Business Models:
- Runthrough of Osterwalder and Pigneurs "Business Model Canvas"
- 40 examples of online business models
Lecture at ITU class "Concept Development with Industry", February 15.
Business Models:
- Runthrough of Osterwalder and Pigneurs "Business Model Canvas"
- 40 examples of online business models
Lecture at ITU class "Concept Development with Industry", February 15.
An overview to the Lean Startup methodology and Lean Canvas tool, meant for an audience with little previous exposure to entrepreneurism or strategic project development. This overview can be provided in a 1-hour time slot, then follow-up can happen with an extended Lean Startup workshop or consulting session.
Presentation held at the Stockholm Value-Pricing Meetup on May 10, 2016 covering the basic ideas of value-pricing (value-based pricing), why it is in many ways superior to cost-plus or hourly billing and why you should adopt it.
Business Model Canvas: Developing and Testing the Business ConceptTim R. Holcomb, Ph.D.
"Business Model Canvas: Developing and Testing the Business Concept" provides an overview of value creation and value capture concepts and introduces the basic framework of Ash Maurya's Lean Business Model Canvas template.
Converting an idea or a lab prototype into a real, customer-ready product is no simple task. Learn how to differentiate between the steps of product development, including research, design, implementation, testing, verification, validation, operations and maintenance.
An overview to the Lean Startup methodology and Lean Canvas tool, meant for an audience with little previous exposure to entrepreneurism or strategic project development. This overview can be provided in a 1-hour time slot, then follow-up can happen with an extended Lean Startup workshop or consulting session.
Presentation held at the Stockholm Value-Pricing Meetup on May 10, 2016 covering the basic ideas of value-pricing (value-based pricing), why it is in many ways superior to cost-plus or hourly billing and why you should adopt it.
Business Model Canvas: Developing and Testing the Business ConceptTim R. Holcomb, Ph.D.
"Business Model Canvas: Developing and Testing the Business Concept" provides an overview of value creation and value capture concepts and introduces the basic framework of Ash Maurya's Lean Business Model Canvas template.
Converting an idea or a lab prototype into a real, customer-ready product is no simple task. Learn how to differentiate between the steps of product development, including research, design, implementation, testing, verification, validation, operations and maintenance.
The Secret to Scaling: How to Build & Implement a Fixed Fee Pricing PlanHubdoc
Time-consuming tasks – like chasing down source documents and data entry – are being completed quicker and quicker thanks to cloud accounting apps and automation.
Now, accountants and bookkeepers are able to provide increased levels of value in the form of financial and business advice. So, it’s time to separate time from revenue, move away from hourly billing, assign a $ amount to the value that you provide and introduce a fixed monthly billing structure.
To help accountants and bookkeepers make the transition from hourly billing to fixed fees, we’re teaming up with Practice Ignition (https://www.practiceignition.com) and QuickBooks (https://quickbooks.intuit.ca) for a live webinar to outline all of the steps required to prepare, build and implement a fixed fee pricing model.
We cover:
-The cloud accounting/bookkeeping business model
-How to bundle recurring and nonrecurring services
-Determining a time/cost baseline of each service + pricing
-How to have the “value” conversation with clients before and during implementation
-The scale and profitability that fixed fees open up for your practice
If you’re still debating whether fixed fees make sense for your firm, take our quiz to find out: https://hubdoc.typeform.com/to/GmDZGz
Break Even - Why Every Contractor Needs to Know It. Presented to PDCA Residential Forum Advanced Shop Talk on July 16, 2010 in Charleston, SC.
How to calculate your break-even point based on annual and monthly budgets
How to determine what it takes to make an investment in overhead pay for itself
Analyze your situation to determine what costs can be cut to lower your break-even
Determine how and when it makes sense to increase your overhead
ScenarioYour business has been open for a month, and you have pr.docxtodd491
Scenario
Your business has been open for a month, and you have prepared an income statement and completed a variance analysis on the data. Now you will meet with investors and a few other internal stakeholders to share your company’s progress over the past month and how it has performed with respect to your cost and budget projections. The investors would like to see the thought process behind your financial strategy and how your company has performed in its first month. They have therefore asked you to present a report that includes the costing and income data from your Project Workbook.
Directions
Submit a detailed report to your potential investors and other stakeholders to explain and defend your costing strategies and to share your business’s performance to date. Your report can be in the form of a PowerPoint presentation or a Word document (based on the templates provided in the What to Submit section). In either format, be sure to effectively communicate with your stakeholders by breaking down concepts and using investor-friendly language to build their trust and confidence. If you choose to do a PowerPoint presentation, you’ll need to include speaker notes for each slide.
Introduction
: Provide a short overview of your company and the purpose of this report.
Business Overview
: Name your company and describe its business and your vision for its future.
Purpose of the Report
: Explain the purpose of the report and describe why the information is important.
Methods and Approach
: Explain the management accounting methods you used for generating the information that you are about to share in terms of your adherence to industry standards and the American Institute of Certified Public Accountants (AICPA) code of ethics.
Financial Strategy
: Review your original business plan and costing strategies.
Costing System
: Justify the use of job order costing for this business. Be sure to compare and contrast the various costing systems you learned about in this course as part of your defense.
Selling Prices
: Share and explain the selling prices you established for each of your products. Be sure to reference your cost-volume-profit analysis in your defense.
Contribution Margin
: Share and explain your contribution margin per unit. Be sure to reference your cost-volume-profit analysis in your defense.
Target Profits
: Identify your break-even points for achieving different target profits. Then explain the target profits you selected for each area of your business. Be sure to reference your cost-volume-profit analysis in your defense.
Financial Statements
: Using the information in the Milestone Two Market Research Data Appendix, assess your financial performance to date.
Statement of Cost of Goods Sold
: Share the statement of cost of goods sold and logically interpret the business’s performance against the provided benchmarks.
Income Statement
: Share the income statement and logically interpret the business’s perfo.
CO2 Presentation - The Largest Profit LeversCoalmarch
Take a deep dive with master bookkeeper Dan Gordon, as he explains what tools to use, business organization strategies that include systems, procedures checklists, and more. Learn the tricks of accounting automation that will help you move the profit needle for your company.
Key business activities you need to consider before starting up. Different types of company, opening a business bank account, how to name your business to name a few
Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
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
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Accpac to QuickBooks Conversion Navigating the Transition with Online Account...PaulBryant58
This article provides a comprehensive guide on how to
effectively manage the convert Accpac to QuickBooks , with a particular focus on utilizing online accounting services to streamline the process.
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.
[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
Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
Explore the world of the Taurus zodiac sign. Learn about their stability, determination, and appreciation for beauty. Discover how Taureans' grounded nature and hardworking mindset define their unique personality.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
3. Price is a key marketing tool
− It is the odd one out in the marketing mix
− It’s a revenue earner rather than a cost
− Setting prices is therefore an essential skill
−Too higher price might lead to lost sales
−Too lower price losing margin
− Price however should not be set in isolation
− It should be set with other aspects of the marketing mix to achieve overall superior
customer value.
4. Cost and value
− Knowing the difference between cost and value is important
−The cost of your product or service is the amount you spend to produce or deliver
it
−The price is your financial reward for providing the product or service
−The value is what your customers believe the product or service is worth.
8. How have you or how
could you set the
prices for your
products / services?
9. Pricing Checklist
Know your real costs
for each product /
service
Work out the
minimum at which its
worth selling at all
Find out from your
customers what each
product or service is
worth to them
Check your
competitors prices
If their price is lower
than your worth
selling at price
THINK AGAIN
Be prepared to make
range and pricing
changes
Keep checking that
you price is right
11. • Cost Orientated Pricing
− Full cost pricing
−A way of including all the costs that are directly and
indirectly associated with the product or service
−Increase cost with decreasing sales!
−Sales are estimated before a price is set
−Focuses on internal costs rather than customers and
customer value
−It does however give an indication to the minimum cost to
make a profit
12. Year 1
Direct costs £2
Fixed costs £200,000
Expected Sales 100,000
Cost per unit
Direct costs £2
Fixed costs £2
Full costs £4
Mark Up 10%
Price plus profit £4.40
13. What are your direct costs?
Labour?
Materials?
Sub-contract costs?
14. Direct Costs
(Per item) Cost of materials
Direct wages
Subcontract charges
Packaging and
carriage
Total Direct Costs
15. What are your fixed costs?
Rent?
Salaries?
Marketing?
16. Overheads
(for 12 months) Staff Salaries / wages
Business Rent 0.00
Business Rates 0.00
Water Rates 0.00
Light / Heat / Power 0.00
Repairs and Renewals 0.00
Business Insurance 0.00
Travel and Vehicle
costs 0.00
Phone and Postage 0.00
Printing and
Stationery 0.00
Marketing 0.00
Professional Fees 0.00
General Expenditure 0.00
Total Overheads 0.00
17. Year 1
Direct costs £2
Fixed costs £200,000
Expected Sales 100,000
Cost per unit
Direct costs £2
Fixed costs £2
Full costs £4
Mark Up 10%
Price plus profit £4.40
18. Year 1
Direct costs £2
Fixed costs £200,000
Expected Sales 100,000
Cost per unit
Direct costs £2
Fixed costs £2
Full costs £4
Mark Up 10%
Price plus profit £4.40
Sales forecasting next
19. Sales forecasting
• Your sales forecast should be based upon any historical sales, your marketing
strategic and your market research.
• It is a month-by-month prediction of the level of sales you expect to achieve.
• Every year is different, so you need to consider any changing circumstances that
could significantly affect your sales
• These factors - known as the sales forecast assumptions - form the basis of your
forecast.
• You may wish to do two
1. A best guess – what you really expect
2. A worst case – your lowest estimate no matter what
20. Typical examples of assumptions:
− The market you sell into will grow by 2 per cent.
− Your market share will shrink by 2 per cent, due to the success of a competitor.
− Seasonality – how sales will change depending on the time of year
− You will spend 50 per cent less on advertising, which will reduce the number of
enquiries from potential customers.
− You are launching a range of new products. Sales will be small this year and costs will
outweigh profits, but in future years you will reap the benefits.
− You have new products that have the potential to increase sales rapidly.
21. How to forecast sales
• Use your previous experience
− If you don’t have personal experience seek those you might have, friends, past colleagues,
advisors
• Use past results as a guide
− If not your own look for past results from other similar companies
• Look for specific drivers
− E.g. if you are delivering services how many days can you actually earn fees, ensure you
account for non fee earning days Use market data
− If you are a restaurant think about how many tables you have and how often you can turn
them
• Use market data
22. Market size
• Total available market
• This is the entire universe that could ever buy
your product, for your niche – anywhere
Addressable market
This is revenue represented by the market
segments that you intend to sell and service in
the time covered by your plan available money
23. Market size
A B C
Market
Size
Number of
customers
Average
transaction size
Number of
transactions per
customer per
year
24. Sales Forecast
MONTH SALES a SALES
b
SALES
c
TOTAL
MONTH
MONTH CUMULATIVE
MONTHLY
1
2
3
4
5
6
7
8
9
10
11
12
YEAR
26. You should now have enough
information to complete your
Profit and Loss forecast
27. Annual
Sales Income
Sales a £0.00
Sales b £0.00
Sales c £0.00
Sales d
Total Sales Income £0.00
Direct Costs
Cost of materials £0.00
Direct wages
Subcontract charges
Packaging and carriage
Total Direct Costs £0.00
Gross Profit £0.00
% GP Margin
Overheads
Staff Salaries / wages
Business Rent 0.00
Business Rates 0.00
Water Rates 0.00
Light / Heat / Power 0.00
Repairs and Renewals 0.00
Business Insurance 0.00
Travel and Vehicle costs 0.00
Phone and Postage 0.00
Printing and Stationery 0.00
Marketing 0.00
Professional Fees 0.00
General Expenditure 0.00
Total Overheads 0.00
Net Profit / Loss £0.00
Profit and loss
28. Now that we have our costs and
our sales – what are your costs per
unit?
29. Back to pricing
Year 1
Direct costs £2
Fixed costs £200,000
Expected Sales 100,000
Cost per unit
Direct costs £2
Fixed costs £2
Full costs £4
Mark Up 10%
Price plus profit £4.40
31. Pricing Checklist
Know your real costs
for each product /
service
Work out the
minimum at which its
worth selling at all
Find out from your
customers what each
product or service is
worth to them
Check your
competitors prices
If their price is lower
than your worth
selling at price
THINK AGAIN
Be prepared to make
range and pricing
changes
Keep checking that
you price is right
32. Pricing Checklist
Know your real costs
for each product /
service
Work out the
minimum at which its
worth selling at all
Find out from your
customers what each
product or service is
worth to them
Check your
competitors prices
If their price is lower
than your worth
selling at price
THINK AGAIN
Be prepared to make
range and pricing
changes
Keep checking that
you price is right
33. Competitor orientated pricing
• Competition
− At the very least you should know who your competitors are and what they charge
Immediate competitors,
e.g. Blockbusters
Technically similar products
Secondary competitors, eg.
Lovefilm / Netflix
Different products solving
the same problem in a
different way
Tertiary competitors e.g. Sky
Movies
Different products solving or
eliminating the problem in a
different way
34. How to find out your competitors prices
• Simple google search
• Government contracts
• Competitor websites
• Primary research
−Secret customer
−Student project
35. Can you accurately create a
competitor based price for your
new product / service?
37. Pros and cons of competitor pricing
•Pros
− Its fairly simple – in a B2C case
− Its low risk
− It can be accurate
•Cons
− Missed opportunities
− Following not leading
− Not long term
38. Pricing new products or services
High
High
Low
Low
Promotion
Price
Rapid Skimming
Rapid
Penetration
Slow Skimming
Slow
Penetration
Premium products
Gradual entry
Premium products
Quick entry
39. What has your organisation used
in the past?
What will you use now?
41. Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11Month 12
Income
Sales a
Sales b
Total Income £0.00 £0.00 £0.00 £0.00 £0.00 £0.00 £0.00 £0.00 £0.00 £0.00 £0.00 £0.00
Expenditure
Materials
Subcontract Charges
Packaging and Carriage
Wages
Business Rent
Business Rates
Water Rates
Light / Heat / Power
Repairs and Renewals
Business Insurance
Travel and Vehicle costs
Printing and Stationery
Marketing
Professional Fees
General Expenditure
Total Expenditure £0.00 £0.00 £0.00 £0.00 £0.00 £0.00 £0.00 £0.00 £0.00 £0.00 £0.00 £0.00
Monthly net inflow / outflow £0.00 £0.00 £0.00 £0.00 £0.00 £0.00 £0.00 £0.00 £0.00 £0.00 £0.00 £0.00
Cumulative monthly flow £0.00 £0.00 £0.00 £0.00 £0.00 £0.00 £0.00 £0.00 £0.00 £0.00 £0.00 £0.00
42. Pricing tip
Complicated price points and conditional
discounts lead to consumer confusion, anger
and loss of business.
If a prospect cannot understand your pricing
they will likely walk away.
Be simple and clear
43. High Price versus Low Price
High Price Segments Low Price Segments
Product provides high value Only feasible alternative to charge low –
customers are not cash, no differentiation
Customers have high ability to pay Requirement to achieve market presence or
domination
Consumer and bill payer are different Can afford to make money later
Lack of competition Can make money elsewhere
High pressure to buy There are barriers to market entry
44. Negotiating margins
− In some instances customers expect a price reduction
− Price paid is therefore very different from list price
− The difference can be accounted for by
−Order size
−Competitive discount
−Fast payment discount
−Promotional allowances
− Many organisations therefore build in a negotiating margin
45. • Technology allows for
• Dynamic pricing
• Easier and closely monitored promotional pricing campaigns
• Orange Wednesday, Pizza Express
• Loyalty cards / loyalty bonus
• Contactless payments / mobile payments
• Non technology based
• For example
• Promotional pricing
• Boots 3 for 2, Waterstones
• Psychological pricing
• Referral bonuses
• Subscriptions
Innovation in pricing
46. No matter what pricing tactic you use you
are establishing your basis of value to the
customer and your competitors.
The customer has to see the relative
value of the product or service and the
price needs to match that relative value.
You therefore need to make sure you are
not charging too much or indeed not
charging too little