Business model

Part # 1: What do you do?
Part # 2: Why do you do what you do? What is the purpose?
Part # 3: What needs do users have? Why do they have these needs?
Part # 4: In which markets do you work? Where are the users of your products / services?
Part # 5: What communication and distribution channels do you use? Why?
Part # 6: Which types of capital do you have? Why?
Part # 7: Who are your supplier partners? Why?
Part # 8: How are you paid / supported / praised for what you do?
Part # 9: Which cultures, leaders, and ways of organizing will help make things work?

Part # 1
What do you do?

Products
Customer
experiences

Services

com/Strategy/Strategic_Thinking/Enduring_ideas_The_GE-McKinsey_nine-box_matrix_2198 Competitive strength .Industry attractiveness http://www.mckinseyquarterly.

Seeking out the new and unusual should be the strategist’s aim.com/Strategy/Strategic_Thinking/Hidden_flaws_in_strategy_1288 . https://www.mckinseyquarterly.

com/2011/01/20/my-5-favorite-but-often-ignored-marketing-tactics/ http://images.com/2010/05/heads-you-win-tails-you-lose/ Sources .com/ss/08/02/0225_doodles/index_01.jarche.http://www.quicksprout.htm http://www.businessweek.

ipocongress.pdf . http://www.ru/download/guide/article/what_is_strategy.Strategic positioning means performing different activities from rivals’ or performing activities in different ways.

A company’s strategy is determined by the types of initiatives that management invests in. Source Clayton Christensen. http://hbr.org/2010/07/how-will-you-measure-your-life/ar/pr .

Market growth Question marks Stars Cash cows Market share Adapted from the bcg matrix. .

Develop great concept further.Market growth Question marks Stars Try out ideas with growth potential. Market share Adapted from the bcg matrix. . Cash cows Look out for new “question marks” to invest in.

 Invest in ideas with the largest potential. Stars  Growth strategy. Low growth Adapted from the bcg matrix. Cash cows Invest money generated from cash cows in ”question marks” / new promising ideas.  Invest to stay innovative and efficient. .Low market share High market share Question marks  Select ideas with the High growth largest potential.

hbr.org/govindarajan/2011/03/todays-innovative-idea-can-ris.Strategic innovation sweetspot Purpose Trends Different types of capital http://blogs.html .

net/frankcalberg/pestel .slideshare.Further inspiration http://www.net/frankcalberg/improve-the-customer-experience http://www.slideshare.

Part # 2 Why do we do what we do? What is the purpose? .

slideshare.net/frankcalberg/what-is-the-company-purpose http://www.frankcalberg.com/strategychange .Further information http://www.

Part # 3 What needs do users have? Why do they have these needs? .

scribd.Further inspiration http://www.com/doc/56785190/Customer-Needs .

Part # 4 In which markets do you work? Where are the users of your products / services? .

https://www.mckinseyquarterly.com/Best_practice_does_not_equal_best_strategy_809 .Management’s overriding goal is to position a company and its products where the market opportunity is highest.

com/Insights/Strategy/The_art_of_strategy?cid=strategy-eml-alt-mkq-mck-oth-1310 .80% of growth is explained by decisions about where to compete or by market selection. http://www.mckinsey.

In a certain number of countries. 6.Where are people who need / want what you do? 1. 9. In a certain region of a country. On a certain street. 2. On a certain continent. All over the world. 11. In a certain part of a city. In a certain country. 3.strategy-business. 5. In a number of cities across a region. 4. On certain continents. In a certain city. 8.com/article/cs00002?pg=all . 10. In a certain village. 7. Adapted from http://www.

http://www.Broad target Low cost Differentiation Low cost strategy Differentiation strategy Narrow target Examples Certain people and/or countries Differentiation focus strategy Low cost focus strategy Example Young people in Tanzania.net/IanMcCarthy/when-customers-get-clever-managerial-approaches-to-dealing-with-creative-consumers .slideshare.

You are looking for the segment that values what you do. location 2550. Joan: Understanding Michael Porter: The essential guide to competition and strategy. don’t try to compete like existing Spanish companies. remember that you are not trying to serve the whole market.When you go to a foreign market. . Michael Porter Magretta. So when you go to Spain.

com/globalization http://www.com/globalmarkets .Further information http://www.frankcalberg.frankcalberg.

Part # 5 What communication and distribution channels do you use? Why? .

Supplier partners You Agent Internet Wholesaler Retailer / shop / school / hospital / platform Users .

Dell.To reduce the time it takes to distribute products to customers. and Timbuk2 work with production facilities that are close to end customers. Zara.org/2011/05/how-to-build-risk-into-your-business-model . Source http://hbr.

as its competitors do.org/2011/05/how-to-build-risk-into-your-business-model . Customers vote on them. and the most popular ones are put into production and shipped to buyers directly from the manufacturing sites . complicated distribution. http://hbr.with no retail outlets. MyFab provides a catalog of potential designs. or logistics networks. inventories.Instead of building large stocks of furniture.

communication.By processes. and budgeting come immediately to mind. coordination. and decision making employees use to transform resources into products and services of greater worth. we mean the patterns of interaction. http://hbr.org/2000/03/meeting-the-challenge-of-disruptive-change/ar/1 . manufacturing. Such examples as the processes that govern product development.

.

slideshare.net/frankcalberg/11-advantages-of-using-a-blog-for-teaching http://www.net/frankcalberg/twitter-for-education .slideshare.Further inspiration http://www.

Part # 6 Which types of capital do you have? Why? .

scribd.Further inspiration http://www.com/doc/36349465/Capital .

Part # 7 Who are your supplier partners? Why? .

. Joan: Understanding Michael Porter: The essential guide to competition and strategy.Source Magretta.

mckinseyquarterly.com/Strategy/Strategic_Thinking/Enduring_Ideas_The_business_system_2379 .http://www.

Further inspiration https://delicious.com/frankcalberg/crowdsourcing .

Part # 8 How are you paid / supported / praised for what you do? .

slideshare.Further inspiration https://delicious.com/frankcalberg/crowdfunding http://www.net/frankcalberg/how-are-people-paid-for-what-they-do .

and ways of organizing will help make things work? . leaders.Part # 9 Which cultures.

frankcalberg.com/culturechange .Further inspiration http://www.

com Have a great day. . please feel welcome to visit http://frankcalberg.Thank you for your interest. For further inspiration and personalized services.

Sign up to vote on this title
UsefulNot useful