Business Model Generation Business Model Innovation Table of Contents This Blog Linked From Here Saturday, April 11, 2009 Table of Contents Below are the posts, videos, book reviews/summaries, articles and reports relating to business models and business model innovation, so far published on this blog.Posts Videos Book reviews/summaries ArticlesReports ShareThis 1 comment: AdelaJune 3, 2011 at 5:32 PMDear Anders,I am very interested in the way a manufacturing company rethinks its business model and starts presenting itself to the customers as a service provider. Load more... Newer PostOlder PostHome Subscribe to: Post Comments (Atom) Anders Sundelin Read About me Follow on Twitter Add on LinkedIn >>>>Table of Contents<<<< >>About TBMDB >>How to help this blog >>Business Model Examples View my complete profile Interested in Business Models? Subscribe via RSS... ...or via Email to stay updated: ...and please share with others: 5 Book Reviews/Summaries Search This Blog
Business Model Alchemist Eight Models of Business Models, & Why They're Important The term Business Model is one that gets thrown around a lot these days. Even though it might sound like a buzzword to you, it’s important to understand what a business model is, and how they are useful. One of the confusing things about the business model concept is that there are a wide variety of models of business models, and it seems as though everyone that talks about them makes up a new one. At their core, all business models address this questions: how do we sustainably deliver value to our customers? In a special issue of the journal Long Range Planning, Charles Baden-Fuller and Mary Morgan say that business models can serve three different purposes. More recently, Steve Blank has added another use – he says that business models are hypotheses about how your organisation might be able to create value for customers (see my discussion of this here). Value Networks from Verna Allee: Verna was working with some of the basic concepts of business models in the 90s. Tim Kastelle
Business Model Innovation Hub - ... where visionaries, game changers, and challengers discuss business models 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. Tetra Pak’s carton packages extend the shelf life of products and eliminate the need for refrigeration. In studying companies that sustained a high level of performance over many years, we found that more than 80% of them had this kind of well-defined and easily understood differentiation at the center of their strategy. You can find high performers like these in most industries. But differentiation tends to wear with age, and not just because competitors try hard to undermine or replicate it. Most of the time, however, reinvention is the wrong way to go. Read the full article on Harvard Business Online.
Business process management Business process management (BPM) is a field in operations management that focuses on improving corporate performance by managing and optimising a company's business processes.[1] It can therefore be described as a "process optimization process." It is argued that BPM enables organizations to be more efficient, more effective and more capable of change than a functionally focused, traditional hierarchical management approach.[2] These processes can impact the cost and revenue generation of an organization. Changes in Business Process Management[edit] Although BPM initially focused on the automation of business processes with the use of information technology, it has since been extended[by whom?] More recent variations such as "human interaction management"[8][9] are concerned with the interaction between human workers performing a task. As of 2010[update] technology has allowed the coupling of BPM with other methodologies, such as Six Sigma. BPM life-cycle[edit] Design[edit] Modelling[edit]
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. 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. The sharper your differentiation, the greater your advantage. In studying companies that sustained a high level of performance over many years, we found that more than 80% of them had this kind of well-defined and easily understood differentiation at the center of their strategy. You can find high performers like these in most industries. But differentiation tends to wear with age, and not just because competitors try hard to undermine or replicate it.
jBPM jBPM is a flexible Business Process Management (BPM) Suite. It makes the bridge between business analysts and developers. Traditional BPM engines have a focus that is limited to non-technical people only. jBPM has a dual focus: it offers process management features in a way that both business users and developers like it. What does jBPM do? A business process allows you to model your business goals by describing the steps that need to be executed to achieve that goal and the order, using a flow chart. The core of jBPM is a light-weight, extensible workflow engine written in pure Java that allows you to execute business processes using the latest BPMN 2.0 specification. On top of the core engine, a lot of features and tools are offered to support business processes throughout their entire life cycle: BPM makes the bridge between business analysts, developers and end users, by offering process management features and tools in a way that both business users and developers like it. jBPM6
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: Who's your target customer? During the 1990s, when the business world was buzzing with talk about a new economy and new business rules, people — even business gurus — seemed to forget the part about making money, and businesspeople sidelined the use of business models. Staying in the black Sooner rather than later in the business-planning process, you need to invest a good chunk of time delving into the nitty-gritty details of your company's finances — your income statements, balance sheets, cash flow, budgeting, and all the details that can make or break your company's future. Following are terms that you hear on your journey to profitability: Timing your future
How to: Business Model Blocks 16 blocks to visualize your business model All our business model examples are visualized with this set of 16 building blocks. To give more insight in how this works, we give a brief overview of the different building blocks. Using a common, visual language enables you to easily communicate business models to different audiences, to learn from successful models in other industries, and to quickly generate new variations and business models of the future. Once you grasp the building blocks below, check out our business model tools to design your own business model in seconds. Share the results in your organization and let us know what you think about this method. Part I: Six players 1. This is where your business model starts to get shape. 2. The second most important block is the company. 3. The one that receives the product and gives something in return, is the consumer. 4. 5. 6. Part II: Ten items to transfer 7. 8. 9. 10. 11. 12. 13. 14. (Virtual) credit systems are on the rise. 15. 16.
Business Model Canvas Set to Explode I’d just finished a workshop on Business Model Canvas about gaining clarity in large organizations, when suddenly the flood gates seem to have opened up a day or so later, for me to see beyond and piece more of it together in my mind. After swirling around in this maelstrom of articles, tweets, new publishing, advanced announcements I had to gain some high ground to recover my breath and think a little more. Catching my breath, here is my clarity take and prediction for the BMC. Ignoring lots of early warning signs Maybe I should have seen this coming earlier but sometimes you hear a distant rumble but you simply shrug your shoulders and get on with your own work. 2012 is the BMC tipping point year From what I can see is the Business model is about to go through a really important (further) tipping point and cross that chasm (thanks Geoffrey Moore) into mainstream adoption. The convergence of so many things seem to be coming about to make this about to explode. Shifting perspectives
Business model design A business model describes the value an organization offers to its customers. It illustrates the capabilities and resources required to create, market and deliver this value, and to generate profitable, sustainable revenue streams. Identifying and implementing a sustainable business model is one of the major steps towards creating a business. The process of identifying the business model should be preceded by that of developing a clear and succinct value proposition. A framework that has gained increasing popularity in the world of entrepreneurship is “Business Model Generation” by Alex Osterwalder and Yves Pigneur. This article describes the building blocks of Osterwalder’s business model canvas, which is illustrated by the figure below. Source: Osterwalder, A. & Pigneur, Y. (2009). The steps below will help understand how to describe your business model using Osterwalder’s framework. Part I: The Offering Value proposition: Start by formulating your value proposition. Part IV: The Finances