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
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
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
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
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
Transcript: serve two or more interdependent Customer Segments. A credit card company. Renting Multi-sided markets Price CH Channels These resources allow an enterprise to create and offer a Value Proposition, reach markets, maintain relationships with Customer Segments, and earn revenues. Physical (buildings,machines,systems,...). Intellectual (Knowledge,Brands,database,..). Human. Financial (cash,lines of credit,stock option pool). Mohamed Hanafy Mahmoud 1. Awareness How do we raise awareness about our company’s products and services? 2. Evaluation How do we help customers evaluate our organization’s Value Proposition? 3. Purchase How do we allow customers to purchase specific products and services? 4. Delivery How do we deliver a Value Proposition to customers? 5. After sales How do we provide post-purchase customer support? Thanks for your time =) Subscription fees Channel Phases Segmented Brand/status Accessibility Helping customers reduce costs. Salesforce.com (CRM application). Advertising How a company communicates with and reaches its Customer Segments to deliver a Value Proposition. Convenience/usability KR Key Resources For a used car buyer, a one-year service guarantee reduces the risk of post-purchase breakdowns and repairs. VP Value Propositions Business models focused on mass markets don’t distinguish between different Customer Segments. This type is often found in the consumer electronics sector. Licensing Asset sale partnerships are becoming a cornerstone of many business models. Companies create alliances to optimize their business models, reduce risk, or acquire resources. Optimization and economy of scale (reduce costs, and often involve outsourcing or sharing infrastructure). Reduction of risk and uncertainty (Blu-ray technology). Acquisition of particular resources and activities (A mobile phone manufacturer, for example, may license an operating system for its handsets rather than developing one in-house). A business model describes the rationale of how an organization creates, delivers, and captures value. The Revenue Streams Building Block represents the cash a company generates from each Customer Segment (costs must be subtracted from revenues to create earnings) This approach allows for customized products and services, while still taking advantage of economies of scale. use of a particular service. Hotel , A package delivery service. Diversified No similar offering. This is often, but not always, technology related. Mobile telecommunication (cell phones). taking a percentage of the value of each sales (commissions). Real estate agents. C$ Cost Structure Newness Niche market Offering similar value at a lower price. Free offers. show that they are “in.” Customers may find value in the simple act of using and displaying a specific brand. R$ Revenue Streams A product may stand out because of superior design. Fashion and electronics industries. Temporarily granting someone the exclusive right to use a particular asset for a fixed period in return for a fee. Giving customers permission to use protected intellectual property in exchange for licensing fees. technology sectors. fees for advertising a particular product, service, or brand. selling ownership rights. Fiat sells automobiles, which buyers are free to drive, resell, or even destroy. It solves a customer problem or satisfies a customer need. KA Key Activities Usage fee "Getting the job done" Improving product or service performance. PC sector. CS Customer Segments Design Business Model Generation slightly different needs and problems. The retail arm of a bank. Micro mechanical systems. Making products and services available to customers who previously lacked access to them. NetJets. Performance often found in supplier-buyer relationships. many car part manufacturers depend heavily on purchases from major automobile manufacturers. selling continuous access to a service. Gym. the airlines pay Rolls-Royce a fee for every hour an engine runs Cost reduction Personal assistance (site,call centers and emails). Dedicated personal assistance (private banking service). Self-service (no direct relationship). Automated services (personal online profiles give customers access to customized services). Communities (more involved with customers). Co-creation (Amazon.com invites customers to write reviews and thus create value for other book lovers). Risk reduction easier to use. Apple (iPod & iTunes) Customization The Cost Structure describes all costs incurred to operate a business model ,many business models fall in between these two extremes: Cost-driven Value-driven KP Key Partnerships These are the most important actions a company must take to operate successfully.Key Activities differ depending on business model type. Production (the business models of manufacturing firms). Problem solving (business models call for activities such as knowledge management and continuous training). Platform/network (relate to platform management, service provisioning,
Transcript: Business Model Generation A business model describes the rationales of how an organization creates,and Captures value Business Model can be described through nine basic building blocks that show the logic of how a company intends to make money. The 9 Building Blocks This Block defines the different groups of people or organizations an enterprise aims to reach and serve The value propositions building block describes the bundle of products and services that create value for a specific customer segment Business Model cater to specific, specialized customer segments. Segments They require different types of relationships. Mass Market The are willing to pay for different aspects of the offer Business model serves two unrelated customer segments with very different needs and problems. The value Proposition is the reason why customers turn to one company over another Segmented Multi - sided platforms (or multisided markets) Some organizations serve two or more interdependent customer segments. Types of customer segments They are reached trough different distribution channels They have substantially different profitabilities In order to better satisfy customers, a company may group them into distinct segments with common needs Their needs require and justify a distinct offer Niche Market Some business models distinguish between market segments with slightly different needs and problems. Business model don't distinguish between different customer segments., everything is focus on one large group of customers. Diversified CS Customer Segments Value Propositions
Transcript: Your Image THANK YOU Customer Relationships What : Partners Connect the Dot FIXED AND VARIABLE COST Non Traditional ways key activities What do they pay Customer Experience Describe customers Classify them Understand needs For what they pay Profitability Anything can Possible Buying life cycle and Experience Describe the Value Relate to the customer Customer Experience Business Model Generation KEY RESOURCE Consultancy Charges How your Value Proposition Reaches the Customer Revenue Generation Money spent by the for key resources, key activities and partners who works with you for creating value for the customers: strategic allies, suppliers, cooperators BUSINESS PLAN Effectiveness CUSTOMER Commissions Ola Flipkart Whatsup Amazon Logistic new STICKY Value Propositions Subscriptions Irony of TODAY Business Value Proposition What you must create value for the Customers Something need for the customer ,that you can deliver COST Customer How the customer want to pay BUSINESS MODEL Channels How you Earn and Retains customers How you Creates, Delivers and Captures VALUE Revenue What you need to create the value to the customer ; machines, ideas, people, money FOCUS
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