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Business Model Generation

Transcript: How to save the money? To decrease expenditure! Is it only one solution? How to save the money with giving help? We used competition among bidders for license of e-Learning service. First Month to register Courses!! + above 90 persons!! + at least \7,000,000 + expectation \210,000,000~250,000,000 for 36months We got 8 courses with free for 36months!!! Do you try to reduce your budget? And.... results? Here is good case. Simultaneously, save the money and give the help. They were very famous and had good records to register for courses. Most of all very expensive!! Think Bigger Perfectness and Our Orientation If you have to save the money, what do you do first? It's the possible all areas in HRD. Business Model Generation We tried to find another answer!

Business Model Generation

Transcript: as businessman intermediator pro.fi.le e.Psilon is the start-up company that have software and web development as core business the SECRET what secret? e.cord It is almost impossible to write down all the conversations in a large meeting/conference or long interview. While recording is an alternative, it still takes a while to convert it to text. But it’s done by e.cord just in real time. soundrecording to text converter using "perisalah" system Apps-based e.point We had a lot of material to read, but our time is limited, so the best solution is only read the important things. But how we can find the important point?? That is e-point do. Make a summarization of important point and arrange it automatic summarization and arrangger using "sidobi" system web-based pro.du.ct e.cord e.point stand alone and/or combination can.va.ss costumer segments professional/specialist like a Journalist/Correspondent, Lawyer, Doctor/Psychiatrist, Secretary or someone have a lot of ‘meeting/conference value proposition quick and easier channels e-point.com this web is available to everyone who want to use the summarization system. (just sign-up, login, and the system is ready to use. For Free) free apps download e-cord apps is available to download on e-points.com (trial version) association of professionals We thought there are many professionals who need this system, so we try to offer this system to the association. media We try to leads peoples opinion about how usefull this system by media costumer relationship online communities free upgrades revenue streams apps revenue professional need advertising key resources e.point.com e.cord software people key activities web and software development networking marketing key partners BPPT Association of professionals cost structure web and software developmnet & People Business Model Generation in.ter. med.iary make the "invention" MARKETABLE FIND!! what lack/defisit? how and who can fix it? WIN-WIN CONTRACT that's all... thanks.. :) visit http://prezi.com kalau mau buat presentasi seperti ini :) (cc) image by nuonsolarteam on Flickr BUSINESS MODEL CANVAS so everyone is happy and SUCCESS

Business Model Generation

Transcript: Minding Your Business R. Colette Glover-Hannah, CEO Hannah's Shoebox Mentors Are Good. Sponsors Are Better. (New York Times, April 13, 2013) Sponsors advocate on their protégés’ behalf, connecting them to important players and assignments. In doing so, they make themselves look good. And precisely because sponsors go out on a limb, they expect stellar performance and loyalty. Marketing Brand Building Website Creation Mentors Sponsors Partnerships Mentors Mentoring in business refers to a relationship between an experienced businessperson (the mentor) and a business owner or employee (the mentee). It can be used at all stages in the business lifecycle and offers benefits to both mentors and mentees. Good business partnerships offer greater profits, a share in the work load, and freedom. Channels hannahsshoebox.com Customer Segments follow us on facebook, twitter, instagram and pinterest Hannah's Shoebox Partnerships include: Tween girls between ages 8-13 Girls who wear women sizes 5- 13 National Pediatric Cancer Foundation Girl Scouts of West Coast Florida Shoe sales Advertising Customer Acquistion Shipping Networking Key Topics Cost Structure Social Media E-Mail Direct Mail Campaigns Business Sponsor Partnerships THANK YOU Revenue Generation

Business Model Generation

Transcript: FOOD DELIVERY APP Too lazy to cook at home Able to enjoy top quality restaurant foods at home. Convenient and fast Saving time Broader options Cost effective option YOU KNOW WHEN.... You experience tiredness after working the whole day. You are sick of having to clean the messes of leftover foods. You want to grab some food but is too lazy to go out. YUKI WU- Experience KERRY CHEN- Organize YANGYING YAN- Creative LYNNA- Designing Pain Relievers Say and Do Pain Online GPS Varieties of flavour options Provide customer's feedback Customer's Job Word of mouth from friends in Sydney Consists of your favourite restaurants Order food Give feedback EMPATHY MAP Gain See Hear Think and Feel Few home delivery services in Gold Coast. Inconvenience for people who does not have car Product & Service Better quality level More features Time saving INTRODUCTION & SKILLS Gain Creators Advertise to family and friends. Using the app more frequently due to convenience. BLISS POINT Food timing Food delivered may not be fresh Messing up orders Online food delivery application

Business Model Generation

Transcript: 1. Homeowners: 1a. Retiring (need: supplement . pension income) 1b. Elderly (need: leave better legacy) 1c. New family (Lower bills, finance . to cover cost) 2. New Homebuyers: . (Need: Pay off mortgage early, lower bills) Finance Provider Insurance Provider Service Provider Leads Provider ?? Energy Company Installers Manufacturers / Distributors Data Providers Installers Web (SEO / Social Media) Variable Costs: Data Distribution of PV Kits (bring economy of scale to installers) Key Resources Responding quickly to web enquiries Engaging community to raise brand profile Social Network Marketing SEO Develop channel partnerships Plan for future expansion: Network of installers . offering variety of services. Green Deal finance Personal Assistance (salesperson) to survey, advise and close sales. Customer relationship managed by automated system - follow on sales. Cost Structure Business Model 2 - Sales & Marketing service to Installers Installers Fixed Costs Web Presence Stay ahead of curve: Market Regulations Technology Recommending new products to householders - beyond PV. Platforms: Software for verified quotes Network for recruiting installers Key Activities Business model is a multi-sided platform, with each side being segmented. Sales Force Install base price Customisation: Large network of installers specialising in different areas, while still achieving economy of scale Good Salesforce Clever and easy to use web tools Brand (s) Customer Database Installer Network PR + Engagement 1 2 3 4 5 6 7 8 Key Activities Seg 1 Seg 2 Single users HQ IT Key Resources Fixed Variable Energy Friend sole trader Value Proposition Customer Segments Customer Segments Energy Assessors Key Partners Private Sales web There is a need for an industry standard for carrying out surveys and providing quotes: This will increase consumer confidence and boost sales. A growing number of organisations: large and small are moving into the PV sector where they believe they can add profit. They have a need for market insights and data in order to get traction. The installation market is highly fragmented and needs a platform to network and collaborate to access larger volumes of work: large scale projects big brands Direct Indirect Value Proposition @ sales x economy of scale 1a. Tax free supplement to pension Lower Bills 1b. Long term - higher value legacy. 1c. Additional income Higher property value Lower Bills Finance for install Example for children 2. Lower Bills Early repayment of mortgage HQ + Staff IT the business model is dependent on attracting sufficient number of users to increase our network of installers from whom we generate revenue Revenue Streams small / local company The service to single users is mostly provided free - this enables the multi-sided platform to work. Trail income from key partners can be achieved through upselling to this group, such as: Additional warranty. Finance arrangements. Energy Supplier Switching. Insurance Products. HQ IT Next: Think-M: Test Proposal, insight interviews with installers. End user survey. 2 weeks. iscout: POWWOW with installers. <2 weeks. Commercial Edge: Model new proposition to compare with original. Review in 2 weeks. Me: Continue direct sales market test - 640 houses to go :) + shared space trial Scope app development Suppliers Trail income from products sold: finance etc is bigger opportunity to add value. Cost Structure Group users pay a project management fee to energy friend and comission from any installation work is also paid Costs Channels New Service: Quotes verified Finance solution Convenience: Installation project managed peace of mind with aftercare E N D U S E R S Commercial Edge Findings Supplier relationships: (Leads) DEAs / Surveyors Pension Co Supplier relationships: (Trail income) Mortgage Co Finance Co Energy Co Strategic Partners: Installers Distributors Service Providers Data Providers? Suppliers (DEAs, Pensions Co) Sales Force Install base price Better Performance: App enables surveys to be performed faster or more efficiently Think-M Findings Economy of Scope: Can support growing network of installers and technologies Customer Relationship Direct: energy friend.co.uk (awareness, evaluation) Social Media (awareness) Newsletter (Evaluation, After Sales) Regional Managers (Evaluation, Purchase, After Sales [INST]) Regional Advisors (Evaluation, Purchase, After Sales [USERS]) Indirect: Partner Sites (Awareness) Partner Installers (Purchase, Delivery, After Sales) Partner Suppliers (Delivery) PR (Awareness, Evaluation) Community Projects (Awareness, Evaluation) 18,050 installations 54,000 surveys 270,000 surveys Better Performance: (as above) Get Job Done: Sales and marketing taken care of allowing installer to install subscription fee - monthly: intelligent data sales and marketing service access to toolkit Different size packages are available for different segments. Where monthly fees dont fit lower usage, usage fees are payable. Data is accessed on a

Business Model Generation

Transcript: Self-Service & Automated Services Co-Creation ELEMENTS Design (Creative, fun and involving ways to learn) Communities BRAINSTORM Value(worth) is what you give out into the world. Income(revenue) is what you take from it The beauty of "new school" thinking is that the "rules" only have to matter when we want them to. The primary idea here is an informal introduction into the business model generation method ( http://www.businessmodelgeneration.com/ ). We will only go through A SIMPLE front office of this innovative design. :-) ALL THINGS REVENUE Brainstorm The Value Proposition Dedicated Personal Assistance Accessibility To info To education To resources To guidance copy and paste as needed and take advantage of an infinite canvas! "Mind Mapping" Method Cost Reduction & Customization (Innovative Dynamic Pricing methods) Performance (Ability to succeed at starting and or doing business) Customer relationships

Business Model Generation

Transcript: What is a business model? Customer Segments Distinguish between customers and users Different needs = different offer Distribution channels to reach them Relationships Profitability They will pay (or not) for different parts of our offer THINK WHY ARE THEY GOING TO BUY MY PRODUCT: What jobs or activities need a customer segment to be done Pains Desirable Gains Mass markets Niche markets Multi-sided platforms Segmented Diversified Value Proposition Answer: who, why and finally what and how Be different.. Target early adopters Study other good Value Propositions Examples Channels Inform customers Deliver products/services Customer Relationships Attract Loyalty Cross-selling and up-selling Revenues Selling Products Pay per use Subscription Lend/Rent/Lease Licenses Advertisement Key Resources Physical Intellectual Human Economical Key Activities Production R & D Marketing Logistics Maintenance Internet platform Mobile App Key Partners Costs Fixed vs Variable FREEMIUM MODELS Business Models Pay and use without limitations; very common in internet (freemium models ) Needs unknown before appearing this product or service (mobile phones) Automatic services Office expenses Lawyers Certain types of personnel costs Answering these questions will define your Value Proposition Low cost models (flights, discount retail) Companies Each type of market need different focus on customer segments Personal attention Professionals seeking jobs Customization Design Direct relationship between production and these costs The crucial things the business needs to do to deliver on its propositions and make the rest of the business work Important Not depending on the production amount Adapt products and services to the specific needs of a customer (car industry) If you are creating some disruptive product or service that is going to change the world... Property Transfer FREE basic pack of services PreMIUM accounts with additional services 1. Get jobs done 2. Alleviate customer pains 3. Create customer gains In technology, you can find several examples (PC's, Tablets, Mobile Phones, etc.) Variable costs Steve Blank A business model describes the basis on which a company creates delivers attracts Ash Maurya Real Estate Try to answer these questions... Customers evaluate VP Internet Personnel for the production Raw materials Electricity (in manufacturing) The ways a company use to REACH the customers and DELIVER its value proposition Beyond today!! Books Must-read bibliography Be different, but make sure your difference matters Courier services You could think, anyone who wants a car Pay per click (Google) Guy Kawasaki Brief summary of the class SMALLER segments Hotels The BUSINESS MODEL CANVAS is a tool to: describe an established company and/or its competitors business models think about a business model innovate from an existing business model develop a startup business model Sell the VP Music The BIGGEST homogeneous group of customers Improve performance Lean Canvas Gym Price HOMOGENEOUS groups of people who the company offers its VALUE PROPOSITION Electronic Devices Business Model Generation Why are you different? Why are you worth getting attention? Access How the company CONNECTS with each customer segment Exclusive personal attention It's time to translate our Value Proposition, our activities, resources and partnerships into COSTS ASSETS The strategic ASSETS a business model needs to function Lean Startup The Startup's Owner Manual Derive your VP from the #1 problem your customer have Subscription Football Players SMALLER SEGMENTS Customer service Pay and exclusively use the asset during a specific period of time As a sole value proposition, even more than functionality (fashion, jewelry) SERVICES Transport (Flights) Fixed costs Anyone who wants to buy almost anything Mobile communications The more you use them the more you pay for them Car buyers with some special taste for beauty and security (and money) NOVELTY Sales Executives 1. Describe what is a business model 2. Analyze a tool to describe and design business models - through examples 3. Some must-read bibliography Deeply understand what makes a segment different from another one 1. Forget the mainstream customer 2. Minimum Viable Product (MVP) = test VP 3. Vision instead of product 4. Interact with your early adopters 5. Reach the mainstream customers Eric Ries Car rental My customers will PAY for the VALUE created for them Cars Watch out if the costs are "more fixed" or "more linear" with your scaling SERVICES What things that you don’t do are key to the business? What partners are most critical? Offer products and services to customers that weren't able to get them before (hourly car rentals, internet via satellite) Divided into 9 boxes Logic structure of a company VALUE Professionals Categories Communities Osterwalder & Pigneur The Art of the Start Strategic alliances Coopetition Joint Ventures Suppliers vepascual@gmail.com @vicente_esteve vicentesteve.wordpress.com

Business Model Generation

Transcript: 1. Salesforce 2. Web sales 3. Own stores 4. Partner stores 5. Wholesaler Management Decisions: a. Awareness b. Evaluation c. Purchase d. Delivery e. After sales Long Tail Key Activities 1. Strategic alliances 2. Cooptetion 3. Joint ventures 4. Buyer-supplier relationships Why? -economies of scale -reduce risk -acquisition Customer Relationships Unbundling 1. Mass Market 2. Niche Market 3. Segmented 4. Diversified 5. Multi-sided Cost Structure COST STRUCTURE Customer Segments Unbundling Long Tail Multi-sided FREE Open Business Model Value Proposition Strategy KEY ACTIVITIES Opening up a company to others to contribute: -Outside In -Inside out -Connect and Develop Key Resources Design Key Partners Outlook Process- The design Process FREE Multi-Sided 1. Personal Assistance 2. Dedicated personal assistance 3. Self Service 4. Automated Services 5. User Communities 6. Co-creation Value Proposition Revenue Streams Canvas Open Business Models 3 Types of businesses: Customer Relations product Innovation Infrastructure CHANNELS New Business model in old industry Using the latest technology internally Address unsatisfied customer needs Invest in companies with best business model Question business models launch an innovative product Positive social and economic impact Cost-driven Value driven Fixed costs Variable costs Economies of scale Economies of scope REVENUE STREAMS KEY RESOURCES -Asset sale -Usage fee -Subscription fee -Lending/renting/leasing -Licensing -Brokerage fees -Advertising fees Patterns Define Model 9 Building Blocks Business Model Canvas http://learn.humboldt.edu/pluginfile.php/171735/mod_folder/content/0/business_model_canvas_poster.pdf?forcedownload=1 _Production -Problem solving -Platform/Network Osterwalder & Pigneur What creates value for the customer? 1. Newness 2. Performance 3. customization 4. Getting the job done 5. Design 6. Brand/Status 7. Price 8. Cost Reduction 9. Risk reduction 10. Accessibility 11. Convenience/useabil;ity Large number of Niche items in small quantities: -Low inventory -Strong customer appeal items -Good distribution -Finding customers -Easy design changes Interdependent Groups of Customers: -Multiple markets -Subsidize a market -2 or more distinct groups of customers Receiving something free: 1. Freemium 2. Open source 3. Freemium upside down - insurance 4. Bait and Hook KEY PARTNERS Seven faces of innovation CUSTMER SEGMENTS Channels The Business Model Canvas Business Model Generation -Physical -Intellectual -Human -Financial CUSTOMER RELATIONSHIPS

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