صلاحیت بر مبنای توسعه کسب و کار مدل کسب و کار نوآورانه

1. ‫ایران‬ ‫توسعه‬ ‫شهر‬ ‫آرمان‬
‫کار‬ ‫و‬ ‫کسب‬ ‫توسعه‬ ‫مبنای‬ ‫بر‬ ‫صالحیت‬
‫نوآورانه‬ ‫کار‬ ‫و‬ ‫کسب‬ ‫مدل‬
‫جلسه‬ ‫کار‬ ‫و‬ ‫کسب‬ ‫توسعه‬ ‫درس‬‫ششم‬
‫دانش‬ ‫عصر‬ ‫کیمیاگران‬ ‫موسسه‬

2. DESIGN BUSINESS BRIDGE: DESIGNING THE FUTURE OF BUSINESS
STRUCTURE: MODULES
Business
Models
VALUE
Marketing +
Management
CUSTOMER
Statistics +
Operations
DECISIONS
Financial
Management
EVALUATION
Each module will run 4 hours a day for 2 weeks
Assessment and refinements will be made between modules, as required, to meet
student goals
INNOVATION
PROCESS OFFERING DELIVERY FINANCE

3. DESIGN BUSINESS BRIDGE: DESIGNING THE FUTURE OF BUSINESS
INNOVATION
ProcessOffering DeliveryFinance
The Innovation Stream will run through all four modules
exploring Apple and Proctor and Gamble.
Students will explore evolutions in their business models,
marketing and management procedures, strategies,
operations, and finance.
Doblin’s Ten Types of Innovation™ will be referenced
throughout the modules as students track the various
forms of innovation and synergies with design thinking.

4. DESIGN BUSINESS BRIDGE: DESIGNING THE FUTURE OF BUSINESS
PROFIT MODEL
INFRASTRUCTURE CUSTOMERSOFFER
(C) Alex Osterwalder Business Model Innovation Hub
Bridge Overview Structure: Osterwalder’s Business Model Canvas

5. DESIGN BUSINESS BRIDGE: DESIGNING THE FUTURE OF BUSINESS
What is a market
channel?
What is a market
segmentation?
What is a target
market?
What are they key
positions in an
executive
management
team, key
functions ?
What are different strategies
around customer acquisition
and customer retention?
What is the product or
service development
process?
What are
strategic
alliances?
What is the
concept of
cannibalization
and channel
conflict?
Marketing +
Management
CUSTOME
R
How do you engage
the customer in either
creating the value
proposition or
continuous
improvement?
What are pricing strategies?
What is product
positioning and how
and why do you do an
industry analysis?

6. DESIGN BUSINESS BRIDGE: DESIGNING THE FUTURE OF BUSINESS
How can I use
statistics to
measure a market
size?
What does a Chief
Operations Officer
(COO) do ?
How can I use
statistics to define
customer
preferences?
What is knowledge
management?
How can I use
data from my
suppliers or
distributors to
inform product
development?
How can I use
data from my
distribution
channels?
Statistics +
Operations
DECISIONS
How can I get and use
market feedback?
How does your supply chain build your cost structure
How can I use statistics to
understand my offering in
the marketplace against
alternatives?

7. Design Business Bridge: Designing The Future of Business HMcGowan 2009
DESIGN BUSINESS BRIDGE: DESIGNING THE FUTURE OF BUSINESS
How can I
understand the
revenue of each
customer
segment?
How can I
decide how to
finance my
business?
How can I understand my
revenue by customer?
What is cost of sales?
cost of goods sold?
How can I
partner to
reduce my
costs?
What are my sales costs and
how can I minimize these
distribution costs?
Finance +
Economics
EVALUATIO
N
How can I
understand my
revenue
growth,
decline?
What is a gross profit margin? Net
profit? fixed vs. variable costs?
Other concepts
What is a cash flow
statement and why does
it matter
What is a balance sheet
and how do you read it
What is an income
statement and why do I
pay attention to profit and
loss
Why and how are
companies valued

8. Entrepreneurship
•Business Model and Business Model Canvas
•Part One
© G. Motter, 2010

9. Definition: Business Model
Business Model:
Describes the rationale of how
an organization creates,
delivers, and captures value
© G. Motter, 2010
Innovative Business Models make the most money
Additional detail in Appendix

10. Business Model is Critical Thinking
• Blueprint . . . . you are serious
• Interesting communication
• Compelling story:
• Who you are
• Why you are in Business
• What you do, how you do it & where you operate
• How you will make money
• What Customers
• Judged by Quality &Appearance of Plan & product novelty
© G. Motter, 2010

11. Business Model Canvas
© G. Motter, 2010

12. Business Model - 9 Building Blocks
© G. Motter, 2010

13. Business Model - 9 Building Blocks
© G. Motter, 2010

14. Customer Segmentation Building Block
Defines a group of people, or organizations, an enterprise
aims to reach and serve
• Customers are heart of Plan
• Group Customers into distinct
segments with common needs
& behaviors
Separate segments if:
•Need a distinct product
•Utilize different Channels
•Require special Relationships
•Have different profitabilities
•Pay for unique aspects
© G. Motter, 2010

15. Types of Customer Segments
Mass Market
Don’t distinguish
Segments
Niche Market
Specific Segments
Diversified
Serves unrelated
Segments
Multi-Sided
Interdependent
Segments
Segmented
Distinguish between
segments with
different needs
© G. Motter, 2010 Additional detail in Appendix

16. Value Proposition Building Block
Describes the bundle of products and services that create value
for a specific Customer Segment
• Reason why Customers buy
from one company over
another
• Solves a Customer Problem,
or satisfies a set of Needs
© G. Motter, 2010

17. Value Proposition Elements
Performance
Common way to
create value
PC sector relied on
powerful machines,
but has limits
Customization
Tailoring products &
services to specific
Customers
Enables customized
products & economy
of scale
Design
Difficult to measure,
but important in
Fashion & Consumer
Electronics
© G. Motter, 2010 Additional detail in Appendix

18. More Value Proposition Elements
“Getting the Job
Done”
Create value by
helping Customer get
jobs done
Brand / Status
Customers value use
and display of a brand
Risk Reduction
Customers value risk
reduction
Accessibility
Provide offering to
Customers who lack
access
Price
Low-price has
implications for rest
of Business Model
Cost Reduction
Important way to
create value
© G. Motter, 2010

19. Value Proposition Format
Concept Elements . . .
1.{Offering} will provide {Targeted Customers} with
{Needs} via {Concept} at a price of {$$}
2.The {concept / innovative attributes} will be achieved
through {technology / technical specifications}
3.The approximate cost to deliver these Needs will be {$$}
Value Proposition . . .
{Offering} provides {Targeted Customers} with {Needs} via
{form} at a price of {$$}, differentiating from {benchmark
competitors} by {innovative attributes}
© G. Motter, 2010

20. EffectiveValue Proposition Characteristics
• Is the Value Proposition . . .
•
Simple - Easily understood and communicated
• Customer Specific - focused and consistent with their beliefs,
knowledge, behavior and/or experiences
• Credible Promise - Customers believe you can deliver better
than competition
• Relevant & Motivating - Addresses Needs, concerns, and
outcomes of significant importance
• Ownable - Unique relative to competitor’s position
© G. Motter, 2010

21. Example: LEGO Factory
© G. Motter, 2010

22. Ex: Lego Factory Value Proposition & Segments
LEGO Factory expands
scope of off-the-shelf kit
by giving fans tools to
build, showcase, and sell
their own custom designed
kits
Thousands of customer-designed kits
complement standard blocks. LEGO
Factory connects customers who create
customized designs with other customers,
thus becoming a customer match maker
© G. Motter, 2010

23. Easy to Read Reference
ISBN 978-0-470-87641-1
© G. Motter, 2010
Reference copies in Engineering Library

24. ‫پایانی‬ ‫آغازی‬ ‫هر‬‫و‬ ‫دارد‬‫هر‬
‫پایانی‬‫زایش‬‫آغازی‬‫دوباره‬‫است‬.