The oil and gas industry is ripe for disruption. Traditional business models have become too burdensome and inefficient. We explore the vast ocean of opportunity emerging from the crisis of the downturn.
Wellsite.com - Wellsite Direct | IADD Luncheon Jan 2017Chris Ely
Presentation on innovative business strategies in a changing oil and gas exploration market. Explanation on how disruptive business models are changing the way we do business in the sector.
As a recruiter, you can better assess your available sales talent and easily align what you have and what your client wants delivering high client retention and more importantly maintain higher fees though adding value.
Google's business model relies on advertising revenue through services like Google Adwords and Adsense. Its business strategy focuses on cloud computing and continuing to generate most revenue from advertising. For a strategy to be successful, it must be well-executed through specific and realistic objectives, adequate resources, and strong management. A business's strategy can lead it to change its underlying business model, such as if Google were to start charging subscriptions for online publications or selling hardware directly to consumers.
Marketing involves planning and implementing the creation, pricing, promotion, and distribution of goods and services to create value for both customers and organizations. To create value through marketing, a company must choose a value proposition, provide that value to potential customers, and communicate the value proposition. Marketing activities include determining customer needs, selecting customer segments to target, positioning the organization to best deliver value compared to competitors, developing products and services, setting prices, distribution, and promoting through advertising, salespeople, and other methods.
How to find new customers and increase salesHpm India
This document provides guidance on defining your target market and generating sales leads. It recommends answering questions about who will buy your product and what value you offer to define your audience. Existing customers should be marketed to through bundling products, upselling, discounts, and rewards to increase sales. Potential new customers can be identified by analyzing metrics on how current customers were obtained and networking, and various outreach strategies like advertising, affiliates, and websites can generate new leads.
Growing Your Business In A Hyper Competitive MarketAndrew Samrick
The keynote address at the 2011 TEANA conference, this presentation details the forward expectations of manufacturers and distributors, as well as the operating and commercial activities those in the transportation industry will need to master to remain competitive in a highly fragmented market space.
Innovation & Business Model & Business Model Canvas 2014Serdar Temiz
This document discusses business models and the business model canvas. It defines invention as a novel idea and innovation as the commercialization of that idea. The four main types of innovation are described as technology, process, product/service, and business model innovation. The business model canvas is introduced as a tool consisting of nine building blocks: customer segments, value proposition, channels, customer relationships, revenue streams, key resources, key activities, key partnerships, and cost structure. The document provides examples and questions to consider for each block to help outline a business model.
The document outlines 11 case scenarios that an expert may encounter and provides questions to consider for each scenario. The scenarios include deciding whether to enter a new market, evaluating mergers and acquisitions, reducing costs, increasing sales and profits, executing a turnaround, responding to competitors, developing new products, determining pricing strategies, pursuing growth strategies, starting a new business, and using frameworks like the five C's and four P's for analysis.
Wellsite.com - Wellsite Direct | IADD Luncheon Jan 2017Chris Ely
Presentation on innovative business strategies in a changing oil and gas exploration market. Explanation on how disruptive business models are changing the way we do business in the sector.
As a recruiter, you can better assess your available sales talent and easily align what you have and what your client wants delivering high client retention and more importantly maintain higher fees though adding value.
Google's business model relies on advertising revenue through services like Google Adwords and Adsense. Its business strategy focuses on cloud computing and continuing to generate most revenue from advertising. For a strategy to be successful, it must be well-executed through specific and realistic objectives, adequate resources, and strong management. A business's strategy can lead it to change its underlying business model, such as if Google were to start charging subscriptions for online publications or selling hardware directly to consumers.
Marketing involves planning and implementing the creation, pricing, promotion, and distribution of goods and services to create value for both customers and organizations. To create value through marketing, a company must choose a value proposition, provide that value to potential customers, and communicate the value proposition. Marketing activities include determining customer needs, selecting customer segments to target, positioning the organization to best deliver value compared to competitors, developing products and services, setting prices, distribution, and promoting through advertising, salespeople, and other methods.
How to find new customers and increase salesHpm India
This document provides guidance on defining your target market and generating sales leads. It recommends answering questions about who will buy your product and what value you offer to define your audience. Existing customers should be marketed to through bundling products, upselling, discounts, and rewards to increase sales. Potential new customers can be identified by analyzing metrics on how current customers were obtained and networking, and various outreach strategies like advertising, affiliates, and websites can generate new leads.
Growing Your Business In A Hyper Competitive MarketAndrew Samrick
The keynote address at the 2011 TEANA conference, this presentation details the forward expectations of manufacturers and distributors, as well as the operating and commercial activities those in the transportation industry will need to master to remain competitive in a highly fragmented market space.
Innovation & Business Model & Business Model Canvas 2014Serdar Temiz
This document discusses business models and the business model canvas. It defines invention as a novel idea and innovation as the commercialization of that idea. The four main types of innovation are described as technology, process, product/service, and business model innovation. The business model canvas is introduced as a tool consisting of nine building blocks: customer segments, value proposition, channels, customer relationships, revenue streams, key resources, key activities, key partnerships, and cost structure. The document provides examples and questions to consider for each block to help outline a business model.
The document outlines 11 case scenarios that an expert may encounter and provides questions to consider for each scenario. The scenarios include deciding whether to enter a new market, evaluating mergers and acquisitions, reducing costs, increasing sales and profits, executing a turnaround, responding to competitors, developing new products, determining pricing strategies, pursuing growth strategies, starting a new business, and using frameworks like the five C's and four P's for analysis.
Here are the key points from the document in 3 sentences or less:
The document provides 12 ways for businesses to increase revenue during an economic downturn, including protecting your core business, putting troublesome customers on probation, and becoming easy to do business with. It also recommends cross-selling to existing customers, exploiting competitors' weaknesses, shifting advertising to web 2.0, and intensifying communications when competitors cut back on advertising. The final recommendation is to prepare for an economic recovery by considering how to handle increased orders exceeding capacity.
The document discusses using mergers and acquisitions (M&A) to help small to medium enterprises (SMEs) in the information and communications technology (ICT) industry grow past common growth hurdles. It notes that M&A can help SMEs overcome hurdles like a lack of sales capability, allowing them to accelerate growth. The document is aimed at ICT SME equity owners and executives seeking to grow their businesses beyond $10 million in annual revenue. It suggests that properly executed M&A can help firms solve scaling problems, improve valuation, and provide further growth opportunities.
This document provides an overview of commercial awareness and its importance for career development. It defines commercial awareness as having knowledge of business issues, understanding industries, and appreciating economic concerns. Employers value commercial awareness as it allows applicants to discuss business intelligently, provide commercially sound advice, and understand what drives organizations and clients. The document encourages developing commercial awareness through keeping up with business news, reflecting on work experiences, and discussing business topics confidently in interviews. It provides models and resources to help readers assess and improve their own commercial awareness.
This document provides guidance on creating an effective marketing plan for 2009. It outlines common mistakes to avoid, such as disconnecting the plan from overall business strategy or being too ambitious. The marketing planning process involves researching the business, mission/vision, SWOT analysis, objectives, audiences, key messages, strategies, tactics, budget, and implementation. Metrics and periodic reviews are important to track effectiveness and make adjustments.
Cash flow is where the essential properties of a business model are determined.
Do the quiz and check if you understand the importance of cash flow for your business model.
Understand which models are successful applied by Microsoft, Oracle, SAP, Symantic, vmware, RealDolmen, Cegeka, A.C.A. IT Solutions, Salesforce, LinkedIn, Netsuite, Constant Contact, Amazon, 99designs, Zalando, Elance, Facebook, Twitter, Zynga, Yelp, Yahoo! and Google
Building Business Cases for Sales TrainingCSO Insights
Improving the performance of the sales teams you already have is a strategic way to optimize your performance in 2016. View the complete presentation from Jim Dickie's recent webinar to learn more about the latest insights from CSO Insights research.
Internet businesses are shifting their focus from cash burn to profitability as the market has become saturated with copycat models. Venture capital activity has slowed and investors are now looking for sustainable business models with a path to profitability. The honeymoon period of raising funding rounds without regard for profits is over, as unit economics and positive cash flow have become priorities in an increasingly competitive market.
Why is this book so important? One of the biggest lessons I have learned within the startup landscape is that even though pricing, together with the business model, remains by far the lever that most impacts revenue, the subject is a sensitive one.
Pricing is a strong — but often underused — tool available to capture a share of value created for customers
Pricing is one of the biggest challenges that startup face. The book is a practical toolkit that positively influences the pricing strategies of startups. It reveals insights in the different pricing methods and tactics used by successful companies.
This document discusses owning and transforming an advisory practice through business workshops focused on client segmentation, value propositions, charging models, and client communications. It emphasizes the importance of understanding different client segments, developing compelling value propositions for each segment, and pricing services profitably based on client value. The workshops also cover typical client journeys, costs of acquiring clients, and providing everyday advice to clients. Attendees are encouraged to focus on revenue-generating activities and processes, and to thoughtfully implement changes to own their practice for the future.
This is presentation on entrepreneurship I do. There are mostly pictures (v. words) because I built it after watching Steve Jobs do his launch presentation.
Master's certificate in sales management day 1 (march 2016)1-degree INC
This document provides an agenda and background information for a sales strategy workshop. The agenda covers topics like developing a strategic framework, differentiating through purpose and culture, and setting up an effective strategic planning cycle. Background details are provided on the workshop facilitator, including his experience in sales and marketing leadership roles. Examples are given of strategic frameworks like the four actions framework and strategy canvas tool that will be covered in the workshop.
The document discusses different methods for measuring the size of a business, including capital employed, value of output, number of employees, and market share. It provides examples of small, medium, and large businesses based on revenue, capital employed, and number of employees. The document notes that different measurement methods can lead to different conclusions about which business is biggest. It also discusses reasons why some businesses choose to remain small while others pursue growth, and different strategies for achieving internal or external growth, such as horizontal integration, forward/backward vertical integration, and conglomerate integration.
Excerpt from a speech at a sales conference titled 'Don't just succeed, dominate'. Succeeding is like 'business as usual'. Domination is about our position in the market, the size of the market we control, it’s about how relevant we are in the market. It’s about thinking scale. It’s about thinking stakeholder value. We must transit to dominating in the market where we operate in. Will it be easy?No but if we get a couple of things right, we will dominate, and in a manner that is consistent and sustainable. Firstly, we must overcome the big challenge of selling which is to 'sell right consistently. We must be professional in selling I.e. be consultative in approach and sell by design, avoid the common mistakes salespeople make, transit from selling to account management, focus on value creation, truly solve problems and never stop innovating. Now we are there, what next? Envision, dissect the market, align properly with support functions, be self forgiving and repeat those winning strategies. And you will remain dominant.
Este documento presenta varios principios clave para la selección, utilización, diseño, producción y evaluación de medios TIC en educación. Entre los principios se encuentran considerar los objetivos y características de los estudiantes, el contexto instructivo, y convertir a los estudiantes en procesadores activos de la información. También se enfatiza la importancia de evaluar los medios TIC desde la perspectiva de los usuarios para mejorar su efectividad educativa.
The document discusses Dr. Murari Lal's participation in the 2017 Global Adaptation and Resilience Investment (GARI) Kick Off Meeting in New York. It provides background on GARI, which was launched in 2015 to catalyze private investment in climate change adaptation given public funds are limited. Dr. Lal has decades of experience in climate modeling and contributed to IPCC reports. The Kick Off meeting had over 40 participants from around the world and focused on the COP-22 report and GARI's workstreams for 2017 to direct more investment towards climate adaptation and resilience needs.
This document discusses half wave and full wave rectification in power supplies. It explains that half wave rectification only uses half of the input waveform, resulting in a lower average output voltage than full wave rectification, which uses both halves of the input waveform. The peak inverse voltage that the diode must withstand is equal to the peak input voltage. Full wave rectification using a bridge circuit provides higher output voltage than a single-diode full wave circuit, and its diodes only need to withstand the peak input voltage minus 0.7 volts.
The document discusses disaster risk reduction and RMSi's approach, which combines numerical and statistical models. It provides examples of RMSi's work, including assisting the government of Morocco with risk assessment and mitigation strategies, conducting a post-disaster damage assessment after floods in India, developing a disaster support system for Puducherry to help with risk assessment and response, and offering catastrophe risk financing solutions for the insurance industry. RMSi's solutions aim to help mainstream disaster risk reduction across preparedness, response, recovery, and mitigation.
Here are the key points from the document in 3 sentences or less:
The document provides 12 ways for businesses to increase revenue during an economic downturn, including protecting your core business, putting troublesome customers on probation, and becoming easy to do business with. It also recommends cross-selling to existing customers, exploiting competitors' weaknesses, shifting advertising to web 2.0, and intensifying communications when competitors cut back on advertising. The final recommendation is to prepare for an economic recovery by considering how to handle increased orders exceeding capacity.
The document discusses using mergers and acquisitions (M&A) to help small to medium enterprises (SMEs) in the information and communications technology (ICT) industry grow past common growth hurdles. It notes that M&A can help SMEs overcome hurdles like a lack of sales capability, allowing them to accelerate growth. The document is aimed at ICT SME equity owners and executives seeking to grow their businesses beyond $10 million in annual revenue. It suggests that properly executed M&A can help firms solve scaling problems, improve valuation, and provide further growth opportunities.
This document provides an overview of commercial awareness and its importance for career development. It defines commercial awareness as having knowledge of business issues, understanding industries, and appreciating economic concerns. Employers value commercial awareness as it allows applicants to discuss business intelligently, provide commercially sound advice, and understand what drives organizations and clients. The document encourages developing commercial awareness through keeping up with business news, reflecting on work experiences, and discussing business topics confidently in interviews. It provides models and resources to help readers assess and improve their own commercial awareness.
This document provides guidance on creating an effective marketing plan for 2009. It outlines common mistakes to avoid, such as disconnecting the plan from overall business strategy or being too ambitious. The marketing planning process involves researching the business, mission/vision, SWOT analysis, objectives, audiences, key messages, strategies, tactics, budget, and implementation. Metrics and periodic reviews are important to track effectiveness and make adjustments.
Cash flow is where the essential properties of a business model are determined.
Do the quiz and check if you understand the importance of cash flow for your business model.
Understand which models are successful applied by Microsoft, Oracle, SAP, Symantic, vmware, RealDolmen, Cegeka, A.C.A. IT Solutions, Salesforce, LinkedIn, Netsuite, Constant Contact, Amazon, 99designs, Zalando, Elance, Facebook, Twitter, Zynga, Yelp, Yahoo! and Google
Building Business Cases for Sales TrainingCSO Insights
Improving the performance of the sales teams you already have is a strategic way to optimize your performance in 2016. View the complete presentation from Jim Dickie's recent webinar to learn more about the latest insights from CSO Insights research.
Internet businesses are shifting their focus from cash burn to profitability as the market has become saturated with copycat models. Venture capital activity has slowed and investors are now looking for sustainable business models with a path to profitability. The honeymoon period of raising funding rounds without regard for profits is over, as unit economics and positive cash flow have become priorities in an increasingly competitive market.
Why is this book so important? One of the biggest lessons I have learned within the startup landscape is that even though pricing, together with the business model, remains by far the lever that most impacts revenue, the subject is a sensitive one.
Pricing is a strong — but often underused — tool available to capture a share of value created for customers
Pricing is one of the biggest challenges that startup face. The book is a practical toolkit that positively influences the pricing strategies of startups. It reveals insights in the different pricing methods and tactics used by successful companies.
This document discusses owning and transforming an advisory practice through business workshops focused on client segmentation, value propositions, charging models, and client communications. It emphasizes the importance of understanding different client segments, developing compelling value propositions for each segment, and pricing services profitably based on client value. The workshops also cover typical client journeys, costs of acquiring clients, and providing everyday advice to clients. Attendees are encouraged to focus on revenue-generating activities and processes, and to thoughtfully implement changes to own their practice for the future.
This is presentation on entrepreneurship I do. There are mostly pictures (v. words) because I built it after watching Steve Jobs do his launch presentation.
Master's certificate in sales management day 1 (march 2016)1-degree INC
This document provides an agenda and background information for a sales strategy workshop. The agenda covers topics like developing a strategic framework, differentiating through purpose and culture, and setting up an effective strategic planning cycle. Background details are provided on the workshop facilitator, including his experience in sales and marketing leadership roles. Examples are given of strategic frameworks like the four actions framework and strategy canvas tool that will be covered in the workshop.
The document discusses different methods for measuring the size of a business, including capital employed, value of output, number of employees, and market share. It provides examples of small, medium, and large businesses based on revenue, capital employed, and number of employees. The document notes that different measurement methods can lead to different conclusions about which business is biggest. It also discusses reasons why some businesses choose to remain small while others pursue growth, and different strategies for achieving internal or external growth, such as horizontal integration, forward/backward vertical integration, and conglomerate integration.
Excerpt from a speech at a sales conference titled 'Don't just succeed, dominate'. Succeeding is like 'business as usual'. Domination is about our position in the market, the size of the market we control, it’s about how relevant we are in the market. It’s about thinking scale. It’s about thinking stakeholder value. We must transit to dominating in the market where we operate in. Will it be easy?No but if we get a couple of things right, we will dominate, and in a manner that is consistent and sustainable. Firstly, we must overcome the big challenge of selling which is to 'sell right consistently. We must be professional in selling I.e. be consultative in approach and sell by design, avoid the common mistakes salespeople make, transit from selling to account management, focus on value creation, truly solve problems and never stop innovating. Now we are there, what next? Envision, dissect the market, align properly with support functions, be self forgiving and repeat those winning strategies. And you will remain dominant.
Este documento presenta varios principios clave para la selección, utilización, diseño, producción y evaluación de medios TIC en educación. Entre los principios se encuentran considerar los objetivos y características de los estudiantes, el contexto instructivo, y convertir a los estudiantes en procesadores activos de la información. También se enfatiza la importancia de evaluar los medios TIC desde la perspectiva de los usuarios para mejorar su efectividad educativa.
The document discusses Dr. Murari Lal's participation in the 2017 Global Adaptation and Resilience Investment (GARI) Kick Off Meeting in New York. It provides background on GARI, which was launched in 2015 to catalyze private investment in climate change adaptation given public funds are limited. Dr. Lal has decades of experience in climate modeling and contributed to IPCC reports. The Kick Off meeting had over 40 participants from around the world and focused on the COP-22 report and GARI's workstreams for 2017 to direct more investment towards climate adaptation and resilience needs.
This document discusses half wave and full wave rectification in power supplies. It explains that half wave rectification only uses half of the input waveform, resulting in a lower average output voltage than full wave rectification, which uses both halves of the input waveform. The peak inverse voltage that the diode must withstand is equal to the peak input voltage. Full wave rectification using a bridge circuit provides higher output voltage than a single-diode full wave circuit, and its diodes only need to withstand the peak input voltage minus 0.7 volts.
The document discusses disaster risk reduction and RMSi's approach, which combines numerical and statistical models. It provides examples of RMSi's work, including assisting the government of Morocco with risk assessment and mitigation strategies, conducting a post-disaster damage assessment after floods in India, developing a disaster support system for Puducherry to help with risk assessment and response, and offering catastrophe risk financing solutions for the insurance industry. RMSi's solutions aim to help mainstream disaster risk reduction across preparedness, response, recovery, and mitigation.
"Inspectorul Padurii" mobile app - Bogdan MicuMobileAcademy
Padurea este un loc important pentru mine. Am muncit mult ca inspector al padurii si acum pot proteja padurea si animalele care traiesc acolo. Sunt mandru de munca mea si de faptul ca pot ajuta padurea sa ramana sanatoasa.
This document presents information on 3D printing including its history, working principle, different processes like fused deposition modeling, and applications across various industries like manufacturing, automotive, aerospace, dental, and medical. 3D printing involves building 3D objects by adding materials layer by layer based on a digital model and allows for complex designs with less waste. While it enables quick production and time to market, 3D printing has limitations related to size, materials, and printer costs.
Vertigo and peripheral vestibular disordersbehrouz barati
This document discusses vertigo, providing information on:
1) Differential diagnoses for vertigo including peripheral vestibular dysfunction, central brainstem lesions, presyncope, psychiatric disorders, and unknown causes.
2) Peripheral vs central causes of vertigo based on factors like onset, severity, positional nature, intermittency, and presence of nystagmus, otologic, or neurologic findings.
3) Common peripheral causes of vertigo including BPPV (canalithiasis), vestibular neuronitis, Meniere's disease, and trauma. Common central causes include vascular issues and demyelinating diseases.
Este documento describe varios trastornos vasculares renales, incluyendo hemorragia renal, infarto renal, estenosis de la arteria renal, necrosis cortical aguda, aneurismas y fístulas arteriovenosas, síndrome del cascanueces y oclusión de la vena renal. Provee detalles sobre las causas, hallazgos de imagen por tomografía computarizada y otros exámenes de cada condición.
Ryan Kane Final Personal Pitch PresentationRyan Kane
The document discusses computer animation and its use in telling stories and creating lifelike models and characters. It describes how computer animation allows for the creation of imaginary worlds and dynamic characters through an interactive 3D medium. The document emphasizes that computer animation requires skill, dedication, and attention to quality standards and detail to create fluid and life-like animations for entertainment. It notes that experience with computers from a young age and the ability to solve technical issues are valuable assets for those working in this industry.
Chat bots: what, why and (a bit of) how?Radu Irava
As Facebook and other big platforms are pushing to make chat bots mainstream, we're going to explore ways in which they can be useful to businesses, their relevance in the Mobile area and whether they are just a fad or not.
Mobile landscape in Bucharest & Mobile Academy courses Bülent Duagi
1. Overview of the Mobile landscape in Bucharest:
* Demand increase YoY
* Companies with mobile developers
* Salaries of junior, mid and senior mobile devs
* Market trends
* Mobile development courses
2. Mobile Academy courses:
* iOS Essentials
* Android Essentials
* Mobile UI Design Fundamentals
* Future courses
Multi-channel Digital Marketing Success RecipeJomer Gregorio
This document provides an overview of multi-channel digital marketing strategies and techniques. It begins with the speaker's background and journey to success in digital marketing. It then discusses key concepts like touch points, ROI, and traffic channels. The document outlines a 4 step strategic approach to multi-channel digital marketing: market research, marketing strategy, implementation, and optimization. Specific digital marketing channels covered include SEO, social media marketing, PPC advertising, and Facebook marketing. Case studies and examples are provided to illustrate concepts. The document emphasizes the importance of analysis and testing to optimize marketing campaigns.
In this article, the authors suggest that sales managers need to realize that not all sales visits to the customers will necessarily create value for the customer. Sales managers need to realize that different sales processes exist when dealing with customers and the key factor determining the sales process is got to be based on how much value a salesperson can bring to the customer. The
authors go on to identify three different types of sales processes and give reasons as to why value based segmentation is the best way to help your salespeople deliver value not just for their customers but also for themselves.
The document provides strategies for selling in a tough market. It discusses defining the differences between marketing and sales, with marketing dealing with acquiring and maintaining customers through the 4 P's, while sales focuses on closing deals. It then offers ideas for leveraging existing clients, evaluating salespeople, strengthening customer relationships, and crafting an effective value proposition in today's challenging market.
presented by Rob Bentley and Paul Reiman of Hewitt Associates at the TrueConnection 2008 Sales Performance Management Conference, hosted by Callidus Software
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.
The document summarizes 7 trends reshaping the financial services industry according to Geraldine Leder in June 2009. These trends include: 1) A populist backlash against the wealthy eroding trust in large financial institutions. 2) Broken trust and compromised values in the industry as customer satisfaction declines. 3) More cost-conscious clients reconsidering traditional financial advice models and taking matters into their own hands. 4) An impending heavy tax burden that will reshape wealth management habits. 5) Emerging winners and losers in different distribution models within the industry. 6) The growing influence of digital technologies and social media. 7) Opportunities for firms that use the economic crisis to reinvent their business models and become more client-centric.
The document summarizes 7 trends reshaping the financial services industry according to Geraldine D. Leder in June 2009. These trends include: 1) A populist backlash against the wealthy eroding trust in large financial institutions. 2) Broken trust and compromised values in the industry as customer satisfaction declines. 3) More cost-conscious clients reconsidering traditional financial advisors and exploring lower-cost alternatives like online investing. 4) An oppressive tax burden that will reshape wealth management and consumption habits. 5) Winners and losers emerging in different distribution models within the industry. 6) Digital technology becoming a primary operating force for engaging customers. 7) Industry winners using the economic crisis to reinvent their business models and become more client-
The document discusses the purpose and shifting role of sales forces. It notes that as products and services become more substitutable, the purpose of sales forces is moving from communicating value to creating value. It suggests sales forces need to take a consultative or enterprise approach focused on deeply understanding customer needs and customizing solutions in order to create enough value to justify their costs. The document advocates eliminating barriers between functions to organize work around core processes and create extraordinary value for key customers.
The document discusses the importance of business model innovation for companies to remain competitive. It argues that most companies are "stuck in the middle", neither large enough to dominate nor differentiated enough to find a niche. It then outlines four key areas that determine company success: the markets it serves, its products/services, operating model, and cost structure. It stresses the need to re-examine these areas and be open to reinventing one's business model to create new value for customers and shareholders in a sustainable way.
The document discusses creating an "innovation assembly line" within an organization to drive continuous cycles of innovative ideas for long-term survival. It describes the key constituents of an innovation assembly line as resources, processes, values, and managing these constituents. It provides models for institutionalizing the innovation process, such as learning from lead users and knowledge brokering, and discusses idea filtering and creating new market spaces.
new business models waqas khichi 268 iub bwp pakistanWaqas Khichi
The document describes 10 new business models for the current decade. The first business model discussed is the Localized Low-Cost Business Model, which is suitable for standardized, simple products that can be locally produced and globally branded. This model will be successful if a company has significant market presence in metropolitan areas and if the product has income generation features. The second business model is the One-Off Experience Business Model, which connects experience-seeking customers with unique experiences at events. This model requires teaming up with offline event organizers and retailers. The third business model discussed is the Beyond Advertising Business Model, which shifts from advertisers telling customers what to buy to facilitating customer-partner interactions and trust-building.
The document describes 10 new business models for the current decade. The Low-Budget Innovation Business Model discusses how fast moving consumer goods companies are now involving customers in the innovation process through co-creation. Companies develop co-created products based on customer observation and participation, which are then improved through sample tests by early adopters connected to larger follower markets primarily through online channels. This allows for innovation with lower budgets by leveraging customer insights and feedback.
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/deconstruct-and-innovate-your-business-model/
The business model is at the core of any company’s corporate strategy. It defines how the company creates, delivers, and captures value.
Most tech startups fail because they lack a viable business model. Even for enterprises with established business models, they often need to revisit and innovate on their business models.
To understand the essence of a successful business model, first, let’s look at its 4 core components:
• Customer Value Proposition,
• Profit Formula,
• Key Resources, and
• Key Processes.
Customer Value Proposition
A successful company helps its customers get a “job” done. Doing the “job”—this is the “value” the business is delivering for its customer. For instance, Google helps customers with the job of finding information online. McDonalds helps customers with the job of feeding a greasy appetite quickly and cheaply. Flevy helps customers with the job of finding business documents they need for work.
High customer value proposition is correlated with
• Importance of the job to the customer;
• Low customer satisfaction with alternative options in the market; and
• Higher quality (or lower price) of your product relative to alternative options.
Profit Formula
It’s great to offer customers great value, but, as a business, the economics still need to work in your favor. We need to make money! This is the profit formula.
The profit formula is the blueprint that defines how the company creates value for itself, while providing value for the customer. The profit formula consists of numerous economic components, including:
• Revenue model
• Cost structure
• Margin model
• Asset turnover and velocity
This document introduces the Delta Model, a customer-centric approach to business strategy developed by MIT. The Delta Model advocates shifting focus from products to customers by innovatively restructuring customer relationships, creatively segmenting customers, and delivering a value proposition that places the customer at the center. The document discusses how the Delta Model can help companies identify new sources of profitability, develop new strategic approaches, establish new organizational directions, and implement an enhanced strategic agenda. It also discusses how the Delta Model's approach to customer positioning, segmentation, and value propositions can help small- and medium-sized enterprises compete effectively.
A world class procurement function is one that has a measureable impact on the organisation’s profit and loss and adds real commercial value. Find out how effective use of innovation and smarter working can help you get there.
Presented by: Gerard Chick, FCIPS (Optimum Procurement) at PfH Live 2014
This document provides an overview of blue ocean strategy concepts. It discusses drivers for pursuing a blue ocean strategy like technological advances, globalization, and increasing competition. It outlines analytical tools like the strategy canvas and four actions framework to analyze markets and identify opportunities to create new demand. It also discusses six paths to reconstruct market boundaries and how to focus on non-customers. The document then covers how to properly sequence strategy elements like buyer utility, price, costs, and adoption barriers. Finally, it discusses how to execute blue ocean strategy by overcoming organizational hurdles, using tipping point leadership, building fair process into strategy, and sustaining strategy through imitation barriers and renewal.
Profitable growth via adjacency - Guest lecture on Zook by Peter SpungPeter Spung
This document discusses strategies for profitable growth through market expansion known as adjacencies. It summarizes Chris Zook's core and adjacency framework which argues that the most successful companies derive a large portion of their growth from moving into adjacent product categories or customer segments that are closely related to their core business. The framework identifies six vectors for adjacency moves ranging from selling new products to existing customers to entering new industries, and argues that moves focused on existing customers or modifying existing business models have the highest likelihood of success. The document also examines frameworks for assessing companies' core strengths and opportunities for adjacency expansion, and provides examples of companies like Nike and Olam that have successfully applied adjacency strategies.
Stop Pushing Sales! Focus on the Art and Science of Revenue Conversion Carpedia Consulting
1) Carpedia Consulting was engaged by an international systems integration company to help improve their revenue growth. The company discouraged hard selling tactics and relied on delivering value to clients to generate more work, but revenues were flat for 3 years.
2) Carpedia analyzed the company's operations and found that solutions architects who interacted with clients did not see themselves as salespeople and did little to pursue additional opportunities. Implementing dedicated salespeople also failed.
3) The solution developed by Carpedia focused on implementing a process for revenue conversion based around client needs, not selling. This involved restructuring client-facing roles, developing opportunity management processes, and providing workshops on skills like strategic account management, negotiation, and presenting. The
This document discusses creating value through blue ocean strategy and finding new market spaces. It emphasizes differentiating yourself by focusing on a niche and developing clear competitive advantages. Specifically, it recommends combining integrated digital marketing services with a targeted micro-niche and reinforcing your unique value through perseverance to become remarkable and profitable.
This document discusses the importance of conducting a feasibility analysis and creating a business plan before starting a business. It explains that a feasibility analysis evaluates the viability of a product or service idea, the target market, and financial projections. This helps determine if the business concept is viable and prevents wasting resources. A business plan then builds on the feasibility analysis by providing a thorough explanation of the business idea and how it will be implemented and operated. Developing a feasibility analysis and business plan early on can help guide the business and increase chances of success. It is also necessary for securing financing from investors.
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* Unfortunately, the work of business model innovation is too often left undone, at great cost to the organization's longer term growth opportunities and its profitability. This gap is the outcome of marketing's role increasingly being defined around demand generation and brand communications in increasingly fragmented channels, roles that have required many new marketing subspecialties.
* The CMO is ideally suited to facilitate business model strategy decisions, decisions that must be made by the leadership team as a whole.
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2. Rethink Sales
From Crisis comes Opportunity
“A pessimist sees the difficulty in every opportunity;
an optimist sees the opportunity in every difficulty.”
― Winston S. Churchill
“Our most significant opportunities will be
found in times of greatest difficulty.”
― Thomas S. Monson
4. Rethink Sales
Lower the new normal
suppliers expected
to reduce prices &
maintain profit
margins into the
future
5. Rethink Sales
Cost cutting measures
have left sales
organizations
understaffed & in a
catch-22 to increase
sales with fewer staff
and customer
engagements
7. Rethink Sales
for suppliers to
increase sales
without incurring
significant expense.
Skilled laborers are
scattered after
massive layoffs and
are disconnected
from employers now
No easy way exists
8. Rethink Sales
have either become
burdensome, too
expensive or
ineffective in our new
market.
New market calls for
new rules.
Traditional business approaches
10. Rethink Sales
Economics issue
In order to generate
10% unleveraged
rates of return, U.S.
basins need $104 oil
and $5.50 gas – WD MCK
Nov 2016
Operators will continue to
apply downward pressure on
suppliers to lower prices into
the future to protect margins.
11. Rethink Sales
Blacklisted from capital
“They’re hoping to
hang on until the next
miracle arrives.” –
naked capitalism
Now that fund availability has dried up,
many E&P companies are essentially locked
out of the capital markets. They have to live
within their means or go under.
Traditional capital sources have been
remaining bearish on the sector and have
reduced exposure and risk due to oversupply
and general consensus that commodities will
remain lower for several more years.
13. Rethink Sales
Way Forward
“Uber, the world’s largest taxi company, owns no vehicles.
Facebook, the world’s most popular media owner, creates
no content. Alibaba, the most valuable retailer, has no
inventory. And Airbnb, the world’s largest accommodation
provider, owns no real Estate. Something interesting is
happening.”
- TechCrunch, March 2015
14. Rethink Sales
Our Solution
Reduce Cost
reduce the cost and risk of hiring
additional in-house sales
employees and skilled laborers,
while lowering engagement and
operating costs by providing on-
demand access to products and
services in a convenient manner
Increase Revenue
put salespeople in front of
potential customers who aren’t
otherwise economical to reach
& offer on-demand skilled
professionals to execute
projects
Leveraged Approach
leverage the shared economy
model of on-demand resources
to help companies expand
without need of extensive capital
15. Rethink Sales
What is on-demand economy?
Access > Ownership
The on-demand economy (also known as access economy or shared economy)
is a business model in which companies fulfill consumer demand on the basis of
immediate access to goods and services.
You just rent a thing temporarily rather than buy it permanently
because it’s inexpensive and convenient. You hire freelancers for
short-term projects instead of full-time workers or contractors.
Costs Decrease The model implies that costs should always go down, while access
to products and services become more efficient, convenient, and
intuitive.
16. Rethink Sales
Change Challenges
Vision and Out-of-The-Box Thinking – Wrong leadership or culture
Loss Aversion – Fear of loss causes missed opportunity
Failure to Adopt – Unwillingness to change
Failure to Engage – Lack of commitment to a new model
Old Habits Die Hard – Sticking to age old business models
17. Rethink Sales
Change Goals
Align costs with current “new norm” oil market
Cut engagement, selling and burden costs
Increase sales presence, skilled labor on-demand, not on the books
Cut personnel cost while creating an opportunity for personnel
Transition to a network platform process without losing safety of
current approach
18. Rethink Sales
The Disruptive Model
The competition is so severe that companies
are forced to improve their operations and
value chains basically on a daily basis.
19. Rethink Sales
What does it mean for me?
Sector Early Entrants Potential for Disruption
Oil & Gas Services
Accommodation
Office Space
Automotive
Medical Equipment
Construction
Fine Art
Audio & Video Equip
Luxury Apparel
Wellsite.com
Airbnb
Regus
Lyft, Zipcar
Cohealo
HIGH
HIGH
HIGH
HIGH
HIGH
HIGH
HIGH
HIGH
HIGH