The Business Model of Consulting is Dead. Hourly rates are in conflict with customer solutions. How can you create a model that adds value to nowadays customer needs? Here are the slides of a keynote I gave in Ukraine, Kiev.
137. VALUE
PROPOSITION
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What
 customer
 needs
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do
 we
 satisfy?
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What
 problem
 do
 we
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help
 our
 customers
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solve?
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What
 advantages
 do
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our
 products
 and
Â
services
 provide
 our
Â
customers
 with?
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What
 products
 and
Â
services
 do
 we
 deliver
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to
 our
 customers?
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CHANNELS
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Through
 what
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channels
 do
 we
 deliver
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our
 products
 and
Â
services?
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CUSTOMER
RELATIONSHIPS
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What
 kind
 of
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relationship
 do
 we
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maintain
 with
 our
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customers?
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Personal
 contact?
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Automatic?
 Self-Ââ
service?
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CUSTOMER
SEGMENTS
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Who
 is
 our
Â
customer?
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For
 whom
 do
 we
Â
create
 value?
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Can
 we
 distinguish
Â
diïŹerent
 customer
Â
segments?
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REVENUE STREAMS
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What
 revenue
 streams
 do
 we
 generate?
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What
 is
 the
 size
 of
 each
 revenue
 stream?
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COST STRUCTURE
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What
 are
 the
 inherent
 costs
 in
 our
 current
 business
 model?
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What
 is
 the
 size
 of
 each
 cost?
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KEY
ACTIVITIES
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What
 type
 of
 key
Â
activities
 do
 we
Â
perform?
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KEY
PARTNERS
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Who
 are
 our
 key
Â
partners?
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What
 is
 our
Â
motivation
 to
 work
Â
with
 partners?
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What
 key
 resources
Â
do
 we
 acquire
Â
through
 partners?
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What
 key
 activities
 do
Â
our
 partners
 perform?
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KEY
RESOURCES
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What
 key
 resources
Â
does
 our
 proposition
Â
require?
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Physical?
 Intellectual?
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Human?
 Financial?
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CURRENT BUSINESS MODEL
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