Smart & Fast Mini-Course

 

New Business Models

 

Win in the New Era of

Rampant Change, Knowledge Enterprise, Pervasive Globalization, and Increasing Complexity!

 

Vadim Kotelnikov - Author and Founder of Ten3 Business e-Coach

By: Vadim Kotelnikov, Author & Founder, Ten3 Business e-Coach

 Learn & Teach fast!

40 PowerPoint slides + 40 half-page Executive Summaries

Discover synergies and create a unique winning business model!

 

New Business Models - #1 Site - Ten3 Business e-Coach by Vadim Kotelnikov

Famous buyers of this Ten3 Mini-course:

 Citigroup, Glaxo, Goldman Sachs, Ernst & Young, Fuji Xerox, IBM, IMD, LG, Motorola, NASA, Tata, Thomson, Unisys, Wrigley

 

Global bestseller! We are proud to have customers in 50+ countries: Argentina, Australia, Bahrain, Belgium, Brazil, Canada, Chile, China, Columbia, Costa Rica, Denmark, Finland, France, Germany, Greece, Hungary, Kuwait, India, Indonesia, Iran, Italy, Lithuania, Malaysia, Mexico, Netherlands, New Zealand, Norway, Pakistan, Panama, Philippines, Poland, Oman, Qatar, Rep. of Korea, Saudi Arabia, South Africa, Spain, Sweden, Switzerland, Taiwan, Thailand, Trinidad and Tobago, Turkey, UAE, Ukraine, United Kingdom, United States, and Venezuela

 

 Contents

 

1. Why New Business Models?

Business Model: Connecting Internal Inputs to Economic Outputs

Six Components of a Business Model

Rapidly Changing Global Scenario  See the slide

Fundamental Management Changes Engendered by Internet

Changes That Call for New Business Models

Intellectual Assets the Major Value Driver in the New Economy

Knowledge-based Enterprise versus Industrial Enterprise

Corporate Management versus Venture Management

Top 10 Forces Behind New Business Models

Business Case: Direct Model of Dell Computer Corporation

2. Innovative Value Proposition

The Best Technique to Win the Customer Over

Business Case: Amazon.com

Yin-Yang of Value Innovation  See the slide

Business Case: Fun4Biz.com innovative value-added social network

3. Innovative Market Segmentation

The Normal Curve of New Concept Adoption

Differentiating with Different Types of People

Business Case: Segmentation by Customer by Dell Computers

Success Story: Apples' Innovative Business Models

4. Innovative Value Creation Structures

Extended Enterprise

Core Competencies

Virtual Integration

Business Innovation: the New Role of CIO

Shift from Functional to Cross-functional Paradigm

Strategic Alliances

Customer Partnership

5. Innovative Revenue Models

Business Case: Xerox Corporation

Utilizing Intellectual Property by Small Technology Businesses

Customer Training: Traditional and New Business Models

Business Models on the Web: Nine Basic Categories

6. Innovative Competitive Strategies

Competitive Strategies: Survival vs. Market Leadership  See the slide

Surprise To Win  See the slide

Blue Ocean Strategy vs. Red Ocean Strategy  See the slide

Entrepreneurial Organization

Sustainable Competitive Advantage  See the slide

7. Innovative Growth Strategies

Managing Your Venture at Different Growth Stages

Strategy Pyramid (old) versus Strategy Stretch (new)  See the slide

Achieving Top-line Growth and Bottom-line Results

Systemic Approach to Innovation: 7 Interwoven Areas  See the slide

Business Case: Bunsha - a Japanese Company Division Concept

Fast Company

 Sample Ten3 SMART Lesson (Slide + Executive Summary)

 

Business Model Innovation Customer Value Proposition Competitive Strategies Value Chain Management Market Segmentation Growth Strategies Revenue Model Economic Value Added Innovation 1000ventures.com Ten3 Business e-Coach (full version) BUSINESS MODEL: 6 Components of Business Models

Six Components of the Business Model

According to Henry Chesbrough and Richard S. Rosenbloom

  1. Value Proposition - a description of the customer problem, the solution that addresses the problem, and the value of this solution from the customer's perspective.

  2. Market Segment - the group to target, recognizing that different market segments have different needs. Sometimes the potential of an innovation is unlocked only when a different market segment is targeted.

  3. Value Chain Structure - the firm's position and activities in the value chain and how the firm will capture part of the value that it creates in the chain.

  4. Revenue Generation and Margins - how revenue is generated (sales, leasing, subscription, support, etc.), the cost structure, and target profit margins.

  5. Position in the Value Network - identification of competitors, complementors, and any network effects that can be utilized to deliver more value to the customer.

  6. Competitive Strategy - how the company will attempt to develop a sustainable competitive advantage and use it to improve the enterprise's competitive position in the market.

Business Model vs. Revenue Model

A Business Model is the umbrella term used to describe the method position in the value chain, customer selection, products, pricing of doing business.

A Revenue Model lays-out the process by which a company actually makes money by specifying how it is going to charge for the services provided.

New Business Models

Traditional corporations are overstructured, overcontrolled, and overmanaged, but underled. Today, top managers should rather concentrate of that handful of real managerial leadership tasks that will bring success in the future. Thus, a new business model is emerging, a model where most of key missions of the organization are distributed to the myriad individual pieces and unity comes from the vigor of people and the free flow of knowledge.

... and much more!

 

 

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New Business Models

40 PowerPoint slides + 40 half-page Executive Summaries

 

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