File Name: business model generation by alexander osterwalder and yves pigneur .zip
Pick up the key ideas in the book with this quick summary. Do you want to turn your great idea into a successful business? Or do you have a business already, but want to optimize it according to the needs of your customers? A sound business model is vital for any business.
It nails down who your customers are, in which market you operate, who your partners are, which costs you have, where your revenues come from, in which activities you engage and, ultimately, how you create and deliver value to your customers. It all starts with a business model that defines a market of customers for whom a product creates value. With a mass market approach, businesses cater to a very large market of customers with similar needs — say, needs for paper napkins or milk.
A niche market approach, on the other hand, is where a business reaches out to a smaller group of customers with specific interests, like a vintage record store, for example. Well, you need to come up with your value proposition. This outlines the problem that your product solves, or, in other words, the need it fulfills for your customer.
Your value proposition should also demonstrate why your product is worth choosing over others. The value of your product can derive from one of many factors. Stunning design might imbue your product with aesthetic appeal that beats out the competition — just think of Apple products, for example. Or customers might be drawn to the risk reduction that your product offers, which is often the case with IT services.
There are a wide range of options. You can establish your own channels, like a storefront, a website or a sales team. Or you can create channels through business partners, like a shop that stocks your product, for example, or a wholesaler. The tone and style of your outreach is equally important. And this is why your business model should take customer relationships into account. Will you give your communication with customers a personalized touch?
Or will you automate all your emails? Or you could do a mix of the two. Customers with a particular problem might need personal assistance, while regular customers could receive automated emails with upcoming deals. Self-service, an approach incorporated by Ikea, is another option. Other companies even use a co-creation model, where they create value by joining forces with their customers.
Just think of Amazon, where customers write book reviews, creating value for other customers selling books online. After developing a strategy to handle customer relationships, your business models needs a revenue stream. If your customers are the heart of your business, then revenue streams are the veins and arteries that keep things running.
There are three ways to create revenue: transaction revenues, recurring revenues and usage fees. Transaction revenues stem from one-time payments, like when you pay for a newspaper. Recurring revenues result from repeating payments, like the monthly subscriptions we pay to use services like Spotify or Netflix.
Finally, there are usage fees, which change depending on how much a customer actually uses your service. For instance, the more data you use on your phone, the higher your usage fee. On top of customer relations and revenue streams, your business model should also set out how your company will access the resources it needs. Small boutiques require a shopfront and cash registers, while consumer giants like Walmart and Ikea count massive warehouses among their physical resources.
Advertising agencies, for example, depend on the creative people in their staff. Finally, intellectual resources include copyrights and patents — things that companies like Microsoft and IBM rely on.
Just as we need to eat, breathe and sleep to survive, your business needs to perform a set of critical activities to succeed. These key activities can be considered in terms of three broad categories: production, problem-solving and network and platform hosting. Manufacturing a smartphone or cooking a pizza are examples of production activities.
Consultancy is an example of a problem-solving activity, where ideas and recommendations are developed. Network or platform hosting are the key activities of internet companies like eBay and AirBnB. Alongside key activities, partnerships are another indispensable aspect of your business model. Partnerships are essential to some of the world's biggest brands — Apple partners with Foxconn to produce their iPhones, for example.
Partnerships are also a great way to reduce risk. Take the Blu-Ray data-storage format, for instance. Several electronics companies decided to develop a standard format together. This provided each company with a relative level of security.
If each company had developed their own format, they would have run the risk of being outperformed by the competition, and having their format displaced. A business model must include a cost structure, too. A cost structure defines where and what costs arise in your business. Some businesses are cost-driven, while others are value-driven. Cost-driven business models are based on the principle that costs should be kept as low as possible. This can be achieved by reducing the amount of service provided to your customers by using automated systems.
EasyJet is an example of a cost-driven business. Private airlines, on the other hand, represent a value-driven business model.
This approach focuses less on keeping costs low and more on offering customers a high-value product that justifies the higher prices. Being an entrepreneur is all about taking risks and diving into the unknown.
By learning about what your customers really value, you can discover niches with untapped business potential. Take EasyJet, for instance. They recognized that lower-income customers yearned to travel by plane.
So they created a business model that took advantage of the potential in the lower-price segment. Zipcar is another business that used customer insights to find a new niche. So Zipcar created a yearly membership for their customers, allowing them to rent cars at an hourly rate. Try using the empathy-map method. Start by drawing a big X on a flip chart.
On the top, write what your potential customers might think and feel when they use your product. On the right side, write what they see. On the left, what they hear. At the bottom, what they say and do. Now, combine this map with customer personas. This is a fictional profile of your ideal customers outlining their demographic details, including their age, marital status, income and state of employment.
What emotions do your customers experience? What does their environment look like? What kind of people are they surrounded by? How do those people influence them? What do they hear from their wives, husbands, friends and colleagues? What do they tell other people? And, finally, how do they act in public? This comprehensive set of questions will allow you to uncover wishes and needs that your customers might not even realize they have.
Just as a scriptwriter dreams up a compelling story filled with complex characters, you can bring your business model to life by writing out business scenarios. There are two main writing approaches you can use to create these scenarios.
The first is coming up with straightforward scenarios that your customers might face. Take your empathy-map and use it as your inspiration to write a short text about each of your customer personas, detailing their needs, aspirations, goals and worries. These scenarios should be about words each. Okay, now what? You might want to create the following scenarios featuring your customers as characters: Tourists visiting Rome without planning their day and having to rely on guidance from their GPS.
Or a young entrepreneur running a small home-delivery service using her GPS to navigate shipments to her clients. In the second approach, you create business scenarios by imagining the world your customers might face in the future.
Will we still need train drivers? Or will intelligent systems take their place? Will WiFi on underground trains become the norm? Successful brands are another great source of inspiration. How do you keep in touch with him? Expensive long-distance phone calls? The occasional email?
Chances are, you use Skype. Ever wondered why this service, which provides so much value, is free? Well, the founders of Skype put themselves in your shoes, learned what you needed and wanted, and then built their business model: freemium.
Pick up the key ideas in the book with this quick summary. Do you want to turn your great idea into a successful business? Or do you have a business already, but want to optimize it according to the needs of your customers?
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Business Model Generation features practical innovation techniques used today by leading consultants and companies worldwide, including 3M, Ericsson, Capgemini, Deloitte, and others. Designed for doers, it is for those ready to abandon outmoded thinking and embrace new models of value creation: for executives, consultants, entrepreneurs, and leaders of all organizations. Een aantal weken gelden kreeg ik een mailtje van bol met een aantal boeken welke interessant voor mij konden zijn. Een van de boeken was het Engelse boek over Business Model Generation.
Jetzt bewerten Jetzt bewerten. Business Model Generation is a handbook for visionaries, game changers, and challengers striving to defy outmoded business models and design tomorrow's enterprises. If your organization needs to adapt to harsh new realities, but you don't yet have a strategy that will get you out in front of your competitors, you need Business Model Generation. Co-created by "Business Model Canvas" practitioners from 45 countries, the book features a beautiful, highly visual, 4-color design that takes powerful strategic ideas and tools, and makes them easy to implement in your organization. It explains the …mehr.
Alexander Osterwalder and Yves Pigneur. Design. Alan Smith, The Movement. Editor and Contributing Co-Author. Tim Clark. Production.
Business Model Generation teaches you how to systematically understand, design and differentiate your business model. Business Model Generation is a practical, inspiring handbook for anyone striving to improve a business model — or craft a new one. Join the Business Model Generation. This is an amazing book.
Alexander Osterwalder and Yves Pigneur. Whatever we select for our library has to excel in one or the other of these two core criteria:. We rate each piece of content on a scale of 1—10 with regard to these two core criteria. Our rating helps you sort the titles on your reading list from adequate 5 to brilliant
Alexander Osterwalder 20 Estimated H-index:Anisio G. 05.05.2021 at 18:20
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