Transcript: Customer Segments End User Maintenance & Support Contractors Key Resources Smart Designer Promote products Accessibility to variety of furniture supply chain fee $3 social media Strength Product Design Framework Marketing & Sales supply chain agreements Copyright & trade mark Save time & money Value Proposition Key Activities website Revenue Streams Supplier Relationship Designers Furniture Stores Furniture Factories Reduce marketing, showrooms and shipment cost Cost Structure Strength Retail stores Free for End Users Furniture Content Marketing representative SACB Fund Cloud Hosting Company All their needs in one place Key Partners Smart Designer Supply chain (15% commission) Increase sales Connect them with furniture designers Customer Relationship Advertisement Supply Chain Offer Online Sales Online purchasing Website content update and maintenance Marketing E-commerce Channels Self Service E-commerce website Building Communities
Transcript: Hotels: Brand recognition and sales. Retailers: Appliance stores. Distributors: FedEx, UPS. Revenue Streams Key Resources Customer Relationships Capital, lean supply chain, assembly team, service vehicles, patent, labor force. Steam Drawer one time sale. Mobile Service team. Steam enhancement packets sold separately to maintain customer relations Design/Creation, Production, Distribution, Sales, Service, Warranty, Patent. Key Activities Offer high quality products to business professionals and hotels in order to replace traditional ironing and steaming methods with an effective full outfit steamer at a market competitive cost and price. Steam Drawer prevents potential damage to clothes and can handle two articles of clothing at a time while reducing the need for frequent dry cleaning. Channels Business professionals interested in reducing time spent ironing and steaming clothes. Jobs: Ironing, Dry Cleaning, Steaming, Pressing. Gains: Comfortability, Save Space. Pains: Time Consuming, Expensive, Labor Intensive. B2B Direct Sales to Hotels B2C Direct Sales to Customers B2B2C Direct Sales to Retailers to Customers Value Proposition Manufacturing, Design, R&D, Customer Connection Service, Distribution, Technician Training Program. Customer Segments Selling Products not leasing and Charging for Service Business Model Canvas: Steam Drawer Key Partners Cost Structure
Transcript: Data-driven service Consumer trends Waste management Higher customer satisfaction Closer link between consumer & restaurants Value Co-creation Prosumption Service Blueprint FO & BO Fail Points Kate O’Brien Ryan Sheady Chris Mason Patrick Lavelle Navigation: Menu Page Peer reviews Customisation menu Order & payment screen Confirmation Service Proposal Target Market Young city workers (22-32). College Students (18-24). Customer Value/Co-Creation Profitability for service providers Competitive Advantage Increased efficiency for all parties - Public Value Social Impact Service Description Below are some demo pictures of an app with some similar qualities to ours. Value Proposition Implementation issues. Core competency & Strategy Treacy & Wiersema (1993) Product leadership Customer Intimacy Operational Excellence Conclusion Basic Functionality Solution to waiting times in restaurants Build up of customer data & trends Food oriented mobile application enabling: Pre-order Pre-payment Quick collection Build up of customer data & trends Introduction Technology changes Interactive screen required to show orders coming in and their status Second scanner implemented at checkouts so status of the orders are easily obtained. Timing system within the existing system and updated ordering system put in place. Changes in attitude of staff towards technology Employees will be trained to be able to work with the new technology. Changes to existing system. Pre-Order Pre-Pay Search by: Location Name Food Type Favourites Concept & Objectives Pre-ordering and pre-paying mobile application Objectives Speed Cost Efficiency Reliability Involvement Orders with Mistakes Safe and Insured payment Customers with allergies Orders unprocessed Time management Dissatisfied customers * Solutions to the above have been offered in our service proposal.
Transcript: Students Architectural Engineering Mechanical Engineering Environmental Design Studio Art Start-ups Prototyping Auto Shops Small Parts Middle-Upper Class Families Portraits Toys Jewelry Online and Word-of-Mouth Communicate and order via email Retail Shop Customer Segments Assisting students in transferring the designs into 3D-printing programs such as SolidWorks Operating the print job on the appropriate 3D printer Key Partners Channels Providing anyone with affordable access to 3D printing, including those who are unfamiliar with either SolidWorks or the printer itself 3D PRINTING Value Proposition FIXED COSTS Units Sold 3D Rendering Service VARIABLE COSTS ZAAP Offering 3D rendering and design Service Focus We takeover your print job Quick turnover time Accessible 24 hour service Value Proposition Printer Rental Cost of Production Materials (resins) Transporting Products from Printer to Customer Key Resources Rental of commercial space Herbers, Rudenko, Vigil, Whiteside Us as students with access to SolidWorks Experience with printers Customers with knowledge of 3D printers that we can subcontract CHALLENGE 4 Revenue Streams Companies who currently own 3D printers Tabernash Plastics Printer Distributors MCAD SolidWorks Specialists Phil Zebroski Early Customers Cost Structure Key Activities Customer Relationships
Transcript: Business Model & Strategy Sales & Marketing Plan Messaging the Jeanome Project Distribution Channels A Mini Business Plan Goals & Objectives Value Proposition & Target Market Business Model Canvas Key Resources & Activities Communications & Promotions
Transcript: Value Proposition Value Creation Value Proposition Value Creation Value Delivery Value Capture Value Communication Comparison Thank you “discipline, appearance and not telling lies”. Getting Addison Lee to be a brand. Mobile app Service delivery mostly intangible Creative thinking The company was established in 2009 by Garrett Camp and Travis Kalanick. The headquarters is located in San Francisco, California, United States. valued at US$18.2 billion App Call Center basic fare + per-minute fee/per-mile fee Reputation Shareholders Ridesharing only through App Distribution Channels With Uber, there’s no need to call a dispatcher or hail on the street. You can request a ride with the push of a button and track your driver’s progress to your location. Services Service fare ridesharing service by connecting passengers with individual drivers Surge Pricing Revenue Model Pricing Model Cost Structure Addison Lee Recommendations Uber Recommendations a valid driver's license driver's license counterpart PCO license A vehicle Communication Channel Value Delivery Creative and Innovative Thinking Alik Kurbanov Godwin Lee Siming Liu Magaye Tochtrop Evgeny Turich Target Market Segments Service Offering Core Competencies Innovation Practices Analysis Uber and Addison Lee Mobile app Online communication channel Uber for Business Uber Provides Centralized billing Complete control over who is riding See how your employees travel in a new light. Seamless travel Reinvestment Complementary Assets Goal for Addison Lee Core Competency: Innovative Use of Technology booking process was slow. pioneered the use of technology Go after black cab industry and increase competition. Uber Driver pay-off Employees pay-off Marketing and Advertisement Technology development R&D cost legal issues fees Price Comparison Manage general and online reputation Continue conversation with customers Improve customer experience Find ways to make customers use them again Customers An iPhone Free work schedule But takes 20% commission Profit Allocation Car service with over 4800 cars across central London alone. Choice of a Ford Galaxy, eco-friendly Toyota Prius or an executive Mercedes. Founders Travis Kalanick & Garrett Camp Demand time Extreme weather Investors Business Model must change in a dynamically changing environment Change in Customer base Communication Channel Ranking System for Driver and Customer “discipline, appearance and not telling lies” Requirements: Value Capture Introduction Pre and Post Addison Lee Owners Service Offering: Key Resources Tech and Communication Services and Price comparison Prices based on a fixed postcode to postcode pricing structure. This is based on a booking fee and a distance based unit rate taken from Addison Lee's database. No surge pricing. Customer Centric Experience & the cab industry's disruption Customer dissatisfaction with dynamic pricing Resolve Regulatory Problems PR problems Branding Pricing Model How different from a taxi Technology Competency Account customers are the backbone Cash customers are a supplement and a promotional tool. Many small vs big accounts. Value Communication Limitations
Transcript: Products & Services - More indipendency in training of the patients - Shorter Hospitalization - Unneccessary costs & the amount of occupied beds - Analysing of barriers & vasilitators - Make patients Active - Decrease the length of stay in the hopital - Standardized procedure - Health professionals are not using the leaflet - Leaflet not understandable for the patients - Leaflet not patient specific Value Proposition Value - Satisfied Patients & therapists - Effective communication with the Health professionals - Gain Creators Costumer Jobs - Brief, Clear, Apllicable Leaflet - Leaflet accesible for patients - Pains - Improve Leaflet - Implement Leaflet - Research why the leaflet is not implemented already - - Inform health professionals - Gains Pain Relievers - Better understanding of rehabilitation (education) - Shorter Hospitalisation - Improve workflow of patients & healthprofessionals -
Transcript: Values Groups • Great classes with excellent instructors • Promoting the benefits of a healthy lifestyle • Making getting in shape so easy • No more excuse not to exercise Obesity Children Professionals • Family exercise plans to help the whole family keep good health • Health way to spend more time with your family • Family classes to help develop a better parent-child relationship • Private fitness rooms for your group • Great idea to organize office outings and activities • Healthy way to develop internal employee relations Value Proposition • Safe, fast and customized program for children with weight problems • Fun classes help kids achieve and maintain a healthy body status • Group exercises help the development of important interpersonal skills • Help children to keep better overall moods via increasing their active level House wives
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