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Business Model Canvas Explained

Business Model Canvas Explained

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Global flows in a digital age Global flows have been a common thread in economic growth for centuries, since the days of the Silk Road, through the mercantilist and colonial periods and the Industrial Revolution. But today, the movement of goods, services, finance, and people has reached previously unimagined levels. Global flows are creating new degrees of connectedness among economies—and playing an ever-larger role in determining the fate of nations, companies, and individuals; to be unconnected is to fall behind. Podcast Globalization reconsidered: What global flows mean for countries, companies, and citizens DownloadMGI’s James Manyika and Susan Lund discuss trends in cross-border exchanges of goods, services, finance, people, and data and information.

Defining Your Business Model A business model isn't something you build from the ground up. When management-types ask about a business model — as in, "So what's your business model?" — they really want an answer to a much more direct and basic question: "How do you plan to make money?" Behind that question is a lineup of other questions: How to use the business model canvas correctly There are a lot of articles out there explaining what the business model canvas is and what each section means, but they all seem to make the critical mistake of ignoring the stage the canvas is approached at. This means you spend, probably waste in fact, precious time thinking about components of your business that won't actually come into the picture for months maybe. So how do you use the business model canvas correctly? Quick intro to the Business Model Canvas

9 Biggest Mistakes New Entrepreneurs Make This post is in partnership with Inc., which offers useful advice, resources, and insights to entrepreneurs and business owners. The article below was originally published at Entrepreneurship, at its best, is synonymous with learning. Don’t let the overnight success stories fool you. The more common story looks like this: test a product, fail, retest, and improve. Identifies Attributes of the Global, Socially-Conscious Consumer Half of Consumers under Age 40 Willing to Pay Extra for Products and Services from Socially-Responsible Companies CONTACT: Jennifer Frighetto,, 847.605.5686 NEW YORK –March 27, 2012 – Sixty three percent of global, socially-conscious consumers are under age 40, they consult social media when making purchase decisions and are most concerned about environmental, educational and hunger causes, according to a new study from Nielsen, a leading global provider of information and insights into what consumers watch and buy. Nielsen’s Global Corporate Citizenship Survey of more than 28,000 Internet respondents in 56 countries shows that 46 percent of global consumers are willing to pay extra for products and services from companies that have implemented programs to give back to society. Nielsen defines these consumers as socially-conscious consumers.

The Return Map: Tracking Product Teams Once time was money. Now it is more valuable than money. A McKinsey study reports that, on average, companies lose 33% of after-tax profit when they ship products six months late, as compared with losses of 3.5% when they overspend 50% on product development. More and more, advanced manufacturers are learning that the time required to develop a new product has more influence on its success than its costs. Little wonder, then, that senior managers are working hard to reduce their new product development cycles. The Great Repeatable Business Model Idea in Brief Really successful companies build their strategies on a few vivid and hardy forms of differentiation that act as a system and reinforce one another. They grow in ways that exploit their core differentiators by replicating them in new contexts. And they turn the sources of their differentiation into routines, behaviors, and activity systems that everyone in the organization can understand and follow. Powerful differentiations deliver enduring profits only when they are supported by simple, nonnegotiable principles and robust learning systems that drive constant improvement across the business. Differentiation is the essence of strategy, the prime source of competitive advantage.

What is the Social Lean Canvas? Entrepreneurship is exploding! In the last ten years there has been a massive increase in the number of people taking the leap of starting new and innovative companies. One of the things that has driven this huge increase has been the development of business development methodologies such as Lean Startup. These new approaches allow entrepreneurs to test and validate their ideas accurately, with great speed and at very low cost. Social Entrepreneurship is likewise exploding. Driven by entrepreneurs who are passionate about having a positive impact on the world, but who also realize that the traditional approaches to social impact don’t deliver the results they want.

When Infographics Meet Resume: 36 excellent examples Resume | Self Promotion by Errol Veloso Infographic CV by Noor Akar Infographic Resume by Chen Zhi Liang Collective Impact Large-scale social change requires broad cross-sector coordination, yet the social sector remains focused on the isolated intervention of individual organizations. S ee also: " Roundtable on Collective Impact " " Channeling Change: Making Collective Impact Work " " Understanding the Value of Backbone Organizations in Collective Impact " " Embracing Emergence: How Collective Impact Addresses Complexity "

What the Research Tells Us About Team Creativity and Innovation courtesy of NASA/ESA There are areas in the research on teams where the findings are all very clear, as are the prescriptions for leaders. Creativity and innovation are not among them. We know how some factors affect creativity and innovation, but we’re only just beginning to understand some of the more complex relationships. Creativity researchers usually make a distinction between creativity and innovation. Innovation involves two stages—the generation of new ideas and the implementation of the ideas. Strategy October 26, 2011 Harvard Business Review By Chris Zook and James Allen The sharper your differentiation, the greater your advantage. Consider Tetra Pak, a company that in 2010 sold more than 150 billion packages in 170 markets around the world.

The 30 Minute Business Plan: Business Model Canvas Made Easy See also ‘Workshop-Business Model Canvas‘ What’s the Business Model Canvas? If you’re already familiar, you can skip to the next section, ‘How do I get started?’. The Business Model Canvas (BMC) gives you the structure of a business plan without the overhead and the improvisation of a ‘back of the napkin’ sketch without the fuzziness (and coffee rings). The Canvas has nine elements: Together these elements provide a pretty coherent view of a business’ key drivers–

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