This document discusses business model innovation and provides definitions and frameworks for understanding business models. It begins by defining innovation and discussing challenges with innovating. It then presents frameworks for analyzing different dimensions of a business model, including offerings, delivery, processes, and the overall business model. Key components of the business model canvas framework are outlined, including customer segments, value propositions, channels, customer relationships, revenue streams, resources, activities, partnerships, and cost structure. The document emphasizes exploring opportunities outside current markets and focusing on a company's core competencies for strategic innovation. It provides examples of business model innovation from various industries.
Presentation provided at the Enterprise Connect WIIN workshop series titled Business Model Innovation > New Value. Questions regarding this presentation should be directed to Marcus Tarrant, Managing Director, Mission HQ at marcus.tarrant(AT)missionhq.com.au
The Business Model Handbook provides a practical approach on how to describe, evaluate and (re)invent your business model. Use it on your own or as a discussion guide with your team. DOWNLOAD YOUR COPY AT http://www.e-junkie.com/sniukas
Presentation provided at the Enterprise Connect WIIN workshop series titled Business Model Innovation > New Value. Questions regarding this presentation should be directed to Marcus Tarrant, Managing Director, Mission HQ at marcus.tarrant(AT)missionhq.com.au
The Business Model Handbook provides a practical approach on how to describe, evaluate and (re)invent your business model. Use it on your own or as a discussion guide with your team. DOWNLOAD YOUR COPY AT http://www.e-junkie.com/sniukas
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.
New technology, digitalization, millennials and megatrends will bring opportunities to the prepared business leader and potential for disruption in B2C markets.
Given that the numbers of star ups with new BM is increasing and the disagreement among researchers. The author proposes to analyse the success of Black Socks’ BM under two different frameworks, BM canvas of (A. e. Osterwalder 2010) and (Demil 2010) in order to identify advantages and disadvantages of using them to analyse internet based BM. It seems logic to think that the author, as CBS student, will soon or later face a situation where he is required to perform BM analysis, thus being aware of the implications when we use one or another it might be extremely valuable
This presentation will give you deep insight into the nature of business models. It describes traditional and bleeding-edge models and their dynamics, innovation techniques, how to position your model within an intensely competitive landscape, and how to lead the redesign of your own organization’s business model.
The 4 Interfaces for the Business Model Canvas and Storyboard: How to THINK O...Rod King, Ph.D.
If you are looking for ways to improve your creativity and productivity especially in Business Model Innovation, then explore the 4 ways of organizing and presenting information for systems.
InnovationOps - Delivering Innovation At Speed Peter Fossick
How InnovationOps can be used by organisations to transform their capacities to build and deliver new products and services that disrupt markets using researchops, designops and devops in an agile world that favours asymmetrical organisations.
Business Model Innovation and Design at TodaiYves Pigneur
This talk aims at presenting the Business Model Canvas for designing, assessing and challenging business models. Business model innovation and industry changes will be illustrated with examples such as Nespresso, SunEdisson, and AirBnB. Design thinking attitude will also be emphasized for exploring and prototyping business models. Finally, the synergy between the business model canvas, lean startup and customer development will be briefly presented for testing business models.
Speaker: Don Duval, Vice President, Business Services, MaRS
Using a case study example, Don discusses the importance of understanding and refining your business model in order to grow your business and maintain a sustainable competitive advantage in the marketplace.
Part of the MaRS CIBC Presents Entrepeneurship 101 lecture series: http://www.marsdd.com/ent101
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.
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.
New technology, digitalization, millennials and megatrends will bring opportunities to the prepared business leader and potential for disruption in B2C markets.
Given that the numbers of star ups with new BM is increasing and the disagreement among researchers. The author proposes to analyse the success of Black Socks’ BM under two different frameworks, BM canvas of (A. e. Osterwalder 2010) and (Demil 2010) in order to identify advantages and disadvantages of using them to analyse internet based BM. It seems logic to think that the author, as CBS student, will soon or later face a situation where he is required to perform BM analysis, thus being aware of the implications when we use one or another it might be extremely valuable
This presentation will give you deep insight into the nature of business models. It describes traditional and bleeding-edge models and their dynamics, innovation techniques, how to position your model within an intensely competitive landscape, and how to lead the redesign of your own organization’s business model.
The 4 Interfaces for the Business Model Canvas and Storyboard: How to THINK O...Rod King, Ph.D.
If you are looking for ways to improve your creativity and productivity especially in Business Model Innovation, then explore the 4 ways of organizing and presenting information for systems.
InnovationOps - Delivering Innovation At Speed Peter Fossick
How InnovationOps can be used by organisations to transform their capacities to build and deliver new products and services that disrupt markets using researchops, designops and devops in an agile world that favours asymmetrical organisations.
Business Model Innovation and Design at TodaiYves Pigneur
This talk aims at presenting the Business Model Canvas for designing, assessing and challenging business models. Business model innovation and industry changes will be illustrated with examples such as Nespresso, SunEdisson, and AirBnB. Design thinking attitude will also be emphasized for exploring and prototyping business models. Finally, the synergy between the business model canvas, lean startup and customer development will be briefly presented for testing business models.
Speaker: Don Duval, Vice President, Business Services, MaRS
Using a case study example, Don discusses the importance of understanding and refining your business model in order to grow your business and maintain a sustainable competitive advantage in the marketplace.
Part of the MaRS CIBC Presents Entrepeneurship 101 lecture series: http://www.marsdd.com/ent101
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.
The first seminar of Friends4Growth in Ho Chi Minh city with Dr. Philip Charles ZERRILLO (Dr.Z) from SMU - Singapore Management University.
Friends4Growth
Together We Grow
--------------------------------------------------
Friends4Growth is a group of young professionals, who share a common passion to learn and grow more in their career through formal and informal educational opportunities. The group was founded by Vietnamese national Le Tran, a Wharton MBA Class of 2009.
The Friends4Growth mission is as follows:
- Be a place for young professionals to exchange and enhance knowledge
- Bring educational opportunities to members by providing access to well-known professors, business leaders and industry experts
- Provide information of universities around the world to members with intention to study abroad
- Share experience in studying, job search, working and living outside Vietnam
To achieve its mission, the group organizes various activities on a monthly basis to its members, such as:
- Seminars on various industry topics, with a sponsorship of the Singapore Management University.
- Coffee chats with experienced professionals from more developed economies
- Q&A sessions covering overseas life and work from seasoned experts
Website: www.friends4growth.com
Join us at: http://facebook.com/friends4growth and http://vn.linkedin.com/in/friends4growth
If you have any inquiry, please contact us at info@friends4growth.com
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).
The Northfront Entrepreneur Alliance is a entreprenuer networking association in Northern Utah. This presentation was given on 04.06.11 to the group by Rob Kunz- a successfull entrepreneur, investor., and co-founder of BoomStartup. He discusses the Lean Startup Business Model and how to apply it.
Slides from the CEDIM Innovation Series presentation. Includes a new business model framework, the business model as strategy cube and a design thinking oriented approach to business model innovation. @cedim
Presentation of the TRIPPEL project.
A collaboration between Scandinavian Design Group and GreeNudge.
Check out http://trippel.sdg.no
(website in Norwegian)
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
[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.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
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
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Discover the innovative and creative projects that highlight my journey throu...
Business models For Alliander
1. UNKNOWN A1 / open seating
BUSINESS MODEL INNOVATION
2. Innovation common understanding
”A nearly universal obstacle for innovation
success is that people have pervasive
misunderstandings about what innovation
is, where it comes from, and even how to
define, measure, foster, or reward it.
With fundamentals like these all up for
grabs, it's amazing that innovation ever
occurs.”
Jay Doblin (1920-89)
2
3. ”Innovation is the process of creating
and delivering new customer value in
the marketplace.”
Carlson & Wilmot
”The ability of individuals, companies,
and entire nations to continously create
their desired future.”
John Kao
3
8. A palette of opportunities
Business Model
Offerings
Mark
et seg
ment
s
Solutions
ling
Chan
/ Enab nels
Organizing
Process
Delivery
9. Innovation dimensions
Volume of innovation activities last decade
Products/ Strategic Customer Core Sourcing/ Organizing/ Market Network/ Revenue
Solutions Channels Brand/Design
services concepts Experience process Distribution Eanbling segments Alliances streams
OFFERINGS DELIVERY PROCESS BUSINESS MODEL
10. Innovation dimensions
Less than 2% of the innovation activities creates 90% of the value.
Products/ Strategic Customer Core Sourcing/ Organizing/ Market Network/ Revenue
Solutions Channels Brand/Design
services concepts Experience process Distribution Eanbling segments Alliances streams
OFFERINGS DELIVERY PROCESS BUSINESS MODEL
11. A sole focus on traditional strategy works:
Todays market and competitors determine our future focus…
RED OCEAN
The Battle of decreasing margins
12. By also focusing on the strategic innovation works:
New opportunities based on future needs – outside todays red ocean –
centered around the core competence.
BLUE OCEAN
Create new markets without a challenge from competitors
13. STRATEGIC INNOVATION
Innovation driven by the company´s core competence,
throughout dimensions, where competitors are doing little
or nothing at all
(Høy 2006)
14. A classic smart grid roll out
3. Business models
Experimenting with new
VALUE CREATION
products and services based
upon customer insights and
2. Operating model technology innovations
Efficiency and stabilize
processes
1. Technology
Validate and test.
Risk management
TIME
15. t is a l
Wha ode
ess m it
busin hy is
a nd w ant?
im port
Business models Hafslund / Alliander
16. A business model describes
the rationale of how an organization
creates, delivers and captures value
22. BUSINESS MODEL CANVAS
CUSTOMER
RELATIONSHIP
KEY
ACTIVITIES
KEY VALUE CUSTOMER
PARTNERS PROPOSITION SEGMENTS
KEY
RESOURCES
CHANNELS
COST STRUCTURE REVENUE
STREAMS
Business model generation (2010) – Alex Osterwalder
23. 1. CUSTOMER SEGMENTS
For whom are we creating value?
Who are our most important customers?
CUSTOMER
SEGMENTS
Customer groups represent separate segments if:
• Their needs require and justify a distinct offer
• They are reached through different Distribution Channels
• They require different types of relationships
• They have substantially different profitabilities
• They are willing to pay for different aspects of the offer
24. Products/ Customer Market
services Experience segments
OFFERINGS DELIVERY BUSINESS MODEL
25. Where is the great market segment
– not being served today?
(who are NOT our customers? And why?)
26. 2. VALUE PROPOSITION
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?
VALUE
PROPOSITION
What bundles of products and services are we
offering to each Customer Segment?
27. Social lending
Customer Sourcing/ Network/ Revenue
Solutions Channels
Experience Distribution Alliances streams
OFFERINGS DELIVERY PROCESS BUSINESS MODEL
28. How could a utility company get
20% of a normal household budget?
(what related services could we take responsibility for?)
29. 3. CHANNELS
CHANNELS
Through which Channels do our Customer Segments
want to be reached?
How are we reaching them now?
How are our Channels integrated? Which ones work
best?
Which ones are most cost-efficient? How are we
integrating them with customer routines?
30. News bulletin15 Dec 2011
– Amazon has sold at least three million
Kindles in the past three weeks.
Every forth sold book is an eBook…
31. 8 ways of selling a book
1. Publisher (old school)
2. Free book (as a market tool for other services)
3. Co-written book (sold through social networks)
4. On demand (printed whenever someone wants it)
5. Online book (a book as a website)
6. Do it yourself (amazon advantage)
7. Sponsored book (advertising)
8. Tailored book (commissioned work)
32.
33. 4. CUSTOMER RELATIONSHIP
CUSTOMER
What type of relationship does each of our Customer
RELATIONSHIP
Segments expect us to establish and maintain with them?
Which ones have we established?
How costly are they?
How are they integrated with the rest of our business model?
36. 11 page cover story in
Wired Magazine
Customer Organizing/
Solutions
Experience Eanbling
OFFERINGS DELIVERY PROCESS
37. 5. REVENUE STREAMS
REVENUE
STREAMS
For what value are our customers really willing to pay?
For what do they currently pay?
How are they currently paying?
How would they prefer to pay?
How much does each Revenue Stream contribute to overall revenues?
38. All the music – all the time
Spotify@Spotify
Freemium business model
We’re excited to announce that we’ve now welcomed
2.5 million paying subscribers. Thanks everyone!
Products/ Customer Sourcing/ Market Revenue
Channels
services Experience Distribution segments streams
OFFERINGS DELIVERY PROCESS BUSINESS MODEL
39. 6. KEY RESOURCES
What Key Resources do our Value Propositions require?
KEY
RESOURCES
Our Distribution Channels?
Customer Relationships?
Revenue Streams?
40. Strategic Organizing/ Network/
concepts Eanbling Alliances
OFFERINGS PROCESS BUSINESS MODEL
41. 7. KEY ACTIVITIES
What Key Activities do our Value Propositions require?
Our Distribution Channels?
KEY
Customer Relationships?
ACTIVITIES
Revenue streams?
42. Products/ Customer Core Sourcing/ Market Revenue
Channels
services Experience process Distribution segments streams
OFFERINGS DELIVERY PROCESS BUSINESS MODEL
43. 8. KEY PARTNERSHIPS
Who are our Key Partners?
Who are our key suppliers?
Which Key Resources are we acquiring from partners?
KEY
PARTNERS
Which Key Activities do partners perform?
44. Ryanair
Customer Organizing/ Network/
Solutions
Experience Eanbling Alliances
OFFERINGS DELIVERY PROCESS BUSINESS MODEL
45. 9. COST STRUCTURE
COST
STRUCTURE
What are the most important costs inherent in our business model?
Which Key Resources are most expensive?
Which Key Activities are most expensive?
46. Rolls Royce was known for
manufacturing and selling
high quality products with
marginal earnings
(ROI was usually 17 years)
They came up with a new
business model that sells
hours of flight instead of
engines and parts
Today this is 50% of sales
and 80% of earnings
Sourcing/ Market Revenue
Solutions
Distribution segments streams
OFFERINGS PROCESS BUSINESS MODEL
47. Unlock future SMART GRID business models
Our common challenge
Explore key insights to
unlock new business
opportunities and future
business models for
Hafslund and Alliander.
CO-LAB
WORKSHOP
49. What if we challenged the dominant logic?
What if we compare our business model with other players in our
business… what makes us unique/different?
What if we think different on who our customers are? And what we´re
offering them?
What if we think different about our sales channels? Are there
alternatives? And what about the customer relationships? Could we do it
differently?
What if there are other ways of generating revenue streams?
And so on….
Best practise
Next practise