Business Models work for Libraries Too!
•
0 gefällt mir•1,546 views
Presented at OLA's 2015 Superconference; Scott Hargrove, Moe Hosseini-Ara and Rebecca Jones presented 4 business tools that libraries should be using.
Empfohlen
Empfohlen
Weitere ähnliche Inhalte
Was ist angesagt?
Was ist angesagt? (20)
Andere mochten auch
Andere mochten auch (7)
Ähnlich wie Business Models work for Libraries Too!
Ähnlich wie Business Models work for Libraries Too! (20)
Mehr von Rebecca Jones
Mehr von Rebecca Jones (20)
Kürzlich hochgeladen
Kürzlich hochgeladen (9)
Business Models work for Libraries Too!
- 3.
- 5.
- 6.
- 20. iTunes U
- 22.
- 23.
- 24.
- 25.
- 27. Low risk, many competitors High risk, high reward Customer experience; cost savings High risk, defensive strategy Create new market Minimal tech change Manage existing market Radical tech change
- 28. Challengers Leaders Niche Players Visionaries Completeness of Vision AbilitytoExecute
- 29. “ ”
- 37.
- 40. Grab the Idea Assess the Market Define the Concept Develop the Service Develop the Marketing Plan Test the Service Launch Service and Marketing Plan Manage the Lifecycle Divest or re-invent •Define target, needs & size •Identify competitive offerings •Build prototype •Position service within market •Establish name and packaging •Establish price, sales and distribution •Set market test objectives, sites, timeframe, training, documentation • Client usage • Quality control • Training • Management, decisions •Define the service and its components •Identify inputs needed •Confirm content and source •Innovate, brainstorm, create Service Development Process •Formal roll-out
- 42. Our service strategy: 1. Aligns offerings with organizational strategy 2. Balances high- risk/high-growth services with conservative “keep us going” offerings 3. Determines which services may not be on track and need help or need to be pulled
- 43. Strengths Weaknesses How does your practice ensure offerings aligned with your strategy, balanced, & keeps an eye on life cycle?
- 44. Portfolio management Based on: Cooper’s “Portfolio Management for New Products” Boston Group on product life cycles Thanks to Bob Cooper from the Product Development Institute and Sopheon for this example of risk-reward management
- 45. Portfolio management Must Knows: Where the organization is headed Those community or academic or client segments most critical in the future The depth and breadth of each offering
- 46. Boston Group’s matrix analysis Problem children Stars Dogs Cash cows Market Share MarketGrowth HI HI HI
- 47. Client Interest & Strategic Fit Organizational capability •Underpins or advances strategy Strategic Alignment •Offers customers/users unique benefits •Meets customer needs better Competitive Advantage •Market size & growth potential •Competitive positioning in market Market Attractiveness • Marketing synergies • Technological synergies • Operations or process synergies Synergies •Technical gap •Technical complexity or uncertainty (or both Technical Feasibility •Expected profitability • Payback period • Low cost & fast to do Risk vs. Return Portfolio Management for New Products By: Dr. Robert G. Cooper http://www.prod-dev.com/downloads/working_papers/wp_11.pdf
- 48. Double or Quit Critical Phase Divestment Maintain, No Growth CLIENT INTEREST & STRATEGIC FIT ORGANIZATIONAL CAPABILITY HI LOW HI
- 49. Review strategic goals Study target groups Inventory offerings Identify client interest & strategic fit of each offering Assess organizational capabilities for each Map offerings Discuss, Debate, Decide Portfolio Management Must Do’s:
- 52. • • • • • •
- 53. • • • •
- 54. • • • •
- 59. IMPACT Equipment
- 62. IMPACT
- 63. IMPACT