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.
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
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?
Start a Business with Business Model CanvasPanji Prabowo
Materi ini disampaikan di Techno Entrepreneur Club pada 29 September 2012.
tentang bagaimana start-up atau pebisnis mula memanfaatkan business model canvas untuk menuangkan idenya.
14 Tips to Entrepreneurs to start the Right StuffPatrick Stähler
14 tips for Entrepreneurs how they can develop from an idea the Right Thing. The Right is being loved by your customers, gives meaning to you and employees and is profitable. Finding and later doing the Right Thing is an agile and iterative learning journey. With these 14 tips you can profit from the experience of successful entrepreneurs since you do not have to experience and fail by yourself. Hopefully, the slide deck helps other entrepreneurs.
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.
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
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?
Start a Business with Business Model CanvasPanji Prabowo
Materi ini disampaikan di Techno Entrepreneur Club pada 29 September 2012.
tentang bagaimana start-up atau pebisnis mula memanfaatkan business model canvas untuk menuangkan idenya.
14 Tips to Entrepreneurs to start the Right StuffPatrick Stähler
14 tips for Entrepreneurs how they can develop from an idea the Right Thing. The Right is being loved by your customers, gives meaning to you and employees and is profitable. Finding and later doing the Right Thing is an agile and iterative learning journey. With these 14 tips you can profit from the experience of successful entrepreneurs since you do not have to experience and fail by yourself. Hopefully, the slide deck helps other entrepreneurs.
Focus is on the process of creating a crisp and concise value proposition for your start-up. Learn how to answer the essential question, “what is the value you bring to your customers?” without getting into the details of your technology.
Formulating a good value proposition is an essential step for any start-up and lies at the core of many of the other tools entrepreneurs need to develop, such as market analysis, business modeling, finding funding and delivering an investor or customer pitch.
The resources below offer a foundation upon which you can build your knowledge and skills in these areas.
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.
Customer centric business model approach starting with Why
Business Model Zen is business modeling methodology that builds upon the disciplines of customer orientation, strategic thinking and loop learning by execution. It is consolidation of the various researches on business models, since 2009, into the form of essential methodologies and toolkits. Business Model Zen provides a single logical frame where a business is systematically modeled and proactively managed, from idea to design and execution.
If you already have any of below questions,
then you should consider Business Model Zen.
- How can I do business things right with right things?
- How can I produce great business ideas?
- How can I make my business model much more divergent?
- How can I use significant innovation methods all together easily?
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.
Disegnare il proprio business: Business model canvas di Daniele Radici (24 11...FaberLab
L'intervento di Daniele Radici al Faberlab dedicato alle tecniche di Business Design-
«Ho capito – racconta ancora il libero professionista – quanto sia spesso difficile misurare la validità di un progetto ascoltando semplicemente la voce innamorata dell’imprenditore che lo ha ideato. La vera sfida è che quel progetto porti valore a qualcuno e per capire se può decollare oppure no, è necessario portarlo a terra, misurarlo con intelligenza».
L’opposto del “segui il cuore”, per intenderci. «Un ottimo strumento per far questo è il Business Model Canvas, che con Crispy ho iniziato ad usare nelle startup. La validità di questo strumento sta nel fatto che rende visiva un’idea e la pone sotto stress. L’imprenditore deve così farsi delle domande, considerare delle ipotesi e poi validarle “uscendo dall’ufficio” (get out of the building, come si dice in gergo) e confrontandosi con ciò che fino ad un minuto prima aveva su carta». A questo punto due sono le reazioni possibili: o si cerca di adeguare il modello di business ascoltando la reazione del mercato, oppure si rimane fermi nella propria posizione, mantenendo una visione personale che però è molto rischiosa.
What is a Business Model? Why is it important? Explained in a simple and useful way so to better understand the world we live in.
We are spreading the word about business model innovation in Italy
http://hugowiz.it
This virtual simulation program was developed to help airline management teams understand competitive market dynamics and improve problem solving and decision-making skills.
Find out more at: http://www.iata.org/airline-business-simulation
Focus is on the process of creating a crisp and concise value proposition for your start-up. Learn how to answer the essential question, “what is the value you bring to your customers?” without getting into the details of your technology.
Formulating a good value proposition is an essential step for any start-up and lies at the core of many of the other tools entrepreneurs need to develop, such as market analysis, business modeling, finding funding and delivering an investor or customer pitch.
The resources below offer a foundation upon which you can build your knowledge and skills in these areas.
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.
Customer centric business model approach starting with Why
Business Model Zen is business modeling methodology that builds upon the disciplines of customer orientation, strategic thinking and loop learning by execution. It is consolidation of the various researches on business models, since 2009, into the form of essential methodologies and toolkits. Business Model Zen provides a single logical frame where a business is systematically modeled and proactively managed, from idea to design and execution.
If you already have any of below questions,
then you should consider Business Model Zen.
- How can I do business things right with right things?
- How can I produce great business ideas?
- How can I make my business model much more divergent?
- How can I use significant innovation methods all together easily?
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.
Disegnare il proprio business: Business model canvas di Daniele Radici (24 11...FaberLab
L'intervento di Daniele Radici al Faberlab dedicato alle tecniche di Business Design-
«Ho capito – racconta ancora il libero professionista – quanto sia spesso difficile misurare la validità di un progetto ascoltando semplicemente la voce innamorata dell’imprenditore che lo ha ideato. La vera sfida è che quel progetto porti valore a qualcuno e per capire se può decollare oppure no, è necessario portarlo a terra, misurarlo con intelligenza».
L’opposto del “segui il cuore”, per intenderci. «Un ottimo strumento per far questo è il Business Model Canvas, che con Crispy ho iniziato ad usare nelle startup. La validità di questo strumento sta nel fatto che rende visiva un’idea e la pone sotto stress. L’imprenditore deve così farsi delle domande, considerare delle ipotesi e poi validarle “uscendo dall’ufficio” (get out of the building, come si dice in gergo) e confrontandosi con ciò che fino ad un minuto prima aveva su carta». A questo punto due sono le reazioni possibili: o si cerca di adeguare il modello di business ascoltando la reazione del mercato, oppure si rimane fermi nella propria posizione, mantenendo una visione personale che però è molto rischiosa.
What is a Business Model? Why is it important? Explained in a simple and useful way so to better understand the world we live in.
We are spreading the word about business model innovation in Italy
http://hugowiz.it
This virtual simulation program was developed to help airline management teams understand competitive market dynamics and improve problem solving and decision-making skills.
Find out more at: http://www.iata.org/airline-business-simulation
Design Thinking and Business Model Innovation at SAP - From Efficiency to Inn...Tobias Schimmer
How Design Thinking and Business Model Innovation approaches changed the way new business models around new products and services are designed, tested and implemented at SAP including the roots in the company's DNA, Lean and Agile.
Model Behavior: Exploring Business Model Innovation for SustainabilitySustainable Brands
What is business model innovation? How does it impact sustainability? Which models are disrupting industries, beyond car sharing and distributed energy? A new research report, Model Behavior: 20 Business Model Innovations for Sustainability, released by SustainAbility earlier this year, brings clarity to this oft-hyped space and identifies and analyzes 20 emerging business model innovations that are having a positive social or environmental impact.
Mark Lee, Executive Director of SustainAbility, and Lindsay Clinton, Senior Manager in SustainAbility's New York office, who led and co-authored the research, will host this webinar to share research findings and engage in a discussion about business model innovation.
Warum wir im Bau lernen müssen, die Menschen zu lieben und nicht unsere TechnikPatrick Stähler
Im Bau haben wir grandiose Technologien. Wir haben Ventilatoren, die am physikalischen Wirkungslimit arbeiten. Nur wird diese Technik suboptimal eingebaut und ist für die Bewohner häufig nicht verständlich regelbar. Wir brauchen nicht nur Topprodukte, sondern Produkte die top im Alltag funktionieren und sich an den Menschen anpassen und nicht umgekehrt.
Wie können Gründer aus ihrer Idee ein tragfähiges Geschäftsmodell entwicklen? Welche Elemente braucht es für ein Geschäftsmodell, das auch funktioniert? Wie sieht der Prozess aus, um von einer Idee ein kundenzentriertes Geschäft zu bauen? Wie kann ich mein Produkt im Markt testen? Oder besser, wie kann ich meine grundlegenden Annahmen hinter meinem Geschäftsmodell (Value Proposition, Vertriebskanäle, Produkt) testen?
Die Folien basieren auf dem Buch "Das Richtige gründen: Werkzeugkasten für Unternehmer".
Unlike the past where technology innovation was the primary driver of startup creation, in the last ten years, it has frequently been innovation in new business models that has caused the disruption to create the opening for new companies. This presentation by David Skok of Matrix Partners looks in depth at the key business model changes that are causing disruption in the B2B space.
Building the Retail Business-Opportunities and Challengesolu_akanmu
The thoughts here could apply to retail bankin or any form of retail consumer service business. Also visit my blog http://olusfile.blogspot.com for more insightful essaysg
From CRM to CEM – monetizing real loyaltyRainer Uphoff
Customer Experience Management (CEM) Keynote at the New York Loyalty Marketing and FFP Spring 2011 Conference, by Rainer Uphoff
See also blog entry:
http://ourpax.com/tools/from-crm-to-cem-monetizing-real-loyalty/
or
http://ourpax.com
Cavalletti Communications (www.cavacom.biz) and MROI (www.mroi.com.au) presentation at BNI All About Business (www.allaboutbusiness.org.au) in 2012.
Find out how we can help you grow your business:
Tel: +61 (0)415 273 272
Email: daniela@cavacom.biz
www.cavacom.biz
[IT1004: tutorial 2] Priceline Case Presentation By Group AKelvin Tay
Priceline case presentation, prepared by Grace Ong, Ian Gobardja, Chooi Wei Ling, Jolene Lim & Dorlisa Song.
Uploaded with kind permission from the abovementioned authors.
Cost and Pricing
Discuss the importance of pricing decisions in the short and long term
- Understand why we should always begin with cost estimation and
understand the relationship between costing and pricing decisions.
- Learn how to differentiate and calculate the different types of costs
- Identify different pricing strategies for Goods and services.
- Apply different pricing strategies with a focus on three main bases of
pricing (Costs, customized/freelancing and Value).
- Practice different strategies using examples and case studies
This lecture provides practical tips on how to prepare to enter the marketplace with your product. It is relevant for all start-ups that are still in a development phase and contemplating the various pieces that need to be in place for product launch. Case studies are used to emphasize the importance of taking a customer-centred approach to market entry and illustrate the barriers to scaling and selling your product.
Part of Entrepreneurship 101
http://www.marsdd.com/events/details.html?uuid=20ce3dd2-da9d-499d-a277-655f29487de6
Sharing Geschäftsmodelle - Hype oder Realität?Patrick Stähler
Sharing ist tot, lang lebe Sharing. Eine recht emtionale Diskussion geht um. Dabei geht vergessen, dass Sharing kein neue Idee ist, sondern schon seit Jahrhunderten funktioniert. Dank Digitalisierung sind aber ganz andere Geschäftsmodelle möglich. Ob jetzt ein Sharing Geschäftsmodell gut oder schlecht ist, hängt aber weniger von der Grundidee des Sharings ab, sondern von der Umsetzung in en Geschäftsmodell ab.
Digitale Transformation, künstliche Intelligenz und Blockchain: Breaking the ...Patrick Stähler
Was steckt hinter Blockchain? Wo sind erfolgsverspechende Geschäftsmodelle oder ist alles ein Hype? Was funktioniert heute mit künstlicher Intelligenz? Werden wir Menschen durch Computer ersetzt oder haben wir Menschen Eigenschaften, die Computer nicht haben? Dazu ein paar Ideen von Dr. Patrick Stähler, Mr. Business Model Innovation.
Entrepreneurial Design: Building a business that customers love and with whic...Patrick Stähler
Why should anybody care for your business? How do you find the right thing customers love and with which you earn money? What are the jobs-to-be-done for your customers. The presentation was held at the StartupCamp Switzerland 2014. It is all about finding the right business model and how to develop a real, customer tested business from your idea. Cases are blacksocks, Über, Mytaxi, AirBnB, Krinner, Geberit and many others.
Gründer und Unternehmer brauchen besser Denkwerkzeuge, um aus ihrer Idee ein tragfähiges Geschäftsmodell zu entwickeln. Den Vortrag habe ich am Entrepreneurship Summit 2012 von Prof. Faltin in Berlin gehalten und immer wieder aktualisiert. Die letzte Version kommt vom Entrepreneurship Summit 2014.
Viel Spass beim Neudenken und Schaffen von neuen und besseren Unternehmen.
Können Elefanten tanzen? Oder wie können auch traditionelle Unternehmen Geschäftsmodellinnovationen umsetzen? Das war der Titel für ein Testlabor an der Zeppelin Universität am 14. 6. 2012.
Der wichtigste Schritt ist zu erkennen, was Unternehmen auf ihrem Weg hindert. Und die meisten Hindernisse, wie Finanzielle Führung, Orientierung auf die heutigen Kunden, Strategieprozess, Marktforschung sind gleichzeitig die Gründe, warum das Unternehmen heute erfolgreich ist. Das heisst, der heutige Erfolg ist einer der grössten Hindernisse, disruptive Geschäftsmodelle einzuführen. Nur wenn es die Grossunternehmen nicht selbst tun, dann kommt die Innovation eben von ausserhalb ihrer Branche. Aber Fortschritt kann nicht aufgehalten werden, nur weil das heutige Geschäft gefährdet ist.
Rethinking the pets industry - a revolution in the comingPatrick Stähler
Pets are great companion for humans. Therefore the market for pet food and accessories is a very special market. The current industry structure is driven by innovation in the channels, but the internet will allow new and fresh business models.
The slides are from a presentation I held at the annual PETS INTERNATIONAL conference, Berlin January 26-27, 2012
Innovative Geschäftsmodelle oder wie man Marktführer vom Thron stösstPatrick Stähler
Präsentation am Venture Apero, 26. Mai in Winterthur zum Thema innovative Geschäftsmodell und strategische Innovationen. Patrick Stähler, Partner fluidminds GmbH, the business innovators
Business with a purpose: Building sustainable business modelsPatrick Stähler
What is the purpose of a business? If you think it is earning money, think again. Where is the money coming from? The money comes from paying customers and therefore the main task of a company is to create customers as Peter Drucker once said.
Rethinking Business oder Was ist mein GeschäftsmodellPatrick Stähler
Was ist mein Geschäft, ist eine einfache, aber schwierig zu beantwortende Frage. Wichtig ist, dass jedes Unternehmen die fundamentalen Fragen stellt: Welche Nutzen stifte ich? Wie erbringe ich den Nutzen? und Wie verdiene ich Geld?
Tradition ist kein Geschäftsmodell: Wie das Internet Geschäftsmodelle verändertPatrick Stähler
Was ist wirklich neu an neuen Medien? Welche Eigenschaften haben neue Medien (Internet, Web) und wie verändern sich Geschäftsmodelle durch diese neuen Medien? Auf diese Fragen geht die Präsentation ein. Die Präsentation wurde am 9. Juni am NEG Kongress des Deutschen Ministeriums für Wirtschaft in Bremen gehalten.
Who says paper is dead? Business model innovation in the media industryPatrick Stähler
The presentation is all about the need for innovative business models in print as well as online for the so-called content industry like newspaper. A mere transformation of the classical print model to online does not work since the revenue sources did not follow and the approach to serve all users with a broad spectrum of content does not work on the web since longtail publishers will always beat you on certain topics.
Business Model Innovation on the Web oder wie man Marktführer vom Thron stösstPatrick Stähler
This deck of slides is from a presentation at the InternetBriefing at Zurich in April 2009. The slides are about what is new about new media and how does the newness affect business models.
Growth by business model innovation, a lecture at Leuphana UniversityPatrick Stähler
The presentation is all about being different by having a business model that makes the firm unique in the eyes of their customers. The concept of a business model innovation is illustrated with a case on the Bosch IXO, a small wireless powertool that changed the power tool market in Europe forever. It opened up new markets of previously unserved market segments
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
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
Skye Residences | Extended Stay Residences Near Toronto Airportmarketingjdass
Experience unparalleled EXTENDED STAY and comfort at Skye Residences located just minutes from Toronto Airport. Discover sophisticated accommodations tailored for discerning travelers.
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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.
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.
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.
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:
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2. A word of warning
I’m not an airline expert with
a long lasting track record of
operating an airline. I’m just a
knowledgeable customer of
the airline industry.
3. Introduction
• Dr. Patrick Stähler, Partner
@fluidminds – the business
innovators
• Expert on Business Model
Innovation
• Passion for customer experience
& authenticity
196 cm
• Passionate Mystery Shopper
6”6’
• Managing Director of Internet
Firm Experteer (90 FTEs)
• Born, when the Boeing 747 made
its maiden flight
• First website 1996, digerati ever
since
• CO2 footprint for flights = 9.421t
(not sustainable)
4. 3 disciplines to
master air travel
Running
Yoga
to reach • to store my self
connecting into the seat and
flights
• to learn to
accept what I
cannot change
Weight Lifting
to bring luggage
on board so it
does not get lost
13. Let‘s take a look what
Google (or the people)
think about airlines
Cheap is associated
with air travel. Bad
for the industry
14. Let‘s take a look what
Google (or the people)
think about
cheap = travel
15. 3
Thesis: Airlines have used
IT to maximize yields.
Now, customers
take revenge
with systems you can’t beat
16. In the past you had the IT power to run sophisticated yield management
systems. You had the power to do all the optimization of your yields
17. Times are changing
The power of the cloud
will always be larger than
your IT system
That’s you
18. Thesis: The digital and mobile
3
customer is a
knowledge customer
Please treat her/him this way
19. Times are changing: The
common customer has access to
more computing power than you
will ever have. Be prepared.
Why should the
customer trust your
app?
20. 4
Thesis: Airlines will become
commodities unless they
create business models
that customers love
and that are difficult to copy
21. What will happen when you
loose your direct sales channel?
What will happen to your profits
if customers outsmart your yield
management systems?
24. Why so little for
airtravel? Is it really
only the competition?
25. Would yo
u dare t
say this? o
Wh
be the a at would
nswer of
your boss
?
“Well, I know we are in a
commodity market where the
price is key, but I believe we can
sell the good for 10x as much
as before.”
32. 1. What value/ benefit do we
create for whom?
2. How do we do it?
3. How do we earn money?
4. What values do we pursue?
33. Components of a
business model
Value Proposition
What value or benefit do we create for our
customers and partners?
Value Architecture
How do we create the value?
Revenue Model
How and with what do we earn money?
Values/ Culture
What values do we pursue?
34. Value Proposition/ customer
Wertschöpfungsarchitektur
customers
Where is your
Value Proposition/ Kunden
Angebot
Distributionskanäle
uniqueness??
Kunden
§ Wie sieht mein Angebot § WhoWie erreicht das Angebot
§ are our § Wer ist mein Kunde?
aus?
meine Kunden?
§ Welchen „Job“
customers?
übernehme ich für
§ What job do we solve meinen Kunden?
Wertschöpfungskette
for our customers?
§ Was sind die wichtigsten
Schritte der Aktivität 1 Aktivität 2 Aktivität 3 Aktivität 4
Kunden
Aktivität 1 Nutzen
Wertschöpfung?
§ Welchen Nutzen stifte
ich für meinen Kunden?
value proposition
§ Welchen Nutzen stifte
Kernfähigkeiten
Partner
ich für meine Partner?
§ Welche Kernfähigkeiten § What value do we create
§ Welche Partner
brauche ich?
benötige ich?
for our customers?
§ What value do we create
for our partners?
Ertragsmodell
Kostenstruktur
Ertragsquellen
§ Die Kostenstruktur wird durch § Womit verdiene ich
die Wertschöpfungs-architektur Geld?
festgelegt.
Kultur/ Werte
Führungsstil
Beziehungskultur
Werthaltung
§ Welchen Führungsstil § Wie gehen wir § Welche Werte prägen uns?
pflege ich?
miteinander um?
42. Transparent pricing
in the telco industry
= innovation
Swisscom Mobile
• Simplified price structure. 0.50
CHF per call for up to 1 hour. Still
more expensive then competitor
for average call
• Simplified general terms
conditions (GTCs). No mandatory
contract duration
• Result: greater trust and growing
market share for the incumbent
43. Swiss railway (SBB)
• One price regardless of time
• No prebooking, No reservation
• Taktfahrplan (rigid time table with
planable departure times like
every 30 minutes)
• Actually pretty slow trains; No
high speed trains
• Result: Highly trusted
44. Business model innovation
is all about breaking
accepted rules. Be
prepared for opposition.
„Scary to be this nail. Where
will the hammer hit next
time?“
46. Airlines: Master of Transportation Economics
but not of customer experience
The need for business model innovation
17th International Airline Symposium, Seattle
October 6th, 2011
Dr. oec. Patrick Stähler