The document discusses strategies for a company considering investing in renewable energy ("the Greens"). It notes that this is a critical time requiring solid strategy. Key challenges include high social/market costs, capital intensity, long lead times, and incumbent power. Business models should consider educating markets, outsourcing production, and reducing upfront costs. Case studies show highlighting unique values and focusing technological development while outsourcing other parts. The company needs to structure itself with a clear product/service, customer strategy, and competitive advantage. It also needs to align personnel, define roles and responsibilities, and create an ideal model for efficiency.
This presentation describes the Business Modeling Starter Kit, an out-of-the-box workshop that helps entrepreneurs exploring viable business models for a new or existing business. It was created by Prof. Dr. Henning Breuer and his colleagues at the Telekom Innovation Laboratories in Berlin and revised, extended and translated by UXBerlin.
Core competency is a concept in management theory introduced by, C. K. PRAHALAD and GARY HAMEL.
It can be defined as "a harmonized combination of multiple resources and skills that distinguish a firm in the marketplace“
Core competency are the skills, characteristics, and assets that set your company apart from competitors.
They are the fuel for innovation and the roots of competitive advantage.
The engine for new business development, underlying component of a company’s competitive advantage created from the coordination, integration and harmonization of diverse skills and multiple streams of technologies.
The Business Model Handbook provides a practical approach on how to describe, evaluate and (re)invent your business model. Use it on your own or as a discussion guide with your team. DOWNLOAD YOUR COPY AT http://www.e-junkie.com/sniukas
Outsmart the risks that could impact your business.The Risk-Driven Business Model and learn more about why the key choices you make in designing your business model can dramatically reduce risk
Management Strategy: The Core Competence of the Corporation.
Based on Harvard Business Review with same title article written by C.K. Prahalad and Gary Hamel
Strategic Management models and diagrams for professional business presentation.
More downloadable business diagrams on
http://www.drawpack.com
your visual business knowledge
Learning from other sectors: How did low-cost business models change an industry?
By: Raúl Sánchez, Director, Strategy & Operations, Deloitte, Barcelona, Spain
This presentation describes the Business Modeling Starter Kit, an out-of-the-box workshop that helps entrepreneurs exploring viable business models for a new or existing business. It was created by Prof. Dr. Henning Breuer and his colleagues at the Telekom Innovation Laboratories in Berlin and revised, extended and translated by UXBerlin.
Core competency is a concept in management theory introduced by, C. K. PRAHALAD and GARY HAMEL.
It can be defined as "a harmonized combination of multiple resources and skills that distinguish a firm in the marketplace“
Core competency are the skills, characteristics, and assets that set your company apart from competitors.
They are the fuel for innovation and the roots of competitive advantage.
The engine for new business development, underlying component of a company’s competitive advantage created from the coordination, integration and harmonization of diverse skills and multiple streams of technologies.
The Business Model Handbook provides a practical approach on how to describe, evaluate and (re)invent your business model. Use it on your own or as a discussion guide with your team. DOWNLOAD YOUR COPY AT http://www.e-junkie.com/sniukas
Outsmart the risks that could impact your business.The Risk-Driven Business Model and learn more about why the key choices you make in designing your business model can dramatically reduce risk
Management Strategy: The Core Competence of the Corporation.
Based on Harvard Business Review with same title article written by C.K. Prahalad and Gary Hamel
Strategic Management models and diagrams for professional business presentation.
More downloadable business diagrams on
http://www.drawpack.com
your visual business knowledge
Learning from other sectors: How did low-cost business models change an industry?
By: Raúl Sánchez, Director, Strategy & Operations, Deloitte, Barcelona, Spain
This is the first part in a two part presentation aimed at an Executive MBA class for a leading institution in Bangalore. The content focuses on introducing concepts around strategy as a foundation to Strategic HRM. Aside from introducing the relationship, it does not delve in Strategic HRM per se since that is handled in subsequent sessions.
Netz Capital Early stage venture capital fundAtul Khekade
Netz Capital Early Stage venture capital fund and advisory. Presentation delivered during Indian Venture capital journal event at Taj Lands End, Bandra, Mumbai, India
MICG - Strategy and Risk Management for MTU ServicesKenny Ong
MICG ENTERPRISE RISK MANAGEMENT 2012
November 2012
Strategy and Risk Management
• Strategic Risks in the New World
• The Most Important Risk of All: Business Model vs. Risk (Choosing the wrong Business Model)
• M&A Risk (Pre- and Post- Acquisition Risks)
• People Risk (Succession Planning and Business Continuity)
• Fraud Risk
• Growth Risk (Growth methods and their associated risks including Benchmarking Risk)
• Reputational Risk (Brand and PR)
• R&D Risk
• How To: The 4-Wheels Operating Model and Strategic Risk Management Checklist
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.
Slides from a recent speech in front of 1500 people on:
- Why business model innovation is important
- What a business model is
- How to design and implement innovative business models using a design thinking approach.
Many cases illustrate how to do it in practice.
Supply Chain Summit on Innovation Driven Procurement Business ModelRobbert den Braber
Presentation given on the Global SC Summit @ October 4 in Venlo, The Netherlands
It shows the change in Procurement business model required to contribute to innovation
Blue Ocean Strategy - An overview for TEC MembersMOVUS
This presentation has been developed for members and guests of The Executive Connection in Australia and New Zealand.
This is an introduction to Blue Ocean Strategy and focuses on the core phases of the overall process - in an easy to digest format.
This presentation includes content from the Australian Blue Ocean Strategy licensee
The Strategy accelerator - Business models with sustainable competitive advan...Alfred Griffioen
Innovate your business model to gain higher ROI. Determine your sustainable competitive advantage (market relevancy or a unique product) and choose your strategy: ally, combine, excel or consolidate. This presentation in English is based on the Dutch book 'De strategieversnelling'. See www.strategy-accelerator.com
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.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
2. Going for “the Greens”
“ …. is at a critical phase where solid strategy and tactics is
required to determine the go or no go decision of the
company’s future.”
Market Characteristic
• High “social benefit”
• Capital Intensive
• Long lead times in generating.
• High power of incumbent
3. Business Model Considerations:
Primary characteristics – Energy Market:
• Accessibility, Availability, Affordability : The product is easily obtainable and the
trade-off to obtaining it is justified.
• Sustainability: Continuous supply.
• Scalability: Supply can be easily adapted to demand.
The geographic characteristic of Indonesia which will not allow for a massive grid
mechanism to be a feasible energy option. A model in managing micro, mini and off-grid
market for energy.
Calculates the energy available, the consumers aspect, the producers capability, the
capital available and the ROI entailed in every projects
4. Business Model Perspective - Case examples
a. Value proposition: determining how ICE creates value.
Case study:
EWZ, Swiss Municipal Utility Provider “educates” their target on the benefits in using their
service. Inviting local households to private-party-gatherings to elaborate the
difference in using their product versus conventional products.
Whisper Technologies New Zealand highlights their “soundless” boiler alternative which is
also as cost effective and environmentally-friendly as the other providers. Their
marketing strategy is by targeting sailing boat-owners which will really notice their
“soundless” feature and target other market after it.
5. Business Model Perspective and Case examples – Summary Model
Challenges Business Model Element Strategic Option
Social Cost Vs Market Cost Value Proposition Educate Market
Outsourcing / distribution
Capital Intensive Value Creation
partner
Reduce Initial Cost (leasing,
Long Lead Times Revenue Model
contracting)
Power of Incumbents After Sales Service
6. Business Model Perspective - Case examples
a. Value proposition: determining how … creates value.
Case study:
EWZ, Swiss Municipal Utility Provider “educates” their target on the benefits in using their service.
Inviting local households to private-party-gatherings to elaborate the difference in using their
product versus conventional products.
Whisper Technologies New Zealand highlights their “soundless” boiler alternative which is also as cost
effective and environmentally-friendly as the other providers. Their marketing strategy is by
targeting sailing boat-owners which will really notice their “soundless” feature and target other
market after it.
b. Value creation: determining which part of the business process should be done –efficiently. (new
ventures usually chooses focus between two options: a breakthrough distribution system or a
focused technological approach)
Case study:
OPD designed a 750 Kw offshore wave-powered energy generator. They focused on developing the
“intelligent core” of the machine and outsourced the rest of the machine.
c. Revenue model: identifying where the money is. (the most feasible option on clean energy so far is
reduction of up front investment from customers). Case study: see solar power presentation.
7. Structuring
• Sell the management – not the idea
• Product & Service (what?)
• Customers (strategy to meet our primary customer)
• Our competitive advantage (what will make us succeed while other fails?)
Strategy • Strategy to keep the competitors at bay
• Who is Where doing What?
• Degree of job segregation
• KPIs
Structure
• Target marcom and stages
• The kind of perception to reach
• The real movement to the perceived value
Perception
10. The company’s entire element must “keep their eye on the road” and
it’s the management’s role to “create the road”
11. Workplan
Define the Problem
• Define who is doing what, when, how & reporting to who (by
personnel inquiry)
• Create a map of personnel
• Apply same model with top – bottom and bottom – top approach
• Define the gaps
Create Ideal Model
• The market approach or industry best practice
Recommendation & Alignment
• Align the gaps between existing – ideal
• Apply strategy in structure
• Create a perception strategy (involvement)