- 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.
- 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.
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 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.
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.
Kinepolis is an important European cinema operator with three strategic pillars: being the best cinema operator, best real estate operator, and best marketer. As the best marketer, Kinepolis aims to know customers better through personalized websites and digital channels, increase communication, and automate processes. The 2016 commercial plan focuses on rationalizing product offerings, extending sales channels like a new e-shop, and increasing awareness of gifting and loyalty products. The e-shop launched in December 2015 and saw over 21,000 units sold in its first 15 months, reaching the break-even point after just one week. Ongoing areas for improvement include optimizing fulfillment and customer service levels as well as adding new product
The document discusses how companies are adapting their approaches to omni-channel, customer experience, and agile development. It provides examples of case studies from DBS Bank, OPSM, and PayPal where each conducted studies involving customers over a 1-week period to gain insights on customer experience and test approaches in an agile and iterative manner. The key is taking an agile approach, engaging customers early and often to incorporate their feedback, and focusing on customer experience across business units in order to truly understand customers.
The document provides guidance for mentors to emphasize key concepts around customer relationships to startup teams. Mentors should focus critiques on helping teams understand distribution channels and sales cycles. They should ensure teams diagram their channel maps and can explain customer acquisition processes. Common mistakes include confusing channels with customers and not testing hypotheses. Mentors are advised to emphasize strategies for acquiring, keeping, and growing customers over their lifetime in a repeatable and scalable way.
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 describes an all-in-one integrated portal jumpstart special that includes:
1) An eLearning private training portal, 2) Free web conferencing for up to 25 users including desktop sharing and whiteboarding, and 3) A virtual trade show platform with a one-time $10,000 setup fee and $200 monthly maintenance fees. Revenue can be generated through attendee, exhibitor, and sponsorship subscription fees from the virtual trade show and other online events run on the integrated portal.
This document provides teaching notes on partnerships for mentors. It outlines teaching objectives focused on revenue models, pricing, and partnerships. It recommends asking students about their revenue model, pricing strategy, and potential partners. Common student errors include confusing pricing tactics with strategy, pricing based on costs rather than value, and underestimating the difficulty of acquiring partners. Mentors should emphasize the different types of partners, risks of partnerships, and that partnerships are not necessary for early customers but may be needed for mainstream adoption.
This document provides an overview of marketing planning and products for an education technology company. It discusses using an app to generate leads, online test series as a revenue generator, and CD/DVD/SD cards as another revenue source. The app aims to collect qualified leads and communicate with them via push notifications. Online test series allow students to practice tests and identify strengths and weaknesses. Physical media extends brand reach in areas with slow internet. The document proposes promotion tactics and outlines a funnel analysis and goals for app launches.
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.
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 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.
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.
Kinepolis is an important European cinema operator with three strategic pillars: being the best cinema operator, best real estate operator, and best marketer. As the best marketer, Kinepolis aims to know customers better through personalized websites and digital channels, increase communication, and automate processes. The 2016 commercial plan focuses on rationalizing product offerings, extending sales channels like a new e-shop, and increasing awareness of gifting and loyalty products. The e-shop launched in December 2015 and saw over 21,000 units sold in its first 15 months, reaching the break-even point after just one week. Ongoing areas for improvement include optimizing fulfillment and customer service levels as well as adding new product
The document discusses how companies are adapting their approaches to omni-channel, customer experience, and agile development. It provides examples of case studies from DBS Bank, OPSM, and PayPal where each conducted studies involving customers over a 1-week period to gain insights on customer experience and test approaches in an agile and iterative manner. The key is taking an agile approach, engaging customers early and often to incorporate their feedback, and focusing on customer experience across business units in order to truly understand customers.
The document provides guidance for mentors to emphasize key concepts around customer relationships to startup teams. Mentors should focus critiques on helping teams understand distribution channels and sales cycles. They should ensure teams diagram their channel maps and can explain customer acquisition processes. Common mistakes include confusing channels with customers and not testing hypotheses. Mentors are advised to emphasize strategies for acquiring, keeping, and growing customers over their lifetime in a repeatable and scalable way.
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 describes an all-in-one integrated portal jumpstart special that includes:
1) An eLearning private training portal, 2) Free web conferencing for up to 25 users including desktop sharing and whiteboarding, and 3) A virtual trade show platform with a one-time $10,000 setup fee and $200 monthly maintenance fees. Revenue can be generated through attendee, exhibitor, and sponsorship subscription fees from the virtual trade show and other online events run on the integrated portal.
This document provides teaching notes on partnerships for mentors. It outlines teaching objectives focused on revenue models, pricing, and partnerships. It recommends asking students about their revenue model, pricing strategy, and potential partners. Common student errors include confusing pricing tactics with strategy, pricing based on costs rather than value, and underestimating the difficulty of acquiring partners. Mentors should emphasize the different types of partners, risks of partnerships, and that partnerships are not necessary for early customers but may be needed for mainstream adoption.
This document provides an overview of marketing planning and products for an education technology company. It discusses using an app to generate leads, online test series as a revenue generator, and CD/DVD/SD cards as another revenue source. The app aims to collect qualified leads and communicate with them via push notifications. Online test series allow students to practice tests and identify strengths and weaknesses. Physical media extends brand reach in areas with slow internet. The document proposes promotion tactics and outlines a funnel analysis and goals for app launches.
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.
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
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
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.
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 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
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.
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 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 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.
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.
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.
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 various aspects of new product development, including replacing products in decline with new products. It describes different types of new products and the importance of core competencies. The document outlines the new product development process, from idea generation and screening to concept development, business analysis, product development, market testing, and commercialization. It also discusses sustaining innovation for demanding customers through incremental improvements versus disruptive innovation for less demanding customers through lower-cost, simpler products. Mass customization aims to deliver customized products and services with near mass production efficiency, driven by market demands, competition, and new technologies.
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.
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.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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Find out more about ISO training and certification services
Training: ISO/IEC 27001 Information Security Management System - EN | PECB
ISO/IEC 42001 Artificial Intelligence Management System - EN | PECB
General Data Protection Regulation (GDPR) - Training Courses - EN | PECB
Webinars: https://pecb.com/webinars
Article: https://pecb.com/article
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For more information about PECB:
Website: https://pecb.com/
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Facebook: https://www.facebook.com/PECBInternational/
Slideshare: http://www.slideshare.net/PECBCERTIFICATION
Walmart Business+ and Spark Good for Nonprofits.pdfTechSoup
"Learn about all the ways Walmart supports nonprofit organizations.
You will hear from Liz Willett, the Head of Nonprofits, and hear about what Walmart is doing to help nonprofits, including Walmart Business and Spark Good. Walmart Business+ is a new offer for nonprofits that offers discounts and also streamlines nonprofits order and expense tracking, saving time and money.
The webinar may also give some examples on how nonprofits can best leverage Walmart Business+.
The event will cover the following::
Walmart Business + (https://business.walmart.com/plus) is a new shopping experience for nonprofits, schools, and local business customers that connects an exclusive online shopping experience to stores. Benefits include free delivery and shipping, a 'Spend Analytics” feature, special discounts, deals and tax-exempt shopping.
Special TechSoup offer for a free 180 days membership, and up to $150 in discounts on eligible orders.
Spark Good (walmart.com/sparkgood) is a charitable platform that enables nonprofits to receive donations directly from customers and associates.
Answers about how you can do more with Walmart!"
The simplified electron and muon model, Oscillating Spacetime: The Foundation...RitikBhardwaj56
Discover the Simplified Electron and Muon Model: A New Wave-Based Approach to Understanding Particles delves into a groundbreaking theory that presents electrons and muons as rotating soliton waves within oscillating spacetime. Geared towards students, researchers, and science buffs, this book breaks down complex ideas into simple explanations. It covers topics such as electron waves, temporal dynamics, and the implications of this model on particle physics. With clear illustrations and easy-to-follow explanations, readers will gain a new outlook on the universe's fundamental nature.
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