This document provides guidance on developing an effective business plan by outlining the key elements and questions to consider in each section. It recommends including: 1) a brief company history and product/service description, 2) market needs, competition and financial projections summary, and 3) funding request details. It then discusses the nine building blocks of a business model - customer segments, value propositions, channels, customer relationships, revenue streams, key resources, key activities, key partners, and cost structure - and prompts questions to analyze each component.
Creating value by design thinking or create businesses that customers lovePatrick Stähler
We need new boxes to think in. We have to learn to unlearn and learn new boxes to think in. Not products should be in your focus but the job-to-be-done you solve for your customers. Besides new boxes we need a design like process where we plan our learning and experimentation process and not the result. Learn and execute faster with new boxes to think in and a business design process to fill the boxes. Presentation at the Leadership Revolution Conference by AI Group, 1. Sept. 2015, Melbourne
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.
Creating value by design thinking or create businesses that customers lovePatrick Stähler
We need new boxes to think in. We have to learn to unlearn and learn new boxes to think in. Not products should be in your focus but the job-to-be-done you solve for your customers. Besides new boxes we need a design like process where we plan our learning and experimentation process and not the result. Learn and execute faster with new boxes to think in and a business design process to fill the boxes. Presentation at the Leadership Revolution Conference by AI Group, 1. Sept. 2015, Melbourne
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.
What your strategy professors forgot to teach youPatrick Stähler
Our strategy professors always taught us that you have to position yourself in the right industry, analyze the market or have the right core competencies. And innovation will happen in products and processes. Really?
With the classical units of analysis for strategy like industry, markets we do not understand what is happening out there in the digital area.
We need a new unit of analysis. The only constant in the digital tsunami is the job we solve for our customer. And only the business model is in the end decisive for value creation aka solving the job of the customers.
The locus of innovation in the digital age is the business model and all its elements. The business model gives us new boxes to think in an thereby breaking the barriers of our conventional thinking about products, markets or industries.
Besides the business model, we need a new process to plan in. Strategic planning does not work since it wants to predict the future. With entrepreneurial design, we do not plan the result of the process but the process itself to discover the future.
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
Venture Design Workshop: Business Model CanvasAlex Cowan
These slides support the various workshops I do and my online curriculum in two principal places:
1. Business Model Canvas Tutorial
This is a more fully articulated instructional, complete with templates: bit.ly/nicebmc.
2. Startup Sprints
This is a structured self-service for Venture Design/new venture creation: bit.ly/startupsprints.
The “Business Model Inspirator” has been designed to fuel your imagination and unleash your creativity, helping to improve your business model in Business Design projects. The tool offers a large variety of innovative business model patterns from different industries that might inspire you to think differently within your context. Start by identifying the challenges you have in your current business model and find to corresponding industry examples illustrating alternative ways of conducting your business in order to succeed.
To find out more about Orange Hills visit http://www.orangehills.de.
Why should your business exist? That is the core question to answer for any firm. The presentation shows how you find great answers to this question.
Presentation held at the Startup Camp Switzerland 2012, February 18th, Basel
Data Insights Driven Business Model InnovationPatrick Stähler
Is data the next thing? Really, or are the insights into data the next big thing?
This is my keynote at the Sights 2107 conference by the Data Insight company Squirro.
If you want to understand the power of data insights, it is important to understand the business models of Monsanto's Climate Corporation, BlackRock's Aladdin, Würth, Amadeus, Google, and others.
What will be next frontiers of data insight driven business model innovations? The war is on audio and voice. That's why Amazon, Google, Microsoft, and Apple have all launched voice recognition services. Google is the winner so far in text, pictures, and video. Who will it be for audio?
The challenge is that data insights driven business models tend to create monopolies due to the underlying economics, that raises ethical questions since without ethics eg. the control of all data from farmers and their crops is close to world domination since food is the basic of our living. So do we want to have Monsanto's Climate Corporation be the only big kid on the block?
Modelo para preenchimento de Canvas em Power Point
Basta fazer o download da apresentação, já esta em .ppt para preenchimento.
+ informações: http://www.facebook.com/pagethiagosarraf
A Business Model Canvas-KILLER. Rapidly Visualize, Prototype, and Test the 3 ...Rod King, Ph.D.
The Business Model Canvas can be considered as a graphic organizer (high level TreeMap) that shows 9 tessellated elements, tiles, or “building blocks” of an archetypal business model. Since the 2009 publication of Alexander Osterwalder and Yves Pigneur’s “Business Model Generation” book, use and popularity of the Business Model Canvas (BMC) have surged worldwide.
The BMC is enthusiastically used by entrepreneurs, startups, established businesses, and non-profit organizations as well as university students, lecturers, and selected scientists from America’s National Science Foundation program. But is the BMC efficiently being used? Is the traditional BMC a “living organism” that would evolve to a higher level or simply become extinct in the jungle of tools for Business Model Planning, Strategy, and Performance Management (BMPSPM)?
As a long-time practitioner of TRIZ (“Theory of Inventive Problem Solving”) and an avid observer of idealized systems, a particular question that interests me is this: Would the BMC evolve towards the “Ideal Final Result (IFR)” by disrupting and cannibalizing itself, that is, by becoming multi-functional while instantly using freely available and/or internal resources at little or no cost? In other words, would the BMC evolve from being “good” to being “great” as an adaptive organism?
So far, evolution regarding the graphic organizer of the BMC has been superficial: the visual structure or BMC Gameboard (blank graphic framework) and how to use it have remained the same. So far, the most popular change to the BMC is by Ash Maurya in his Lean Canvas. In the Lean Canvas, 4 topics (Key Partners, Key Activities, Key Resources, and Customer Relationships) are eliminated while being respectively replaced by topics such as Problem, Solution, Key Metrics, and Unfair Advantage. These changes violate the macro-logic of a business model. The Lean Canvas focuses on operationalizing the Lean Startup method which is a methodology for continuously managing highly risky (innovation) projects. However, the Lean Canvas is inadequate for Business Model Planning, Strategy, and Performance Management; the Lean Canvas does not use a business model as a unit of analysis.
Recently, I presented a list of 10 characteristics of a “great” Business Model Canvas. The traditional BMC scored a 3 (out of 10). The 10 characteristics relate to tasks especially in Business Model Planning, Strategy, and Performance Management as well as Business Model Gamification. The question, then, is: how can we “ideally” transform a good BMC to a great BMC? Ideally, we should make little or no changes to the topics of the BMC and logic of a business model. The Lean Canvas falls short of that ideal.
The presentation below shows how one can “gamificate” (turn into a game) the traditional BMC so that it meets the 10 criteria of a great Business Model Canvas.
http://goo.gl/vWnOHl
6 DIMENSIONS OF MESSAGING EFFECTIVENESSJames O'Gara
This presentation includes the actionable information you need to improve messaging across the 6 Dimensions of Messaging Effectiveness: Alignment, Relevance, Uniqueness, Consistency, Recall and Value.
In this presentation OnMessage shares specific methods and tools for assessing critical aspects of each dimension and specific steps you can take to improve the impact your messaging has in the market. The information and insight shared during this event will enable you to evaluate and answer fundamental questions like…
> How closely aligned is our messaging with our business strategy?
> Does our messaging resonate and connect with our target audience's needs?
> Is our messaging ownable and truly different than our competitors?
> How can we deliver our messaging across the organization on a more consistent basis?
> Is the message we are sending really what our target audience is hearing?
> How quickly and clearly are we communicating the value we deliver?
What your strategy professors forgot to teach youPatrick Stähler
Our strategy professors always taught us that you have to position yourself in the right industry, analyze the market or have the right core competencies. And innovation will happen in products and processes. Really?
With the classical units of analysis for strategy like industry, markets we do not understand what is happening out there in the digital area.
We need a new unit of analysis. The only constant in the digital tsunami is the job we solve for our customer. And only the business model is in the end decisive for value creation aka solving the job of the customers.
The locus of innovation in the digital age is the business model and all its elements. The business model gives us new boxes to think in an thereby breaking the barriers of our conventional thinking about products, markets or industries.
Besides the business model, we need a new process to plan in. Strategic planning does not work since it wants to predict the future. With entrepreneurial design, we do not plan the result of the process but the process itself to discover the future.
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
Venture Design Workshop: Business Model CanvasAlex Cowan
These slides support the various workshops I do and my online curriculum in two principal places:
1. Business Model Canvas Tutorial
This is a more fully articulated instructional, complete with templates: bit.ly/nicebmc.
2. Startup Sprints
This is a structured self-service for Venture Design/new venture creation: bit.ly/startupsprints.
The “Business Model Inspirator” has been designed to fuel your imagination and unleash your creativity, helping to improve your business model in Business Design projects. The tool offers a large variety of innovative business model patterns from different industries that might inspire you to think differently within your context. Start by identifying the challenges you have in your current business model and find to corresponding industry examples illustrating alternative ways of conducting your business in order to succeed.
To find out more about Orange Hills visit http://www.orangehills.de.
Why should your business exist? That is the core question to answer for any firm. The presentation shows how you find great answers to this question.
Presentation held at the Startup Camp Switzerland 2012, February 18th, Basel
Data Insights Driven Business Model InnovationPatrick Stähler
Is data the next thing? Really, or are the insights into data the next big thing?
This is my keynote at the Sights 2107 conference by the Data Insight company Squirro.
If you want to understand the power of data insights, it is important to understand the business models of Monsanto's Climate Corporation, BlackRock's Aladdin, Würth, Amadeus, Google, and others.
What will be next frontiers of data insight driven business model innovations? The war is on audio and voice. That's why Amazon, Google, Microsoft, and Apple have all launched voice recognition services. Google is the winner so far in text, pictures, and video. Who will it be for audio?
The challenge is that data insights driven business models tend to create monopolies due to the underlying economics, that raises ethical questions since without ethics eg. the control of all data from farmers and their crops is close to world domination since food is the basic of our living. So do we want to have Monsanto's Climate Corporation be the only big kid on the block?
Modelo para preenchimento de Canvas em Power Point
Basta fazer o download da apresentação, já esta em .ppt para preenchimento.
+ informações: http://www.facebook.com/pagethiagosarraf
A Business Model Canvas-KILLER. Rapidly Visualize, Prototype, and Test the 3 ...Rod King, Ph.D.
The Business Model Canvas can be considered as a graphic organizer (high level TreeMap) that shows 9 tessellated elements, tiles, or “building blocks” of an archetypal business model. Since the 2009 publication of Alexander Osterwalder and Yves Pigneur’s “Business Model Generation” book, use and popularity of the Business Model Canvas (BMC) have surged worldwide.
The BMC is enthusiastically used by entrepreneurs, startups, established businesses, and non-profit organizations as well as university students, lecturers, and selected scientists from America’s National Science Foundation program. But is the BMC efficiently being used? Is the traditional BMC a “living organism” that would evolve to a higher level or simply become extinct in the jungle of tools for Business Model Planning, Strategy, and Performance Management (BMPSPM)?
As a long-time practitioner of TRIZ (“Theory of Inventive Problem Solving”) and an avid observer of idealized systems, a particular question that interests me is this: Would the BMC evolve towards the “Ideal Final Result (IFR)” by disrupting and cannibalizing itself, that is, by becoming multi-functional while instantly using freely available and/or internal resources at little or no cost? In other words, would the BMC evolve from being “good” to being “great” as an adaptive organism?
So far, evolution regarding the graphic organizer of the BMC has been superficial: the visual structure or BMC Gameboard (blank graphic framework) and how to use it have remained the same. So far, the most popular change to the BMC is by Ash Maurya in his Lean Canvas. In the Lean Canvas, 4 topics (Key Partners, Key Activities, Key Resources, and Customer Relationships) are eliminated while being respectively replaced by topics such as Problem, Solution, Key Metrics, and Unfair Advantage. These changes violate the macro-logic of a business model. The Lean Canvas focuses on operationalizing the Lean Startup method which is a methodology for continuously managing highly risky (innovation) projects. However, the Lean Canvas is inadequate for Business Model Planning, Strategy, and Performance Management; the Lean Canvas does not use a business model as a unit of analysis.
Recently, I presented a list of 10 characteristics of a “great” Business Model Canvas. The traditional BMC scored a 3 (out of 10). The 10 characteristics relate to tasks especially in Business Model Planning, Strategy, and Performance Management as well as Business Model Gamification. The question, then, is: how can we “ideally” transform a good BMC to a great BMC? Ideally, we should make little or no changes to the topics of the BMC and logic of a business model. The Lean Canvas falls short of that ideal.
The presentation below shows how one can “gamificate” (turn into a game) the traditional BMC so that it meets the 10 criteria of a great Business Model Canvas.
http://goo.gl/vWnOHl
6 DIMENSIONS OF MESSAGING EFFECTIVENESSJames O'Gara
This presentation includes the actionable information you need to improve messaging across the 6 Dimensions of Messaging Effectiveness: Alignment, Relevance, Uniqueness, Consistency, Recall and Value.
In this presentation OnMessage shares specific methods and tools for assessing critical aspects of each dimension and specific steps you can take to improve the impact your messaging has in the market. The information and insight shared during this event will enable you to evaluate and answer fundamental questions like…
> How closely aligned is our messaging with our business strategy?
> Does our messaging resonate and connect with our target audience's needs?
> Is our messaging ownable and truly different than our competitors?
> How can we deliver our messaging across the organization on a more consistent basis?
> Is the message we are sending really what our target audience is hearing?
> How quickly and clearly are we communicating the value we deliver?
How UX Strategy can bridge the gap between brand promise and customer reality, presented by Tim Loo, Strategy Director and Partner at Foolproof, Europe's leading experience design company.
The webinar presentation was first broadcast 13 December 2011.
Practical Business Design is a method of describing your business; what it does, how it operates and what you want to achieve, all on a single Canvas page. It provides a clear, simple structure that still gives you enough detail to make informed decisions.
The Canvas can be used by:
People who want to know if their change projects are aligned with their objectives.
People who want to create a baseline model of their business to govern future change against.
This Webinar starts with the big idea to ensure a strategic and truly integrated approach for driving growth and engagement with Webinars.
Moira Vetter, CEO of Modo Modo Agency and Carol Godfrey, VP of Energy of Southwire Company, will discuss 5 fundamentals for ensuring your Webinars drive the results your organization needs. Here is a sneak peak:
1. Drawing from Key Business Strategies to Shape Webinars
2. Building Webinars into an Integrated Marketing Program
3. Content Best Practices
4. Connecting Webinar Engagement to Drive Sales Success
5. Working with IT to Integrate Webinar Data with SFA, CRM & More
Learn how to strategically integrate Webinars to fuel business growth.
The simplified electron and muon model, Oscillating Spacetime: The Foundation...RitikBhardwaj56
Discover the Simplified Electron and Muon Model: A New Wave-Based Approach to Understanding Particles delves into a groundbreaking theory that presents electrons and muons as rotating soliton waves within oscillating spacetime. Geared towards students, researchers, and science buffs, this book breaks down complex ideas into simple explanations. It covers topics such as electron waves, temporal dynamics, and the implications of this model on particle physics. With clear illustrations and easy-to-follow explanations, readers will gain a new outlook on the universe's fundamental nature.
Safalta Digital marketing institute in Noida, provide complete applications that encompass a huge range of virtual advertising and marketing additives, which includes search engine optimization, virtual communication advertising, pay-per-click on marketing, content material advertising, internet analytics, and greater. These university courses are designed for students who possess a comprehensive understanding of virtual marketing strategies and attributes.Safalta Digital Marketing Institute in Noida is a first choice for young individuals or students who are looking to start their careers in the field of digital advertising. The institute gives specialized courses designed and certification.
for beginners, providing thorough training in areas such as SEO, digital communication marketing, and PPC training in Noida. After finishing the program, students receive the certifications recognised by top different universitie, setting a strong foundation for a successful career in digital marketing.
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
Delivering Micro-Credentials in Technical and Vocational Education and TrainingAG2 Design
Explore how micro-credentials are transforming Technical and Vocational Education and Training (TVET) with this comprehensive slide deck. Discover what micro-credentials are, their importance in TVET, the advantages they offer, and the insights from industry experts. Additionally, learn about the top software applications available for creating and managing micro-credentials. This presentation also includes valuable resources and a discussion on the future of these specialised certifications.
For more detailed information on delivering micro-credentials in TVET, visit this https://tvettrainer.com/delivering-micro-credentials-in-tvet/
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
MATATAG CURRICULUM: ASSESSING THE READINESS OF ELEM. PUBLIC SCHOOL TEACHERS I...NelTorrente
In this research, it concludes that while the readiness of teachers in Caloocan City to implement the MATATAG Curriculum is generally positive, targeted efforts in professional development, resource distribution, support networks, and comprehensive preparation can address the existing gaps and ensure successful curriculum implementation.
1. ENGLISH VOCABULARY
IN
PRACTICE
BUSINESS PLAN
VIABILITY STUDY
PROFESSOR:
ARCH. RODRIGO MEJIA
2. How much detail should your business
plan contain and in what order?
What will help make it effective in communicating your
proposed or existing company's strengths and potential?
What factors must you take into consideration ?
The following presentation will give you
GENERAL GUIDE LINES to
tailor your plan.
3. ENGLISH VOCABULARY
IN
PRACTICE
BUSINESS PLAN
PLAN SUMMARY
• A brief history of your business or business concept;
• A description of your products or services with emphasis on
their distinguishing features, the market needs they will meet,
the market potential and assessment of the competition:
• How the products will be made, or services performed;
• An outline of your management team's experience and talent;
• A summary of your financial projections; and
• How much money you are seeking, in what form, for what
purpose and how it will be repaid.
SEE REFERENCE WORD DOCUMENT: VIABILITY STUDY.docx
4.
5. ENGLISH VOCABULARY
IN
PRACTICE
BUSINESS PLAN
WHAT ARE THE 9 BUILDING BLOCKS
GO TO VIDEO: http://www.youtube.com/watch?v=2FumwkBMhLo
6. ENGLISH VOCABULARY
IN
PRACTICE
BUSINESS PLAN
HOW TO UNDERSTAND YOUR BUSINESS PLAN
Image taken from Osterwalderbusinessmodel.pdf – Edited in Picasa 3 by Rodrigo Mejia
7. Images taken from Osterwalderbusinessmodel.pdf – Edited in Picasa 3 by Rodrigo Mejia
8. Image taken from Osterwalderbusinessmodel.pdf – Edited in Picasa 3 by Rodrigo Mejia
9. ENGLISH VOCABULARY
IN
PRACTICE
BUSINESS PLAN
ASK YOURSELF: CUSTOMER SEGMENT
VALUE PROPOSITION
CHANNELS
CUSTOMER RELATIONS
For whom are we creating value? REVENUE STREAMS
KEY RESOURCES
KEY ACTIVITIES
Who are our most important customers? KEY PARTNERS
COST STRUCTURE
10. ENGLISH VOCABULARY
IN
PRACTICE
BUSINESS PLAN
ASK YOURSELF: CUSTOMER SEGMENT
What value do we deliver to the customer? VALUE PROPOSITION
Which one of our customer’s problems are we
helping to solve? CHANNELS
What bundles of products and services are we CUSTOMER RELATIONS
offering to each Customer Segment?
Which customer needs are we satisfying? REVENUE STREAMS
KEY RESOURCES
characteristics
KEY ACTIVITIES
Newness Cost Reduction
Performance Risk Reduction
KEY PARTNERS
Customization Accessibility
“Getting the Job Done” Convenience/Usability COST STRUCTURE
Design
Brand/Status
Price
11. ENGLISH VOCABULARY
IN
PRACTICE
BUSINESS PLAN
ASK YOURSELF: CUSTOMER SEGMENT
Through which Channels do our Customer VALUE PROPOSITION
Segments want to be reached?
How are we reaching them now? CHANNELS
How are our Channels integrated? CUSTOMER RELATIONS
Which ones work best?
Which ones are most cost-efficient? REVENUE STREAMS
How are we integrating them with customer routines?
KEY RESOURCES
channel phases: KEY ACTIVITIES
1. Awareness
2. Evaluation KEY PARTNERS
3. Purchase
4. Delivery COST STRUCTURE
5. After sales
12. ENGLISH VOCABULARY
IN
PRACTICE
BUSINESS PLAN
ASK YOURSELF: CUSTOMER SEGMENT
What type of relationship does each of our VALUE PROPOSITION
Customer Segments expect us to establish and
maintain with them? CHANNELS
Which ones have we established? CUSTOMER RELATIONS
How are they integrated with the rest of our
business model? REVENUE STREAMS
How costly are they?
KEY RESOURCES
examples
Personal assistance KEY ACTIVITIES
Dedicated Personal Assistance
Self-Service KEY PARTNERS
Automated Services
Communities COST STRUCTURE
Co-creation
13. ENGLISH VOCABULARY
IN
PRACTICE
BUSINESS PLAN
ASK YOURSELF: CUSTOMER SEGMENT
For what value are our customers really willing VALUE PROPOSITION
to pay?
For what do they currently pay? CHANNELS
How are they currently paying? CUSTOMER RELATIONS
How would they prefer to pay?
How much does each Revenue Stream REVENUE STREAMS
contribute to overall revenues?
KEY RESOURCES
types: fixed pricing
Asset sale List Price KEY ACTIVITIES
Usage fee Product feature dependent
Subscription Fees Customer segment dependent KEY PARTNERS
Lending/Renting/Leasing Volume dependent
Licensing COST STRUCTURE
Brokerage fees dynamic pricing
Advertising Negotiation( bargaining)
Yield Management
Real-time-Market
14. ENGLISH VOCABULARY
IN
PRACTICE
BUSINESS PLAN
ASK YOURSELF: CUSTOMER SEGMENT
What Key Resources do our Value Propositions require? VALUE PROPOSITION
Our Distribution Channels?
Customer Relationships? CHANNELS
Revenue Streams? CUSTOMER RELATIONS
types of resources REVENUE STREAMS
Physical
Intellectual (brand patents, copyrights, data) KEY RESOURCES
Human
Financial KEY ACTIVITIES
KEY PARTNERS
COST STRUCTURE
15. ENGLISH VOCABULARY
IN
PRACTICE
BUSINESS PLAN
ASK YOURSELF: CUSTOMER SEGMENT
VALUE PROPOSITION
What Key Activities do our Value Propositions
require? CHANNELS
Our Distribution Channels?
CUSTOMER RELATIONS
Customer Relationships?
Revenue streams? REVENUE STREAMS
KEY RESOURCES
categories
Production KEY ACTIVITIES
Problem Solving
Platform/Network KEY PARTNERS
COST STRUCTURE
16. ENGLISH VOCABULARY
IN
PRACTICE
BUSINESS PLAN
ASK YOURSELF: CUSTOMER SEGMENT
VALUE PROPOSITION
Who are our Key Partners?
Who are our key suppliers? CHANNELS
Which Key Resources are we acquiring from partners?
CUSTOMER RELATIONS
Which Key Activities do partners perform?
REVENUE STREAMS
KEY RESOURCES
motivations for partnerships:
Optimization and economy KEY ACTIVITIES
Reduction of risk and uncertainty
Acquisition of particular resources and activities KEY PARTNERS
COST STRUCTURE
17. ENGLISH VOCABULARY
IN
PRACTICE
BUSINESS PLAN
ASK YOURSELF: CUSTOMER SEGMENT
VALUE PROPOSITION
What are the most important costs inherent in our business model?
Which Key Resources are most expensive? CHANNELS
Which Key Activities are most expensive?
CUSTOMER RELATIONS
REVENUE STREAMS
is your business more: KEY RESOURCES
Cost Driven (leanest cost structure, low price value proposition,
maximum automation, extensive outsourcing) KEY ACTIVITIES
Value Driven ( focused on value creation, premium value proposition)
KEY PARTNERS
sample characteristics:
Fixed Costs (salaries, rents, utilities) COST STRUCTURE
Variable costs
Economies of scale
Economies of scope
18. REFERENCES:
Concept of the 9 Building Blocks - http://alexosterwalder.com/
Business Plan Appendix B –
http://www.ildceo.net/NR/rdonlyres/C14C9C44-C30D-46C9-96CC-7F2912DC7C06/0/bizplan.pdf
Is my business idea viable? - http://www.startups.co.uk/is-my-business-idea-viable.html
Business Model Canvas - http://www.businessmodelgeneration.com/canvas