Slides from the CEDIM Innovation Series presentation. Includes a new business model framework, the business model as strategy cube and a design thinking oriented approach to business model innovation. @cedim
This presentation is based on the top seller book "Business Model Generation" by Alex Osterwalder and Yves Pigneur. This book introduces the Business Model Canvas, the world's leading tool in creating and analyzing business models. This great tool allows you to sketch out your business model visually without starting with a scary business plan.
You can take my online course which covers more content, examples, quizzes, challenges and provides a certificate of completion.
Get course discounts and learn more:
www.playtactic.com
I hope you find this beneficial and good luck on your business model ;)
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.
This presentation is based on the top seller book "Business Model Generation" by Alex Osterwalder and Yves Pigneur. This book introduces the Business Model Canvas, the world's leading tool in creating and analyzing business models. This great tool allows you to sketch out your business model visually without starting with a scary business plan.
You can take my online course which covers more content, examples, quizzes, challenges and provides a certificate of completion.
Get course discounts and learn more:
www.playtactic.com
I hope you find this beneficial and good luck on your business model ;)
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.
Business Model Canvas explanation and examples from technology, creative, and home products industries:
Cirque Du Soleil Business Model Canvas
Skype Business Model Canvas
Easy Taxi Business Model Canvas
Facebook Business Model Canvas
Kinder Business Model Canvas
Louis Vitton Business Model Canvas
Airbnb Business Model Canvas
Nespresso Business Model Canvas
Netflix Business Model Canvas
Google Search Business Model Canvas
Black Eyed Peas Business Model Canvas
The Business Model Canvas - Brampton Entrepreneur CentreEhsan Daneshgar
The Business Model Canvas is a strategic tool for entrepreneurs to define their business model. This agile tool can be used before investing into a business plan. The presentation was made for Brampton Entrepreneur Centre Starter Company winners.
Organisational Best Practices of Startup Studios Tobi Gutmann
Based upon two reserach papers, I share some high-level organisational best practices of startup studios (also called company builders, venture studios, startup foundry, etc.)
Phil Dillard, Black Ant, @PhilD0210
The objective of the Lean Startup 101 training is to introduce the concepts, terminology and approaches — and, to help organizations overcome resistance accepting the new approach so that exploration and learning can begin. This practical, interactive session will provide a solid foundation for advanced sessions, including the Lean Startup 201 & 301. This training is designed for practitioners in both the enterprise and in startups who are relatively new to the Lean Startup approach or who are seeking a quick refresher. Lean Startup 101 is a perfect way to kick off your week of Lean Startup!
Thanks to Lean Startup Co.’s law firm, Orrick, for being the sponsor for this track.
The Business Model Canvas was proposed by Alexander Osterwalder. Business Model Canvas helps lean advocates to develop new or document existing business models.
Business Model Generation - Part1: Canvas
Presentation of key concept of Business Model Generation Canvas presented in the www.businessmodelgeneration.com/book. With addition of Startup types and lifecycle from Startup Genome Report (http://startupgenome.cc/).
Dan Olsen, The Lean Product Playbook , @danolsen
Room: C260
Everyone working on a new product is trying to achieve the same goal: product-market fit. Although product-market fit is one of the most important Lean Startup concepts, it’s also the least well defined. Dan Olsen shares the top advice from his book The Lean Product Playbook, including the Product-Market Fit Pyramid: an actionable model that breaks product-market fit down into 5 key elements. Dan also explains the Lean Product Process, a 6-step methodology with practical guidance on how to achieve product-market fit, illustrated with a real-world case study.
The Startup Design Toolkit - a design-thinking approach to startups and produ...Alejandro Rios Peña
When PMs or entrepreneurs tackle a new product venture, they need to acquire and combine skills and tools from the Development, Business and Design fields. In this session, the following topics will be introduced:
- Is there really a formula for new product or startup success?
- What is Design-Thinking and how it is driving innovation around the world?
- Building a Toolkit: a subset of practical tools curated from the Lean Startup, Customer Development, Design-Thinking and other methods, to really help entrepreneurs to accelerate and find a scalable business model.
http://productcampsf.com/proposed-session-a-design-thinking-approach-to-pm-and-startups/
The Business Model Canvas - Your Plan For Success (Startup Weekend Montreal)Davender Gupta
Your Business Model describes how you create, deliver and harvest value. Putting it down on one sheet of paper gives you a roadmap as to how to develop your idea and turn it into a business.
Presented at Startup Weekend Montreal, July 13 2013
http://montreal.startupweekend.org
Presenter:
-------
Coach Davender Gupta MSc
Venture Catalyst - Accélérateur d'entrepreneuriat
Startup-Académie
I guide high-performance entrepreneurs to develop the knowledge, skills and confidence to change the world.
Je guide les entrepreneurs haute-performance à développer les connaissances, les compétences et la confiance pour transformer le futur.
coach@davender.com
Québec: 418-948-1553
Montreal: 514-448-1894
www.startupacademie.com
www.coachdavender.com
LEAN SIX SIGMA CANVAS: A Universal Problem Solving (UPS) Worksheet for Lean S...Rod King, Ph.D.
The Lean Six Sigma methodology is one of the most effective tools for solving problems that improve customer delight as well as significantly add to the bottom line. However, Lean Six Sigma is not easy to learn and apply. Moreover, Lean Six Sigma programs are expensive. In this presentation, the Lean Six Sigma Canvas is introduced as an interface that facilitates the application of the Lean Six Sigma methodology, which is driven by the DMAIC (Define-Measure-Analyze-Improve-Control) Cycle. The Lean Six Sigma Canvas also facilitates integration of the Lean Six Sigma approach, which focuses on continuous quality improvement and waste reduction, with the Lean Startup method which focuses on continuous product innovation. The result is an all-in-one tool that can be used for cost effectively solving both tame (predictable) and wicked (unpredictable) problems.
Business Model Canvas explanation and examples from technology, creative, and home products industries:
Cirque Du Soleil Business Model Canvas
Skype Business Model Canvas
Easy Taxi Business Model Canvas
Facebook Business Model Canvas
Kinder Business Model Canvas
Louis Vitton Business Model Canvas
Airbnb Business Model Canvas
Nespresso Business Model Canvas
Netflix Business Model Canvas
Google Search Business Model Canvas
Black Eyed Peas Business Model Canvas
The Business Model Canvas - Brampton Entrepreneur CentreEhsan Daneshgar
The Business Model Canvas is a strategic tool for entrepreneurs to define their business model. This agile tool can be used before investing into a business plan. The presentation was made for Brampton Entrepreneur Centre Starter Company winners.
Organisational Best Practices of Startup Studios Tobi Gutmann
Based upon two reserach papers, I share some high-level organisational best practices of startup studios (also called company builders, venture studios, startup foundry, etc.)
Phil Dillard, Black Ant, @PhilD0210
The objective of the Lean Startup 101 training is to introduce the concepts, terminology and approaches — and, to help organizations overcome resistance accepting the new approach so that exploration and learning can begin. This practical, interactive session will provide a solid foundation for advanced sessions, including the Lean Startup 201 & 301. This training is designed for practitioners in both the enterprise and in startups who are relatively new to the Lean Startup approach or who are seeking a quick refresher. Lean Startup 101 is a perfect way to kick off your week of Lean Startup!
Thanks to Lean Startup Co.’s law firm, Orrick, for being the sponsor for this track.
The Business Model Canvas was proposed by Alexander Osterwalder. Business Model Canvas helps lean advocates to develop new or document existing business models.
Business Model Generation - Part1: Canvas
Presentation of key concept of Business Model Generation Canvas presented in the www.businessmodelgeneration.com/book. With addition of Startup types and lifecycle from Startup Genome Report (http://startupgenome.cc/).
Dan Olsen, The Lean Product Playbook , @danolsen
Room: C260
Everyone working on a new product is trying to achieve the same goal: product-market fit. Although product-market fit is one of the most important Lean Startup concepts, it’s also the least well defined. Dan Olsen shares the top advice from his book The Lean Product Playbook, including the Product-Market Fit Pyramid: an actionable model that breaks product-market fit down into 5 key elements. Dan also explains the Lean Product Process, a 6-step methodology with practical guidance on how to achieve product-market fit, illustrated with a real-world case study.
The Startup Design Toolkit - a design-thinking approach to startups and produ...Alejandro Rios Peña
When PMs or entrepreneurs tackle a new product venture, they need to acquire and combine skills and tools from the Development, Business and Design fields. In this session, the following topics will be introduced:
- Is there really a formula for new product or startup success?
- What is Design-Thinking and how it is driving innovation around the world?
- Building a Toolkit: a subset of practical tools curated from the Lean Startup, Customer Development, Design-Thinking and other methods, to really help entrepreneurs to accelerate and find a scalable business model.
http://productcampsf.com/proposed-session-a-design-thinking-approach-to-pm-and-startups/
The Business Model Canvas - Your Plan For Success (Startup Weekend Montreal)Davender Gupta
Your Business Model describes how you create, deliver and harvest value. Putting it down on one sheet of paper gives you a roadmap as to how to develop your idea and turn it into a business.
Presented at Startup Weekend Montreal, July 13 2013
http://montreal.startupweekend.org
Presenter:
-------
Coach Davender Gupta MSc
Venture Catalyst - Accélérateur d'entrepreneuriat
Startup-Académie
I guide high-performance entrepreneurs to develop the knowledge, skills and confidence to change the world.
Je guide les entrepreneurs haute-performance à développer les connaissances, les compétences et la confiance pour transformer le futur.
coach@davender.com
Québec: 418-948-1553
Montreal: 514-448-1894
www.startupacademie.com
www.coachdavender.com
LEAN SIX SIGMA CANVAS: A Universal Problem Solving (UPS) Worksheet for Lean S...Rod King, Ph.D.
The Lean Six Sigma methodology is one of the most effective tools for solving problems that improve customer delight as well as significantly add to the bottom line. However, Lean Six Sigma is not easy to learn and apply. Moreover, Lean Six Sigma programs are expensive. In this presentation, the Lean Six Sigma Canvas is introduced as an interface that facilitates the application of the Lean Six Sigma methodology, which is driven by the DMAIC (Define-Measure-Analyze-Improve-Control) Cycle. The Lean Six Sigma Canvas also facilitates integration of the Lean Six Sigma approach, which focuses on continuous quality improvement and waste reduction, with the Lean Startup method which focuses on continuous product innovation. The result is an all-in-one tool that can be used for cost effectively solving both tame (predictable) and wicked (unpredictable) problems.
3-Act Business Model Storyboard for LEAN STARTUP PIVOTS: A Visual Template fo...Rod King, Ph.D.
If there were to be a single word that describes the Lean Startup methodology, I’d vote for “Pivot.” However, “Pivot” is one of the most abused terms in the lexicon of a Lean Startup.
In his book, “The Lean Startup,” Eric Ries notes: “A pivot is a special kind of change designed to test a new fundamental hypothesis about the product, business model, and engine of growth.” He then lists 10 types of pivots that can occur in a startup. He suggests that startups should have regular “Pivot or Persevere” meetings. The typology of pivots is strongly tied to the building blocks and profit logic of a business model. However, Ries does not illustrate the typology of pivots especially within the framework and profit logic of a business model.
This presentation on the 3-Act Business Model Storyboard visually organizes the 10 types of pivots within the profit logic of a business model; see http://goo.gl/MorILv . Consequently, one can see how a pivot in one part of a business model affects other parts of the Lean Startup’s business model. The Business Model Storyboard also indicates why it’s difficult to make pivots or structural changes in established business models; I describe this phenomenon as “Pivot Inertia (PI).” Pivot Inertia is responsible for the demise of once established firms such as Blockbuster and Borders. Overcoming Pivot Inertia is critical for the success of both startups and established businesses. Google, PayPal, and Groupon all overcame Pivot Inertia and made a fortune.
Finally, there is a template of the Business Model Storyboard that facilitates application of the Lean Startup Method. In particular, the Business Model Storyboard facilitates the process of formulating, testing, and validating business model hypotheses of Lean Startups. Using the Business Model Storyboard should make easier the understanding, planning, and execution of pivots in both startups and established companies.
Rod.
Sell First, Build Later with the Lean Startup: Fundamentals, Tools, Methods a...Ismail Berkan
"Sell First, Build Later" presentation slides cover four major concepts such as the Lean Startup, Customer Development, Agile Development and Business Modelling. Briefly, explains the fundamentals, tool sets and ten steps how to build a tech startup. Slides are from my talk at the largest meetup group for coders in Turkey, 'Istanbul Coders', (Istanbul, September 2013).
LEAN STARTUP LIFECYCLE: 5 Stages in the Evolution of Billion Dollar $tartupsRod King, Ph.D.
This presentation builds on Steve Blank's three stage model for the evolution of scalable startups. Steve Blank's three stages are Startup, Transition, and Company. The above "Lean Startup Lifecycle" includes these three stages as well as illustrates other ideas such as Problem-Solution Fit, Product-Market Fit, and Business Model Fit/Scaling. Unlike in Steve Blank's approach, the Lean Startup Lifecycle presents the OTHER Loop as tool for solving novel (emergent) and routine (deliberate) problems when building a scalable startup.
The Lean Startup Lifecycle can be used as a descriptive tool to comprehensively explain the evolution of scalable startups as well as a prescriptive tool or roadmap for guiding the development of scalable startups or Billion Dollar Companies. The Lean Startup Lifecycle posits that every Billion Dollar $tartup goes through forms in its lifecycle: Adaptive Startup; Shaping Startup; Transition; Visionary Company; Classic Company.
This is my attempt to summarize some of the latest ideas / strategies / techniques related to lean product startups. Most of the content is based on my understanding from literature and applying these principles to my own startup
The presentation has been created for StartupbootcampIstanbul participants aiming to briefly summarise and compare today's most famous business model design patterns.
Startup Fuze - Business Model, Business Plan & Revenue ModelsLuis Almanza
Presentation at Startup Fuze program of Laval University in Quebec, about:
Business Model vs Business Plan
Types of Business Models
Business Model Canvas
Lean Canvas
Revenue Models
A 3-day intense entrepreneurship training workshops based on different approaches; Business Model Canvas + Lean Startups, that aims at generating a sustainable business model for new startups.
Business Model Design, For a Competitive StartupMotaz Agamawi
We will go together through a journey on how we can build a competitive startup.
We are going to explore together the different stages we need to cover to reach a competitive startup.
Due to the available time of the workshop, we will not be able to go deeper, we will just try to identify what we need to do.
Our real Objective is how to reach Competitiveness. Through the Commercializing of technologies (ideas) which creates wealth for Individuals and Nations.
Relevance of the business model for startup successChristian Schultz
This presentation answers three questions: (1) What are viable definitions of the business model? (2) Is the business model relevant for start-up success? (3) What elements of the business model are very success sensitive in the start-up context? The short case study of wegreen is used to exemplify the main arguments of the presentation.
Evidence-based Entrepreneurship by Steve Blank
Steve Blank @sgblank Stanford / Berkeley / Columbia
The Lean Startup Conference 2013
http://leanstartup.co/
Business Model - system strategy flow chart with feedback loops for lean startupKelly Schwedland
Startups are inherently difficult. Building a lean startup often involves having an idea of the business model and system strategy that can help while building the customer and process flow and allow for feedback loops to marketing and management that allows the company to flourish.
But Scaling a business requires that it is replicable. This requires systems that are not dependent on the founding team and can quickly and easily be transferred to new employees. Mapping out and documenting the systems is a quick and easy way to find holes and fill them. For More info see Michael Gerber's "The E-Myth Revisited"
LEANER STARTUP MODELING: A Value Innovation Storydeck of Standardized Tools f...Rod King, Ph.D.
In 2011, Eric Ries published his groundbreaking book, "The Lean Startup: How Today's Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses." In his review of the book, Steve Blank commented: "The roadmap for innovation for the twenty-first century. The Ideas in 'The Lean Startup' will help create the next industrial revolution." Tim O'Reilly added: "I imagine the Lean Startup principles applied to government programs, to health care, and to solving the world's greatest problems." In spite of the high acclaim for Ries's "The Lean Startup," entrepreneurs and organizations struggle to translate into reality key ideas and principles of the Lean Startup Method. Many entrepreneurs don't know where to begin and the tools that must be applied to achieve the goal of continuous innovation while creating radically successful businesses. In short, Ries's book lacks tools for simply translating its ideas into reality. Several tools have emerged to help translate Lean Startup ideas into practice. Popular tools include the Business Model Canvas, Lean Canvas, and Validation Board. However, none of these tools can be used to holistically present or illustrate the Lean Startup Methodology as presented in the book, "The Lean Startup." Tools such as the Business Model Canvas, Lean Canvas, and Validation Board cannot be simultaneously applied at the level of business strategy, business modeling, and execution in a Lean Startup project. In short, single level and static tools such as the Business Model Canvas, Lean Canvas, and Validation Board do not adequately reflect and feature the rich contents of the Lean Startup book. It is this void that the Lean Startup Model fills. The Leaner Startup Model provides the only template for systematically translating Eric Ries's Lean Startup ideas, principles, and method into reality. The Lean Startup Model provides the only dynamic business model framework that explicitly integrates the Product Innovation (Agile Development) Model, Customer Development (Marketing) Model, and Innovation Accounting (Financial Profit) Model of the Lean Startup Method. The dynamic framework of the Leaner Startup Model facilitates deep understanding and exploration of Lean Startup ideas including the following: Lean Strategy (Vision-Strategy-Product) Pyramid; Build-Measure-Learn Feedback Loop; Minimum Viable Product; Pivot; Product-Market Fit; Value Hypothesis; Growth Hypothesis; Engines of Growth. The goal of the Leaner Startup Model is to provide an all-in-one template that helps more entrepreneurs and organizations to use continuous innovation to create "Radically Successful Businesses (RSB)." Use of an all-in-one template as well as a 'de facto' standard template facilitates communication between different Leaner Startup Practitioners as well as tremendously saves time, money, and energy in Leaner Startup projects. So, what do you think about having a standard template for the Lean Startup Method?
The first seminar of Friends4Growth in Ho Chi Minh city with Dr. Philip Charles ZERRILLO (Dr.Z) from SMU - Singapore Management University.
Friends4Growth
Together We Grow
--------------------------------------------------
Friends4Growth is a group of young professionals, who share a common passion to learn and grow more in their career through formal and informal educational opportunities. The group was founded by Vietnamese national Le Tran, a Wharton MBA Class of 2009.
The Friends4Growth mission is as follows:
- Be a place for young professionals to exchange and enhance knowledge
- Bring educational opportunities to members by providing access to well-known professors, business leaders and industry experts
- Provide information of universities around the world to members with intention to study abroad
- Share experience in studying, job search, working and living outside Vietnam
To achieve its mission, the group organizes various activities on a monthly basis to its members, such as:
- Seminars on various industry topics, with a sponsorship of the Singapore Management University.
- Coffee chats with experienced professionals from more developed economies
- Q&A sessions covering overseas life and work from seasoned experts
Website: www.friends4growth.com
Join us at: http://facebook.com/friends4growth and http://vn.linkedin.com/in/friends4growth
If you have any inquiry, please contact us at info@friends4growth.com
IBM Collaborative Innovation Platform - ThinkPlaceKapil Gupta
Describes the background and progress of IBM's Corporate Innovation program and ThinkPlace platform, for which I led Technical Strategy and product roadmap. Deck contains Information and background shared with customers and analysts circa 4Q 2008. (so obviously very out of date now - but a good representation of our thoughts etc at that point in time)
Presentation provided at the Enterprise Connect WIIN workshop series titled Business Model Innovation > New Value. Questions regarding this presentation should be directed to Marcus Tarrant, Managing Director, Mission HQ at marcus.tarrant(AT)missionhq.com.au
Presentation slides and background material for customer development kick-off session at Aalto Summer of Startups 2012 program on June 11th, 2012. Presentors and coaches: Juha Mattsson of Symbioosi and Heikki Leskelä of Bluebiiit
FEATURE ARTICLEB u s in e s s M o d e l I n n o v a t i .docxssuser454af01
FEATURE ARTICLE
B u s in e s s M o d e l I n n o v a t i o n in P r a c t i c e
A system atic approach to business m o d e l innovation can help capture value and reduce risks.
Jim Euchner and Abhijit Ganguly
OVERVIEW: Business model innovation is often the key to capturing value from innovation within corporations. Develop
ing and implementing new business models in practice, however, is difficult and fraught with risk. This paper discusses a
systematic approach to developing new business models and identifies concrete steps to reduce the risks associated with
them. It draws on literature on elements of the process as well as experience developing and implementing new business
models at Goodyear.
KEYWORDS: Business model innovation, Adoption risks, Co-innovation risks, Business model canvas
Business model innovation has gained increased attention
over the last five years, driven in large part by the tremen
dous returns generated by companies that have developed
new business models—Netflix, Dell, and the Apple iTunes
store are the most frequently noted examples. The term it
self, however, has been only vaguely defined. Keeley and
coauthors (2013), for example, characterize business model
innovation by the number of attributes of a business that are
changed, while Osterwalder and Pigneur (2010) define a
business model in terms of a completed canvas. The vague
ness of these representations makes it hard to study (or even
to discuss) the process of developing a successful business
model to harvest value from innovation.
The concept of the business model is actually simple: the
business model is the means by which a firm creates and sus
tains margins or growth. The business model, defined in this
James Euchner is editor-in-chief o f Research-Technology Management and
vice president o f global innovation at Goodyear. He previously held senio'
management positions in the leadership of innovation at Pitney Bowes and
Bell Atlantic. He holds BS and MS degrees in mechanical and aerospace
engineering from Cornell and Princeton Universities, respectively, and an
MBA from Southern M ethodist University. This paper is adapted from his
talk at the 2014 IRI Annual Meeting in Boston in May. [email protected]
Abhijit Ganguly is manager, business m odel innovation at Goodyear.
Before jo in in g Goodyear, he was responsible fo r leading grow th in itia
tives across m ultiple geographies fo r a manufacturing company. He
holds a bachelor's degree in mechanical engineering from Jadavpur Uni
versity (India) and an MBA from the Tuck School of Business at Dartmouth.
[email protected]
DOI: 10.5437/08956308X5706013
way, is inherently embedded in a firm's competitive environ
ment: the ability to create margins and growth is dependent
on what competitors are doing to create margins and growth
for themselves. The business model is not simply the means
by which a firm creates and captures customer value. Focus
ing on creating ...
Managing Director Dr. Giordano Koch shows how to run successfull innovation labs and how to integrate them into a longterm innovation strategy for businesses.
Slides from a keynote at the Intrapreneurship Conference in London in 2016, outlining how established companies design new growth ventures from within.
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
The presentation from my workshop at the Organizational Development World Summit in Budapest in August 2010. The presentation outlines some theory on business model innovation and how it has been driven in a company using "The Future Space", a large group event as a central element.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
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/
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).
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.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
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.
[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
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
12. „Innovation is front and center on the
corporate agenda, according to a
global survey. Executives are adding
more breakthrough innovations and
business model changes to their
portfolio to fuel the growth engine.“
Business Week, November 16, 2009
14. Source: Bernd W. Wirtz: Business Model Management: Design – Instruments – Success Factors. Gabler 2011
15. Stagnating or
declining
revenues
Source: Moore, GA 2004, Darwin and the Demon: Innovating Within Established Enterprises. Harvard Business Review, 82
16. Source: Moore, GA 2004, Darwin and the Demon: Innovating Within Established Enterprises. Harvard Business Review, 82
17.
18. Why is Business Model Innovation important?
(1) Major element of differentiation and
sustainable competitive advantage.
(2) Fundamental to performance.
(3) Means to adapt to the rapidly changing
environment and seize opportunities.
(4) Key to the commercialization of new
technologies.
Source: Sniukas (2012).
19. Business Model Innovation as a Strategic
Choice. Traditional Strategic Choices.
New
Products
Existing
Markets
20. Business Model Innovation as a Strategic
Choice. The Strategy Cube.
New
Products
Services New
Existing Business Models
Existing
Markets
Customer Segments
Source: Sniukas (2012).
21. Business Model Innovation as a Strategic
Choice. The Strategy Cube.
New
Products
Services Adjacent New
Existing Business Models
Existing
Markets
Customer Segments
Source: Sniukas (2012).
24. Business Model Innovation…
…is the invention of new ways of doing business,
with the aim to provide new and/or increased value
for the customers, the company itself and its
stakeholders.
Source: Sniukas (2012).
25. Customer Value Proposition Ecosystem Value Proposition
What is your
value proposition?
Firm Value Proposition
Source: Sniukas (2012).
26. Customer Value Proposition
Who is your customer? What is his need? What is the solution
you offer?
Offering
Customer Segment Need Product + Service +
Business Model
Source: Sniukas (2012).
27. Ecosystem Value Proposition
Who are your partners? What is their need? What is your offer?
Stakeholders Needs Offering
Source: Sniukas (2012).
28. Firm Value Proposition
Strategic Organizational Financial
• Competitive • Efficiencies • Revenues streams
Advantage • Use of assets • Cost structure
• Innovation • … • Working capital
• Lock In • ...
• Image
• …
Source: Sniukas (2012).
29. Customer Value Proposition Ecosystem Value Proposition
Your business model
Enables this value creation.
Firm Value Proposition
Source: Sniukas (2012).
30. Customer Value Proposition Ecosystem Value Proposition
How do you organize to
Enable this value creation?
Firm Value Proposition
Source: Sniukas (2012).
31. Customer Value Proposition Ecosystem Value Proposition
Which activities and
Who provides
processes need to be
these?
performed?
Which assets and
How do you govern
capabilities are
the operations?
necessary?
Firm Value Proposition
Source: Sniukas (2012).
33. “New business model innovation continues to
represent a significant challenge for large
incumbent firms despite their access to resources,
market knowledge, and key technologies.”
(Koen et al. 2010 50)
34. Major challenges and barriers.
(1) Business Model Innovation Challenges
Different type of innovation
High risk and uncertainty
(2) Organizational Challenges
Lack of capabilities
New organization required: Yes/No?
(3) Individual Challenges
Mental models/cognitive maps
Change in behavior
35. The Business Model Innovation Loop.
Ideation
4
Experimentation 5
3 Interpretation
7
6
Launch
2
Evolution
Discovery
1
Start
Source: Sniukas (2012).
36. The Business Model Innovation Loop.
Define your Goal
4
• What are your objectives?
• Why are you embarking on
this journey?
5
3 • What is the problem you have
to solve?
• Assess your current growth
initiatives. 7
• Create awareness for the
6 need for Business Model
Innovation.
2
• Establish the team.
• Develop a common
1 understanding of the purpose,
the concepts used.
Start
Source: Sniukas (2012).
37. The Business Model Innovation Loop.
Find Facts & Inspiration
4
• Who are your customers?
• Why are they buying?
• Who are Non-Customers?
5
3 • Why are they not buying?
• Who are your competitors?
• What is the current offering?
• What are the dominant
7
business models?
• 6 What is your current business
model? SWOT?
2
• Which trends are impacting
Discovery your industry?
1 • What is your company really
good at?
• What assets could you use?
Source: Sniukas (2012).
38. The Business Model Innovation Loop.
Seek Understanding
4
• Make sense of the data.
• Find opportunities for new
growth and business model
5
innovation. 3 Interpretation
• What is the customers’ job-to-
be-done (really)?
• Which are the barriers to 7
consumption: Affordability,
access, skills, time,…? 6
• Develop assumptions of what
2
is really going on.
• Which opportunities do you
see? 1
Source: Sniukas (2012).
39. The Business Model Innovation Loop.
Generate and Refine Ideas
Ideation
4
• How do you want to seize the
opportunities?
• How can you overcome the
5
barriers to consumption? 3
• Brainstorming
• Concept development
• Document your assumptions 7
on why you think a particular
idea is a good solution. 6
2
1
Source: Sniukas (2012).
40. 25 strategies for reinventing your Business
Model.
WORKS ACROSS THE BUSINESS VALUE PROPOSITION
#10 Offer complementary products and services
#1 Challenge industry assumptions
#11 Offer solutions and experiences
#2 Look at completely different industries
#12 Offer bundles
#13 Switch your appeal: functional versus
emotional
#14 Focus on the job to be done
CUSTOMERS #14 Selectively eliminate, reduce, raise and create
#3 Target non-customers #15 Look at subsitutes
#4 Target less profitable customers #16 Expand the use of your assets and capabilities
#5 Target the least satisfied customers #18 Look at the customer experience
#6 Target the chain of buyers
#7 Segment according to commonalities HOW YOU DO BUSINESS
#8 Segment according to circumstances #19 Reinvent the customer interface (channels)
#9 Desegment the customer based #20 Reinvent your customer relationships
#21 Invent new revenue streams
#22 Price differently
#23 Reinvent you cost base
#24 Re-assess your key activities
#25 Collaborate with suppliers, partners, the network
and ecosystem
Source: Sniukas (2010).
41. The Business Model Innovation Loop.
Test your Ideas
4
• Make something real
• Test assumptions discussing
Experimentation 5 with your customers
3 • Test assumptions with
strategic experiments
• Get feedback
• Create knowledge about the
7
potential of your ideas
• 6 Learn what works and what
does not
2
1
Source: Sniukas (2012).
42. The Business Model Innovation Loop.
Learn & Adapt
4
• What are the insights gained
from experimentation?
• Which of your assumptions
5
are correct, which not? 3
• How do you need to adapt
your business model?
7
6
2
Evolution
1
Source: Sniukas (2012).
43. The Business Model Innovation Loop.
Go Large Scale
4
• Plan for action
• Prepare the organization and
the market for the launch
5
• Organizational Transformation: 3
Structures, processes,
systems, skills, assets,…
• Training 7
• Marketing
• Financing 6
Launch
• Scaling up
2
1
Source: Sniukas (2012).