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: Welcome to the world of distribution What will we cover during this presentation ? Understand the "disti's" ecosystem Is distribution specific to IT ? Who are the main actors in IT distribution ? Why would distribution help your business as a vendor ? Why would a collaboration with Arrow be the best decision for you ? What are we able to provide ? What makes us unique as a distributor ? What is distribution ? Vendor Distributor Partner End-user What's a disti' in IT ? Why distribution for your company ? Technology and the market continue to change. Companies are being forced to change the way they leverage IT for optimizing their business and stay competitive. Why Arrow? works on a 3 pillar approach : Complex technologies Innovative solutions Intelligent channels Access to our extensive line card : >200 suppliers/vendors worldwide Insight into emerging technologies and supplier alliances : We stay on the pulse of new technologies Ability to architect and deliver optimum solutions : Our teams can work with you to architect and deliver solutions Expert, customized configuration support : Our experts provide customized configuration support to ensure a successful implementation Multi-Vendor Solutions Designing solutions based on customers’ needs and desired outcomes. Security Cloud Data intelligence Edge & IoT NextGen Data Center We enable the entire channel... Supporting multiple markets... With IT teams and digital capabilities... Leveraging unique resources. Conclusion Our approach works Complex Technologies Innovative solutions $1B+ 250 000 For solutions involving the Edge and IoT we have a run rate of $1 billion For solutions involving the Edge and IoT we have a run rate of $1 billion Intelligent channels 40% up YoY growth within emerging technologies for virtualization supplier using our Arrow Insight offering Let's keep contact Antoine Ollivier Business Development Manager Arrow ECS Paris Office : 38 Rue Victor Hugo, 92400 Courbevoie email@example.com +33 607846801 Let's keep in touch !
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 What Is Value Proposition? Value Propositions A primary marketing tool Won't satisfy customers Defines your ideal target audience Why Is It Important? Serve as a guide for you and your business Understand your customer goals and needs Vital part of a company's business strategy Why Is It Important? Customer Segments Customer Segments Their needs justify a distinct value proposition Tailored to specific requirements The problem your product/service is solving Customer Relationships Customer Relationships Give feedback on your product Tell you what they are looking for An affordable price Channels Channels How customers want to be reached Your own channels Partner channels Mix of own and partner Key Resources Key Resources Resources allow to create a value proposition Cannot produce due to unavailable resources "Costs" things that use up a resource Key Activities Key Activities Key activities a value proposition requires Promise better to focus on things you haven't Cost Structure Cost Structure Cost-driven and value-driven Most important costs Key Partners Key Partners Does not relate to value proposition Optimize their business model Revenue Streams Revenue Streams Does not relate to value proposition Different pricing mechanisms
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: What is a distribution company? A C 3 Personal or Business Business Reports More Details Sales Model 1 Create a Subtopic 2 Customize the Cover 3 Insert Your Content The Nuts and Bolts How It Works Title Offices Global Issues Predictive insights Market validated solutions Simple quoting and ordering Global scale, reach and execution "Transform how you do business to grow bottom line " Connect Contact Info
Transcript: The Average salary in the U.S., according to Payscale.com (2016) Clinical Nurse Specialists $81,952 Adult Geriatric Nurse $87,089 Woman's Health $ 80,969 Psychiatric Mental Health $91, 298 Family Nurse $85, 435 Pediatric Nurse $80, 692 Reputation for Academic Excellence Nursing Expertise Supportive Environment Dedication to Social Justice Among the Princeton Review's "Best Regional Colleges" Named an Apple Distinguished School Designated as a Center of Excellence in Nursing Education by the National League for Nursing Accredited by the Accreditation Commission for Education in Nursing (ACEN) Accredited by the New England Association of Schools and College "..Among Top 100 in career-focused education ranking" "Regis College among Top 100 in career-focused education rankings". Patch. 2014-10-29. Earn your degree 100% online for those with a BS in Nursing, complete a little more than 2 years complete in as little as 3 years for associate-level students no GRE requirement study in a personalized learning environment led by industry experts prepared for advanced specialized roles within acute critical care without leaving your current role qualify to sit for AACN and ACNS certifications "In recent years, Regis has become a powerhouse in professional and graduate education in nursing and health sciences. As a result, our university has become increasingly visible locally, nationally, and internationally." President, Dr. Antoinette Hays, RN, Ph. D.
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