Flow Pilots believes that mobile technologies will be key to business success, but that simply developing apps is not a complete mobile strategy. They carefully design, build, deploy and manage digital tools to help customers increase revenues, decrease costs, or provide flexibility for employees. Their services go beyond app development to provide real-time insights, connect customers, deliver instant information and connect people.
How to design platforms which are the user’s dream come true?
In order to foster successful communication, you have to get to know your client, or rather explore his business model.
The key to your company’s success is knowing a lot about your clients. Knowing what needs the end-users of your services have and how to fulfil them determines your business triumph.
Communications Service Providers (CSPs) live in a world where penetration rates are over 100 percent in most markets and consumers have multiple different — yet relatively similar — choices.
As CSPs strive to retain customers, they are finding that traditional marketing techniques no longer generate sufficient returns. Instead, they are turning to the concept of Customer Value Management with one-to-one personalization as a way to generate more value from their existing subscriber base.
This article discusses the importance of understanding Customer Value Management and offers five key recommendations to improve customer interactions and deliver value back to the business.
These insights are based on a podcast discussion among Jeriad Zoghby of Accenture Interactive, Dr. Rob Walker and Tom Erskine of Pegasystems.
Learn more: http://www.pega.com/solutions/by-industry/communications-and-media
Adapting to a post-Covid world means recession-proofing your contact center with AI that reduces reliance on live agents with virtual agents that are always on, perfectly trained, and at a fraction of the cost. Most companies looking to ditch a "Press 1" experience struggle with where to start and how to infuse natural language into their existing technology stack. Join this webinar with TechStyle Fashion Group who recession-proofed their contact center with personalized and frictionless experiences to customers who prefer self-service. Also joining is SmartAction who manages the AI-powered CX for more than 100 brands.
Customer-centricity is the new imperative, but most organizations are not prepared to transform the way they work to deliver a relevant, personalized customer experience at scale. Designed for those who have been exposed to Journey Mapping, this interactive workshop will share Accenture’s Customer Journey Management framework for guiding the omni-channel customer experience with agility and at scale. During the session you will assess your organization’s design, governance and operating model dimensions to identify capability gaps in delivering on your vision of customer-centricity.
In a working session you will prioritize the gaps in your organization’s capabilities to implement the Customer Journey Management framework. The workshop will help you visualize how to manage the dramatic increase in data, segments, content, collaboration, and compliance that come with high-fidelity journey mapping and omni-channel marketing. We will discuss your specific challenges, as well as real world examples of operating model innovations from companies across industries and levels of maturity. This session will help you prepare your company to identify and respond to customer experience opportunities with new levels of agility and scale.
How to design platforms which are the user’s dream come true?
In order to foster successful communication, you have to get to know your client, or rather explore his business model.
The key to your company’s success is knowing a lot about your clients. Knowing what needs the end-users of your services have and how to fulfil them determines your business triumph.
Communications Service Providers (CSPs) live in a world where penetration rates are over 100 percent in most markets and consumers have multiple different — yet relatively similar — choices.
As CSPs strive to retain customers, they are finding that traditional marketing techniques no longer generate sufficient returns. Instead, they are turning to the concept of Customer Value Management with one-to-one personalization as a way to generate more value from their existing subscriber base.
This article discusses the importance of understanding Customer Value Management and offers five key recommendations to improve customer interactions and deliver value back to the business.
These insights are based on a podcast discussion among Jeriad Zoghby of Accenture Interactive, Dr. Rob Walker and Tom Erskine of Pegasystems.
Learn more: http://www.pega.com/solutions/by-industry/communications-and-media
Adapting to a post-Covid world means recession-proofing your contact center with AI that reduces reliance on live agents with virtual agents that are always on, perfectly trained, and at a fraction of the cost. Most companies looking to ditch a "Press 1" experience struggle with where to start and how to infuse natural language into their existing technology stack. Join this webinar with TechStyle Fashion Group who recession-proofed their contact center with personalized and frictionless experiences to customers who prefer self-service. Also joining is SmartAction who manages the AI-powered CX for more than 100 brands.
Customer-centricity is the new imperative, but most organizations are not prepared to transform the way they work to deliver a relevant, personalized customer experience at scale. Designed for those who have been exposed to Journey Mapping, this interactive workshop will share Accenture’s Customer Journey Management framework for guiding the omni-channel customer experience with agility and at scale. During the session you will assess your organization’s design, governance and operating model dimensions to identify capability gaps in delivering on your vision of customer-centricity.
In a working session you will prioritize the gaps in your organization’s capabilities to implement the Customer Journey Management framework. The workshop will help you visualize how to manage the dramatic increase in data, segments, content, collaboration, and compliance that come with high-fidelity journey mapping and omni-channel marketing. We will discuss your specific challenges, as well as real world examples of operating model innovations from companies across industries and levels of maturity. This session will help you prepare your company to identify and respond to customer experience opportunities with new levels of agility and scale.
It is a design/model of business. it is made before starting a business so that a starter can know about the equipment required and can allocate needed funds, partners and materials.
Business Canvas Model helps to shape or give structure to the business.
Subscribed 2016: The Enterprise Shift - From a Perpetual to a Subscription Bu...Zuora, Inc.
Transforming a traditional enterprise business into a subscription business requires a huge shift - from product focus to customer focus. Learn the 6 core steps to building a subscription business from Wolters Kluwer, a global corporation that successfully made the shift.
Check out Zuora Academy for more actionable advice for finance, marketing, tech, operations, product, and more. All the info you need to build and run an amazing subscription business: https://www.zuora.com/academy/
Strategy, Business models & Service designJoel Sandén
My slides from a 2 part lecture at Halmstad University about business strategy and how changing customer behaviours and social changes has paved the way for service design and a new kind of focus on the customer.
In order to remain relevant in today’s fast paced business landscape delivering a great ‘Customer Experience’ is now simply table stakes.
• But how do you measure something that’s qualitative like Experience?
• Where does Customer Experience start and finish?
• And who owns Customer Experience?
November 2016
Digital customer experience is a river formed out of many streams, all equally important. This presentation is an overview of all the elements that go into building a successful digital customer experience, illuminated with case examples.
Selling Solutions Using a Compelling Value PropositionCompTIA
In a webinar presented by Marty Gilbert, president, Growth Initiatives LLC, and Bob Sherlock, president, Marketwerks, learn how to lay the foundation for solution selling, and then execute it. CompTIA’s webinar focuses on how to develop well-targeted value propositions for each customer segment, and bring them to market successfully.
What does it take to shift from a focus on products to one on services? Fruitful discussions, best practices & many new insights at our Servitization event in Rotterdam. Many thanks to our friends for sharing their successes and hurdles along the way. Very inspiring evening generating and sharing knowledge, find the presentation here.
This document brings together a set
of latest data points and publicly
available information relevant for
Digital Customer Experience
Industry. We are very excited to share
this content and believe that readers
will benefit from this periodic
publication immensely.
FREE MANAGEMENT CONSULTING COURSE on www.oeconsulting.be
Operational Excellence Consulting
What is Strategy Management ?
Strategy is to prepare systematically plans for the future in order to interact to new emerging trends and changes in the wider scope of the company with special attention to avoid rigidity, because the past is not equal to the future.
“Wide scope of the company” : Companies are open systems : input side for resource seeking and output side for market seeking (system dynamics!)
“Avoid rigidity” : New events, new knowledge makes that the original strategy is no longer up to date
In general, strategy arises incrementally: “What are realistic objectives with current characteristics of the context and future trends?”
Predictability is key for making strategic plans and investment decisions in the long run. Planning, with hard data and soft data (tacit knowledge), is easier in stable environment. However in the long run a small change in wide scope of the company could escalate dramatically due to system dynamics.
Besides predictability, there is also legacy: most big companies have legacy to carry on while small companies (e.g. Fintech) start from a clean sheet and are flexible, focused, motivated and can “do more with less”.
For building and accumulating a “strategic competitive advantage (SCA)” a consistent flow of investment is needed in order to obtain desired level of accumulation.
A “strategic competitive advantage (SCA)” can be a patent (intellectual property), a customer install base, a certain image or branding in the mind of the customers, a new disruptive or innovative technology, … and is the result of a strategic decision in investing a consistent flow and stock.
Stock – flow diagram : “Success breeds success”
For example: (1) a consistent investment in R&D will give a bigger stock of knowledge/competence than the double investment in half of the time. So speeding up the investments will not give the same stock at a certain moment. (2) a consistent investment in advertising will give a bigger stock of reputation/image/branding than the double investment in half of the time.
10 New Business Models for this Decade (beta)
1. Localized Low-Cost Business Model
2. One-Off Experience Business Model
3. Beyond Advertising Business Model
4. Markets Are Conversations Business Model
5. Low-Budget Innovation Business Model
6. Community-Funded Business Model
7. Sustainability-Focused Business Model
8. Twisted Freemium Business Model
9. Unlimited Niches Business Model
10. In-Crowd Customers Business Model
TREND RESEARCH BY Trend Firm trendwatching.com
MARKET ANALYSIS BY Strategy Boutique Thaesis
BUSINESS MODEL DESIGN BY Strategy Consultant/Graphic Facilitator Ouke Arts
It is a design/model of business. it is made before starting a business so that a starter can know about the equipment required and can allocate needed funds, partners and materials.
Business Canvas Model helps to shape or give structure to the business.
Subscribed 2016: The Enterprise Shift - From a Perpetual to a Subscription Bu...Zuora, Inc.
Transforming a traditional enterprise business into a subscription business requires a huge shift - from product focus to customer focus. Learn the 6 core steps to building a subscription business from Wolters Kluwer, a global corporation that successfully made the shift.
Check out Zuora Academy for more actionable advice for finance, marketing, tech, operations, product, and more. All the info you need to build and run an amazing subscription business: https://www.zuora.com/academy/
Strategy, Business models & Service designJoel Sandén
My slides from a 2 part lecture at Halmstad University about business strategy and how changing customer behaviours and social changes has paved the way for service design and a new kind of focus on the customer.
In order to remain relevant in today’s fast paced business landscape delivering a great ‘Customer Experience’ is now simply table stakes.
• But how do you measure something that’s qualitative like Experience?
• Where does Customer Experience start and finish?
• And who owns Customer Experience?
November 2016
Digital customer experience is a river formed out of many streams, all equally important. This presentation is an overview of all the elements that go into building a successful digital customer experience, illuminated with case examples.
Selling Solutions Using a Compelling Value PropositionCompTIA
In a webinar presented by Marty Gilbert, president, Growth Initiatives LLC, and Bob Sherlock, president, Marketwerks, learn how to lay the foundation for solution selling, and then execute it. CompTIA’s webinar focuses on how to develop well-targeted value propositions for each customer segment, and bring them to market successfully.
What does it take to shift from a focus on products to one on services? Fruitful discussions, best practices & many new insights at our Servitization event in Rotterdam. Many thanks to our friends for sharing their successes and hurdles along the way. Very inspiring evening generating and sharing knowledge, find the presentation here.
This document brings together a set
of latest data points and publicly
available information relevant for
Digital Customer Experience
Industry. We are very excited to share
this content and believe that readers
will benefit from this periodic
publication immensely.
FREE MANAGEMENT CONSULTING COURSE on www.oeconsulting.be
Operational Excellence Consulting
What is Strategy Management ?
Strategy is to prepare systematically plans for the future in order to interact to new emerging trends and changes in the wider scope of the company with special attention to avoid rigidity, because the past is not equal to the future.
“Wide scope of the company” : Companies are open systems : input side for resource seeking and output side for market seeking (system dynamics!)
“Avoid rigidity” : New events, new knowledge makes that the original strategy is no longer up to date
In general, strategy arises incrementally: “What are realistic objectives with current characteristics of the context and future trends?”
Predictability is key for making strategic plans and investment decisions in the long run. Planning, with hard data and soft data (tacit knowledge), is easier in stable environment. However in the long run a small change in wide scope of the company could escalate dramatically due to system dynamics.
Besides predictability, there is also legacy: most big companies have legacy to carry on while small companies (e.g. Fintech) start from a clean sheet and are flexible, focused, motivated and can “do more with less”.
For building and accumulating a “strategic competitive advantage (SCA)” a consistent flow of investment is needed in order to obtain desired level of accumulation.
A “strategic competitive advantage (SCA)” can be a patent (intellectual property), a customer install base, a certain image or branding in the mind of the customers, a new disruptive or innovative technology, … and is the result of a strategic decision in investing a consistent flow and stock.
Stock – flow diagram : “Success breeds success”
For example: (1) a consistent investment in R&D will give a bigger stock of knowledge/competence than the double investment in half of the time. So speeding up the investments will not give the same stock at a certain moment. (2) a consistent investment in advertising will give a bigger stock of reputation/image/branding than the double investment in half of the time.
10 New Business Models for this Decade (beta)
1. Localized Low-Cost Business Model
2. One-Off Experience Business Model
3. Beyond Advertising Business Model
4. Markets Are Conversations Business Model
5. Low-Budget Innovation Business Model
6. Community-Funded Business Model
7. Sustainability-Focused Business Model
8. Twisted Freemium Business Model
9. Unlimited Niches Business Model
10. In-Crowd Customers Business Model
TREND RESEARCH BY Trend Firm trendwatching.com
MARKET ANALYSIS BY Strategy Boutique Thaesis
BUSINESS MODEL DESIGN BY Strategy Consultant/Graphic Facilitator Ouke Arts
I did a quick run down of the different blocks on the Business Model Canvas at Ajujaht (Estonian entrepreneurship competition), which we followed by a brain dump of the team members on the canvas itself.
Product Vision and Strategy - Creating Value Doug Henderson
Discussion at the Alpha Loft's Full Stack meetup in Portsmouth NH on 3/25/2015. Discussed Product Value Proposition, Business Model Canvas, Value Map, Customer Segments, Customer Research, Lean Startup Methodology.
Deine Geschäftsidee ist gereift. Du hast erste Gespräche mit Kunden oder Lieferanten geführt. Nun willst du andere davon überzeugen, Dir die Ressourcen zu geben, um Deine Idee zu verwirklichen.
Wie bereite ich meinen "Pitch" vor möglichen Investoren vor? Was sind die Kernpunkte, die Investoren von mir erwarten? Wie sieht ein erfolgreiche Pitch aus? Wenn Du dir diese Fragen stellst, ...
presented by Rob Bentley and Paul Reiman of Hewitt Associates at the TrueConnection 2008 Sales Performance Management Conference, hosted by Callidus Software
OSS-EBM: Open Source Software Entrepreneurial Business ModellingJoni Salminen
CITE: Teixeira, J., & Salminen, J. (2014). Open-Source Software Entrepreneurial Business Modelling. In L. Corral, A. Sillitti, G. Succi, J. Vlasenko, & A. I. Wasserman (Eds.), Open Source Software: Mobile Open Source Technologies (pp. 80–82). Springer Berlin Heidelberg. https://doi.org/10.1007/978-3-642-55128-4_10
Studio Breakfast. Spreek jij in de taal van de klant?Ikinnoveer
Slides bij Webinar op 8/12/2017, met Hans Clijsters van HamiltonCoaching. Hoort in de reeks 'Studio Breakfast: hapklare webinars voor ambitieuze freelancers'.
Slides bij Webinar Studio Breakfast: Intellectuele eigendom voor Freelancers, deeltje GDPR. Met Jan-Willem Lust van De juristen en Caroline Merckx van FlandersDC
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.
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.
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.
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
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!
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
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.
Buy Verified PayPal Account | Buy Google 5 Star Reviewsusawebmarket
Buy Verified PayPal Account
Looking to buy verified PayPal accounts? Discover 7 expert tips for safely purchasing a verified PayPal account in 2024. Ensure security and reliability for your transactions.
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USA WEB MARKET is the Best Verified PayPal, Payoneer, Cash App, Skrill, Neteller, Stripe Account and SEO, SMM Service provider.100%Satisfection granted.100% replacement Granted.
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
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.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
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. “WE NEED AN APP”
IS NOT A MOBILE STRATEGY
At Flow Pilots, we believe that the smart use of mobile technologies will be
a key driver in the success of modern companies.
That is why we don’t just develop apps. We carefully design, build, deploy
and manage the digital tools that help our customers increase revenues,
decrease costs or bring freedom and flexibility to their employees.
12. Customer Segments
Customer segments are justified only if
Their needs require a distinct offer
They are reached through different channels
They require different types of relationships
They have substantially different profitabilities
They are willing to pay for different aspects of the offer
For whom are we creating value?
Who are our most important customers?
13. Value Proposition
A Value Proposition creates value
for a specific Customer Segment
through a distinct mix of elements
catering to that segment’s needs
Elements of a Value Proposition
Price
Newness
Performance
Customisation
Design
Cost reduction
Risk reduction
Accessibility
Convenience
Brand/status
What value do we deliver to the customers?
Which one of our customer’s problem are we helping to solve?
What bundles of products and services are we offering to each segment?
14. Channels
Channels have five distinct phases:
Awareness Evaluation Purchase Delivery After sales
Own
Direct
Own people
Web sales
Indirect
Own stores
Partner
Partner stores
Wholesaler
Through which channels do our Customer Segments want to be reached?
How are we reaching them now? Are our channels integrated?
Which ones work best? Which ones are most cost-efficient?
15. Customer Relationships
Customer relationships are
mainly driven by the need for
customer acquisition
customer retention or
up- and cross-selling
What type of relationship does each of our Customer Segments expect us to
establish and maintain with them?
Which ones have we established? How costly are they?
How are they integrated with the rest of the business model?
Types of relationships
Personal assistance
Dedicated personal assistance
Self-service
Automated services
Communities
Co-creation
16. Revenue Streams
A business model can involve
different types of revenue streams
Transaction revenues
Recurring revenues
Possible revenue streams
Asset sale
Usage fee
Subscription fees
Lending/Renting/Leasing
Licensing
Brokerage fees
Advertising (3rd party)
Non-monetary rewards
For what are our customers really willing to pay?
For what do they currently pay? Are we capturing all value?
How much does each Revenue Stream contribute to overall revenues?
17. Key Resources
Key resources can be
physical,
intellectual or
human
What Key Resources do our Value Propositions require?
Our Distribution Channels? Customer Relationships? Revenue Streams?
Examples of key resources
Intellectual property
CRM system
Infrastructure
Shops or retailers
Workforce
Capital
18. Key Activities
Key activities are the most
important actions a company
must take to operate successfully
What Key Activities do our Value Propositions require?
Our Distribution Channels? Customer Relationships? Revenue Streams?
Key Activities
Production/Development
Problem Solving
Infrastructure management
Partner management
…
19. Key Partnerships
We can distinguish four types
of partnerships:
Strategic alliances between non-competitors
Coopetition – alliances between competitors
Joint ventures to develop new business
Long term buyer-supplier relationships
Who are our Key Partners? Who are our Key Suppliers?
Which Key Resources or Key Activities are we sourcing from our partners?
Motivation for partnerships
Optimisation and economies of scale
Reduction of risk and uncertainty
Acquisition of particular resources or activities
20. Cost Structure
Cost is important for any company,
but there is a clear distinction between
cost-driven and
value-driven business models
Key cost parameters
Fixed costs
Variable costs
Economies of scale
Economies of scope
What are the most important costs in our business model?
Which Key Resources and Key Activities are most expensive?
28. Why do your
customers buy
from you?
Why do you buy
from your key
partners/suppliers?
Why do you
oursource some
activities?
Why do external
channels sell your
product or service?
32. Free basic
value proposition
Large base of free
users
Small base of
paying users
Paid
Premium
service
Paid premium
services
Cost of serving
paying users
Cost of serving
free users
Long-term
relationship
Focused on
conversion
33. In the free model at least one substantial Customer Segment is able
to continuously benefit from a free-of-charge offer.
Key to free business models is the
low marginal cost of
serving additional free users
Key factors to consider are:
The average cost of serving a free user
The conversion rate to paying customers
34. “Bait”
product or service
Single customer
segment for “bait”
and “hook”
“Hook”
product or service
Recurring purchases
of “hook” products
or services
Cost of subsidising
“bait” product
Lock in
One-off purchase
of “bait” product
Substitutes often
protected by
patents
35. Where Gilette pioneered, mobile operators and
printer manufacturers followed.
An attractive (or free) initial offering
triggers a profitable stream of future
revenues through related products or
services
Key factors to consider are:
The average cost of serving a free user
The conversion rate to paying customers
36. Successful companies choose one discipline and fully commit to it.
An inside-out strategic option.
Customer intimacy
Operational excellence Product leadership
37. Operational excellence Customer intimacy Product leadership
Rules Process- and product focused
“One size fits all” attitude
Uniformity
Customer focused
“Have it your way” attitude
Variation
Concept- and future-oriented
“Out-of-the-box” attitude
Experimentation
Processes End-to-end supply chain
optimisation
Efficiency and reliability
Just-in-time
Customer service
Flexibility
Accessibility
Product development
Time-to-market and marcom
Emphasis on “breakthroughs”
Organisation Central management
Few delegated responsabilties
Professionalism within
Decision power with customer
contact
Professionalism on the outside
Ad-hoc, organic, cellular
Professionalism throught the
organisation
Limited structures
Management “Command and control”
Standard procedures
Cost control
Customer comes first
“Lifetime value”
Result-driven management
Individual innovation is
rewarded
Risk management
Exposure management
Internal systems Integrated and “low cost”
Transaction-oriented
System equals process
Professional CRM
Tight links between intenal and
external information
Analytics
People-centric communication
Collaborative tools
Pick one. Be committed. Be relentless!