Business Model Generation

| September 17, 2020

Business Model Generation- http://www. slideshare. net/techdude/business-model-generation Canvas Definition of Business Model: A business model describes the rationale of how an organization creates, delivers and captures value. This book offers a concept that allows you to describe and think through the business model at your organization, your competitors, or any other enterprise.
The authors believe that a business model can best be described through nine basic building blocks that show the logic of how a company intends to make money.The nine blocks cover the four main areas of a business: customers, offer, infrastructure, and financial viability. The business model is like a blueprint for a strategy to be implemented through organizational structures, processes, and systems. The 9 Building Blocks (Ver laminas 18 y 19) 1)Customer Segments: Defines the different groups of people or organizations an enterprise aims to reach and serve. In order to better satisfy customers, a company may group them into distinct segments with common needs, behaviors and other attributes.A conscious decision about which segments to serve and which segment to ignore has to be made. Once this decision is made, a business model can be carefully designed around a strong understanding of specific customer needs (ver lamina 21 para ejemplos de Customer Segments).
2)Value Propositions: Describes the bundle of products and services that create value for a specific Customer Segment. Some Value Propositions may be innovative and represent a new or disruptive offer.Others may be similar to existing market offers, but with added features and attributes (ver laminas 23-24 para ejemplos de Value Propositions) 3)Channels: Describes how a company communicates with and reaches its Customer Segments to deliver a Value Proposition. Communication, distribution, and sales Channels comprise a company’s interface with customers (Ver lamina 27 para tipos de canals) 4)Customer Relationships: Describes the types of relationships a company establishes with specific Customer Segments.A company should clarify the type of relationship it wants to establish with each Customer Segment, they can range from personal to automated. Can be driven by the following motivations: Customer acquisition, Customer retention, Boosting sales (Ver lamina 29 para tipos de Customer Relationships) 5)Revenue Streams: Represents the cash a company generates from each Customer Segmet (costs must be subtracted from revenues to create earnings). If customer comprises the heart of a business model, Revenue Streams are its arteries.

Each Revenue Stream may have different pricing mechanisms, such as fixed list prices, bargaining, etc.A business model can involve two different types of Revenue Streams: Transaction revenues resulting from one-time customer payments, or Recurring revenues resulting from ongoing payments to either deliver a Value Proposition to customers or provide a post-purchase customer support (Ver laminas 31, 32 y 33 para tipos de Revenue Streams) 6)Key Resources: Describes the most important assets required to make a business model work. These resources allow an enterprise to create and offer a Value Proposition, reach markets, maintain relationships with Customer Segments and earn revenues.Different Key Resources are needed depending on the type of business model. They can be physical, financial, intellectual, or human. They can be owned or leased by the company or acquired from key partners (Ver lamina 35 para detalle de los tipos de Key Resources). 7)Key Activities: Describe the most important things a company must do to make its business model work.
They are required to create and offer a Value Proposition, reach markets, maintain Customer Relationships, and earn revenues (Ver lamina 37 para detalle de los tipos de Key Activities). )Key Partnerships: Describe the network of suppliers and partners that make the business model work.We can distinguish between four different types of partnerships: Strategic alliances between non-competitors; Coopetition (strategic parterships between competitors esta casi que ni se las deberia explicar :-P); Joint ventures to develop new business; and Buyer-supplier relationships to assure reliable supplies (Ver lamina 39 para las motivaciones de crear distintas Key Partnerships). )Cost Structure: Describes all costs incurred to operate de business model. Creating and delivering values, maintaining Customer Relationships, and generating revenue all incur costs. Such costs can be calculated relatively easy after defining Key Resources, Key Activities, and Key Partnerships (Ver lamina 41 para algunos tipos de Cost Structures). The nine business model Building Blocks form the basis for a handy tool, which we call the Business Model Canvas (Ver lamina 44, donde se presenta un esquema simplificado de los nueve bloques en blanco.
Sobre esa canva se puede empezar un proceso de brainstorming para determinar la naturaleza de cada uno de los distintos bloques, como se aprecia en la lamina 46) Como resumen, revisar lamina 70, con un canvas completo, y para un mejor entendimiento esquematico de los nueve bloques, volver a ver laminas 18 y 19) El resto de las laminas son distintos capitulos del libro, que tan solo se mencionan los titulos. Lo principal es el modelo de los 9 bulding blocks.

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