Produced by Ouke Arts, Strategy Consultant
working for Strategy Boutique Thaesis and supported by trendwatching.com.
http://www.linkedin.com/in/oukearts
http://www.thaesis.nl
http://www.trendwatching.com
Value Creation and Customer Experience Management in Mobile VAS for an Enhanc...Ali Saghaeian
Some of the topics covered in this slide deck:
Mapping the Customer Experience and creating Value
Customer experience as an ecosystem play
Top business and process challenges for customer experience programs
Deepen engagement over the lifecycle of the customer
Importance of Self Service in better customer experience
Objectives for Customer Experience Management (CEM)
Comparing Traditional Customer Service vs. Next Gen Proactive Support
Value Creation and Customer Experience Management in Mobile VAS for an Enhanc...Ali Saghaeian
Some of the topics covered in this slide deck:
Mapping the Customer Experience and creating Value
Customer experience as an ecosystem play
Top business and process challenges for customer experience programs
Deepen engagement over the lifecycle of the customer
Importance of Self Service in better customer experience
Objectives for Customer Experience Management (CEM)
Comparing Traditional Customer Service vs. Next Gen Proactive Support
Building successful long term customer relationshipsPaul Overton
Building successful long term customer relationships.
• Defining the nature of the relationship and setting mutual expectations for the future
• The role of governance structures and KPIs in effective relationship management
• Building a “banking mentality” and dealing with “service challenges” using formal escalation mechanisms
• Practical ways of creating long term value for both parties
• Establishing open relationships where honesty, integrity and straight talking can thrive
A form of product that consists of activities, benefits or satisfactions offered for sale that are essentially intangible and do not result in the ownership of anything. The government sector, with its court, employment services, hospitals, loan agencies, military services, police and fire department, postal service and schools, in the service business. An essential ingredient to any service provision is the use of appropriate staff and people. Refers to the systems used to assist the organization in delivering the service. Where is the service being delivered? Physical Evidence is the element of the service mix.
A business model presentation using Business Model Canvas and each building block and an Empathy Map(by XPlane.com) as a predefined background template.
Just add a new slide and choose a template and start adding post-it on it!!
The “Business Model” is the blueprint which defines how your business operates and makes money.
Every business invests money in resources and activities to create value & benefits which customers are prepared to pay more for.
Every business model is founded on 2 simple questions:
Who is the customer?
What does the customer need or require to have done?
Building successful long term customer relationshipsPaul Overton
Building successful long term customer relationships.
• Defining the nature of the relationship and setting mutual expectations for the future
• The role of governance structures and KPIs in effective relationship management
• Building a “banking mentality” and dealing with “service challenges” using formal escalation mechanisms
• Practical ways of creating long term value for both parties
• Establishing open relationships where honesty, integrity and straight talking can thrive
A form of product that consists of activities, benefits or satisfactions offered for sale that are essentially intangible and do not result in the ownership of anything. The government sector, with its court, employment services, hospitals, loan agencies, military services, police and fire department, postal service and schools, in the service business. An essential ingredient to any service provision is the use of appropriate staff and people. Refers to the systems used to assist the organization in delivering the service. Where is the service being delivered? Physical Evidence is the element of the service mix.
A business model presentation using Business Model Canvas and each building block and an Empathy Map(by XPlane.com) as a predefined background template.
Just add a new slide and choose a template and start adding post-it on it!!
The “Business Model” is the blueprint which defines how your business operates and makes money.
Every business invests money in resources and activities to create value & benefits which customers are prepared to pay more for.
Every business model is founded on 2 simple questions:
Who is the customer?
What does the customer need or require to have done?
This paper outlines the increasing challenges of Business Model Innovation in the Digital and New Media Economy. It describes drivers of change, impacts on the innovation and business landscape, consequences for business modeling and the innovation process, as well as the implications for organizational adaptation. It presents in-depth observations from empirical
research on 12 business cases in the Digital and Media Economy in Germany.
Product Vision and Strategy - Creating Value Doug Henderson
Discussion at the Alpha Loft's Full Stack meetup in Portsmouth NH on 3/25/2015. Discussed Product Value Proposition, Business Model Canvas, Value Map, Customer Segments, Customer Research, Lean Startup Methodology.
Alexander Osterwalder and Yves Pigneur defined a business model as how an organization creates, delivers, and captures value. More importantly they showed how any company’s business model could be defined in 9 boxes. It’s an amazing and powerful tool. It instantly creates a shared visual language while defining a business. Their book “Business Model Generation,” is the definitive text on the subject.
More on http://www.businessmodelgeneration.com
Onopia - Business Model Innovation et Business Model CanvasOnopia
Onopia - Slides du Webinaire Business Model Innovation
Présentation du Business Model Canvas d'Alexander Osterwalder, agrémenté de nombreux exemples de Business Models Innovants.
Onopia est un spécialiste de l'innovation de Business Model, de la création de nouveaux services et produits, du design thinking, de la créativité. Onopia accompagne de nombreuses entreprises de tous les secteurs, dans la redefinition de leurs offres et business models.
OSS-EBM: Open Source Software Entrepreneurial Business ModellingJoni Salminen
CITE: Teixeira, J., & Salminen, J. (2014). Open-Source Software Entrepreneurial Business Modelling. In L. Corral, A. Sillitti, G. Succi, J. Vlasenko, & A. I. Wasserman (Eds.), Open Source Software: Mobile Open Source Technologies (pp. 80–82). Springer Berlin Heidelberg. https://doi.org/10.1007/978-3-642-55128-4_10
Hvilke deler av forretningsmodellen du kan gjøre mer lønnsom med teknologi? Vi viser deg hvordan du bruker The Business Model Canvas til å finne ut hvordan en applikasjon kan spare bedriften penger.
Similar to Service in the Industry is not a Product Feature but a Business Model (20)
In this slide deck, you can learn about the next disruptive waves in your market, how to build disruptive growth strategies and how to prepare your organization for disruptive growth. Produced by Thaesis @oukearts and powered by trendwatching.com @trendwatching.
The times they are a-changin’…
And so you have learned about new business models.
Now, be ready for the next 10 disruptive waves.
10 Markets
10 Business Models
50 Examples
100+ Slides
Disruptive Education Model
Disruptive Banking Model
Disruptive Technology Model
Disruptive Media Model
Disruptive Cable & Telco Model
Disruptive Medical Model
Disruptive Travel Model
Disruptive Government Model
Disruptive Consumer Goods Model
Disruptive Retail Model
Produced by Thaesis
Supported by Trendwatching.com
10 New Business Models for this Decade (beta)
1. Localized Low-Cost Business Model
2. One-Off Experience Business Model
3. Beyond Advertising Business Model
4. Markets Are Conversations Business Model
5. Low-Budget Innovation Business Model
6. Community-Funded Business Model
7. Sustainability-Focused Business Model
8. Twisted Freemium Business Model
9. Unlimited Niches Business Model
10. In-Crowd Customers Business Model
TREND RESEARCH BY Trend Firm trendwatching.com
MARKET ANALYSIS BY Strategy Boutique Thaesis
BUSINESS MODEL DESIGN BY Strategy Consultant/Graphic Facilitator Ouke Arts
1. Localized Low-Cost Business Model
2. One-Off Experience Business Model
3. Beyond Advertising Business Model
4. Markets Are Conversations Business Model
5. Low-Budget Innovation Business Model
6. Community-Funded Business Model
7. Sustainability-Focused Business Model
8. Twisted Freemium Business Model
9. Unlimited Niches Business Model
10. In-Crowd Customers Business Model
TREND RESEARCH BY trendwatching.com
BUSINESS MODEL DESIGN BY Business Models Inc.
THE BUSINESS MODEL CANVAS is part of the Business Model Generation methodology
How to restrategize your company in an economic crisis - updated and expandedOuke Arts
To restrategize is not to maximize shareholder value, nor is it about mergers and acquisitions or growth and expansion. To restrategize is to adapt to an economic crisis. And it takes ten steps to adapt:
1. realize you are in an economic crisis;
2. redefine your leadership;
3. reestablish your mission;
4. revise your vision;
5. rethink how you communicate in your market;
6. redefine your value proposition;
7. redistinguish yourself from your competitors;
8. redesign your organization;
9. reorganizae your alliances; and
10. refinance your company.
Methoden en technieken van organisatieadvies Ouke Arts
In de periode 2006-2007 heb ik deelgenomen aan de postgraduate opleiding Management Consultant (PGO-MC). Dit is het overzicht van modellen uit het logboek waarin ik in het kader van deze opleiding methoden en technieken voor organisatieadvies heb verwerkt. Zie voor meer methoden en technieken van organisatieadvies mijn logboek op http://pgomc.blogspot.com (...)
REALIZE YOU ARE IN AN ECONOMIC CRISIS
REDEFINE YOUR LEADERSHIP
REESTABLISH YOUR MISSION
REVISE YOUR VISION
RETHINK HOW YOU COMMUNICATE IN YOUR MARKET
REDEFINE YOUR VALUE PROPOSITION
REDISTINGUISH YOURSELF FROM YOUR COMPETITORS
REDESIGN YOUR ORGANIZATION
REORGANIZE YOUR ALLIANCES
REFINANCE YOUR COMPANY
How to restrategize your company in an economic crisis.Ouke Arts
To restrategize is not to maximize shareholder value, nor is it about mergers and acquisitions or growth and expansion. To restrategize is to adapt to an economic crisis. And it takes ten steps to adapt. (...)
Do you need to restrategize? You have a vision. You have a strategy. So you know where you are. And you know where you are going. Right? Wrong. We did not know this economic crises. We can only estimate its impact. (...)
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
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VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
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/
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
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.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
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Service in the Industry is not a Product Feature but a Business Model
1. Lec
tu
AFS re
MI
Service in the industry is
not a product feature
but a business model
2. ure
Lect I
AFSM
And this lecture will provide you with insights on
how to design new business models based on both
business logic and creative instinct
6. Strategy Consultant: 80% corporate/executive + 20% start-up/new business
2010 Publishers, broadcasters, retailers
and technology companies
2009 Entertainment, telecom and 7%
television production companies 3% 34%
2008 Travel and leisure, architecture,
fashion and professional services
2007 companies
2006 Industrial manufacturing, (bio-)
technology, science and education,
2005 banking and insurance companies
2004 Aviation, automotive, engineering 41%
2003 and construction companies
14%
Retail and FMCG
High-tech industry
Media and technology
Creative industry
Let me introduce myself Professional services
7. Goal to discover new business model(s) together
1. Let’s meet the industry
>>> and your greatest challenges
2. Let’s think services
>>> and use your creative instinct
3. Let’s talk business
>>> and bring in your business logic (finally)
2x45 minutes, with breaks and discussion
10. uire? What value do we deliver to the customer? What type of relationship doe
Which one of our customer’s problems are we helping to solve? Segments expect us to establ
What bundles of products and services are we offering to each Customer Segment? Which ones have we establish
Which customer needs are we satisfying? How are they integrated with
How costly are they?
The industry mainly delivers
high-technology products
and services to businesses
Greatest challenge:
Customer orientation and
service innovation
quire? Through which Channels do o
11. What Key Activities do our Value Propositions require? What value do we deliver to t
Our Distribution Channels? Which one of our customer’s p
ners? Customer Relationships? What bundles of products and
Revenue streams? Which customer needs are we
Research > Development >
Purchasing > Production >
Assembly > Distribution >
Sales > Maintenance
Greatest challenge:
Process innovation and
automation
12. What Key Resources do our Value Propositions require?
Our Distribution Channels? Customer Relationships?
Revenue Streams?
The most important assets
in the industry are physical
(facilities, machines and
systems) and intellectual
(patents)
Greatest challenge:
Human resources
13. Who are our Key Partners? What Key Activities do our Val
Who are our key suppliers? Our Distribution Channels?
Which Key Resources are we acquiring from partners? Customer Relationships?
Which Key Activities do partners perform? Revenue streams?
The industry works in
networks of suppliers and
partners to reduce risks and
acquire access to resources
Greatest challenge:
Managing alliances
14. What are the most important costs inherent in our business model?
Which Key Resources are most expensive?
Which Key Activities are most expensive?
High proportion fixed costs
Greatest challenge:
Productivity and cost control
15. Service in the industry is
not a product feature
but a business model
Wrap up left-hand side of the business model
1. Greatest challenge for your value proposition
>>> customer orientation and service innovation
2. Greatest challenge for your key activities
>>> process innovation and automation
3. Greatest challenge for your key resources
>>> human resources
4. Greatest challenge for your key partners
>>> managing alliances
5. Greatest challenge for your cost structure
>>> productivity and cost control
17. Break
Goal imagine your ultimate competitor
1. Think of a competitor with unlimited resources and working capital
>>> don’t rely on the past
2. This competitor has as many valuable relationships as you have
>>> forget any market barriers
3. This competitor is operational in business today
>>> let go of the status quo
4. What would this ultimate competitor look like and how would he act?
5. What would you do to deal with this competitor (e.g. prevent/defense/become/...)?
5 minutes, individually
21. uire? What value do we deliver to the customer? What type of relationship doe
Which one of our customer’s problems are we helping to solve? Segments expect us to establ
What bundles of products and services are we offering to each Customer Segment? Which ones have we establish
Which customer needs are we satisfying? How are they integrated with
How costly are they?
The industry mainly delivers
high-technology products
and services to businesses
Greatest challenge:
Customer orientation and
service innovation
quire? Through which Channels do o
22. What type of relationship does each of our Customer For whom are we creating val
ping to solve? Segments expect us to establish and maintain with them? Who are our most important
ering to each Customer Segment? Which ones have we established?
How are they integrated with the rest of our business model?
How costly are they?
It takes a relationship and a
social space for a customer
to experience a service
Greatest challenge:
Establish relationships
23. Through which Channels do our Customer Segments
want to be reached?
How are we reaching them now?
How are our Channels integrated?
Which ones work best?
Which ones are most cost-efficient?
How are we integrating them with customer routines?
The industry’s value chain
hardly facilitates interaction
Greatest challenge:
Create multiple touch-points
what value are our customers really willing to pay?
what do they currently pay?
are they currently paying?
24. No.
mer For whom are we creating value?
th them? Who are our most important customers?
ness model?
The industry offers payers
products and services, not
necessarily solutions to
problems experienced by
actual end-users
Greatest challenge:
Value-driven innovation
25. For what value are our customers really willing to pay?
For what do they currently pay?
How are they currently paying?
How would they prefer to pay?
How much does each Revenue Stream contribute to overall revenues?
The industry is asset sale driven
Greatest challenge:
Usage, subscription, licensing models
This work is licensed under the Creative Commons Attribution-Sh
To view a copy of this license, visit http://creativecom
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Fr
26. Service in the industry is
not a product feature
but a business model
Wrap up right-hand side of the business model
1. Greatest challenge for your value proposition
>>> customer orientation and service innovation
2. Greatest challenge for your customer relationships
>>> establish relationships
3. Greatest challenge for your channels
>>> create multiple touch-points
4. Greatest challenge for your customer segments
>>> value-driven innovation
5. Greatest challenge for your revenue streams
>>> usage, subscription, licensing models
27. ds
Tren
Let’s discuss the impact of trends in your markets
29. “The global emerging middle class
now stands at two billion people
who spend USD 6.9 trillion a year,
a figure which is expected to rise
to USD 20 trillion - twice current
”
US consumption - by 2020.
Source: McKinsey,
July 2010
Let’s illustrate
30. “The top ten value creators in the Boston
Consulting Group’s 712-company sample are
all from Asia: five companies listed on stock
exchanges in China, two in Hong Kong, and
one each in India, Indonesia, and South Korea.
”
Source: Boston Consulting Group,
September 2010
Let’s illustrate
31. “The US ranked 24th out of 25 markets around
the world in an examination of green consumer
habits around the world. Approximately two in
three Americans perceive green products to be
too costly and one-third believes they don’t
”
work as well as “regular” products.
Source: GfK Roper,
October 2010
Let’s illustrate
32. “Consumers from emerging markets in the
Asian region are more willing to pay more for
green products. Nearly 95% of Thai consumers,
90% of Chinese consumers and over 80% of
Malaysian and Korean consumers are willing to
pay more, yet less than 60% of consumers from
other Asia-Pacific markets such as Hong Kong
and Australia exhibit willingness to pay more.
”
Source: Datamonitor,
December 2010
Let’s illustrate
33. “A national survey of 1,800 independent
businesses in the US found that 80%
said public awareness of the value of
choosing locally owned businesses had
”
increased in the last year.
Source: ABA,
January 2010
Let’s illustrate
34. “Between the year 2010 and 2040, the
global population age 65 and older
is expected to rise from 530 million
”
to 1.3 billion.
Source: US Census Bureau,
March 2010
Let’s illustrate
35. “The number of non-employer (single
person) businesses in the US, with an
income greater than USD 1,000 (often
secondary sources of income) increased
by 40.5% in the ten years from 1997 to
”
2007.
Source: US Census Bureau,
June 2010
Let’s illustrate
36. “An average of 78% of consumers in the
US, UK, Canada, Brazil, India and China
say they are willing to co-create with
”
brands.
Source: IBM,
January 2010
Let’s illustrate
37. “Each year, global consumers make more
than 500 billion online impressions on
one another regarding products and
”
services.
Source: Forrester,
September 2010
Let’s illustrate
38. Service in the industry is
not a product feature
but a business model
Service design process
1. Discover
>>> goals, strategy, context and customer journey
2. Conceptualize
>>> experiences from end-users to personnel
3. Design
>>> touchpoints, service system, look-and-feel
4. Build
>>> platform, physical locations, media, training
5. Deliver
>>> organise, communicate, evaluate
42. 10 New Business Models for this Decade
1. Localized Low-Cost Business Model beta
2. One-Off Experience Business Model beta
3. Beyond Advertising Business Model beta
4. Markets Are Conversations Business Model beta
5. Low-Budget Innovation Business Model beta
6. Community-Funded Business Model beta
7. Sustainability-Focused Business Model beta
8. Twisted Freemium Business Model beta
9. Unlimited Niches Business Model beta
10. In-Crowd Customers Business Model beta
45. The Business Model Canvas Localized Low-Cost Business Model
4 Day Month Year
No.
Key Key Value Customer Customer
Partners Activities Proposition Relationships Segments
Who are our Key Partners? What Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer For whom are we creating value?
Independent
Who are our key suppliers?
Which Key Resources are we acquiring from partners?
Our Distribution Channels?
Customer Relationships?
Simple, small
Which one of our customer’s problems are we helping to solve?
What bundles of products and services are we offering to each Customer Segment?
Segments expect us to establish and maintain with them?
Which ones have we established?
Higher incomes
Who are our most important customers?
Which Key Activities do partners perform? Revenue streams? Cost efficient Which customer needs are we satisfying? How are they integrated with the rest of our business model?
product/service and cheap How costly are they? in emerging
procurement
designers product/service markets
Lower
customer
expectations
Standardized Marketing Lower-incomes
Minimum
local micro and quality in emerging
specifications
producers management markets
KeyResources do ourCustomer Relationships?
What Key
Our Distribution Channels?
Value Propositions require? Income Channelsour Customer Segments
Through which Channels do
want to be reached?
Metropolitan
Resources
Revenue Streams?
generating/self- How are we reaching them now?
How are our Channels integrated? areas in
Which ones work best?
sustaining Which ones are most cost-efficient?
How are we integrating them with customer routines? mature markets
Energy efficient
Brands distribution via
local vendors
Other areas in
mature markets
Cost Revenue
Structure costs inherent in our business model?
What are the most important
Which Key Resources are most expensive? Streams pay? really willing to pay?
For what value are our customers
For what do they currently
Which Key Activities are most expensive? How are they currently paying?
How would they prefer to pay?
Micro financed How much does each Revenue Stream contribute to overall revenues?
Low prices x
Low costs local banks/
High volumes
foundations
Designer: Ouke Arts (ouke.arts@gmail.com)
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License.
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51. The Business Model Canvas One-Off Experience Business Model
4 Day Month Year
No.
Key Key Value Customer Customer
Partners Activities Proposition Relationships Segments
Who are our Key Partners? What Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer For whom are we creating value?
Who are our key suppliers?
Which Key Resources are we acquiring from partners?
Our Distribution Channels?
Customer Relationships? 3rd party
Which one of our customer’s problems are we helping to solve?
What bundles of products and services are we offering to each Customer Segment?
Segments expect us to establish and maintain with them?
Which ones have we established? Customers in
Who are our most important customers?
Which Key Activities do partners perform?
Offline event Revenue streams?
Software Which customer needs are we satisfying? Instant
How are they integrated with the rest of our business model?
see-hear-buy How costly are they? markets of
organizers development consuming
product/service abundance
Conversation Experience
Offline pop-up One-off Instant
engagement seeking
commerce experiences contributing
and initiative customers
KeyResources do ourCustomer Relationships?
What Key
Our Distribution Channels?
Value Propositions require? Channelsour Customer Segments
Through which Channels do
want to be reached?
Online retailers Resources
Revenue Streams? How are we reaching them now?
How are our Channels integrated?
Which ones work best?
Which ones are most cost-efficient?
How are we integrating them with customer routines?
Software Online
platform channels
Cost Revenue
Structure costs inherent in our business model?
What are the most important
Which Key Resources are most expensive? Streams pay? really willing to pay?
For what value are our customers
For what do they currently
Which Key Activities are most expensive? How are they currently paying?
How would they prefer to pay?
Online Commissions
How much does each Revenue Stream contribute to overall revenues? Commissions
Hosting costs presence and pop-up instant online
findability costs commerce retail
Designer: Ouke Arts (ouke.arts@gmail.com)
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License.
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or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
57. 4
The Business Model Canvas Beyond Advertising Business Model Day Month Year
No.
Key Key Value Customer Customer
Partners Activities Proposition Relationships Segments
Who are our Key Partners? What Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer For whom are we creating value?
Who are our key suppliers? Our Distribution Channels? Which one of our customer’s problems are we helping to solve? Segments expect us to establish and maintain with them? Who are our most important customers?
Which Key Resources are we acquiring from partners? Facilitate
Customer Relationships? Trusted
What bundles of products and services are we offering to each Customer Segment? Research,
Which ones have we established? Customers in
Commercial
Which Key Activities do partners perform? Revenue streams? Which customer needs are we satisfying? How are they integrated with the rest of our business model?
How costly are they?
sharing and product/service compare, mature
partners
contributing advice review markets
Public Facilitate On-demand
Individuals
partners interacting interaction
KeyResources do ourCustomer Relationships?
What Key
Our Distribution Channels?
Value Propositions require? Channelsour Customer Segments
Through which Channels do
want to be reached?
Customers in
Review portals Resources
Revenue Streams? How are we reaching them now?
How are our Channels integrated? emerging
Which ones work best?
Which ones are most cost-efficient?
How are we integrating them with customer routines?
markets
Facilitation Online
skills channels
Cost Revenue
Structure costs inherent in our business model?
What are the most important
Which Key Resources are most expensive? Streams pay? really willing to pay?
For what value are our customers
For what do they currently
Which Key Activities are most expensive? How are they currently paying?
How would they prefer to pay?
How much does each Revenue Stream contribute to overall revenues?
Content Online
Facilitators management findability Facilitation fees Commissions
costs costs
Designer: Ouke Arts (ouke.arts@gmail.com)
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License.
To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
63. The Business Model Canvas Markets Are Conversations Business Model
4 Day Month Year
No.
Key Key Value Customer Customer
Partners Activities Proposition Relationships Segments
Who are our Key Partners? What Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer For whom are we creating value?
Who are our key suppliers? Our Distribution Channels? Which one of our customer’s problems are we helping to solve? Segments expect us to establish and maintain with them? Who are our most important customers?
Which Key Resources are we acquiring from partners? Real-time
Customer Relationships? Modular and
What bundles of products and services are we offering to each Customer Segment? Find, follow,
Which ones have we established?
Media
Which Key Activities do partners perform? Revenue streams? Which customer needs are we satisfying? How are they integrated with the rest of our business model?
How costly are they? Engaged
tracking and beta products/ interact and
companies customers
conversing services collaborate
Product/service
Non-engaged
improvement
customers
and innovation
KeyResources do ourCustomer Relationships?
What Key
Our Distribution Channels?
Value Propositions require? Channelsour Customer Segments
Through which Channels do
want to be reached?
Resources
Revenue Streams? How are we reaching them now?
How are our Channels integrated?
Which ones work best?
Which ones are most cost-efficient?
How are we integrating them with customer routines?
Social media
Online social
skilled
networks
employees
Cost Revenue
Structure costs inherent in our business model?
What are the most important
Which Key Resources are most expensive? Streams pay? really willing to pay?
For what value are our customers
For what do they currently
Which Key Activities are most expensive? How are they currently paying?
How would they prefer to pay?
Lower product/ How much does each Revenue Stream contribute to overall revenues?Higher
service failure recurrent
costs revenues
Designer: Ouke Arts (ouke.arts@gmail.com)
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License.
To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
69. 4
The Business Model Canvas Low-Budget Innovation Business Model Day Month Year
No.
Key Key Value Customer Customer
Partners Activities Proposition Relationships Segments
Who are our Key Partners? What Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer For whom are we creating value?
Who are our key suppliers? Our Distribution Channels? Which one of our customer’s problems are we helping to solve? Segments expect us to establish and maintain with them? Who are our most important customers?
Which Key Resources are we acquiring from partners? Customer Relationships? What bundles of products and services are we offering to each Customer Segment? Free /
Which ones have we established?
Local customer
Which Key Activities do partners perform? Revenue streams?
Customer Co-created
Which customer needs are we satisfying? How are they integrated with the rest of our business model?
How costly are they?
personalized Early adopters
communities observation products
samples
Global trend Customer
Followers
trackers participation
KeyResources do ourCustomer Relationships?
What Key
Our Distribution Channels?
Value Propositions require? Channelsour Customer Segments
Through which Channels do
want to be reached?
Resources
Revenue Streams? How are we reaching them now?
How are our Channels integrated?
Which ones work best?
Which ones are most cost-efficient?
How are we integrating them with customer routines?
Customer Offline
Online
behavior development
channels
intelligence labs
Cost Revenue
Structure costs inherent in our business model?
What are the most important
Which Key Resources are most expensive? Streams pay? really willing to pay?
For what value are our customers
For what do they currently
Which Key Activities are most expensive? How are they currently paying?
How would they prefer to pay?
How much does each Revenue Stream contribute to overall revenues?
Lower product Higher new
development product
costs success rate
Designer: Ouke Arts (ouke.arts@gmail.com)
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License.
To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
75. 4
The Business Model Canvas Community-Funded Business Model Day Month Year
No.
Key Key Value Customer Customer
Partners Activities Proposition Relationships Segments
Who are our Key Partners? What Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer For whom are we creating value?
Who are our key suppliers? Our Distribution Channels? Which one of our customer’s problems are we helping to solve? Segments expect us to establish and maintain with them? Who are our most important customers?
Which Key Resources are we acquiring from partners? Customer Relationships? Community-
What bundles of products and services are we offering to each Customer Segment? Which ones have we established?
Media
Which Key Activities do partners perform? Revenue streams?
Fund Which customer needs are we satisfying?
Community
How are they integrated with the rest of our business model?
How costly are they?
funded Believers
companies management membership
products
Community
Producers Suppliers
management
KeyResources do ourCustomer Relationships?
What Key
Our Distribution Channels?
Value Propositions require? Channelsour Customer Segments
Through which Channels do
want to be reached?
Resources
Revenue Streams? How are we reaching them now? Buyers
Distributors How are our Channels integrated?
Which ones work best?
Which ones are most cost-efficient?
How are we integrating them with customer routines?
Online
Community
community Retail stores
intelligence
platform
Cost Revenue
Structure costs inherent in our business model?
What are the most important
Which Key Resources are most expensive? Streams pay? really willing to pay?
For what value are our customers
For what do they currently
Which Key Activities are most expensive? How are they currently paying?
How would they prefer to pay?
How much does each Revenue Stream contribute to overall revenues?
Marketing Production Distribution Supplier
Product sales Interest
costs costs costs subscriptions
Designer: Ouke Arts (ouke.arts@gmail.com)
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License.
To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.