This document provides an introduction to a course on business model design. It begins with some introductory questions about why some organizations are more successful than others. It then outlines the objectives and topics that will be covered in the course, including defining business models, analyzing models using the Business Model Canvas framework, and exploring each of the 9 blocks of the canvas using case studies. The document provides an agenda for the course and table of contents for the topics to be presented.
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.
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.
Cinema and Industry Alliance for Knowledge and Learning II Module – Market Research in Media Arts and Entertainment. Co-financed by the European Commission.
The Future of Higher Education in the Digital EraAdrian J. Ebsary
The future of universities is a popular topic in higher education and visions of how higher education will adapt to the digital era abound. The only certainty amongst the wealth of predictions is that post-secondary institutions are on the brink of a massive disruption; the earliest signs of the popping economic bubble of higher education are evident in the United States, which will surely spread to markets with less competition worldwide. In this presentation, I'll take you through some of the major predictions from futurists and experts about how universities will evolve in the coming decade. From à la carte degrees, to gamified online education, to the dissociation of research and teaching, to innovative digital marketing tactics, university professionals of tomorrow will have to contend with altered funding and new demands from students.
Classes "à l'envers" ? Et si c’était simplement Enseigner et Apprendre à l’...Marcel Lebrun
Conférence d'ouverture donnée à l'occasion du 4ème Sommet de l'iPad et du numérique en éducation (Colloque International des TICe en éducation, Montréal, 5 et 6 mai 2016) organisé par le CRIFPE (Chaire de recherche du Canada sur les technologies en éducation).
Apparues dans le jargon pédagogique il y a quelques années seulement, les classes inversées constituent aujourd’hui un véritable tsunami dans le monde de la formation de l’école primaire à la formation continue. Nous les voyons à la confluence de plusieurs courants tumultueux : celui des objectifs de l’éducation devenus référentiels de compétences, celui des méthodes dites actives rendant enfin l’étudiant ou l’élève acteur et auteur de ses apprentissages et finalement celui de la « numérisation de l’école » entre virage pédagogique et mirage technologique. Au-delà de cette cohérence potentielle seulement, nombreuses sont les questions : quel avenir pour cette « innovation » confrontée aux murailles des citadelles des savoirs davantage enclines à la fossilisation des pratiques qu’à l’émancipation espérée de l’éducation 2.0? Quelle « formation » tout au long de la vie et quels rôles pour les enseignants dans un monde où les savoirs sont dorénavant externalisés hors les murs de l’école et où ils seront davantage animateurs sociocognitifs ou curateurs dans des communautés d’apprentissage que récitants ex cathedra de savoirs aseptisés et somme toute peu transférables aux contextes socioprofessionnels en mutation rapide? Le numérique, tout comme les outils fabriqués depuis la nuit des temps par l’humanité, nous rend plus libre, mais nous condamne à devenir intelligents ... assistons-nous à une nouvelle renaissance?
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.
Cinema and Industry Alliance for Knowledge and Learning II Module – Market Research in Media Arts and Entertainment. Co-financed by the European Commission.
The Future of Higher Education in the Digital EraAdrian J. Ebsary
The future of universities is a popular topic in higher education and visions of how higher education will adapt to the digital era abound. The only certainty amongst the wealth of predictions is that post-secondary institutions are on the brink of a massive disruption; the earliest signs of the popping economic bubble of higher education are evident in the United States, which will surely spread to markets with less competition worldwide. In this presentation, I'll take you through some of the major predictions from futurists and experts about how universities will evolve in the coming decade. From à la carte degrees, to gamified online education, to the dissociation of research and teaching, to innovative digital marketing tactics, university professionals of tomorrow will have to contend with altered funding and new demands from students.
Classes "à l'envers" ? Et si c’était simplement Enseigner et Apprendre à l’...Marcel Lebrun
Conférence d'ouverture donnée à l'occasion du 4ème Sommet de l'iPad et du numérique en éducation (Colloque International des TICe en éducation, Montréal, 5 et 6 mai 2016) organisé par le CRIFPE (Chaire de recherche du Canada sur les technologies en éducation).
Apparues dans le jargon pédagogique il y a quelques années seulement, les classes inversées constituent aujourd’hui un véritable tsunami dans le monde de la formation de l’école primaire à la formation continue. Nous les voyons à la confluence de plusieurs courants tumultueux : celui des objectifs de l’éducation devenus référentiels de compétences, celui des méthodes dites actives rendant enfin l’étudiant ou l’élève acteur et auteur de ses apprentissages et finalement celui de la « numérisation de l’école » entre virage pédagogique et mirage technologique. Au-delà de cette cohérence potentielle seulement, nombreuses sont les questions : quel avenir pour cette « innovation » confrontée aux murailles des citadelles des savoirs davantage enclines à la fossilisation des pratiques qu’à l’émancipation espérée de l’éducation 2.0? Quelle « formation » tout au long de la vie et quels rôles pour les enseignants dans un monde où les savoirs sont dorénavant externalisés hors les murs de l’école et où ils seront davantage animateurs sociocognitifs ou curateurs dans des communautés d’apprentissage que récitants ex cathedra de savoirs aseptisés et somme toute peu transférables aux contextes socioprofessionnels en mutation rapide? Le numérique, tout comme les outils fabriqués depuis la nuit des temps par l’humanité, nous rend plus libre, mais nous condamne à devenir intelligents ... assistons-nous à une nouvelle renaissance?
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.
Aposteris any piece of printed paper designed to be attached to a wall or vertical surface.
Types of poster designs
•Propaganda and political posters
•Movie posters
•Travel posters
•Event posters
•Educational posters.
Guidelines
•Important information should be readable from about 10 feet away
•Title is short and draws interest
•Word count of about 300 to 800 words
•Text is clear and to the point
•Use of bullets, numbering, and headlines make it easy to read
•Effective use of graphics, colour and fonts
•Consistent and clean layout
•Includes acknowledgments, your name and institutional affiliation
A business model has 5 parts
Canvas
patterns
design
strategy
process
this presentation is about the canvas part of the business model generation By Manpreet singh digital
This was my lecture on Startup Safary Budapest on 20 - 21 April 2017. My aim was to introduce the Business Model Canvas and how it can be an instrument to generate, work out and evaluate innovative ideas.
Intro to Product Management and Business Model Canvas (BMC)Mulyadi Oey
A set of slides that I had used to describe what Product Management in general is and how to utilize Business Model Canvas (BMC) to help organizations / startups in finding their product-market fit.
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.
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).
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
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.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
[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
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
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
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.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
2. INTRODUCTION TO
BUSINESS MODEL
DESIGN
Module: Value Proposition and Business
Model Design
Lecturer: [Insert name]
Date: [Insert date]
PRESENTATION SUPPORTED BY
[Insert your
logo here]
3. 3
[Insert your
logo here]
Do we really understand why some
organisations are more successful than others?
How did Apple become such a high valued company?
Why is Microsoft still the market leader in operating systems if Apple
products and their software are better?
How is it possible that some start-ups can disrupt entire industries while
the market leaders cannot do anything against it?
Just some of the question we should know an answer for …
4. 4
[Insert your
logo here]
In this course you will gain knowledge about
social entrepreneurship and social entrepreneurs
By the end of this session you should be
able:
• to define what a business model is and
define its importance in today’s business
environment
• to name each building block of the Business
Model Canvas and describe different
characterisations each building block can
have
• to analyse existing and develop new
business models using the Business Model
Canvas, if sufficient information on the
context of the business is available
This is a very hands on course!
Each lecture we will take one of
the 9 building blocks of the most
used business model framework
and use 2 cases to explore the
building block in detail. Applying
your learnings from the previous
weeks, you will analyse 2
additional cases at the end of the
course from A to Z.
5. 5
[Insert your
logo here]
Table of Contents
• DEFINITION of the
business model term1
• Business model
FRAMEWORKS2
• The BUSINESS MODEL
CANVAS3
6. 6
[Insert your
logo here]
A business model is defined
as the rationale
of how an organization
creates and delivers value
to its customers
and captures value in return
Defining the term business model
7. 7
[Insert your
logo here]
Overview of business model frameworks (1/2)
Source Components #
Horowitz (1996) Price, product, distribution, organizational characteristics, and technology 5
Viscio and Pasternak (1996) Global core, governance, business units, services, and linkages 5
Timmers (1998) Product/service/information flow architecture, business actors and roles, actor
benefits, revenue sources, and marketing strategy
5
Markides (1999) Product innovation, customer relationship, infrastructure management, and financial
aspects
4
Donath (1999) Customer understanding, marketing tactics, corporate governance, and
intranet/extranet capabilities
5
Chesbrough and Rosenbaum
(2000)
Value proposition, target markets, internal value chain structure, cost structure and
profit model, value network, and competitive strategy
6
Gordijn et al. (2001) Actors, market segments, value offering, value activity, stakeholder network, value
interfaces, value ports, and value exchanges
8
Linder and Cantrell (2001) Pricing model, revenue model, channel model, commerce process model, Internet-
enabled commerce relationship, organizational form, and value proposition
8
Petrovic et al. (2001) Value model, resource model, production model, customer relations model, revenue
model, capital model, and market model
7
8. 8
[Insert your
logo here]
Overview of business model frameworks (2/2)
Source Components #
Horowitz (1996) Price, product, distribution, organizational characteristics, and technology 5
Viscio and Pasternak (1996) Global core, governance, business units, services, and linkages 5
Timmers (1998) Product/service/information flow architecture, business actors and roles, actor
benefits, revenue sources, and marketing strategy
5
Markides (1999) Product innovation, customer relationship, infrastructure management, and financial
aspects
4
Donath (1999) Customer understanding, marketing tactics, corporate governance, and
intranet/extranet capabilities
5
Chesbrough and Rosenbaum
(2000)
Value proposition, target markets, internal value chain structure, cost structure and
profit model, value network, and competitive strategy
6
Gordijn et al. (2001) Actors, market segments, value offering, value activity, stakeholder network, value
interfaces, value ports, and value exchanges
8
Linder and Cantrell (2001) Pricing model, revenue model, channel model, commerce process model, Internet-
enabled commerce relationship, organizational form, and value proposition
8
Petrovic et al. (2001) Value model, resource model, production model, customer relations model, revenue
model, capital model, and market model
7
11. 11
[Insert your
logo here]
The Business Model Canvas (BMC)
The canvas tries to
describe the
infrastructure (how),
the offering (what),
the customers (who)
and the finances
(how much)
14. 14
[Insert your
logo here]
The next weeks
Each week we will explore
the 9 building blocks of the
business model canvas one
after another.
We will do so, by discussing
two companies and what. Your job is it to conduct EXTENSIVE research
on both companies so that we can start
analysing them in the next session
16. BMC01 – CUSTOMER
SEGMENTS
Module: Value Proposition and Business
Model Design
Lecturer: [Insert name]
Date: [Insert date]
PRESENTATION SUPPORTED BY
[Insert your
logo here]
17. 17
[Insert your
logo here]
A short reminder:
The Business Model Canvas (BMC)
The canvas tries to
describe the
infrastructure (how),
the offering (what), the
customers (who) and
the finances (how
much)
19. 19
[Insert your
logo here]
Customer segments
Key Questions:
• For whom are we creating value?
• Who are our most important customers?
Potential characteristics
• Mass Market
• Niche Market
• Segmented
• Diversified
• Multi-sided Platform
20. 20
[Insert your
logo here]
Task: find at least three examples for each of the
potential characteristics outlined on the previous slide
21. 21
[Insert your
logo here]
Lets take a closer look!
Describe in detail the customer segments
of the following companies:
Create groups, get up your chairs and using Post-it notes,
flipcharts/flip chart paper put on the wall, whiteboards or whatever
available to work in a more dynamic setting.
25. BMC02 – VALUE
PROPOSITION
Module: Value Proposition and Business
Model Design
Lecturer: [Insert name]
Date: [Insert date]
PRESENTATION SUPPORTED BY
[Insert your
logo here]
26. 26
[Insert your
logo here]
A short reminder:
The Business Model Canvas (BMC)
The canvas tries to
describe the
infrastructure (how),
the offering (what), the
customers (who) and
the finances (how
much)
28. 28
[Insert your
logo here]
Value proposition
Key questions:
• What value do we deliver to the customer?
• Which one of our customer’s problems are we helping to solve?
• What bundles of products and services are we offering to each
Customer Segment?
• Which customer needs are we satisfying?
Potential characteristics
• Newness
• Performance
• Customization
• “Getting the Job Done”
• Design
• Brand/Status
• Price
• Cost Reduction
• Risk Reduction
• Accessibility
• Convenience
/Usability
29. 29
[Insert your
logo here]
Task: find at least one example for each of the
potential characteristics outlined on the previous slide
30. 30
[Insert your
logo here]
Lets take a closer look!
Describe in detail the value proposition
of the following companies:
Create groups, get up your chairs and using Post-it notes,
flipcharts/flip chart paper put on the wall, whiteboards or whatever
available to work in a more dynamic setting.
34. BMC03 – CHANNELS
Module: Value Proposition and Business
Model Design
Lecturer: [Insert name]
Date: [Insert date]
PRESENTATION SUPPORTED BY
[Insert your
logo here]
35. 35
[Insert your
logo here]
A short reminder:
The Business Model Canvas (BMC)
The canvas tries to
describe the
infrastructure (how),
the offering (what), the
customers (who) and
the finances (how
much)
37. 37
[Insert your
logo here]
Channels
Key questions:
• 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?
38. 38
[Insert your
logo here]
Channels
Channel phases:
• Awareness - How do we raise awareness about our company’s
products and services?
• Evaluation - How do we help customers evaluate our organization’s
Value Proposition?
• Purchase - How do we allow customers to purchase specific
products and services?
• Delivery - How do we deliver a Value Proposition to customers?
• After sales - How do we provide post-purchase customer support?
39. 39
[Insert your
logo here]
Lets take a closer look!
Describe in detail the channels used by
of the following companies:
Create groups, get up your chairs and using Post-it notes,
flipcharts/flip chart paper put on the wall, whiteboards or whatever
available to work in a more dynamic setting.
43. BMC04 – CUSTOMER
RELATIONSHIPS
Module: Value Proposition and Business
Model Design
Lecturer: [Insert name]
Date: [Insert date]
PRESENTATION SUPPORTED BY
[Insert your
logo here]
44. 44
[Insert your
logo here]
A short reminder:
The Business Model Canvas (BMC)
The canvas tries to
describe the
infrastructure (how),
the offering (what), the
customers (who) and
the finances (how
much)
46. 46
[Insert your
logo here]
Customer relationships
Key questions
• What type of relationship does each of our Customer
• Segments expect us to establish and maintain with them?
• Which ones have we established?
• How are they integrated with the rest of our business model?
• How costly are they?
Examples
• Personal assistance
• Dedicated Personal Assistance
• Self-Service
• Automated Services
• Communities
• Co-creation
47. 47
[Insert your
logo here]
Task: find at least two examples for each of the
potential characteristics outlined on the previous
slide
48. 48
[Insert your
logo here]
Lets take a closer look!
Describe in detail the customer relationships
of the following companies:
Create groups, get up your chairs and using Post-it notes,
flipcharts/flip chart paper put on the wall, whiteboards or whatever
available to work in a more dynamic setting.
52. BMC05 – REVENUE
STREAMS
Module: Value Proposition and Business
Model Design
Lecturer: [Insert name]
Date: [Insert date]
PRESENTATION SUPPORTED BY
[Insert your
logo here]
53. 53
[Insert your
logo here]
A short reminder:
The Business Model Canvas (BMC)
The canvas tries to
describe the
infrastructure (how),
the offering (what), the
customers (who) and
the finances (how
much)
55. 55
[Insert your
logo here]
Customer relationships
Key questions
• 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?
Types:
• Asset sale
• Usage fee
• Subscription Fees
• Lending/Renting/Leasing
• Licensing
• Brokerage fees
• Advertising
57. 57
[Insert your
logo here]
Lets take a closer look!
Describe in detail the revenue streams
of the following companies:
Create groups, get up your chairs and using Post-it notes,
flipcharts/flip chart paper put on the wall, whiteboards or whatever
available to work in a more dynamic setting.
61. BMC06 – KEY
RESOURCES
Module: Value Proposition and Business
Model Design
Lecturer: [Insert name]
Date: [Insert date]
PRESENTATION SUPPORTED BY
[Insert your
logo here]
62. 62
[Insert your
logo here]
A short reminder:
The Business Model Canvas (BMC)
The canvas tries to
describe the
infrastructure (how),
the offering (what), the
customers (who) and
the finances (how
much)
64. 64
[Insert your
logo here]
Key resources
Key questions
• What Key Resources do our Value Propositions require?
• Our Distribution Channels? Customer Relationships?
• Revenue Streams?
Types of resources
• Physical
• Intellectual (brand patents, copyrights, data)
• Human
• Financial
65. 65
[Insert your
logo here]
Task: find at least two examples for companies
which are primary depending on each of the
resource types
66. 66
[Insert your
logo here]
Lets take a closer look!
Describe in detail the key resources
of the following companies:
Create groups, get up your chairs and using Post-it notes,
flipcharts/flip chart paper put on the wall, whiteboards or whatever
available to work in a more dynamic setting.
70. BMC07 – KEY
ACTIVITIES
Module: Value Proposition and Business
Model Design
Lecturer: [Insert name]
Date: [Insert date]
PRESENTATION SUPPORTED BY
[Insert your
logo here]
71. 71
[Insert your
logo here]
A short reminder:
The Business Model Canvas (BMC)
The canvas tries to
describe the
infrastructure (how),
the offering (what), the
customers (who) and
the finances (how
much)
73. 73
[Insert your
logo here]
Customer relationships
Key questions
• What Key Activities do our Value Propositions require?
• Our Distribution Channels?
• Customer Relationships?
• Revenue streams?
Categories
• Production
• Problem Solving
• Platform/Network
75. 75
[Insert your
logo here]
Lets take a closer look!
Describe in detail the key activities
of the following companies:
Create groups, get up your chairs and using Post-it notes,
flipcharts/flip chart paper put on the wall, whiteboards or whatever
available to work in a more dynamic setting.
79. BMC08 – KEY
PARTNERSHIPS
Module: Value Proposition and Business
Model Design
Lecturer: [Insert name]
Date: [Insert date]
PRESENTATION SUPPORTED BY
[Insert your
logo here]
80. 80
[Insert your
logo here]
A short reminder:
The Business Model Canvas (BMC)
The canvas tries to
describe the
infrastructure (how),
the offering (what), the
customers (who) and
the finances (how
much)
82. 82
[Insert your
logo here]
Customer relationships
Key questions
• Who are our Key Partners?
• Who are our key suppliers?
• Which Key Resources are we acquiring from partners?
• Which Key Activities do partners perform?
Motivations for partnerships:
• Optimization and economy
• Reduction of risk and uncertainty
• Acquisition of particular resources and activities
84. 84
[Insert your
logo here]
Lets take a closer look!
Describe in detail the key partnerships
of the following companies:
Create groups, get up your chairs and using Post-it notes,
flipcharts/flip chart paper put on the wall, whiteboards or whatever
available to work in a more dynamic setting.
88. BMC09 – COST
STRUCTURE
Module: Value Proposition and Business
Model Design
Lecturer: [Insert name]
Date: [Insert date]
PRESENTATION SUPPORTED BY
[Insert your
logo here]
89. 89
[Insert your
logo here]
A short reminder:
The Business Model Canvas (BMC)
The canvas tries to
describe the
infrastructure (how),
the offering (what), the
customers (who) and
the finances (how
much)
91. 91
[Insert your
logo here]
Customer relationships
Key questions
• What are the most important costs inherent in our business model?
• Which Key Resources are most expensive?
• Which Key Activities are most expensive?
Is your business more:
• Cost Driven (leanest cost structure, low price value proposition,
maximum automation, extensive outsourcing)
• Value Driven (focused on value creation, premium value proposition)
Sample characteristics:
• Fixed Costs (salaries, rents, utilities)
• Variable costs
• Economies of scale
• Economies of scope
93. 93
[Insert your
logo here]
Lets take a closer look!
Describe in detail the cost structure
of the following companies:
Create groups, get up your chairs and using Post-it notes,
flipcharts/flip chart paper put on the wall, whiteboards or whatever
available to work in a more dynamic setting.
97. BUSINESS MODEL
CASES
Module: Value Proposition and Business
Model Design
Lecturer: [Insert name]
Date: [Insert date]
PRESENTATION SUPPORTED BY
[Insert your
logo here]
98. 98
[Insert your
logo here]
The bigger picture
Having separately analyse
each component of Google’s
and Walt Disney’s business
model, it is time to look at
the bigger picture.
99. 99
[Insert your
logo here]
The bigger picture
It is now your task to
analyse the business model
as a whole and develop new
business model which
Google resp. Walt Disney
could implement in the
future.
100. 10
0
[Insert your
logo here]
The bigger picture
To do so, split in groups and
hang the business model
canvas on the wall
(including all your results
from the previous sessions)
and develop different
scenarios for future
business models.
101. 10
1
[Insert your
logo here]
The bigger picture
Evaluate each scenario and
present your results later in
front of the other groups
(there you also have to
detail which criteria you
used to evaluate the.