all, most of them come to sell instead of listen. They're not prepared, and they tend to shoot from the hip. Secondly, they don't know what they're selling.
Q: They don't understand their product? No, it's deeper than that. They don't understand the value of what they're selling and, consequently, can't explain its value. And thirdly, they sell technology instead of a solution.
If your IT leadership team is having the same problems, then you are not alone.
Learn how to solve the problem.
Presentation slides and background material for customer development kick-off session at Aalto Summer of Startups 2012 program on June 11th, 2012. Presentors and coaches: Juha Mattsson of Symbioosi and Heikki Leskelä of Bluebiiit
FREE MANAGEMENT CONSULTING COURSE on www.oeconsulting.be
Operational Excellence Consulting
Strategic Marketing : Advertising is a strategic investment. Continuity of advertising is key.
Stock-Flow diagram :
How ?
Attract consumers from top market leaders and develop them into your loyal customers.
Client relation marketing in order to become the best structural partner of the client. However the top 20 % best clients are not always the most loyal clients (perhaps they are also big clients at competition as well).
Positioning of the product/service happens in the “mind” of the consumer.
Differentiation strategy of the product/service (that is perceived as “unique” by the consumer) by making certain “associations” of the product/service
Those associations that are made in the “mind” of the consumer, are appealing to deeper motifs of the consumer : For example certain social objectives (like getting in touch with other people), a certain self-image (like a luxury lifestyle), certain values (like healthy or environmental issues) ,…
Voice of Customer identify client’s needs : reactive via complaints or proactive via benchmarking
What is the perception of the product/service by the customer. For each feature ask the customer 2 questions :
–How would they feel if a feature (or association) “Was present”
–How would they feel if a feature (or association) “Was Not present”
Structuring for success - Developing a dynamic structure for your marketing t...B2B Marketing
With marketing evolving rapidly in response to adoption of emerging digital communication techniques and changing buyer behaviour, it's imperative that the skill set of the marketing function evolves too, to reflect this and to enable the brand to compete effectively in the digital age.
Furthermore, marketing must be able to concisely communicate and report on the value of what they are delivering for the organisation, to all departments and particularly to the board. Fresh from delivering Deloitte's Olympics sponsorship, brand and marketing director Annabel Pritchard will focus on how to build a marketing function that's fit for purpose and structured around delivering clear and measurable business benefits. This session will cover:
•Structuring the team - ensuring a dynamic mix of specialisms across the marketing function
•Managing and nurturing the marketing team - encouraging learning and skills development
•Raising the profile of marketing - reporting value to the Board and championing the value of marketing across the business.
Key Performance Indicators (KPIs) are typically used to measure the performance of a firm both at the strategic and operational level. KPIs often form the basis of a firm's goal management system: Each KPI is assigned and owner in the firm's top management, who is then responsible for reaching a particular target.
This case study shows that in order to find realistic targets for KPIs the firm's management needs a clear understanding of how the KPIs really measure the firm's performance, how they depend on each other and how KPI targets need to change over time in order to ensure the firm's ultimate goals are reached.
Our client in this case is a successful IT professional service firm that approached us because they wanted to find ways of increasing their growth rates organically. We took a holistic approach to analysing the firm's business model and KPIs using System Dynamics. The case study illustrates this using concrete examples, in particular regarding KPIs such as the firm’s leverage, the average fee, the utilisation, and the profit margin.
Building Effective Business Models in Emerging MarketsDr. Amit Kapoor
Presentation on "Building Effective Business Models in Emerging Markets" delivered by McCord at Asia Competitiveness Forum 2012 in Thought Leadership Track
Contact centers. avoid the waste but not the valueStephen Parry
CORE Profile: A Customer Purpose Framework for Contact Centers
The customer purpose defines value, and value defines meaningful work, everything else is waste. The organisation and its leaders need to know what to optimise, what to remove, what types of demand to increase, and what types of demand may present opportunities to create new products or services. Our research indicates that most operational managers and leaders think they know what waste is, but in reality what they consider to be value is in fact intuitional waste, habitualized by calling it value.
Most companies genuinely want to create value for their customers and sincerely believe that their customer-service operations are indeed doing that, but often they are simply restoring lost value caused by a failure to do something right the first time.
Thought leadership on approaches to examine pros/cons of unbundling services from product offerings.
Companies may consider this when products are commoditized, and the firm can gain some higher revenues from selling the services independently
How To Develop Value Propositions, for CIOsWalter Adamson
CIO Business Innovation Series. Paul DiModica, author of the book “Sell Technology: Technology Sales Is a Premeditated Sport”, talks about technology salesmen:
Q: What are the top mistakes people make when selling technology? Well, first of all, most of them come to sell instead of listen. They're not prepared, and they tend to shoot from the hip. Secondly, they don't know what they're selling.
Q: They don't understand their product? No, it's deeper than that. They don't understand the value of what they're selling and, consequently, can't explain its value. And thirdly, they sell technology instead of a solution.
If your IT leadership team is having the same problems, then you are not alone.
Learn how to solve the problem.
Presentation slides and background material for customer development kick-off session at Aalto Summer of Startups 2012 program on June 11th, 2012. Presentors and coaches: Juha Mattsson of Symbioosi and Heikki Leskelä of Bluebiiit
FREE MANAGEMENT CONSULTING COURSE on www.oeconsulting.be
Operational Excellence Consulting
Strategic Marketing : Advertising is a strategic investment. Continuity of advertising is key.
Stock-Flow diagram :
How ?
Attract consumers from top market leaders and develop them into your loyal customers.
Client relation marketing in order to become the best structural partner of the client. However the top 20 % best clients are not always the most loyal clients (perhaps they are also big clients at competition as well).
Positioning of the product/service happens in the “mind” of the consumer.
Differentiation strategy of the product/service (that is perceived as “unique” by the consumer) by making certain “associations” of the product/service
Those associations that are made in the “mind” of the consumer, are appealing to deeper motifs of the consumer : For example certain social objectives (like getting in touch with other people), a certain self-image (like a luxury lifestyle), certain values (like healthy or environmental issues) ,…
Voice of Customer identify client’s needs : reactive via complaints or proactive via benchmarking
What is the perception of the product/service by the customer. For each feature ask the customer 2 questions :
–How would they feel if a feature (or association) “Was present”
–How would they feel if a feature (or association) “Was Not present”
Structuring for success - Developing a dynamic structure for your marketing t...B2B Marketing
With marketing evolving rapidly in response to adoption of emerging digital communication techniques and changing buyer behaviour, it's imperative that the skill set of the marketing function evolves too, to reflect this and to enable the brand to compete effectively in the digital age.
Furthermore, marketing must be able to concisely communicate and report on the value of what they are delivering for the organisation, to all departments and particularly to the board. Fresh from delivering Deloitte's Olympics sponsorship, brand and marketing director Annabel Pritchard will focus on how to build a marketing function that's fit for purpose and structured around delivering clear and measurable business benefits. This session will cover:
•Structuring the team - ensuring a dynamic mix of specialisms across the marketing function
•Managing and nurturing the marketing team - encouraging learning and skills development
•Raising the profile of marketing - reporting value to the Board and championing the value of marketing across the business.
Key Performance Indicators (KPIs) are typically used to measure the performance of a firm both at the strategic and operational level. KPIs often form the basis of a firm's goal management system: Each KPI is assigned and owner in the firm's top management, who is then responsible for reaching a particular target.
This case study shows that in order to find realistic targets for KPIs the firm's management needs a clear understanding of how the KPIs really measure the firm's performance, how they depend on each other and how KPI targets need to change over time in order to ensure the firm's ultimate goals are reached.
Our client in this case is a successful IT professional service firm that approached us because they wanted to find ways of increasing their growth rates organically. We took a holistic approach to analysing the firm's business model and KPIs using System Dynamics. The case study illustrates this using concrete examples, in particular regarding KPIs such as the firm’s leverage, the average fee, the utilisation, and the profit margin.
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.
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 Evolution - Why The Journey To SaaS Makes SenseRainer Stropek
SaaS is an important trend in the software industry. In this presentation Rainer Stropek from time cockpit (http://www.timecockpit.com) speaks about typical challenges that software vendors have to solve to successfully transfer from the classical licensing-based model to a SaaS strategy.
Note that the original slide deck contains quite a lot of animations. If you want to have the original PPTX file including all the animations, feel free to contact me via twitter (@rstropek).
Alex Osterwalder has given the world the most innovative yet simple model to Design a Business Model. This presentation is based on his classic book Business Model Generation.
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"Blast" marketing strategies of the past are no longer sufficient to engage today's customers and foster loyalty. Typical campaign response rates have plummeted while customer opt-out rates have ascended, limiting your ability to converse with even your most valuable customers. New automated dialogue strategies can help retailers create a seamless experience across all channels and engage with each of their customers as individuals, connecting every customer communication - outbound, inbound, marketing, sales or service - into an ongoing dialogue where customer insight and understanding forms the basis for each and every interaction.
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Presentation made to 2009 ASAP Global Alliance Summit in Fort Lauderdale. Describes a joint venture of 5 metalworking competitors to seek new markets and business. Explores elements of innovation in business model in manufacturing. For PPT contact directly.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
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In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
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1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
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The Parable of the Pipeline a book every new businessman or business student ...
Business Model Workshop
1. Click to edit Master titlestyle
Business Model Workshop
Kristian Krämer, Alexandra Institute
2. Click to me Master titlestyle
About edit
• First Motion Partner
• Alexandra Institute
– Private company working with pervasive computing technologies
– Working in the department of Business Understanding
• Business Models and Value Chains
• Cluster Development
• Cross-sectorialSpillovers
October 19, 2011 Page 2
3. Click to edit Master titlestylehour
Agenda for the next 1.5
• 10 new rules for the AV-industry – by Thomas Mai
• Presentation of the Business Model Generation Canvas
• Workshop
– Do you know your Value Propositions?
– Do you know your Custom Segments (target group/audience)?
• What are their needs?
– Do you know your competitors?
• Get inspired by your competitors
October 19, 2011 Page 3
5. Any comments on that?
Click to edit Master titlestyle
October 19, 2011 Page 5
6. Click tois a Business Model?
What edit Master titlestyle
• The starting point for any good discussion about business model
innovation should be a shared understanding of what a business
model actually is.
– A business model describes how an organization (project) creates, delivers, and
captures value
– A description of how a company earn their money (or how they want to earn their
money) on a product or service
– A description of “the real world” in a simplified way
– A simplified description of how the company drives it’s business
October 19, 2011 Page 6
7. Click tois a Business Model
What edit Master titlestyle
• The challenge is, that the concept must be simple, relevant, and
understandable, while not oversimplifying the complexities of how
enterprises function.
October 19, 2011 Page 7
9. First of all……
Click to edit Master titlestyle
It is not easy
to build an
unique
Business Model
October 19, 2011 Page 9
10. Click to editModel Canvas
Business Master titlestyle
INFRASTRUCTURE VALUES CUSTOMERS
COSTUMER
KEY ACTIVITIES
RELATIONSHIPS
VALUE CUSTOMER
KEY PARTNERS
PROPOSITIONS SEGMENTS
KEY RESOURCES CHANNELS
COST STRUCTURE FINANCE REVENUE STREAMS
This Business Model contains 9 different building blocks in 4
areas
October 19, 2011 Page 10
11. Click to editModel Canvas
Business Master titlestyle
INFRASTRUCTURE VALUES COSTUMER
COSTUMER
KEY ACTIVITIES
RELATIONSHIPS
Customer relationships
are established and
…by performing a VALUE CUSTOMER
KEY PARTNERSHIPS maintained with each
number of activities PROPOSITIONS SEGMENTS
Customer Segment.
Seeks to solve
Some activities are The segment(s) of
customer problems and
outsourced and some customers that are
satisfy customer needs.
resources are acquired addressed by the value
outside the enterprise.
KEY RESOURCES Its important to know CHANNELS proposition.
their needs
Key resources are the Value propositions are
assets required to offer delivered to customers
and deliver your through communi-
product(s) cation, distribution, and
sales Channels.
COST STRUCTURE FINANCE REVENUE STREAMS
Revenue streams come
The business model
from value propositions
elements result in the
successfully offered to
cost structure.
customers.
October 19, 2011 Page 11
12. Click to – iTunes/iPod Business Model
Apple edit Master titlestyle
October 19, 2011 Page 12
13. Click to edit Master titlestyle
October 19, 2011 Page 13
14. Click to editModel Canvas
Business Master titlestyle
October 19, 2011 Page 14
15. Click toPropositions
Value edit Master titlestyle
• A Value Proposition creates value for a Customer
Segment through a distinct mix of elements related to the
segment’s needs. Values may be quantitative (e.g.
price, speed of service) or qualitative (e.g.
design, customer experience).
– What value do we deliver to the customer?
– Which one of our customer’s problems are we helping to solve?
– Which customer needs are we satisfying?
– What bundles of products and services are we offering to each
Customer Segment?
October 19, 2011 Page 15
16. Click to edit Segments
Customer Master titlestyle
• Define your Customer Segments
– How many do you have? (primary, secondary)
– What are their needs?
– How do they spend their (spare)time?
– What are they consuming?
– Who are their favourite brands?
• Make a description of each segments
• How will you reach each segment in your marketing
strategy?
October 19, 2011 Page 16
17. Workshop
Click to edit Master titlestyle
• Read the documents about the Business Model Canvas &
Multi-Sided Platform.
• Describe your project’s Value Propositions
– Why should the Customer use or buy your product?
• Describe your Customer Segments
– Read the document about Customer Insights
• Put your project into the Business Model Canvas
October 19, 2011 Page 17
18. Click to edit Master titlestyle
Thankyou
KristianKrämer
RESEARCH & INNOVATIONSSPCIALIST
Business & Processes
ALEXANDRA INSTITUTTET A/S
@: kristian.kramer@alexandra.dk
M: +45 26 12 33 00
Editor's Notes
First a presentation of the Business Model Generation Canvas from the book ”Business Model Generation” by OsterwalderThen we start the workshopYou have to describe your Value Propositions and Custom SegmentsIf we have the time you have to analyse your competitors
Here we got some quotes about ‘what is a Business Model’ ?Important: It has to be a shared understanding
It has to be simple and understandable – while not simplifying the complexities
On a theoretical level it looks simple to build a Business modelBut on a practical level it is very difficult
If we take a look on the MB you will see that itcontains 9 different building blocks in 4 areasWe will focus on the Values/Customers/Finance part of the Business Model
Here is an example just to give an idea how to useCS: Music freaks, Design freaks, Apple fansVP: You can have your music library in your pocket when you’re travelling
Thisone shows how to be more creative/artistic in the workwith the Business Model Canvas