This document provides an agenda for a class on customer segments and channels. It includes a Q&A on common errors in defining customer segments. It also discusses different market types and trade-offs between one-sided and multi-sided markets. The document outlines an upcoming presentation on distribution channels that should analyze hypotheses about channels, present experiments and results, and propose actions. Students are assigned tasks to complete before the next class, including customer interviews, updating business models, and preparing a presentation on channels.
- The document outlines the agenda for a class on customer segments and channels.
- It includes Q&A on customer segments, presentations by teams on their customer segment findings, and a summary of channels.
- For channels, it discusses how and where customers want to buy products, types of channels like direct, indirect and licensing, and channel economics.
- The agenda sets work for next week, including presenting updates to the business model canvas based on customer and channel findings, and developing initial prototypes or models.
This document summarizes an agenda for a session on value propositions:
- There will be team presentations on findings about value propositions. Common errors in customer segments are discussed, such as vague data and lack of articulated hypotheses.
- An overview of customer types is provided, including business to business, business to consumer, and multi-sided markets. Characteristics of each type are outlined.
- Channels for selling products are covered, including direct sales, indirect channels like resellers and distributors, and licensing. How channels can be customers themselves is also addressed.
- The next session will involve updating the business model canvas based on customer learning and preparing an MVP, with a focus on the
Q&A about Business Model Canvas and Customer Discovery
Market Types and Market Sizes
Team Presentations
Summary about Value Proposition
Work for Next Week
This document provides an agenda and summary for an entrepreneurship class. It includes:
- A Q&A session on the Business Model Canvas and customer discovery process.
- A discussion of different market types and how to determine market size.
- Presentations from student teams on their projects.
- An overview of defining and testing the value proposition, including how to specify the product or service, identify the minimum viable product, and use the Value Proposition Canvas tool.
- Details on customer interviews and experiments students should complete before the next class to learn about and validate their proposed value propositions.
This document provides an agenda for a class on customer segments and channels. It includes a Q&A on common errors in defining customer segments. It also discusses different market types and trade-offs between one-sided and multi-sided markets. The document outlines an upcoming presentation on distribution channels that should analyze hypotheses about channels, present experiments and results, and propose actions. Students are assigned tasks to complete before the next class, including customer interviews, updating business models, and preparing a presentation on channels.
- The document outlines the agenda for a class on customer segments and channels.
- It includes Q&A on customer segments, presentations by teams on their customer segment findings, and a summary of channels.
- For channels, it discusses how and where customers want to buy products, types of channels like direct, indirect and licensing, and channel economics.
- The agenda sets work for next week, including presenting updates to the business model canvas based on customer and channel findings, and developing initial prototypes or models.
This document summarizes an agenda for a session on value propositions:
- There will be team presentations on findings about value propositions. Common errors in customer segments are discussed, such as vague data and lack of articulated hypotheses.
- An overview of customer types is provided, including business to business, business to consumer, and multi-sided markets. Characteristics of each type are outlined.
- Channels for selling products are covered, including direct sales, indirect channels like resellers and distributors, and licensing. How channels can be customers themselves is also addressed.
- The next session will involve updating the business model canvas based on customer learning and preparing an MVP, with a focus on the
Q&A about Business Model Canvas and Customer Discovery
Market Types and Market Sizes
Team Presentations
Summary about Value Proposition
Work for Next Week
This document provides an agenda and summary for an entrepreneurship class. It includes:
- A Q&A session on the Business Model Canvas and customer discovery process.
- A discussion of different market types and how to determine market size.
- Presentations from student teams on their projects.
- An overview of defining and testing the value proposition, including how to specify the product or service, identify the minimum viable product, and use the Value Proposition Canvas tool.
- Details on customer interviews and experiments students should complete before the next class to learn about and validate their proposed value propositions.
This document describes a new predictive modeling platform as a service that allows users to easily create and test algorithmic trading strategies without extensive machine learning expertise or the need to use expensive software like Matlab or SAS. The platform addresses pain points for users by facilitating the creation and testing of algorithms across different trading platforms without requiring knowledge of each platform's coding languages. Potential competitors include news and technical analysis research agencies, as well as fundamental analysis services, but this platform provides a lower-cost alternative to expensive data science software.
This document outlines the agenda for Class 3 of an entrepreneurship course. It includes a Q&A on value propositions, team presentations on customer value proposition findings, and a summary on customer segments. The next class will involve student presentations on what was learned from customer interviews about segments, customer workflows, and archetypes. Students are tasked with interviewing 10 customers and updating their business model canvases before the next class.
- Product pricing involves choosing from options like subscription models, SDK/RTU licenses, upfront vs usage-based pricing, free vs premium versions, and free trials.
- Pricing should be based on what customers will pay based on how the product solves business problems related to time, risk, or money. Metrics include per user, transaction, deployment, or event pricing depending on market size and value proposition.
- Price is a key part of the marketing mix and needs to be considered along with other elements like product, promotion, place, people, process, packaging, and payment. Price books set standard prices but discounts may be needed; channel margin also applies to discounted prices.
WordPress Company Catalog Presentation at WP CafePerttu Tolvanen
This document discusses the development of the WordPress market in Finland and the creation of the WordPress Company Catalog. It describes three stages of typical market development: 1) The Fog, 2) The Marketplace, and 3) The Amusement Park. WordPress and Drupal have reached stage 3 in some countries. The document also discusses risks that can destroy a CMS from within, such as a bad reputation or a few dominant players, and possibilities to support market development, like sharing knowledge, references, and specializing. It provides an overview of the current WordPress Company Catalog with plans to add more company details and special badges to recognize expertise.
This document outlines the agenda for the first class of an entrepreneurship course. It includes exercises to practice divergent thinking and design thinking. It discusses effectuation and how entrepreneurs think differently than managers. The document instructs students to form teams and identify skills and goals. It provides examples of business problems and problems for IoT solutions that teams could address. It introduces Launch Pad Central as an online tool for teams. The work assigned for next week includes customer interviews, updating the online project narrative and canvas, preparing a class presentation, and watching lecture videos on value propositions.
This document discusses channels and how products are delivered to customers. It addresses two key questions about channels: how you want to sell your product and how your customer wants to buy it. Different types of channels are examined, including direct sales, resellers, distributors, OEMs, and licensing. The economics of various channel models are analyzed using the example of book publishing. The impact of physical versus digital products on appropriate channels is also explored.
This document summarizes the business model development process of Nesher Technologies Inc., which is developing a single molecule detection technology. Through interviews with over 90 academic researchers, Nesher learned that researchers are interested in software to analyze single molecule data rather than capital equipment. Nesher also explored partnering with microscope and biotech companies but did not find product-market fit. Nesher pivoted to a software-focused business model, developing single molecule analysis software to sell to academic researchers.
Channels, Customer Relationships and Revenue Models Presentation - GIST BootcampMissMandy33
The document discusses channels and revenue models. It defines channels as how customers want to be reached and lists types of channels such as direct sales, resellers, and virtual channels. It then covers channel economics and how channels are compensated. The document also discusses getting, keeping, and growing customers through various customer acquisition costs and relationships. Finally, it outlines several revenue models including direct models like subscriptions and freemium as well as ancillary models such as affiliate revenue and advertising.
This document summarizes the progress and findings of Team 12 in developing a drug to treat or prevent chemotherapy-induced peripheral neuropathy (CIPN). Through interviews with 104 people, including physicians, academics, and pharmaceutical companies, the team validated that CIPN is a significant problem with no fully effective treatments. Experts said prophylaxis would be valuable and phase 1 efficacy is possible. The team identified the need for preclinical data on nerve function and relevant cancer types. Pharmaceutical companies indicated interest in preclinical assets for $10M and phase 1 programs for $50-100M. The team plans to submit a grant for preclinical/safety studies and future clinical trials to generate the necessary data.
Q&A about Business Model Canvas and Customer Discovery
Market Types and Market Sizes
Team Presentations
Summary about Value Proposition
Work for Next Week
This document discusses customer acquisition and distribution channels for digital health startups. It defines acquisition channels as how potential customers are acquired and activated, and distribution channels as who makes the sale and where it occurs. Direct channels involve the company making the sale directly through their website or field sales. Indirect channels involve others making the sale through platforms, retailers, or value-added resellers. The complexity of digital health solutions and products impacts the appropriate channels. An example is provided of Omada Health using different channels like their website, wellness platforms, and resellers to reach consumers, providers and self-insured employers. Channel selection impacts company sales costs and margins.
Steve blank moneyball and evidence-based entreprenuership Stanford University
The document discusses the Lean Startup methodology and the development of an Investment Readiness Level (IRL) framework analogous to NASA's Technology Readiness Level. It describes how the IRL evaluates a startup's progress based on data, moving from the initial hypothesis stage through validating the problem and solution fit, and product/market fit on both sides of the Business Model Canvas. The IRL is intended to quantify risk levels for startups based on evidence gathered through customer development and experimentation.
This document discusses customer segments. It begins by asking who customers are and why they would buy a product. It then discusses identifying customer jobs that need to be done, problems or needs, and ranking their significance. It also discusses identifying customer pains like costs and issues, as well as gains like benefits and desired outcomes. The document provides examples of defining customer personas and archetypes. It discusses different types of markets and how that impacts factors like customers, needs, risks, and examples. Finally, it discusses concepts like identifying different customer roles, running experiments to test interest, and dealing with multi-sided markets.
This document provides an agenda for a class on customer segments and channels for a business model canvas. It includes discussions on common errors in customer segments, types of market and customers, and channels. The class will involve team presentations on customer segments findings. It also outlines the work for the next class, which is to update the business model canvas based on customer and channel research, develop an MVP, and prepare a presentation on the distribution channel hypothesis.
Agenda for Class 3
• Q&A about Value Proposition
• Team Presentations: Value Proposition Findings
• Summary about Customer Segments • Work for Next Week
This document describes a new predictive modeling platform as a service that allows users to easily create and test algorithmic trading strategies without extensive machine learning expertise or the need to use expensive software like Matlab or SAS. The platform addresses pain points for users by facilitating the creation and testing of algorithms across different trading platforms without requiring knowledge of each platform's coding languages. Potential competitors include news and technical analysis research agencies, as well as fundamental analysis services, but this platform provides a lower-cost alternative to expensive data science software.
This document outlines the agenda for Class 3 of an entrepreneurship course. It includes a Q&A on value propositions, team presentations on customer value proposition findings, and a summary on customer segments. The next class will involve student presentations on what was learned from customer interviews about segments, customer workflows, and archetypes. Students are tasked with interviewing 10 customers and updating their business model canvases before the next class.
- Product pricing involves choosing from options like subscription models, SDK/RTU licenses, upfront vs usage-based pricing, free vs premium versions, and free trials.
- Pricing should be based on what customers will pay based on how the product solves business problems related to time, risk, or money. Metrics include per user, transaction, deployment, or event pricing depending on market size and value proposition.
- Price is a key part of the marketing mix and needs to be considered along with other elements like product, promotion, place, people, process, packaging, and payment. Price books set standard prices but discounts may be needed; channel margin also applies to discounted prices.
WordPress Company Catalog Presentation at WP CafePerttu Tolvanen
This document discusses the development of the WordPress market in Finland and the creation of the WordPress Company Catalog. It describes three stages of typical market development: 1) The Fog, 2) The Marketplace, and 3) The Amusement Park. WordPress and Drupal have reached stage 3 in some countries. The document also discusses risks that can destroy a CMS from within, such as a bad reputation or a few dominant players, and possibilities to support market development, like sharing knowledge, references, and specializing. It provides an overview of the current WordPress Company Catalog with plans to add more company details and special badges to recognize expertise.
This document outlines the agenda for the first class of an entrepreneurship course. It includes exercises to practice divergent thinking and design thinking. It discusses effectuation and how entrepreneurs think differently than managers. The document instructs students to form teams and identify skills and goals. It provides examples of business problems and problems for IoT solutions that teams could address. It introduces Launch Pad Central as an online tool for teams. The work assigned for next week includes customer interviews, updating the online project narrative and canvas, preparing a class presentation, and watching lecture videos on value propositions.
This document discusses channels and how products are delivered to customers. It addresses two key questions about channels: how you want to sell your product and how your customer wants to buy it. Different types of channels are examined, including direct sales, resellers, distributors, OEMs, and licensing. The economics of various channel models are analyzed using the example of book publishing. The impact of physical versus digital products on appropriate channels is also explored.
This document summarizes the business model development process of Nesher Technologies Inc., which is developing a single molecule detection technology. Through interviews with over 90 academic researchers, Nesher learned that researchers are interested in software to analyze single molecule data rather than capital equipment. Nesher also explored partnering with microscope and biotech companies but did not find product-market fit. Nesher pivoted to a software-focused business model, developing single molecule analysis software to sell to academic researchers.
Channels, Customer Relationships and Revenue Models Presentation - GIST BootcampMissMandy33
The document discusses channels and revenue models. It defines channels as how customers want to be reached and lists types of channels such as direct sales, resellers, and virtual channels. It then covers channel economics and how channels are compensated. The document also discusses getting, keeping, and growing customers through various customer acquisition costs and relationships. Finally, it outlines several revenue models including direct models like subscriptions and freemium as well as ancillary models such as affiliate revenue and advertising.
This document summarizes the progress and findings of Team 12 in developing a drug to treat or prevent chemotherapy-induced peripheral neuropathy (CIPN). Through interviews with 104 people, including physicians, academics, and pharmaceutical companies, the team validated that CIPN is a significant problem with no fully effective treatments. Experts said prophylaxis would be valuable and phase 1 efficacy is possible. The team identified the need for preclinical data on nerve function and relevant cancer types. Pharmaceutical companies indicated interest in preclinical assets for $10M and phase 1 programs for $50-100M. The team plans to submit a grant for preclinical/safety studies and future clinical trials to generate the necessary data.
Q&A about Business Model Canvas and Customer Discovery
Market Types and Market Sizes
Team Presentations
Summary about Value Proposition
Work for Next Week
This document discusses customer acquisition and distribution channels for digital health startups. It defines acquisition channels as how potential customers are acquired and activated, and distribution channels as who makes the sale and where it occurs. Direct channels involve the company making the sale directly through their website or field sales. Indirect channels involve others making the sale through platforms, retailers, or value-added resellers. The complexity of digital health solutions and products impacts the appropriate channels. An example is provided of Omada Health using different channels like their website, wellness platforms, and resellers to reach consumers, providers and self-insured employers. Channel selection impacts company sales costs and margins.
Steve blank moneyball and evidence-based entreprenuership Stanford University
The document discusses the Lean Startup methodology and the development of an Investment Readiness Level (IRL) framework analogous to NASA's Technology Readiness Level. It describes how the IRL evaluates a startup's progress based on data, moving from the initial hypothesis stage through validating the problem and solution fit, and product/market fit on both sides of the Business Model Canvas. The IRL is intended to quantify risk levels for startups based on evidence gathered through customer development and experimentation.
This document discusses customer segments. It begins by asking who customers are and why they would buy a product. It then discusses identifying customer jobs that need to be done, problems or needs, and ranking their significance. It also discusses identifying customer pains like costs and issues, as well as gains like benefits and desired outcomes. The document provides examples of defining customer personas and archetypes. It discusses different types of markets and how that impacts factors like customers, needs, risks, and examples. Finally, it discusses concepts like identifying different customer roles, running experiments to test interest, and dealing with multi-sided markets.
This document provides an agenda for a class on customer segments and channels for a business model canvas. It includes discussions on common errors in customer segments, types of market and customers, and channels. The class will involve team presentations on customer segments findings. It also outlines the work for the next class, which is to update the business model canvas based on customer and channel research, develop an MVP, and prepare a presentation on the distribution channel hypothesis.
Agenda for Class 3
• Q&A about Value Proposition
• Team Presentations: Value Proposition Findings
• Summary about Customer Segments • Work for Next Week
This document outlines the agenda for a class on business models and customer discovery. It includes:
1) A Q&A session on the Business Model Canvas and customer discovery process, covering common errors in the BMC.
2) A discussion of different market types (clone, existing, resegmented, new) and how to determine the size of the total, served, and target markets.
3) Presentations from student teams on their work.
4) A summary of how to define a value proposition, including specifying the product/service, common mistakes to avoid, and how to test an MVP.
5) Instructions for the work to be completed before the next class, including customer interviews
Intro to Product Management and Business Model Canvas (BMC)Mulyadi Oey
A set of slides that I had used to describe what Product Management in general is and how to utilize Business Model Canvas (BMC) to help organizations / startups in finding their product-market fit.
The document describes the business model canvas, which is used to define a company's business model. The canvas has nine sections: value proposition, customer segments, channels, customer relationships, revenue streams, key activities, key resources, key partners, and costs. Each section addresses an important aspect of the business model and how the company creates and delivers value for customers. The canvas provides a simple yet comprehensive framework for developing and testing business model hypotheses.
The document discusses key aspects of defining a business value proposition and identifying customer segments. It begins by listing value proposition and customer segments as important building blocks. It then provides guidance on specifying the value proposition by determining what products or services are being offered and how they solve customer problems. It also discusses discovering the minimum viable product and testing it with customers. Finally, it covers identifying the types of customers being served, what jobs or needs they want addressed, and how to understand their decision-making processes.
The document provides an overview of key concepts for developing a business model canvas. It discusses the following components in 3 sentences or less each:
Value Proposition - How a business creates value for customers through elements like newness, performance, customization and more. Customer Segments - The specific target customers a business aims to serve. Channels - How customers are reached and engaged at different stages. Customer Relationships - The type of relationship a business has with its customers.
Key Activities - Critical things a business must do to operate. Key Resources - Important assets required like physical, intellectual, human and financial resources. Key Partners - Suppliers and partners needed. Revenue Streams - How value is captured through various revenue types like
This slide deck describes how to conduct market research to identify potential customers, test product concepts and value propositions, and pricing. Do research to answer key questions for new product market success: 1) who are your customers, 2) what is your value proposition and what are customers willing to pay; 3) how will you win customers and retain them at a profitable rate? Once you have answered these questions, you are on your way to a successful customer discovery and development process.
This workshop slide deck describes the tools and methods for conducting market research for new products and services, including market sizing, forecasting, concept testing, demand estimates, price tests. Learn how to identify potential customers, answer key questions such as: their interest in your products/services, how much they are willing to pay, what they value, how to reach them and deliver that value.
This document discusses business models and their key components. It defines a business model as the story that explains how an enterprise works by answering fundamental questions about who the customer is, what value is provided to the customer, and how the business generates revenue. It then discusses the key components of a business model canvas including value proposition, customer segments, channels, customer relationships, key activities, key resources, key partners, revenue streams, and cost structure. It emphasizes understanding these components to create a tangible business model and addresses considering external forces like competition and substitutes that may impact the business model.
The document discusses the Lean Canvas and Value Proposition Canvas tools for startups. It explains that these tools help startups focus on understanding customer problems and developing solutions to those problems, rather than wasting time on full business plans. The Lean Canvas is used to map out key aspects of a startup idea including the customer segments, problems, solution, unique value proposition, channels, revenue streams, and costs. Understanding the customer's "jobs to be done" as well as their pains and gains is essential. The value proposition should communicate how the solution creates value by addressing these customer needs. Examples are provided and a workshop is outlined to help validate hypotheses.
This document discusses product mix and the product life cycle. It defines what a product is and describes the different levels and classifications of products. It also outlines the new product development process and the stages involved, from idea generation to commercialization. Additionally, it explains the product life cycle framework, how sales and profits change at different stages from introduction to decline, and the appropriate marketing strategies to use in each stage. Limitations of the product life cycle model are also noted.
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.
This document provides an overview of the marketing mix, also known as the 4 P's of marketing - product, price, place, and promotion. It defines each P and gives examples. Product refers to the actual goods or services being offered and includes attributes like design, quality, and branding. Price is what is charged for the product and considers factors like costs, demand, and competitors. Place is where and how the product will be distributed and sold, either directly or indirectly through channels. Promotion covers advertising, public relations, and other activities to make customers aware of the product and build its brand. The 4 P's work together as part of an integrated marketing strategy to maximize effectiveness.
Este documento fornece uma introdução à propriedade intelectual, incluindo:
1) Uma definição de propriedade intelectual e os principais tipos como direitos autorais e patentes.
2) As leis e organizações que regulam a propriedade intelectual tanto nacionalmente como internacionalmente.
3) Exemplos de como a propriedade intelectual pode ser violada e protegida.
This document contains the agenda for Class 9 of an LLP@Tecnico course. It includes time for Q&A about resources and costs, team presentations on resources and costs, and a summary of lessons learned. The Q&A section covers key resources like financing, physical assets, human capital and intellectual property. It also discusses cost structure and important costs. The team presentations will allow groups to discuss their identified resources and costs. Finally, the lessons learned session will be a final presentation on December 13th where each team will share what they learned from their project through a 10 minute presentation and 2-3 minute video. The class is reminded to keep talking to customers and prepare their minimum viable product, presentation, and video
The document provides guidance on conducting customer interviews to validate a business idea. It recommends asking 10 questions to gather factual information from potential customers, including questions to validate they are a suitable customer, understand their jobs and pain points, determine what problems are most important to them, how much they would pay for a product, and permission for follow up. The goal is to learn directly from customers' experiences and examples rather than opinions to inform the business idea.
The document provides guidance on conducting customer interviews and validation for new startup businesses. It emphasizes the importance of validating customer problems and solutions through interviews rather than making assumptions. Some key tips include asking open-ended questions, taking detailed notes without devices, and using the "Mom Test" to determine if a product would seem useless to one's mother. Conducting mock interviews through role-playing games can help founders prepare and gain valuable feedback. The overall goal is to learn directly from customers rather than rely on opinions alone.
This document discusses personas and how to create them. It explains that a persona is a fictional but realistic portrait of a customer that merges characteristics of similar people. Good personas have common characteristics that define an archetype as well as personal details that bring the persona to life. The document provides questions to consider for different types of business customers like B2B, B2C, and multi-sided markets. It recommends giving the persona a face using free avatar images and provides tips for creating a persona board to develop the persona's profile. The overall goal is to help define target customers through fictional representative personas.
This document is an idea canvas template for exploring a new idea. It prompts the user to describe the problem being solved, the team's advantages, the urgency of addressing the problem, any new technology or invention, the user's passion for the idea, and how the idea is better than current alternatives. The template is meant to help structure exploration of a new idea and was created by Luis Caldas de Oliveira based on Bill Aulet's disciplined entrepreneurship approach.
This document lists 7 potential ideas for technology projects involving renewable energy and energy management. The ideas include gas cylinder asset management, determining the state of charge of gas cylinders, combining solar PV with elastic demand from devices, load shifting in large cold rooms, using solar PV in agriculture, demand control ventilation based on CO2 levels, and using solar PV in rural, urban and natural areas. The overall summary is a list of 7 technology project ideas focused on renewable energy and energy management across various industries.
This document discusses entrepreneurial resources and effectuation. It begins with an icebreaker activity to find resources within a group. It then discusses effectuation, how entrepreneurs decide and act, focusing on 5 principles: bird-in-hand, affordable loss, lemonade, patchwork quilt, and pilot-in-the-plane. The document outlines the effectual cycle. It then discusses an entrepreneur's means and resources, including their skills, social resources like contacts, and physical resources like capital. Finally, it instructs the reader to make a list of possible goals based on their available resources.
This document summarizes a Lean LaunchPad course at Tecnico that teaches an evidence-based methodology for starting scalable startups. The course uses an experiential learning model where student teams apply concepts like the Business Model Canvas to develop products or services. Students are required to conduct 10 customer interviews per week and develop prototypes. Teams present their progress weekly and are graded based on participation, customer discovery progress, presentations, and a final presentation. The goal is to impart a process that students can apply to startups for their careers.
🔥🔥🔥🔥🔥🔥🔥🔥🔥
إضغ بين إيديكم من أقوى الملازم التي صممتها
ملزمة تشريح الجهاز الهيكلي (نظري 3)
💀💀💀💀💀💀💀💀💀💀
تتميز هذهِ الملزمة بعِدة مُميزات :
1- مُترجمة ترجمة تُناسب جميع المستويات
2- تحتوي على 78 رسم توضيحي لكل كلمة موجودة بالملزمة (لكل كلمة !!!!)
#فهم_ماكو_درخ
3- دقة الكتابة والصور عالية جداً جداً جداً
4- هُنالك بعض المعلومات تم توضيحها بشكل تفصيلي جداً (تُعتبر لدى الطالب أو الطالبة بإنها معلومات مُبهمة ومع ذلك تم توضيح هذهِ المعلومات المُبهمة بشكل تفصيلي جداً
5- الملزمة تشرح نفسها ب نفسها بس تكلك تعال اقراني
6- تحتوي الملزمة في اول سلايد على خارطة تتضمن جميع تفرُعات معلومات الجهاز الهيكلي المذكورة في هذهِ الملزمة
واخيراً هذهِ الملزمة حلالٌ عليكم وإتمنى منكم إن تدعولي بالخير والصحة والعافية فقط
كل التوفيق زملائي وزميلاتي ، زميلكم محمد الذهبي 💊💊
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A Visual Guide to 1 Samuel | A Tale of Two HeartsSteve Thomason
These slides walk through the story of 1 Samuel. Samuel is the last judge of Israel. The people reject God and want a king. Saul is anointed as the first king, but he is not a good king. David, the shepherd boy is anointed and Saul is envious of him. David shows honor while Saul continues to self destruct.
Temple of Asclepius in Thrace. Excavation resultsKrassimira Luka
The temple and the sanctuary around were dedicated to Asklepios Zmidrenus. This name has been known since 1875 when an inscription dedicated to him was discovered in Rome. The inscription is dated in 227 AD and was left by soldiers originating from the city of Philippopolis (modern Plovdiv).
Philippine Edukasyong Pantahanan at Pangkabuhayan (EPP) CurriculumMJDuyan
(𝐓𝐋𝐄 𝟏𝟎𝟎) (𝐋𝐞𝐬𝐬𝐨𝐧 𝟏)-𝐏𝐫𝐞𝐥𝐢𝐦𝐬
𝐃𝐢𝐬𝐜𝐮𝐬𝐬 𝐭𝐡𝐞 𝐄𝐏𝐏 𝐂𝐮𝐫𝐫𝐢𝐜𝐮𝐥𝐮𝐦 𝐢𝐧 𝐭𝐡𝐞 𝐏𝐡𝐢𝐥𝐢𝐩𝐩𝐢𝐧𝐞𝐬:
- Understand the goals and objectives of the Edukasyong Pantahanan at Pangkabuhayan (EPP) curriculum, recognizing its importance in fostering practical life skills and values among students. Students will also be able to identify the key components and subjects covered, such as agriculture, home economics, industrial arts, and information and communication technology.
𝐄𝐱𝐩𝐥𝐚𝐢𝐧 𝐭𝐡𝐞 𝐍𝐚𝐭𝐮𝐫𝐞 𝐚𝐧𝐝 𝐒𝐜𝐨𝐩𝐞 𝐨𝐟 𝐚𝐧 𝐄𝐧𝐭𝐫𝐞𝐩𝐫𝐞𝐧𝐞𝐮𝐫:
-Define entrepreneurship, distinguishing it from general business activities by emphasizing its focus on innovation, risk-taking, and value creation. Students will describe the characteristics and traits of successful entrepreneurs, including their roles and responsibilities, and discuss the broader economic and social impacts of entrepreneurial activities on both local and global scales.
Level 3 NCEA - NZ: A Nation In the Making 1872 - 1900 SML.pptHenry Hollis
The History of NZ 1870-1900.
Making of a Nation.
From the NZ Wars to Liberals,
Richard Seddon, George Grey,
Social Laboratory, New Zealand,
Confiscations, Kotahitanga, Kingitanga, Parliament, Suffrage, Repudiation, Economic Change, Agriculture, Gold Mining, Timber, Flax, Sheep, Dairying,
A Free 200-Page eBook ~ Brain and Mind Exercise.pptxOH TEIK BIN
(A Free eBook comprising 3 Sets of Presentation of a selection of Puzzles, Brain Teasers and Thinking Problems to exercise both the mind and the Right and Left Brain. To help keep the mind and brain fit and healthy. Good for both the young and old alike.
Answers are given for all the puzzles and problems.)
With Metta,
Bro. Oh Teik Bin 🙏🤓🤔🥰
THE SACRIFICE HOW PRO-PALESTINE PROTESTS STUDENTS ARE SACRIFICING TO CHANGE T...indexPub
The recent surge in pro-Palestine student activism has prompted significant responses from universities, ranging from negotiations and divestment commitments to increased transparency about investments in companies supporting the war on Gaza. This activism has led to the cessation of student encampments but also highlighted the substantial sacrifices made by students, including academic disruptions and personal risks. The primary drivers of these protests are poor university administration, lack of transparency, and inadequate communication between officials and students. This study examines the profound emotional, psychological, and professional impacts on students engaged in pro-Palestine protests, focusing on Generation Z's (Gen-Z) activism dynamics. This paper explores the significant sacrifices made by these students and even the professors supporting the pro-Palestine movement, with a focus on recent global movements. Through an in-depth analysis of printed and electronic media, the study examines the impacts of these sacrifices on the academic and personal lives of those involved. The paper highlights examples from various universities, demonstrating student activism's long-term and short-term effects, including disciplinary actions, social backlash, and career implications. The researchers also explore the broader implications of student sacrifices. The findings reveal that these sacrifices are driven by a profound commitment to justice and human rights, and are influenced by the increasing availability of information, peer interactions, and personal convictions. The study also discusses the broader implications of this activism, comparing it to historical precedents and assessing its potential to influence policy and public opinion. The emotional and psychological toll on student activists is significant, but their sense of purpose and community support mitigates some of these challenges. However, the researchers call for acknowledging the broader Impact of these sacrifices on the future global movement of FreePalestine.
4. Common Errors on
Customer Segments
• Poorly designed and vague data from
customer interviews (“they liked our
product”)
• No articulation: hypotheses/experiments with
pass/fail tests
• Confusion between
users/payers/recommenders, etc.
• No customer archetype
8. One-sided Market
• Product/service serves a single class of
customers
• The value propositions does not depend on
interaction between classes of customers
9. Multi-sided Market
• Product/service serves multiple customer
classes
• Some of the value propositions depend on
interaction between multiple classes of
customers
15. Two Questions
1.How do you want to sell your product?
1.How does your customer want to buy
your product?
16. How do you want to
sell your product?
üYourself
üThrough someone else
üRetail
üWholesale
üBundled with other products/services
17. How does your customer
want to buy your product?
üSame day
üDelivered and installed
üDownloaded
üBundled with other products/services
üAs a service
ü…
18. Types of Channels
• Direct: sell it yourself
• Indirect: OEM, VAR, Reseller, Distributor
• Licensing: they make it and sell it
19. The Channel Can Be
the Customer
• Products embedded in others (OEM –
original equipment manufacturer)
• Products resold by others (VAR – value
added reseller)
• Products distributed by others
(Distributor)
26. Presentation for Next
Week
• Slide 1: Cover slide
• Slide 2: Business Model Canvas (changes marked in red,
different colors for multi-sided markets)
• Slide 3-n: What is the distribution channel: hypothesis,
experiments, results, action
• Slide n+1: Channel diagram with annotated channel
economics
• Slide n+2: Images of your prototype
27. Before Next Class
• Talk to 10 customers and channel partners
• Update LPC Narrative and Canvas
• Work on your MVP: site or wireframe
(web/mobile), prototype, model,
crowdfunding (physical product)
• Prepare Class Presentation
• Watch Lecture 5: Customer Relationships