Business Model Generation Discussions - iFive Alliances2024-03-29T14:36:31Zhttp://ifivealliances.ning.com/groups/group/forum?groupUrl=business-model-generation&feed=yes&xn_auth=noBusiness Model Flow Chart Documentstag:ifivealliances.ning.com,2014-02-18:3234727:Topic:165102014-02-18T13:47:06.668ZFred St Laurenthttp://ifivealliances.ning.com/profile/FredStLaurent
<p>I downloaded the PDF Business Flow Chart from the site and since it comes up early in the book and is an essential tool in this I thought it might help to have it here. I also created a spreadsheet version which I find easier to use (because of the way I think) and have found it invaluable. I keep it open and make changes as thoughts occur. </p>
<p>Both are attached here.</p>
<p>I downloaded the PDF Business Flow Chart from the site and since it comes up early in the book and is an essential tool in this I thought it might help to have it here. I also created a spreadsheet version which I find easier to use (because of the way I think) and have found it invaluable. I keep it open and make changes as thoughts occur. </p>
<p>Both are attached here.</p> 20. Outlook (5 Topics - Potential future books)tag:ifivealliances.ning.com,2014-01-06:3234727:Topic:164262014-01-06T02:36:54.981ZPaul Terlemezianhttp://ifivealliances.ning.com/profile/PaulTerlemezian
<p>Much remains to be said:</p>
<ol>
<li>Beyond-Profit Business Models (non-profit and government)</li>
<li>Computer-Aided Business Model Design</li>
<li>Business Models and Business Plans</li>
<li>Implementing Business Models in Organizations</li>
<li>Aligning IT with Business</li>
</ol>
<p>Much remains to be said:</p>
<ol>
<li>Beyond-Profit Business Models (non-profit and government)</li>
<li>Computer-Aided Business Model Design</li>
<li>Business Models and Business Plans</li>
<li>Implementing Business Models in Organizations</li>
<li>Aligning IT with Business</li>
</ol> 19. Process (Putting it all together)tag:ifivealliances.ning.com,2014-01-06:3234727:Topic:164192014-01-06T02:23:39.380ZPaul Terlemezianhttp://ifivealliances.ning.com/profile/PaulTerlemezian
<p>A generic business model design process adaptable to specific needs:</p>
<ol>
<li>Mobilize</li>
<li>Understand</li>
<li>Design</li>
<li>Implement</li>
<li>Manage</li>
</ol>
<p>A generic business model design process adaptable to specific needs:</p>
<ol>
<li>Mobilize</li>
<li>Understand</li>
<li>Design</li>
<li>Implement</li>
<li>Manage</li>
</ol> 18. Strategy (4 Thinking tools to connect your business to a model)tag:ifivealliances.ning.com,2014-01-06:3234727:Topic:166792014-01-06T00:25:23.105ZPaul Terlemezianhttp://ifivealliances.ning.com/profile/PaulTerlemezian
<p>Constructively question established models and strategically examine the environment in which your business functions:</p>
<ol>
<li>Business Model Environment - page 200</li>
<li>Evaluating Business Models - page 212</li>
<li>Business Model Perspective on Blue Ocean Strategy - page 226</li>
<li>Managing Multiple Business Models - page 232</li>
</ol>
<p></p>
<p>Constructively question established models and strategically examine the environment in which your business functions:</p>
<ol>
<li>Business Model Environment - page 200</li>
<li>Evaluating Business Models - page 212</li>
<li>Business Model Perspective on Blue Ocean Strategy - page 226</li>
<li>Managing Multiple Business Models - page 232</li>
</ol>
<p></p> 17. Design (6 Design Techniques - to help business people apply design tools that complement their business skills)tag:ifivealliances.ning.com,2014-01-05:3234727:Topic:166032014-01-05T20:47:36.784ZPaul Terlemezianhttp://ifivealliances.ning.com/profile/PaulTerlemezian
<p>Business people practice design every day. These tools will help do it better:</p>
<ol>
<li>Customer Insights - page 126</li>
<li>Ideation - page 134</li>
<li>Visual Thinking - page 146</li>
<li>Prototyping - page 160</li>
<li>Storytelling - page 170</li>
<li>Scenarios - page 180</li>
</ol>
<p>The purpose of these tools is to improve our thinking by creating better options so that we truly "design before we build."</p>
<p>Business people practice design every day. These tools will help do it better:</p>
<ol>
<li>Customer Insights - page 126</li>
<li>Ideation - page 134</li>
<li>Visual Thinking - page 146</li>
<li>Prototyping - page 160</li>
<li>Storytelling - page 170</li>
<li>Scenarios - page 180</li>
</ol>
<p>The purpose of these tools is to improve our thinking by creating better options so that we truly "design before we build."</p> 16. Patterns (5 Business Models - to emulate or to inspire innovation)tag:ifivealliances.ning.com,2014-01-04:3234727:Topic:164902014-01-04T21:42:24.082ZPaul Terlemezianhttp://ifivealliances.ning.com/profile/PaulTerlemezian
<p>"...recast well-known business concepts in a standardized format - the Business Model Canvas"</p>
<ul>
<li>Page 56 - Unbundling and pages 64-65 visually depict the recasting</li>
<li>Page 66 - The Long Tail and page 75 visually depicts the recasting</li>
<li>Page 76 - Multi-Sided Platforms and page 87 visually depicts the recasting</li>
<li>Page 88 - Free and pages 95, 102-103 and 107 visually depict three types of "Free" recasting</li>
<li>page 108 - Open and pages 116-117 visually depict…</li>
</ul>
<p>"...recast well-known business concepts in a standardized format - the Business Model Canvas"</p>
<ul>
<li>Page 56 - Unbundling and pages 64-65 visually depict the recasting</li>
<li>Page 66 - The Long Tail and page 75 visually depicts the recasting</li>
<li>Page 76 - Multi-Sided Platforms and page 87 visually depicts the recasting</li>
<li>Page 88 - Free and pages 95, 102-103 and 107 visually depict three types of "Free" recasting</li>
<li>page 108 - Open and pages 116-117 visually depict the recasting</li>
</ul>
<p></p>
<p></p> 1. Introductionstag:ifivealliances.ning.com,2014-01-04:3234727:Topic:164072014-01-04T01:00:44.149ZPaul Terlemezianhttp://ifivealliances.ning.com/profile/PaulTerlemezian
<p>Please include information about yourself including:</p>
<ul>
<li><p><b><u>Name</u></b></p>
</li>
<li><p><b><u>Title</u></b></p>
</li>
<li><p><b><u>Company</u></b></p>
</li>
<li><b><u>Company website</u></b></li>
<li><p><b><u>LinkedIn Profile</u></b></p>
</li>
<li><p><b><u>What you hope to gain from participating in this group</u></b></p>
</li>
<li><p><b><u>What you promise to do to help this group be successful</u></b></p>
</li>
<li><p><b><u>A question about business…</u></b></p>
</li>
</ul>
<p>Please include information about yourself including:</p>
<ul>
<li><p><b><u>Name</u></b></p>
</li>
<li><p><b><u>Title</u></b></p>
</li>
<li><p><b><u>Company</u></b></p>
</li>
<li><b><u>Company website</u></b></li>
<li><p><b><u>LinkedIn Profile</u></b></p>
</li>
<li><p><b><u>What you hope to gain from participating in this group</u></b></p>
</li>
<li><p><b><u>What you promise to do to help this group be successful</u></b></p>
</li>
<li><p><b><u>A question about business models</u></b></p>
</li>
<li><p><b><u>Anything else you would like to say</u></b></p>
</li>
</ul>
<p></p>
<p>Here is a video by the author on this topic - <a href="http://ifivealliances.ning.com/video/innovaci-n-digital-alex-osterwalder-a-new-approach-to-designing">http://ifivealliances.ning.com/video/innovaci-n-digital-alex-osterwalder-a-new-approach-to-designing</a></p> 4. Value Propositions (Value and Efficiency)tag:ifivealliances.ning.com,2014-01-03:3234727:Topic:165862014-01-03T23:56:40.769ZPaul Terlemezianhttp://ifivealliances.ning.com/profile/PaulTerlemezian
<p>The bundle of products and services that create value for a specific customer segment:</p>
<ol>
<li>Newness</li>
<li>Performance</li>
<li>Customization</li>
<li>"Getting the job done"</li>
<li>Design</li>
<li>Brand/Status</li>
<li>Price</li>
<li>Cost Reduction</li>
<li>Risk Reduction</li>
<li>Accessibility</li>
<li>Convenience/Usability</li>
</ol>
<p></p>
<p>The authors acknowledge that the list is non-exhaustive.</p>
<p></p>
<p>The bundle of products and services that create value for a specific customer segment:</p>
<ol>
<li>Newness</li>
<li>Performance</li>
<li>Customization</li>
<li>"Getting the job done"</li>
<li>Design</li>
<li>Brand/Status</li>
<li>Price</li>
<li>Cost Reduction</li>
<li>Risk Reduction</li>
<li>Accessibility</li>
<li>Convenience/Usability</li>
</ol>
<p></p>
<p>The authors acknowledge that the list is non-exhaustive.</p>
<p></p> 5. Channels (Value)tag:ifivealliances.ning.com,2014-01-03:3234727:Topic:165842014-01-03T23:52:49.346ZPaul Terlemezianhttp://ifivealliances.ning.com/profile/PaulTerlemezian
<p>How to communicate with and reach a Customer Segment to Deliver a Value Proposition:</p>
<p>Channel Types</p>
<ol>
<li>Own (sales force, web, indirect-store)</li>
<li style="text-align: left;">Partner (partner-store, wholesaler)</li>
</ol>
<p>Channel Phases:</p>
<ol>
<li>Awareness</li>
<li>Evaluation</li>
<li>Purchase</li>
<li>Delivery</li>
<li>After Sales</li>
</ol>
<p>How to communicate with and reach a Customer Segment to Deliver a Value Proposition:</p>
<p>Channel Types</p>
<ol>
<li>Own (sales force, web, indirect-store)</li>
<li style="text-align: left;">Partner (partner-store, wholesaler)</li>
</ol>
<p>Channel Phases:</p>
<ol>
<li>Awareness</li>
<li>Evaluation</li>
<li>Purchase</li>
<li>Delivery</li>
<li>After Sales</li>
</ol> 6. Customer Relationships (Value)tag:ifivealliances.ning.com,2014-01-03:3234727:Topic:164722014-01-03T23:45:59.154ZPaul Terlemezianhttp://ifivealliances.ning.com/profile/PaulTerlemezian
<p>The types of relationships established with specific Customer Segments:</p>
<ol>
<li>Personal assistance</li>
<li>Dedicated personal assistance</li>
<li>Self-service</li>
<li>Automated services</li>
<li>Communities</li>
<li>Co-creation</li>
</ol>
<p>Motivations for these relationships are customer acquisition, retention and boosting sales (upselling.)</p>
<p>The types of relationships established with specific Customer Segments:</p>
<ol>
<li>Personal assistance</li>
<li>Dedicated personal assistance</li>
<li>Self-service</li>
<li>Automated services</li>
<li>Communities</li>
<li>Co-creation</li>
</ol>
<p>Motivations for these relationships are customer acquisition, retention and boosting sales (upselling.)</p>