Business model/Modelo de negocios
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16-Sep-2014 -
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Transcript of Business model/Modelo de negocios
Business Model
Presentado por:Marcus A. Sullivan, MBA, CVA
Sullivan Consulting, Inc
What is a Business Model ?
© 2013 Sullivan Consulting, Inc.
> Defines exactly what the company does and how it makes money.
> Reflects the company’s plan about what customers need and want and how much are they willing and able to pay.
> Identifies and targets market segments.
> Presents how the company engages and reaches out to potential clients.
> Finds key resources, activities and partners.
> It is part of the strategy and represents the core business functions.
Why have a Business Model ?
© 2013 Sullivan Consulting, Inc.
> Serves as a platform to execute business strategies in an integrated, cost-effective and orchestrated way.
> Integrates strategy, operations and finance.
> Helps entrepreneurs optimize the way a business operates and how it adds value.
> Demonstrates how a company generates revenues, manages costs and turns sales into profits.
> Connects the value proposition with the action plan.
How to Create a Business Model?
© 2013 Sullivan Consulting, Inc.
> A business model can be created by answering the following questions:
> What is the value proposition? Why should customers buy from us? What pains are we solving?
> Who are our customers? What are their needs?
> What is the best method to reach and maintain strong relationships with our customers, will it be cost effective?
> What key resources and activities will be required to sustain our value proposition?
> What are the expected revenues, costs and profits?
Building a Business Model
© 2013 Sullivan Consulting, Inc.
The Canvas business model is the most commonly used method. It is composed of 9 key building blocks:
> Value Proposition
> Customer Segments
> Customer Relationships> Distribution Channels> Revenue Streams> Cost Structures> Key Activities> Key Resources> Strategic Partners
© 2013 Sullivan Consulting, Inc.
Key Partners
ChannelsKey Resources
CustomerRelationships
Value Proposition
Key Activities
Cost Structure
Revenue Streams
CustomerSegments
ManufacturersSuppliersWholesalersSales repVendors
PresentationsMeetingsPhone CallsEmailsRecruitingAcquisitions
EmployeesInvestorsAccountantsBanksSuppliers
PriceServiceBrand StatusCustomizationInnovationAccessibilityUsability
Personalized Service
Self-Service
CustomizedService
AutomatedService
InternetAdvertisingCollaboratorsSocial Media
HospitalsGovernmentPYMESNot-for-profit
Fixed CostsOverhead CostsVariable CostsDirect/Indirect Costs
CommissionsContractsSales
Business Model Canvas
© 2013 Sullivan Consulting, Inc.
Key Partners
ChannelsKey Resources
CustomerRelationships
Value Proposition
Key Activities
Cost Structure
Revenue Streams
CustomerSegments
ManufacturersSuppliersWholesalersSales repVendors
TrainingMeetingsPhone CallsEmailsRecruitingAcquisitions
InvestorsAccountantsBanksSuppliers
PriceServiceBrand StatusCustomizationInnovationAccessibilityUsability
Personalized Service
Self-Service
CustomizedService
AutomatedService
InternetAdvertisingTelevisionSocial Networks
HospitalsGovernmentLogisticiansIT Companies
Fixed CostsOverhead CostsComputer SoftwareAdvertising
CommissionsContractsSales
How? Who?
What?
$$$
Business Model Canvas
> What value do we offer our customers?
> Price> Service> Quality> Branding> Customization> Innovation
> How does our value proposition stand out from competitors, is it hard to imitate?
> Are customers satisfied with the product/service, is it meeting expectations?
> How can we tailor the product/service to meet our customer’s needs?
© 2013 Sullivan Consulting, Inc.
Value Proposition
> Differentiation from competitors is crucial to build and maintain a competitive position
> Business models are useless if they are easy to copy by competitors and the customer does not recognize the value proposition
> A differentiation strategy protects a company’s future and growth opportunities
> Value differentiation strategy involves all of the variables that affect the how, what and who in the business model
© 2013 Sullivan Consulting, Inc.
Differentiation in Value Proposition
> Who are our customers?> Business > Consumer> Government> Not-for profit> Academic
> What are their needs, demands and behavior as consumers?
> What motivates them to buy?
> How much are they willing to spend?
> What alternatives do they have?© 2013 Sullivan Consulting, Inc.
Customer Segment
> What relationships with customers will achieve the highest perceived value?
> Personalized service> Fast service> High-quality service> Automated service> Innovative service
> What type of relationships do customers expect to have?
> What type of relationships better fit our customers needs as well as our business model?
© 2013 Sullivan Consulting, Inc.
Customer Relationships
> What channels can we use to better reach our customers?> Internet> Direct> Brokers> Social Media
> How can we make our product/services more accessible to customers?
> What channels are the most effective?
> Which is the most efficient way?
© 2013 Sullivan Consulting, Inc.
Distribution Channels
© 2013 Sullivan Consulting, Inc.
Value Proposition
Value TheCustomer
Valu
e
Valu
e
valu
e
Customer Relationships
(Trust and loyalty)
DistributionChannels
(access and fast response)
TargetMarket (highly
specialized)
How can we Generate Value?
> What key resources are involved in the value proposition?
> Company assets (equipment, machinery)> Intellectual (technology, R&D)> Human (employees, advisors, investors)> Financial (capital)
> What resources are critical to sustain the value proposition?
> How can we improve performance?
> What additional resources do we need to add value? Are these justifiable (ROI)?
© 2013 Sullivan Consulting, Inc.
Key Resources
> What activities sustain our value proposition?> Management> Operations> Sales and marketing> Training> Innovation (technology, R&D)
> How efficient are the activities, can we eliminate, reduce or add new activities?
> What activities differentiate us from our competitors?
> How can we improve activities to deliver more value to our customers?
© 2013 Sullivan Consulting, Inc.
Key Activities
> Who are our partners and collaborators ?
> Advisors and consultants> Investors> Suppliers> Distributors> Advertising agencies
> What key activities, services and resources do our key partners provide us with?
> Which partnerships and strategic alliances can be established and add the most value?
> Can we leverage on key partners to improve our competitive positioning?
© 2013 Sullivan Consulting, Inc.
Key Partners
> How are we generating revenue?
> Direct sales transactions> Brokerage fees > Licensing fees > Franchising fees> Freemium
> How much are customers willing to pay?
> How sustainable and profitable are we?
> How are competitors generating revenues?
> How do they prefer to pay?
© 2013 Sullivan Consulting, Inc.
Revenue Streams
> What cost are involved in delivering value to customers?> Fixed cost> COGS> Operating costs> Financing> Commissions
> What activities/resources are the most expensive and can they be reduced?
> How competitive are we? How are costs compared to our competitors’?
© 2013 Sullivan Consulting, Inc.
Cost Structure
© 2013 Sullivan Consulting, Inc.
Usability - to create a revenue model by using targeted adds that don’t interfere with the web-search experience.
Innovation - developed the world’s largest search engine using keywords and links arranging information to users based on degree of relevance.
Accessibility - provides users with free internet applications and tools such as, Google Earth, Maps, Books, Gmail Google Chrome and Desktop Search.
Value through Differentiation
© 2013 Sullivan Consulting, Inc.
Price – focus on a low-price model Cost reduction – create value using
a reduced cost structure. Accessibility – high performance
and punctuality to maximize flight rotation
Usability – crowded airplanes to increase profitability
Design – simple, versatile, clean, interactive easy to use, and fun
Innovation – Mac OS and software’s, Mac laptops, IPod, IPhone, tablets, App Store, ITunes
Brand/status – managed to stay on top of current trends
Value through Differentiation
© 2013 Sullivan Consulting, Inc.
Customize Service – name your own price option for customers providing them trade-off opportunities
Self Service – internet based travel booking agency
Optimizing Channels – puts mayor travel suppliers in contact with customers
Self Service – e-commerce, Internet, fulfillment and logistics platform
Optimizing Channels – direct to customer online model offering over 40 categories of merchandise
Value through Differentiation
© 2013 Sullivan Consulting, Inc.
Accessibility – positioned strategically with great variety
Low-cost model – cut down on company costs to deliver competitive low prices
Accessibility – free social media interactive platform
Customization – able to create your own personal profile
Usability – excellent advertising and marketing tool for business owners and entrepreneurs
Value through Differentiation
© 2013 Sullivan Consulting, Inc.
Canvas Business Model
> A business model is an essential tool that defines how a company delivers value to its customers and generates profits
> The business model canvas is a useful method which helps understand , create and manage a sustainable business model
> Value differentiation is an important factor to give your model a competitive edge
> All segments in the business model must interrelate in order to generate value to its customers
© 2013 Sullivan Consulting, Inc.
Summary
Marcus A. Sullivan, MBA, CVASullivan Consulting, Inc.
Centro Internacional de MercadeoTorre II, Suite 402
Guaynabo, PR 00968787.708.6800
www.sullivanconsultingpr.com
© 2013 Sullivan Consulting, Inc.