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Stratechi - Free Business Model Strategy Template.pptx
- 1. INSERT COMPANY LOGOOR NAME 202X BUSINESS MODEL STRATEGY 1 INSERT COMPANY LOGO OR NAME 202X BUSINESS MODEL STRATEGY 1
- 2. INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER As thousands of people have, I hope you find this free business model template helpful in thinking through your business model and strategy. The answers to the business model questions are always insightful and often spur more questions. The one-pager is always challenging, but it drives strategic clarity and focus. If you need experienced expert coaching or facilitation, consider me an option. You can learn more at https://www.stratechi.com/business-coaching/ All the best, Joe Newsum Founder and Creator of Stratechi.com P.S. Thanks for visiting Stratechi.com, where you can find hundreds of free guides on strategy and leadership. We hope to see you again. 2
- 3. INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER A business model is made up of the mission, targets, value proposition, go-to-market and organization The Organization efficiently & effectively develops & delivers… …the Customer Value Proposition & Go-to-Market to fulfill the needs… …the Mission …of the Target Customers better than competitors for the purpose of achieving… 1. ORGANIZATION 2. VALUE PROPOSITION 3. GO TO MARKET 4. TARGETS 5. MISSION z $ Store Services Products Price Distribution Sales People Infrastructure Partners Geography Markets Target Customers Process Value Prop Go-to-Market Marketing 3
- 4. INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER Business Strategy is simply the goals the organization focuses on across a business model on and the actions it takes to achieve those goals Sometimes it takes a tweak, other times it takes a lot more ç MISSION Markets Customers Geographies Marketing Pricing Distribution Products Team Members Infrastructure Partners Processes Services Functions (Sales, Operations, Finance, etc.) TARGETS VALUE PROPOSITION GO TO MARKET ORGANIZATION Sales $ A BUSINESS MODEL 4
- 5. INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER • Organizational Strategy • Human Resource Strategy • Talent Strategy • Knowledge Strategy • Cultural Strategy • Communications Strategy • Compensation Strategy • Benefits Strategy • Development Strategy • IT Strategy • Vendor Strategy • Process Strategy • Operations Strategy • Finance Strategy • Reporting Strategy • Governance Strategy • Risk Strategy • Sustainability Strategy • Product Strategy • Service Strategy • Pricing Strategy • Innovation Strategy • Design Strategy • Development Strategy • IP Strategy • Supply Chain Strategy • Manufacturing Strategy • Distribution Strategy • Sales Strategy • Marketing Strategy • Ecommerce Strategy • Content Strategy • Advertising Strategy • Social Strategy • Reseller Strategy • PR Strategy • Market Strategy • Competitive Strategy • Customer Strategy • Segmentation Strategy • Geographic Strategy • M&A Strategy • Expansion Strategy • Joint Venture Strategy • Corporate Strategy • Business Model Strategy • Business Unit Strategy • Financial Strategy • Growth Strategy • Long-term Strategy The challenge with strategy is there are so many different types across a business model ç MISSION Markets Customers Geographies Marketing Pricing Distribution Products Team Members Infrastructure Partners Processes Services Functions (Sales, Operations, Finance, etc.) TARGETS VALUE PROPOSITION GO TO MARKET ORGANIZATION Sales $ A BUSINESS MODEL 5
- 6. INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER Gives Purpose “WHY” Provides Focus “WHO & WHERE” Is the Core ”WHAT” Amplifies the Value Prop ”HOW BIG” The Efficiency & Effectiveness Execution Machine ”HOW” ç MISSION Markets Customers Geographies Marketing Pricing Distribution Products Team Members Infrastructure Partners Processes Services Functions (Sales, Operations, Finance, etc.) TARGETS VALUE PROPOSITION GO TO MARKET ORGANIZATION Sales $ A BUSINESS MODEL To develop a winning business model, answer the why, who, where, what, and how 6
- 7. INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER ç MISSION Markets Customers Geographies Marketing Pricing Distribution Products Team Members Infrastructure Partners Processes Services Functions (Sales, Operations, Finance, etc.) TARGETS VALUE PROPOSITION GO TO MARKET ORGANIZATION Sales $ A BUSINESS MODEL To solve a business model, work your way from the top to the bottom Solve the business model from the top down: 1. Mission 2. Targets • Markets, Customers & Geographies 3. Value Proposition • Products, Services, Pricing 4. Go To Market • Distribution, Sales, Marketing 5. Functional Strategies • HR, IT, Procurement, Finance, Ops, etc. Visit for more information - https://www.stratechi.com/business-model/ 7
- 8. INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER (NAME OF COMPANY) STRATEGIC VISION TARGETS (WHO & WHERE?) Customer Segments Markets CUSTOMER VALUE PROPOSITION (WHAT?) Geographies MISSION & GOALS (WHY?) What markets are you going to win in? What are the important market dynamics? Who are your target customers? Why? What are their most important needs? Where are you going to win? Expand to? Differentiation What is the core differentiation of your value prop to beat the competition? Mission What are the big ideas for products & services, which will drive value for customers and the business? The Ultimate Goals What is the mission and purpose of the business? What are the ultimate financial, market, and customer goals? Distribution Products & Services What is the distribution model? The big ideas to improve it? Sales What sales strategies will drive growth in a cost- effective manner? Marketing What campaigns and marketing strategies will cost- effectively grow the customer funnel? Time frame: What time frame does this strategy cover? What pricing strategy will maximize long- term growth & profitability Pricing $ GO-TO-MARKET (HOW BIG?) Core Competencies Goals Transformation Initiatives ORGANIZATION (HOW?) What organizational competencies need to be world-class to continuously drive core differentiation and competitive advantage? What are the values of the organization to serve as the foundation for the culture and people strategy? Abc Abc Abc Abc Abc Abc Abc Abc Values Big Org Goals
- 9. INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER 9 Processes Employees Infrastructure Partners Functions ORGANIZATION TRUE NORTH VALUE PROPOSITION GO-TO-MARKET BUSINESS MODEL TARGETS Marketing Distribution Pricing Sales Services Products Customers Markets Geos Vision Mission Values Mission Markets Marketing Products Org Design Vision Customers Sales Services Employee Journey Values Geos Distribution Pricing Culture To seamlessly power the experience, insights and value of information for our fitness brands, so they can focus on their customers, not their technology • Focus our energy on mid-to-large gyms • Drive value for the gyms & members • Expand the sales & marketing funnel • Create a top team • Own Your Path • Be Real • Think Big & Simple • Know thy Customer • $4 B Gym Management Platform • Highly fragmented with no clear leader • A lot of migration to SaaS platforms • Our target is mid-to-large gyms • 25% of gyms and 70% sales • Top needs – UX, member & rev mgmt., reporting, and integration • Keep scaling in US • Currently expanding in Europe • Focus on top 10 largest gyms in Asia and South America • Focus on rich ROI campaigns with tight client focused value messaging • A mix of SEO, content marketing, AdWords, influencers, & conferences • Launching 5.0 with major upgrades to UX, member & revenue mgmt. • Roadmap focus on AI, integration, & reporting, optimizing cloud infras. • Reducing implementation from 3.5 mos to 1 month • Focused on lean and self-service • Moving to 3-tier pricing by EOY • Testing free trial • Launched ”save” pricing at 25% off • Hiring CFO for $5 M capital raise • Combining Ops & Service teams • 20% hiring focus on dev & test • New onboarding training • Rolling out performance mgmt. • Expanding recruiting efforts • Improved benefits & perks • Embedding values into org • Best Place to Work 5 years in a row • Scaling sales team from 10 to 20 • Creating client-centric sales funnel • Rolling out new sales content & demos • 20XX targets – 100 new clients, $10 M • Ramping up strategic partnerships with mid- size outsourced IT orgs • Targeting 20 new partnerships • Rolling out new partner portal Our Business Model Strategy
- 10. INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER What are the mission and ultimate goals? • X • X What is the mission and purpose of the business? What are the ultimate financial, market, and customer goals? Mission Ultimate Goals Answers & Rationale 10
- 11. INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER Let’s first focus on the target markets, customer segments, and geographies Customer Segments Markets Geographies What markets are you going to win in? What are the important market dynamics? Who are your target customers? Why? What are their most important needs? Where are you going to win? Expand to? • X • X • X Answers & Rationale 11
- 12. INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER Let’s define the value proposition which will beat the competition with the target customers • X • X • X Differentiation What is the core differentiation of your value prop to beat the competition? What are the big ideas for products & services, which will drive value for customers and the business? Products & Services What pricing strategy will maximize long- term growth & profitability Pricing $ Answers & Rationale 12
- 13. INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER Let’s define a strong go-to-market strategy to best amplify the value prop for the target customers Answers & Rationale • X • X • X Distribution / Partners What sales strategies will drive growth in a cost-effective manner? Sales What campaigns and marketing strategies will cost-effectively grow the customer funnel? Marketing What is mutually lucrative distribution / partner model for our target customers? Why? 13
- 14. INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER What core competencies, values and initiatives do we need to ensure our org can scale and deliver on our value proposition and go-to-market? • X • X • X What are the values of the organization to serve as the foundation for the culture and people strategy? What transformation initiatives do we need to execute the strategy (people, process, technology, and partners)? Org Transformation Initiatives What organizational competencies need to be world-class to continuously drive core differentiation and competitive advantage? Core Competencies Values Answers & Rationale 14
- 15. INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER What are the core transformation initiatives for the business model strategy? Vertical Sales Model Overview Initiative 2 Initiative 3 Initiative 4 Initiative 5 Initiative 6 Initiative 7 Initiative 8 Initiative Goal Resources / Timing • 25% sales growth in top 3 markets • xx • xx • xx • xx • xx • xx • xx • 4 months and 3 FTE • xx • xx • xx • xx • xx • xx • xx • Develop key account coverage model for top 3 markets and reorganize sales team from regional to vertical focus with plans, training, and new comp plan • xx • xx • xx • xx • xx • xx • xx 15
- 16. INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER APPENDIX
- 17. INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER The prioritization matrix can help you prioritize potential business model answers and initiatives HOW DO YOU ASSIGN VALUE? Value can be determined from an absolute or relative perspective. An absolute perspective is when the appropriate analysis of value has determined an actual value. For example, the actual market potential of products or the cost savings of different IT solutions. A relative value can be created, when you are hypothetically comparing different options and there may be hypotheses of the value, but no actual analysis. Relative value is used when there is a good relative sense that one option is more valuable than another option. HOW DO YOU ASSIGN COST / EFFORT? The effort axis can represent cost, capital, ease of implementation, people, timing or other effort levers. Once again, you can assign levels of efforts on an absolute or relative basis. If you have actual data and analysis then use the data to plot projects. If you don’t, you typically have a good intuition on the relative levels of efforts of different options. Visit for more information - https://www.stratechi.com/prioritization-matrix/ 17
- 18. INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER Prioritization Matrix Template LOW HIGH HIGH LOW BENEFIT / VALUE EFFORT / COST LOW-HANGING FRUIT BIG BETS MAYBES (WORK ON IMPROVING) NOT WORTH THE EFFORT IDEA / INITIATIVE IDEA / INITIATIVE IDEA / INITIATIVE IDEA / INITIATIVE IDEA / INITIATIVE 18
- 19. INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER External Factors Internal Factors STRENGTHS WEAKNESSES THREATS OPPORTUNITIES SWOT ANALYSIS Harmful Helpful Doing a SWOT analysis can help you develop insights into your business model Visit for more information - https://www.stratechi.com/swot-analysis/ 19
- 20. INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER A Porter’s Five Forces competitive analysis can provide insight into business model strategy Visit for more information - https://www.stratechi.com/porters-5-forces/ OVERALL ASSESSMENT OF COMPETITIVE INTENSITY … Major Players Assessment Overview of Key Dynamics & Impact to the Organization • XX •HIGH • XX NEW ENTRANTS INDUSTRY RIVALRY SUPPLIER POWER BUYER POWER POTENTIAL SUBSTITUTES … CURRENT 5 YEARS FROM NOW • XX •HIGH • XX • XX •HIGH • XX • XX •HIGH • XX • XX •HIGH • XX 20
- 21. INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER TERMS OF USE Stratechi.com is owned and operated by StratTools Limited. Stratechi.com offers products including PowerPoint and Excel templates and content that include designs, text, icons, graphics, maps, pictures, and other digital content. Below these templates and the contents will also be described as “products”. The products are provided only via direct download. USAGE Stratechi.com permits you to download and use products, only in accordance with the terms below. IT IS ILLEGAL AND STRICTLY PROHIBITED TO DISTRIBUTE, PUBLISH, OFFER FOR SALE, LICENSE OR SUB-LICENSE, GIVE OR DISCLOSE TO ANY OTHER PARTY, THE PRODUCTS IN HARD COPY, DIGITAL FORM OR ANY OTHER MEDIUM WHETHER EXISTING OR NOT YET EXISTING, EXCEPT AS SPECIFICALLY PERMITTED BELOW. 1. LIMITED LICENSE You are granted a limited, non-exclusive, non-transferable license to use the products for the ALLOWED USAGE (2). You are not allowed to use the products except for that which is specifically listed in section ALLOWED USAGE (2). 2. ALLOWED USAGE Subject to the restrictions and limitations described under NOT ALLOWED USAGE (3), the products can be used to create derivative works or modifications to fit your own professional needs, provided that such works are not intended to be re-sold or published publicly for free distribution. 3. NOT ALLOWED USAGE a. Sell, distribute, sub-license, transfer or assign rights to the products and templates and any derivative products. b. Use or display the products and derivative works on websites or web pages (or similar) to induce or involving sale, license or other distribution of physical and digital products. c. Use, display, incorporate or bundle the products and derivative works on any product that results in a re-distribution or re-use of the website or web pages (or similar) to induce or involving sale, license or other distribution of digital products including presentation templates, websites templates, websites designs, stock images (this includes custom designed websites). d. Use the products and derivative works in design template applications intended for resale, online or by other means. e. Use the products and derivative works in any way that could be considered defamatory, libelous, immoral, obscene or fraudulent, or illegal, either by making physical changes to it, in the juxtaposition to accompanying text or images, or otherwise.