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The document discusses the importance of developing a strong business model. It notes that having the best product, being first to market, or being well-funded are not guarantees of success on their own. An effective business model describes how a company will generate revenue and profits by delivering value to customers. It should define the customer segments, value propositions, revenue streams, and other key elements. Developing a business model is essential for any startup to explain how it plans to be profitable and survive long-term. The document provides several examples and frameworks for crafting a business model, emphasizing that the model needs to be simple to be effective.
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2) All types of organizations use marketing, including corporations, governments, hospitals, schools, churches, and the US Army.
3) Marketing originated from the division of labor and specialization, which led to the exchange of goods. Exchange is key to marketing.
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ptg16513123There’s not a single business model, and the.docx
ptg16513123
“There’s not a single business model, and
there’s not a single type of electronic
content. There are really a lot of
opportunities and a lot of options and we
just have to discover all of them.”
—TIM O’REILLY
A business model describes how an organization creates, captures, and
delivers value to its customers. Every business performs some activity
with the intention of generating value for its customers. At a conceptual
level, what does that look like and what existing businesses can you point
to as examples to determine that your model is sound?
Identifying your business model is helpful for two important reasons.
First, by studying businesses with a similar business model, you can
increase your own odds of success—an activity referred to as modeling.
Second, it provides a blueprint by which you can begin taking action to
define your business model. If you already have a model, you still can
make improvements or reinvent it by comparing it to well-established
models—an activity referred to as benchmarking.
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BUSINESS
MODELS
From the Library of Moaath Alangari
ptg16513123
Seven business model
archetypes
After spending considerable time mapping the various business models
online, we began to realize that many of the models were similar. We
observed there are fundamentally three archetypes that drive all business
models: Trade, Product, and Service. This was a breakthrough observa-
tion for us, because it paved the way for the model we then created.
Just as a color wheel starts with three primary colors and derives a set
of basic colors from the original three (red, green, blue), we’ve done
the same with our model. Many of the interesting online businesses are
hybrids of two of the three primaries; we call these the hybrid archetypes.
They include the Marketplace, Brokerage, and Subscription models.
And lastly there is the Ecosystem, which possesses traits of all three
primary archetypes.
Figure 6.1 illustrates this framework, which can be a useful place to start
thinking about how to structure your business. To make this framework
more useful, we also overlaid two prototypes to demonstrate each arche-
type. These prototypes are more defined and actionable models of the
more abstract archetype concept. This is not an exhaustive list of possible
prototypes, just a set of examples that illustrate the concept and provide
actionable material that you can use. Following the detailed description
of each archetype, we provide a list of the prototypes and a set of exam-
ples for each that appear to be succeeding online.
Trade
Trade is the primary archetype that describes the business of connect-
ing buyers and sellers, rather than offering something to be bought or
sold. The trader is the consummate “connector” who knows everyone
and helps to make introductions. Profits are generated by commission or
arbitrage, not by selling units or hours.
PART II KNOW80
From the Library of Mo ...
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It's one thing having a good business idea but to build a successful business you need to develop a strong business model. This interactive, hands-on, session will introduce participants to business model basics and look at the Business Model Canvas approach as an entrepreneurial tool for bridging the gap between business idea and business reality.
Speaker: Ben Mumby-Croft, Enterprise Education Manager, City University London
Ben is an experienced enterprise educator with a passion for helping young (and not so young) entrepreneurs turn great ideas into successful start-ups. Ben is currently responsible for Enterprise Education at City University London where he leads CityStarters, a University-wide initiative to provide extra-curricular enterprise and entrepreneurship education to all students. In addition to this, Ben is also the creator of Visual Marketing Plans – a business canvas style approach to marketing planning – and a seasoned marketer with 12 years’ experience helping entrepreneurs and high growth businesses to achieve their business goals through effective marketing strategy, branding and other intelligent sounding stuff like that.
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In today's world of cut-throat competition, one needs a business model that's truly unique/innovative in order to make an impact on the market. This presentation outlines the basics of designing a good business model through 6 techniques. These techniques can be used independently or combined for the best results. The presentation is based on the book Business Model Generation by Alex Osterwalder and Yves Pigneur.
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This document discusses the key components of e-commerce business models. It identifies eight elements that make up a successful business model: value proposition, revenue model, market opportunity, competitive environment, competitive advantage, market strategy, organizational development, and management team. Each element is described in detail. For example, the value proposition defines what a company offers customers that competitors do not, while the market strategy is the plan for attracting new customers. Strong business models include all eight elements and can adapt over time as needed.
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The presentation has been created for StartupbootcampIstanbul participants aiming to briefly summarise and compare today's most famous business model design patterns.
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The document discusses the difference between a business plan and a business model. A business plan is a document that collects untested hypotheses about a business's size of opportunity, customers, sales channels, marketing, and financing. It contains a plan to test these hypotheses and extrapolates results if they are validated. A business model is a diagram that shows how all parts of a business work together to create and deliver value to customers and capture profits. It describes the problem being solved, market size, distribution channels, demand creation strategies, and financial assumptions. The key is to start with individual pieces of the business model and then put them together into a single coherent diagram.
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This document discusses business models and business model innovation. It begins by defining a business model as describing how an organization creates, delivers, and captures value. It then introduces the business model canvas as a tool to systematically describe and design business models using nine building blocks. The document explains common business model patterns and provides examples. It defines business model innovation as envisioning and implementing new ways of doing business to create customer value and competitive advantage. The document outlines a four step process for business model innovation: initiation, ideation, integration, and implementation. It emphasizes that innovation often involves adapting existing business model patterns rather than completely new ideas.
Redesign Your Career With (Business Model You)
Replace your career plan with the personal business model, whether you want to improve in your career, change jobs, or start your own business. This methodology teaches you step-by-step how to define and redesign your Personal Business Model "the logic by which you create and deliver value". Business model you Book founded by Dr. Tim Clark.
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In a nutshell: What is a Business Model
The document discusses the difference between a business model and a business plan. A business model focuses on identifying the customer, what the customer values, how the business will make money, and the underlying economic logic. It reveals the largest income generator and services customers value. In contrast, a business plan provides business details, marketing strategy, financial projections, and goals to support the business model. Together, the business model acts as a blueprint and foundation, while the business plan serves as a roadmap for bringing the business idea to fruition.
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This document provides an overview of how to build a startup. It discusses identifying problems and opportunities, defining solutions, validating ideas with customers, and pivoting based on feedback. Key frameworks mentioned include the Lean Startup methodology, customer development process, minimum viable product, and business model canvas. The document emphasizes the importance of getting outside the building to test hypotheses with customers rather than making assumptions internally. It also notes common startup metrics and the need for fast decision making and validation through customer experiments.
Successful Marketing Plan
This document provides an overview of marketing and outlines steps to develop a successful marketing plan. It discusses key marketing concepts like the marketing mix, also known as the four Ps - product, price, place, and promotion. The document emphasizes that marketing differs from selling in that marketing takes a broader, long-term view focused on customer needs while selling focuses on short-term transactions. It also notes that a well-designed marketing plan can help businesses identify opportunities and threats in the market. Overall, the document serves as an introductory guide to marketing fundamentals and strategies for developing an effective marketing plan.
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This document provides an overview of opportunity recognition and developing a business model. It discusses identifying market opportunities by recognizing consumer needs or wants that a new business could potentially meet. Sources of opportunities include problems, changes, new discoveries, existing products/services, and unique knowledge. The document then covers what a business model is and common types like manufacturer, distributor, retailer, franchise, brick-and-mortar, and e-commerce. Finally, it discusses market opportunity analysis and identifying target customers through creating customer profiles and sales projections based on research.
Business Model Innovation: Designing and testing business model in a corporat...
A hands-on workshop about how to design and test business models in a corporate environment. This workshop will empower you to create better value propositions for your innovative ideas.
This workshop was part of the Knowledge in Focus Conference 2016 organized by Podravka on 24. November 2016 in Zagreb, Croatia (More information about the event here: http://www.podravka.com/company/knowledge-in-focus-2016/)
Business Model Generation (Alex Osterwalder)
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
ptg16513123There’s not a single business model, and the.docx
ptg16513123
“There’s not a single business model, and
there’s not a single type of electronic
content. There are really a lot of
opportunities and a lot of options and we
just have to discover all of them.”
—TIM O’REILLY
A business model describes how an organization creates, captures, and
delivers value to its customers. Every business performs some activity
with the intention of generating value for its customers. At a conceptual
level, what does that look like and what existing businesses can you point
to as examples to determine that your model is sound?
Identifying your business model is helpful for two important reasons.
First, by studying businesses with a similar business model, you can
increase your own odds of success—an activity referred to as modeling.
Second, it provides a blueprint by which you can begin taking action to
define your business model. If you already have a model, you still can
make improvements or reinvent it by comparing it to well-established
models—an activity referred to as benchmarking.
CHAPTER 6
BUSINESS
MODELS
From the Library of Moaath Alangari
ptg16513123
Seven business model
archetypes
After spending considerable time mapping the various business models
online, we began to realize that many of the models were similar. We
observed there are fundamentally three archetypes that drive all business
models: Trade, Product, and Service. This was a breakthrough observa-
tion for us, because it paved the way for the model we then created.
Just as a color wheel starts with three primary colors and derives a set
of basic colors from the original three (red, green, blue), we’ve done
the same with our model. Many of the interesting online businesses are
hybrids of two of the three primaries; we call these the hybrid archetypes.
They include the Marketplace, Brokerage, and Subscription models.
And lastly there is the Ecosystem, which possesses traits of all three
primary archetypes.
Figure 6.1 illustrates this framework, which can be a useful place to start
thinking about how to structure your business. To make this framework
more useful, we also overlaid two prototypes to demonstrate each arche-
type. These prototypes are more defined and actionable models of the
more abstract archetype concept. This is not an exhaustive list of possible
prototypes, just a set of examples that illustrate the concept and provide
actionable material that you can use. Following the detailed description
of each archetype, we provide a list of the prototypes and a set of exam-
ples for each that appear to be succeeding online.
Trade
Trade is the primary archetype that describes the business of connect-
ing buyers and sellers, rather than offering something to be bought or
sold. The trader is the consummate “connector” who knows everyone
and helps to make introductions. Profits are generated by commission or
arbitrage, not by selling units or hours.
PART II KNOW80
From the Library of Mo ...
Building a Business Model
Seminar 4 - From Business Idea to Business Model
OK, so you have a great business idea but is it a viable business?
It's one thing having a good business idea but to build a successful business you need to develop a strong business model. This interactive, hands-on, session will introduce participants to business model basics and look at the Business Model Canvas approach as an entrepreneurial tool for bridging the gap between business idea and business reality.
Speaker: Ben Mumby-Croft, Enterprise Education Manager, City University London
Ben is an experienced enterprise educator with a passion for helping young (and not so young) entrepreneurs turn great ideas into successful start-ups. Ben is currently responsible for Enterprise Education at City University London where he leads CityStarters, a University-wide initiative to provide extra-curricular enterprise and entrepreneurship education to all students. In addition to this, Ben is also the creator of Visual Marketing Plans – a business canvas style approach to marketing planning – and a seasoned marketer with 12 years’ experience helping entrepreneurs and high growth businesses to achieve their business goals through effective marketing strategy, branding and other intelligent sounding stuff like that.
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一模一样【微信：A575476】【新西兰奥塔哥大学毕业证（otago毕业证）成绩单Offer】【微信：A575476】（留信学历认证永久存档查询）采用学校原版纸张、特殊工艺完全按照原版一比一制作（包括：隐形水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠，文字图案浮雕，激光镭射，紫外荧光，温感，复印防伪）行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备，十五年致力于帮助留学生解决难题，业务范围有加拿大、英国、澳洲、韩国、美国、新加坡，新西兰等学历材料，包您满意。
【业务选择办理准则】
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二、回国进私企、外企、自己做生意的情况，这些单位是不查询毕业证真伪的，而且国内没有渠道去查询国外文凭的真假，也不需要提供真实教育部认证。鉴于此，办理一份毕业证【微信：A575476】即可
三、进国企，银行，事业单位，考公务员等等，这些单位是必需要提供真实教育部认证的，办理教育部认证所需资料众多且烦琐，所有材料您都必须提供原件，我们凭借丰富的经验，快捷的绿色通道帮您快速整合材料，让您少走弯路。
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
→ 【关于价格问题（保证一手价格）
我们所定的价格是非常合理的，而且我们现在做得单子大多数都是代理和回头客户介绍的所以一般现在有新的单子 我给客户的都是第一手的代理价格，因为我想坦诚对待大家 不想跟大家在价格方面浪费时间
对于老客户或者被老客户介绍过来的朋友，我们都会适当给一些优惠。
选择实体注册公司办理，更放心，更安全！我们的承诺：可来公司面谈，可签订合同，会陪同客户一起到教育部认证窗口递交认证材料，客户在教育部官方认证查询网站查询到认证通过结果后付款，不成功不收费！
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