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Diseña una empresa
The document outlines a business model framework, detailing how an organization creates, delivers, and captures value. It addresses key components such as customer segments, value propositions, channels, customer relationships, revenue streams, key resources, activities, and cost structures. The aim is to elaborate on the essential questions that guide the development of a successful business strategy.
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Diseña una empresa
- 1. iseñ DiseñA una EmpresA
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- 8. not the guru you are looking for
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- 12. Un modelo denegocio describe las razones de cómo una organización • crea • entrega • y captura valor
- 13. Captura Crea Entrega
- 14. Clientes ¿A quien hayque llegar y servir?
- 15. Propuesta de valor ¿Cónqué productos/servicios creamos valor para un cliente?
- 16. Canales ¿Cómo llegamos alos clientes para entregar valor?
- 17. Relación con elcliente ¿Cómo adquirimos y retenemos clientes? ¿Cómo aumentamos las ventas?
- 18. ¿Cómo se generael dinero? ¡Ingresos!
- 19. Recursos clave ¿Cuáles sonlos recursos imprescindibles para el modelo?
- 20. Actividades clave ¿Qué cosasdebemos hacer para que funcione el modelo?
- 21. Colaboraciones clave Proveedores,colaboradores, alianzas…
- 22. ¿Por dónde senos va el dinero? ¡Gastos!
- 23. Ingresos - Gastos = Beneficios
- 24. 0 00 lineas de código
- 26. Day Month Year No. Who are our Key Partners? What Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer For whom are we creating value? Who are our key suppliers? Our Distribution Channels? Which one of our customer’s problems are we helping to solve? Segments expect us to establish and maintain with them? Who are our most important customers? Which Key Resources are we acquiring from partners? Customer Relationships? What bundles of products and services are we offering to each Customer Segment? Which ones have we established? Which Key Activities do partners perform? Revenue streams? Which customer needs are we satisfying? How are they integrated with the rest of our business model? How costly are they? What Key Resources do our Value Propositions require? Through which Channels do our Customer Segments Our Distribution Channels? Customer Relationships? want to be reached? Revenue Streams? 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? What are the most important costs inherent in our business model? For what value are our customers really willing to pay? Which Key Resources are most expensive? For what do they currently pay? Which Key Activities are most expensive? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
- 27. Silly cow business model
- 28. Day Month Year No. Who are our Key Partners? What Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer For whom are we creating value? Who are our key suppliers? Our Distribution Channels? Which one of our customer’s problems are we helping to solve? Segments expect us to establish and maintain with them? Who are our most important customers? Which Key Resources are we acquiring from partners? Customer Relationships? What bundles of products and services are we offering to each Customer Segment? Which ones have we established? Which Key Activities do partners perform? Revenue streams? Which customer needs are we satisfying? How are they integrated with the rest of our business model? How costly are they? What Key Resources do our Value Propositions require? Through which Channels do our Customer Segments Our Distribution Channels? Customer Relationships? want to be reached? Revenue Streams? 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? What are the most important costs inherent in our business model? For what value are our customers really willing to pay? Which Key Resources are most expensive? For what do they currently pay? Which Key Activities are most expensive? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.