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Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers PDF, ePub eBook


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Title: Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers
Author: Alexander Osterwalder
Publisher: Published July 13th 2010 by Wiley (first published 2010)
ISBN: 9780470876411
Status : FREE Rating :
4.6 out of 5

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Business Model Generation is a handbook for visionaries, game changers, and challengers striving to defy outmoded business models and design tomorrow's enterprises. If your organization needs to adapt to harsh new realities, but you don't yet have a strategy that will get you out in front of your competitors, you need Business Model Generation. Co-created by 470 -Business Business Model Generation is a handbook for visionaries, game changers, and challengers striving to defy outmoded business models and design tomorrow's enterprises. If your organization needs to adapt to harsh new realities, but you don't yet have a strategy that will get you out in front of your competitors, you need Business Model Generation. Co-created by 470 -Business Model Canvas- practitioners from 45 countries, the book features a beautiful, highly visual, 4-color design that takes powerful strategic ideas and tools, and makes them easy to implement in your organization. It explains the most common Business Model patterns, based on concepts from leading business thinkers, and helps you reinterpret them for your own context. You will learn how to systematically understand, design, and implement a game-changing business model--or analyze and renovate an old one. Along the way, you'll understand at a much deeper level your customers, distribution channels, partners, revenue streams, costs, and your core value proposition. Business Model Generation features practical innovation techniques used today by leading consultants and companies worldwide, including 3M, Ericsson, Capgemini, Deloitte, and others. Designed for doers, it is for those ready to abandon outmoded thinking and embrace new models of value creation: for executives, consultants, entrepreneurs, and leaders of all organizations. If you're ready to change the rules, you belong to -the business model generation!-

30 review for Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers

  1. 5 out of 5

    Marko Savić

    Why is this book worth reading for? 1. Because it has a great design. 2. Because it was published as a innovative business model. 3. Because it can easily change your life. If you don't believe me, read this review. I wouldn't know exactly if there is a definition in a book, but Wikipedia says business model describes the rationale of how an organization creates, delivers, and captures value (economic, social, or other forms of value). From the experience in this book I would add that in the first Why is this book worth reading for? 1. Because it has a great design. 2. Because it was published as a innovative business model. 3. Because it can easily change your life. If you don't believe me, read this review. I wouldn't know exactly if there is a definition in a book, but Wikipedia says business model describes the rationale of how an organization creates, delivers, and captures value (economic, social, or other forms of value). From the experience in this book I would add that in the first place there is a design thinking needed to generate business models because you have to combine rational and intuitive thinking. Design thinking. If you would like to remember only one thing about this book, then remember: business model canvas. It has nine building blocs, left side presents the rationale and the right side presents the intuitive part. The canvas covers four main areas of business: + customers, + offer, + infrastructure, and + financial viability. In business model canvas the intuitive or value-side is presented by: + customer segments, + customer relationships, + channels, and + revenue streams. The rationale or cost-side of canvas includes: +key activities, + key resources, key partners, and cost structure. Bost side are connected with value propositions. You may freely download business model canvas at the business model generation web-site. So until know, you probably know that design approach or design thinking is necessary in every innovative, competitive, and/or growth business model. Authors of the book have proven it on the case of this book, that is a management book of the year 2011 in Germany. What other detail where interesting to me? Really a lot of them. The book had really great impact on me. And I even managed, with the help of my twitter profile and my followers to get to the Business models workshop and Masterclass held in Munich. Dan Roam’s has designed great visual presentation of the business model with the best visual approach I’ve seen, presenting all nine building blocks of building model canvas: On the broad scale business models could be divided into cost driven <=> value driven but many business models fall in between these two extremes. Business models with + similar characteristics, or + similar arrangements of business model building blocks, or of + similar behaviours are called business model patterns. Where it is worth knowing that a single business model can incorporate several of these patterns. Concepts described in this book include patterns such as: Unbundling, the Long Tail, Multi-Sided Platforms, Free, and Open Business Models. Every pattern is described with its context (before), challenge, solution (after), rationale, and really nice examples. This part of the book helped me to find a way how to unbundle design services of my company. It is still very interesting to see the explanation of unbundling the business of mobile telecommunications firms, explained in the book on the cases of France Telekom, KPN and Vodafone. The author has mentioned also Bharti Airtel, one of the first mobile telcos that unbundled really in a strategic way, and is now one of India's leading telcos focusing on its core competency: building Customer Relationships. One other case was also very interesting, namely the transformation of the book publishing industry. Every author today has a possibility to publish his/hers book. Because the publishing business models have changed. While in the past the publishing houses had to decide if it's profitable for them to copyedit, design, print and promote a book, today cost of self-publishing can be taken almost completely by the author with connection to publishing platforms like Lulu.com. And in case of failure nobody gets hurt (well, the self-esteem of the author, maybe). If you are going to try to sketch your business model remember: the entire business model design process should be guided from a customer perspective. The author calls it: it's about THEM! Customer-centric business model design. It means shifting yours and everybody's perspective from YOU. Away from organization-centric business model design. Just forget this perspective. Otherwise business model could also be: + resource-driven, + offer-driven, + customer-driven, + finance-driven, + multiple-epicenter-driven. Once you have your business model canvas you have the opportunity to look at your canvas from the broader environment. You should or could include the key trends, market forces, macroeconomic forces and industry forces. Add some other details like your team, finance... and you have almost completed business plan. But first test your business model. And this is the greatest advantage of business model generation, you don't need to make a whole plan to see or realize if your idea/product/service works or not. The entire business model design process should be guided from a customer perspective. It’s about THEM! Customer-centric business model design. It means shifting yours and everybody’s perspective away from YOU (as a organization or company). Go away from organization-centric business model design. One other very interesting connection is with the Blue Ocean Strategy concept. Especially when you are developing/designing your value proposition it could be very useful and efficient to use four actions framework of what to eliminate, what to reduce, which factors to raise in which to create new? Or use the empathy map to design or find your customer profile. What does the person feel, what does she see, what does she say and do, and what does she hear. Out of that you'll be able to find out your customer profile pains and gains. You don't have to be some serious manager to design a business model. Sometimes it's even better if you are not one. Because ideation is the crucial art to be mastered if you are to design a viable new business models. At least a little bit of creativity is therefore needed and we all know managers are not really creative most of the time. Children could do much better. To warm up before you start designing or generating your business model you may use the silly cow exercise. Here's how it works: "Instruct participants to sketch out three different business models using a cow. Ask them to first define some characteristics of a cow (produces milk, eats all day, makes a mooing sound, etc.). Tell them to use those characteristics to come up with an innovative business model based on a cow. Give them three minutes. Keep in mind that this exercise can backfire, as it is indeed quite silly. But it has been tested with senior executives, accountants, risk managers, and entrepreneurs, and usually is a great success. The goal is to take people out of their day-to-day business routines and show them how readily they can generate ideas by disconnecting from orthodoxies and letting their creative juices flow." Danny Beckett Jr. Innovative business model is more important if you wish to succeed than your great idea, product or service. Prototyping of your next business model could be done at different scales: from napkin sketch to simple or elaborated business model canvas or to the field test. Remember that your breakthrough ideas may encounter strong resistance. Either inside your organisation or outside in your environment. Don't let that stop you. Remember, innovative business model is more important if you wish to succeed than your idea, product or service. For big picture assessment you may use simple or detailed SWOT assessment of each building block of the business model canvas. So you should be able to: + first have a snapshot where are you now (strengths&weaknesses), and + second you should be able to realize some future trajectories (opportunities&threats). You do not need a lot of knowledge of business to start your idea, because every business model design project is unique, so build your business models ASAP.

  2. 4 out of 5

    Arjen

    The subtitle of this book says "A Handbook for Visionaries, Game Changers, and Challengers". I'm sorry but I have to completely disagree. This is "A Handbook by Visionaries, Game Changers, and Challengers" and, in my opinion, "A Handbook for your boring conservative boss, the neighbourhood bakery selling the same old loafs of bread in the same shop for 30 years, the mayor of your incredibly dull town and for your parents". In other words, it makes business models fun, comprehensible and accessib The subtitle of this book says "A Handbook for Visionaries, Game Changers, and Challengers". I'm sorry but I have to completely disagree. This is "A Handbook by Visionaries, Game Changers, and Challengers" and, in my opinion, "A Handbook for your boring conservative boss, the neighbourhood bakery selling the same old loafs of bread in the same shop for 30 years, the mayor of your incredibly dull town and for your parents". In other words, it makes business models fun, comprehensible and accessible to idiots and entrepreneurs whose current business model is based on intuition and static noise. There is absolutely no single reason why you should not read, buy or steal this book. Even if you hate business, corporations, the capitalist system, only listen to suicidal black metal and have three adopted stray dogs with herpes, read this book. You will be delighted and me too because by the time you have finished this book you will have revolutionised revolution so I don't have to take another xeroxed, unreadable flyer from your smelly Occupy camp site in my town but rather be blown away by your disruptive new approach to anarChy (spell checkers should be exempt from checking words like anarchy). In one of my other reviews I complained about the layout of a book (http://www.goodreads.com/review/show/...). This book singlehandedly makes up for all terribly designed books. This book makes all people with an eReader or tablet ridiculous. Go get it!

  3. 4 out of 5

    Alaa Bahabri

    قرأت هذا الكتاب من أجل أن نقوم أنا وأعضاء مؤسسة عالم غراس بتطوير المؤسسة من أجل خلق قدرة تنافسية عالية، والحقيقة أنني لم أقر أ الكتاب فقط ، بل كنت أقوم بشكل مباشر بتطبيقه في اجتماعات المؤسسة، النموذج الذي يقدمه الكتاب جد رائع، مميز، وسهل ، ويساعد على فهم السوق والعمل بشكل عميق، و فكرة النموذج (الشكل ) و الرسومات البسيطة والكلام المختصر يعطي حافز للإبداع إلا أن ما أعيبه على الكتاب هو الفوضى في الترتيب ، حيث إنني اضطررت لإعادة قراءة الكتاب أو أجزاء منه مرة بعد مرة لأستطيع تطبيقه،وربما كان هذا الترتيب قرأت هذا الكتاب من أجل أن نقوم أنا وأعضاء مؤسسة عالم غراس بتطوير المؤسسة من أجل خلق قدرة تنافسية عالية، والحقيقة أنني لم أقر أ الكتاب فقط ، بل كنت أقوم بشكل مباشر بتطبيقه في اجتماعات المؤسسة، النموذج الذي يقدمه الكتاب جد رائع، مميز، وسهل ، ويساعد على فهم السوق والعمل بشكل عميق، و فكرة النموذج (الشكل ) و الرسومات البسيطة والكلام المختصر يعطي حافز للإبداع إلا أن ما أعيبه على الكتاب هو الفوضى في الترتيب ، حيث إنني اضطررت لإعادة قراءة الكتاب أو أجزاء منه مرة بعد مرة لأستطيع تطبيقه،وربما كان هذا الترتيب مناسباً للقراءة ، لكنه غير مناسب أبداً للتطبيق، فهناك العديد من الأجزاء الأخيرة التي لا تفهم إلا الفصول الأخيرة,,

  4. 5 out of 5

    Sofia

    Posted on my book blog. A book on business model innovation and how important that is for businesses n today's economic and technological climate. I was torn between giving this book 3 or 4 stars. On one hand, it's a visually beautiful book which introduces some thought-provoking and useful tools, like the Business Model Canvas. On the other hand, for most subsequent chapters I felt like I was reading the same thing over and over again, with slight changes in the details. In the end, it was usefu Posted on my book blog. A book on business model innovation and how important that is for businesses n today's economic and technological climate. I was torn between giving this book 3 or 4 stars. On one hand, it's a visually beautiful book which introduces some thought-provoking and useful tools, like the Business Model Canvas. On the other hand, for most subsequent chapters I felt like I was reading the same thing over and over again, with slight changes in the details. In the end, it was useful but not as informative as I would like it to be. Still, it's a good book for beginners, and a gorgeous one at that, and one can't help getting caught up in the genuine excitement the authors seem to have for business model innovation.

  5. 5 out of 5

    Michael Scott

    Business Model Generation is one of my first readings on economics. (In my defense, I have prior experience with modeling in general, and some experience with economic models in comp.sci. and the market of distributed computing systems.) This book turned out to be a mixed blessing. On the positive side, it's an easy-to-grasp, well-structured, richly illustrated book on the concepts, patterns, and processes that underlie the generation and use of business models. I particularly enjoyed reading ab Business Model Generation is one of my first readings on economics. (In my defense, I have prior experience with modeling in general, and some experience with economic models in comp.sci. and the market of distributed computing systems.) This book turned out to be a mixed blessing. On the positive side, it's an easy-to-grasp, well-structured, richly illustrated book on the concepts, patterns, and processes that underlie the generation and use of business models. I particularly enjoyed reading about the Business Model Canvas, which is a visual tool to describe and analyze business models. I read with interest the Business Model Patterns, with summaries of six general business models. I was captivated by the Strategy chapter, which focuses on how the business model affects the short- and long-term strategy of a company. I loved the comp.sci.-oriented examples, and in particular the example of Amazon's Web Services (in the emerging global IT market of cloud computing). On the negative side, the book is overall very high-level, and it did not tell me much that I didn't know. As a consequence, I would rate this book as a beginner's guide into business models. In addition, the chapter on design tools is vague and includes seemingly overlapping tools, and the chapters from Process until the end seem rehashed from the previous chapters (in their defense, two of these three chapters should be treated as conclusion-like); in other words, about half of this book was not adding much to my mental picture of the topic. All in all, a good book for a beginner like me, but I'm not sure I'd recommend it to any professional. On the other hand, why would a professional be asking for my opinion about this book!?

  6. 4 out of 5

    Kars

    This book sometimes suffers a bit from style over substance. Although a nice change from regular business books, the graphic design comes across as too eager to look trendy, and many of the illustrations aren't as illuminating as they first seem. Also, the tone of voice occasionally annoyed me with its love for buzzwords. Finally, in all honesty, it gets a bit boring and too shallow towards the end. However, the book did provide me with a useful framework for thinking about my own business and t This book sometimes suffers a bit from style over substance. Although a nice change from regular business books, the graphic design comes across as too eager to look trendy, and many of the illustrations aren't as illuminating as they first seem. Also, the tone of voice occasionally annoyed me with its love for buzzwords. Finally, in all honesty, it gets a bit boring and too shallow towards the end. However, the book did provide me with a useful framework for thinking about my own business and that of my clients, which was exactly why I decided to purchase it. I would say the case studies and examples are the book's strong point. While reading this book, I got a few ideas that I might act on in the near future.

  7. 4 out of 5

    Samar binKhamis

    ملخص من ورشة عمل بعنوان : نموذج العمل - منتدى الغد- حاضنة بادر هذا الكتاب وضع من قبل عدد من المؤلفين ، وهو يشرح نموذج العمل ، كخطوة مسبقة لخطة العمل المفصلة . نموذج العمل : هو هيكل فرضيات يشرح الأساس المنطقي الذي تتبعه الشركة لصنع قيمة معينة ، مرتبطة بالزبون ، مع تحديد المكاسب المتوقعة . هناك تسع مختور لنموذج العمل : ١- هيكل التكليف ٢- الأنشطة الرئيسة ٣- الشركاء الرئيسيين ٤- العرض المقدم للزبون ٥- شرائح العملاء / الفئة المستهدفة ٦- قنوات البيع ٧- طرق تحفيز المبيعات ٨- الموارد الرئيسة ٩- العلاقات م ملخص من ورشة عمل بعنوان : نموذج العمل - منتدى الغد- حاضنة بادر هذا الكتاب وضع من قبل عدد من المؤلفين ، وهو يشرح نموذج العمل ، كخطوة مسبقة لخطة العمل المفصلة . نموذج العمل : هو هيكل فرضيات يشرح الأساس المنطقي الذي تتبعه الشركة لصنع قيمة معينة ، مرتبطة بالزبون ، مع تحديد المكاسب المتوقعة . هناك تسع مختور لنموذج العمل : ١- هيكل التكليف ٢- الأنشطة الرئيسة ٣- الشركاء الرئيسيين ٤- العرض المقدم للزبون ٥- شرائح العملاء / الفئة المستهدفة ٦- قنوات البيع ٧- طرق تحفيز المبيعات ٨- الموارد الرئيسة ٩- العلاقات مع العملاء يجب القيام بتقييم مبدئي قبل أن نبدأ بتطوير نموذج العمل : التقييم المبدئي يسير على ثلاث خطوات / الفكرة >>> تقييم السوق >>> تحليل المنافسة ثم نقوم بتطوير نموذج العمل عن طريق التحقق من الفرضيات وعمل التحليل المالي . أولاً: شرائح العملاء ١- تحديد مجموعات العملاء حسب احتياجاتهم واختلافاتها في الخدمة ، او نوع العلاقة . ٢- استراتيجية لتقسيم شرائح العملاء (تعميم - شريحة صغيرة - شرائح متعددة- شرائح متنوعة) ثانياً : العرض المقدم للزبون العناصر التالية تساعد على زيادة تنافسية : الحداثة - الآداء - تجربة العميل - التصميم - العلامة التجارية - السهولة - تقليل المخاطر - إمكانية الوصول - انجاز الخدمة المطلوبة فقط - القدرة على التفصيل . قنوات البيع : نوعيّة العميل - خدمة ما بعد البيع - إعطاء العملاء فرصة لتقييم منتجك . هناك نوعان لقنوات البيع ؛ قنوات مباشرة (فريق مبيعات- محل تجاري- موقع انترنت- شبكات اجتماعية) . قنوات غير مباشرة (الشركات - موزعون)

  8. 5 out of 5

    عبدالرحمن عقاب

    كتابٌ مهمّ جدًا لكلّ باحثٍ عن خيوط البدايات لأي مشروعٍ تجاري. كما أنّه مهمّ أيضًا لكلّ صاحب مشروع اضطربت حساباته، أو تداخلت أوراقه. تكمن أهميته من كونه دليلًا عمليًا، حسن العرض والترتيب. يأخذ قارئه من بداية الفكرة إلى آلية التقييم والتعديل والتطوير. والحقيقة أنّه لا يُكتفى بقراءته مرة واحدة، بل يلزم إعادة قراءته ك CHECK LIST قبل أي بداية، وفي حال أي تقييم أو تغيير في عمل الشركة أو المؤسسة. وأمّا مخططاته فيمكن طباعتها وتكبيرها أو تصميمها لتكون خارطة طريق في مكاتب الإدارة. ملاحظة أخيرة حول الإسراف ف كتابٌ مهمّ جدًا لكلّ باحثٍ عن خيوط البدايات لأي مشروعٍ تجاري. ‏ كما أنّه مهمّ أيضًا لكلّ صاحب مشروع اضطربت حساباته، أو تداخلت أوراقه.‏ تكمن أهميته من كونه دليلًا عمليًا، حسن العرض والترتيب. يأخذ قارئه من بداية الفكرة إلى ‏آلية التقييم والتعديل والتطوير.‏ والحقيقة أنّه لا يُكتفى بقراءته مرة واحدة، بل يلزم إعادة قراءته ك‎ CHECK LIST‏ قبل أي ‏بداية، وفي حال أي تقييم أو تغيير في عمل الشركة أو المؤسسة. ‏ وأمّا مخططاته فيمكن طباعتها وتكبيرها أو تصميمها لتكون خارطة طريق في مكاتب الإدارة. ‏ ملاحظة أخيرة حول الإسراف في بعض الفصول في ضرب الأمثلة وشرح الواضح المفهوم، كما ‏الإسراف في تكرار صور المخطّطات‏

  9. 5 out of 5

    Guilherme Ferreira

    Se você precisar montar um modelo de negócio para ajudar a sua empresa a inovar, ou até mesmo sobreviver. Este livro é pra você, ele apresenta-lhe o ‘Business Model Canvas’ (BMC), como uma ferramenta para criar, compartilhar e entender melhor modelos de negócios. O livro aborda uma explicação profunda do BMC, detalha também padrões consolidados de modelos de negócio, ensina uma visão holística sobre o processo de design relacionado com o modelo de negócio e trás algumas partes sobre estratégia de Se você precisar montar um modelo de negócio para ajudar a sua empresa a inovar, ou até mesmo sobreviver. Este livro é pra você, ele apresenta-lhe o ‘Business Model Canvas’ (BMC), como uma ferramenta para criar, compartilhar e entender melhor modelos de negócios. O livro aborda uma explicação profunda do BMC, detalha também padrões consolidados de modelos de negócio, ensina uma visão holística sobre o processo de design relacionado com o modelo de negócio e trás algumas partes sobre estratégia de negócios e processo de implantação do novo modelo de negócio. Não gostei muito do projeto gráfico do livro, dá muita importância pro aspecto visual e acaba dificultando a leitura dos textos, porém o conteúdo é muito bacana e fácil de assimilar.

  10. 5 out of 5

    Ben Donahower

    The business model canvass is very popular in startup circles, however, after reading the book, a lot of people are doing it wrong or have admittedly repurposed the canvass to into how they do business. I'm sure other ideas surrounding the development of a business model canvass, Ash Maurya has a completely different approach that works with his commitment to rapid MVP development and testing, are useful but they are very different than what's posited in this book. I highly recommend reading this The business model canvass is very popular in startup circles, however, after reading the book, a lot of people are doing it wrong or have admittedly repurposed the canvass to into how they do business. I'm sure other ideas surrounding the development of a business model canvass, Ash Maurya has a completely different approach that works with his commitment to rapid MVP development and testing, are useful but they are very different than what's posited in this book. I highly recommend reading this book to get the context behind the business model canvass. This book is both powerful and actionable. It ends by explaining a process to follow. It offers up other useful tools, like the Empathy Map, which helps businesses better understand their customers. Although there is very little text in this nearly 300 page book, I recommend taking it slow. There are charts and graphs that you should analyze as you read and spend some time digesting each piece of the book as you read through it.

  11. 5 out of 5

    Oleksandr Golovatyi

    The book "Business Model Generation" can easily be called a "bible", a real reference book for innovators and entrepreneurs. Author Alexander Osterwalder together with 470 co-authors created a masterpiece. All information in the book revolves around the business model scheme, which consists of nine structural blocks: - consumer segments - value propositions - sales channels - relationship with customers - revenue streams - key resources - key activities - key partners - cost structure The book describes m The book "Business Model Generation" can easily be called a "bible", a real reference book for innovators and entrepreneurs. Author Alexander Osterwalder together with 470 co-authors created a masterpiece. All information in the book revolves around the business model scheme, which consists of nine structural blocks: - consumer segments - value propositions - sales channels - relationship with customers - revenue streams - key resources - key activities - key partners - cost structure The book describes many examples of business models of great companies and their products. For example, Apple iPod / iTunes, Skype, Lego, Amazon web services, Wii from Nintendo. If you are wondering how to create an innovative business or change an old one, be sure to start by reading this book. I recommend the book as super as possible. ----------------------------------------- Книгу "Построение бизнес-моделей" можна смело назвать "библией", настоящей настольной книгой для иноваторов и предпринимателей. Автор Александр Остервальдер вместе с 470 соавторами создал шедевр. Вся информация в книге крутится вокруг схемы бизнес-модели, которая состоит из девяти структурных блоков: - потребительские сегменты - ценностные предложения - каналы сбыта - взаимоотношения с клиентами - потоки поступления доходов - ключевые ресурсы - ключевые виды деятельности - ключевые партнеы - структура издержек В книге описано много примеров бизнес-моделей великих компаний и их продуктов. Например, Apple iPod/iTunes, Skype, Lego, веб-сервисы Amazon, Wii от Nintendo. Если вам интересно, как создавать инновациооный бизнес или изменить старый обязательно начните с прочтения этой книгой. Максимально рекомендую, книга супер. I read books on Scribd or Google Books by Readlax Chrome Extension

  12. 4 out of 5

    Francesco

    Un ottimo libro con degli ottimi metodi per ideare, sviluppare e testare un modello di business esistente o da creare. Una lettura consigliata a chiunque si occupi di queste cose o anche solo ne venga saltuariamente in contatto

  13. 5 out of 5

    عبدالله حسن

    مع أني ما لي في الإدارة ولا كتبها بس هذا الكتاب كان تجربة جميلة مفيد لأصحاب المشاريع خاصة لمن يريد تطويرها مكتوب بطريقة شيقة جدا أعطاني فكرة لا بأس بها عن عالم الأعمال أكثر شيء عجبني في الكتاب إنه يعطي طرقا عملية وتقنيات (وليس مجرد كلام أو نظريات فارغة أو قصص ملهمة)ء

  14. 5 out of 5

    Peter

    Canvas Business Model Generation is simply the go-to book for developing a business model. New start businesses have gradually transformed their approach in trying to fit into templates of business models and realised that every business has its own unique business model. "A business model describes the rationale of how an organisation creates, delivers and captures value". This book is the roadmap. The format of the book is very engaging, very graphic, and very snappy and to the point. There has Canvas Business Model Generation is simply the go-to book for developing a business model. New start businesses have gradually transformed their approach in trying to fit into templates of business models and realised that every business has its own unique business model. "A business model describes the rationale of how an organisation creates, delivers and captures value". This book is the roadmap. The format of the book is very engaging, very graphic, and very snappy and to the point. There has been a wealth of experience contributed to this book and nowadays there is a lot of evidence that this works. I've drawn up numerous business plans in the past and they serve only one purpose, to raise money, and then they become scrap. "Planning is everything the plan is nothing." The business models you will develop using this methodology will become a living and dynamic insight and validation that your company is on the right track and knows where it is going.

  15. 5 out of 5

    Fab Mackojc

    Books like this help me realize that you can go very deep into business model generation and business strategy. This is a great in-depth guide to understanding one of the best business model tools out there: The Business Model Canvas. It takes common design principles like storytelling and prototyping and brings that to business model generation. The book is very nicely designed and also offers a range of helpful tips on business strategy. The SWOT analysis section in particular is excellent at h Books like this help me realize that you can go very deep into business model generation and business strategy. This is a great in-depth guide to understanding one of the best business model tools out there: The Business Model Canvas. It takes common design principles like storytelling and prototyping and brings that to business model generation. The book is very nicely designed and also offers a range of helpful tips on business strategy. The SWOT analysis section in particular is excellent at helping you think about how to improve your business model. This would be very helpful to read if you’re either starting a new business or looking to improve an existing one. Having said that, parts of this book feel very corporate-like. Especially the last section. There are parts of this book that were extremely valuable and I would rate 5 stars, but there were other parts that were pretty dry and I wouldn’t rate higher than 3 / 5. Overall I give this a 4 / 5.

  16. 4 out of 5

    Tammy Whitten

    This book came highly recommended at a business workshop I attended. The way I interpreted the title and the recommendation, I anticipated a book full of charts with different business models to skim over and select the one that fit your vision. For instance, if you had this many employees in your vision, or this many products, then these are some models mapped out for you to see how they flowed. That was not what this book was at all. While I enjoyed the various charts and the fun-style to the la This book came highly recommended at a business workshop I attended. The way I interpreted the title and the recommendation, I anticipated a book full of charts with different business models to skim over and select the one that fit your vision. For instance, if you had this many employees in your vision, or this many products, then these are some models mapped out for you to see how they flowed. That was not what this book was at all. While I enjoyed the various charts and the fun-style to the layout, it wasn't that. You designed your model. And there weren't that many clear ideas. They were vague ideas. I'm a visual person, and I was anticipating a book with the models drawn out and I could plug in my own specifics and go forward. It's still a great book, it's just not what I had in mind.

  17. 5 out of 5

    Sarah

    Reading In Progress: So far a lot of great book design with pages with awful book design. Seriously some of us have dyslexia, others might have problem with low contrast. Seriously people inaccessible design is BAD design. Finished: I wanted to love this book, or at least like it. Whoever said that this book has great design is THE liar (~ableist asshole ~ knows shit about what good design is). Sans serif fonts for long texts? What the hell! Photos with text in it is awful. It might be acceptable Reading In Progress: So far a lot of great book design with pages with awful book design. Seriously some of us have dyslexia, others might have problem with low contrast. Seriously people inaccessible design is BAD design. Finished: I wanted to love this book, or at least like it. Whoever said that this book has great design is THE liar (~ableist asshole ~ knows shit about what good design is). Sans serif fonts for long texts? What the hell! Photos with text in it is awful. It might be acceptable if the text in those photos was highlighted to provide good enough contrast. The book itself might contain good, may be even great, information but the designer killed it. This isn't the first book which I gave one star because of #SH!/tty book design.

  18. 4 out of 5

    Jonathan Lu

    I've had this book on my shelf and after mowing it down in 24hrs, have to admit it's one of the better entrepreneurship books I've read that deserves to be up there with lean startup and blue ocean strategy. In hindsight, this would have been useful to read before I started my own business, let alone for completing business model canvasses in the three entrepreneurship classes that I bought it for. Business Model Canvas CS - Customer Segments Mass Market Niche Market (supplier buyer relationships) Se I've had this book on my shelf and after mowing it down in 24hrs, have to admit it's one of the better entrepreneurship books I've read that deserves to be up there with lean startup and blue ocean strategy. In hindsight, this would have been useful to read before I started my own business, let alone for completing business model canvasses in the three entrepreneurship classes that I bought it for. Business Model Canvas CS - Customer Segments Mass Market Niche Market (supplier buyer relationships) Segmented Diversified (unrelated segments, e.g. AWS & customers) Multi-sided platforms (e.g. marketplaces) VP - Value Propositions Newness (cell phones, impact investing) Performance (faster PC's) Customization Getting the job done (Rolls-Royce Aircraft engines, pay per hour of flight time) Design Brand Price Cost Reduction (Salesforce CRM software - cheaper than building by self) Risk Reduction (outsourced IT services) Accessibility (NetJets) Convenience/Usability (iTunes) CN - Channels Own - Direct: Direct Sales Force Own - Direct: Web Sales Own - Indirect: Own Stores Partner - Indirect: Partner Stores Partner - Indirect: Wholesaler CR - Customer Relationships Personal Assistance - call centers, email Dedicated Personal Assistance - Key account managers Self Service - Google, Uber Automated Service - recommendation engine Communities - GSK overweight medicine Co-creation - youtube, Amazon merchants R$ - Revenue Streams Asset Sale - books, cars Usage Fee - hotel rooms, package delivery Subscription Fee - WoW Lending/Renting/Leasing - Zipcar Licensing - Intellectual Ventures Brokerage Fees - Real Estate Advertising KR - Key Resources Physical - IT, warehouses, infrastructure Intellectual - Qualcomm IP Human - Novartis Scientists Financial - Ericsson debt leverage KA - Key Activities Production Problem Solving - consultancies, hospitals, service Platform/Network - eBay, Microsoft KP - Key Partnerships Optimization and economy of scale Reduction of Risk & Uncertainty - Blu-ray, bluetooth, collateralized bargaining Acquisition of a particular resource - Android OS C$ - Cost Structure Cost-driven - SWA, Ryanair Value-driven - premium and luxury - Fixed Costs, variable cost, economies of scale, economies of scope Patterns 3 core business types - Bundle or unbundle? Integrate or decentralize? - Challenge: Costs, org culture product innovation - First mover advantage, speed is key - Battle for talent, low barriers to entry, many small players - Employee-centered, coddle the stars Customer Relationship Management - High customer acquisition costs, economies of scope - Battle for scope, rapid consolidation, few players dominate - High service-orientation infrastructure management - High fixed costs, economies of scale - Battle for scale, few players dominate - Cost-focused, standardization, efficiency Long Tail Business Models - Selling a large number of niche products by multiple providers ○ Netflix licensing high # of "cult" movies with high WTP ○ Ebay relying on auctioneers selling "non-hit" items - Challenge: targeting less profitable segments can be costly Multi-sided platforms Chicken & egg dilemma - subsidize 1 customer segment to get started - Can we attract sufficient customers for each side of the platform? - Which side is more price sensitive? - Which side will be enticed by a subsidized offer? VP: 1) attract users 2) matchmake 3) reduce costs by channeling transactions - Challenge: insufficient customer acquisition Free - Advertising-based: need to generate high traffic with low platform costs - Freemium: <10% are premium customers, require low MC; platform is key - Challenge: high price of premium dissuades customers bait & hook (blades & razors model) - Require a strong brand - Lock-in switching costs Open Business Models (C&D) - Outside-In: NIH --> Buying innovation (P&G C&D) - Inside-Out: Not Sold Here --> Selling Innovation (GSK selling small patents) - Challenge: high cost of R&D Design Customer Insights Empathy map - what does she see & hear (context) - What does she say & do? (attitude and appearance) - What does she think & feel (what really counts) ○ Pains (frustrations/fears) and gains (wants/needs) Ideation: Start with the BMC, use what-if questions Resource-driven: originate from existing infrastructure or partnerships - AWS based on IT infrastructure Offer-driven: create new value propositions that affect other building blocks - Cemex 4hr delivery vs. 48hrs Customer-driven: based on customer needs, access, or convenience - 23andme mass customization Finance-driven: new revenue streams or cost structures - Xerox leasing model for new copiers Multiple-epicenter driven - Hilti move from selling tools to renting tools Process - Choose a Diverse team - Key question & background/context immersion - Wide range of innovations considered - Criteria selection: what is the most important criteria? - Prototyping: sketch out each business model - Brainstorm warmup: tactics of creativity (silly cow, weird/opposite/extreme) Visual Thinking Post-it notes & sketches/drawings - Understand the essence: big picture, relationships, collective reference point Tell a story with the BMC - sell internally/externally - Map the BMC, draw each element - Place them 1-by-1, define the storyline - Tell the story Prototyping - Not a simulation, but a thinking tool to help explore possibilities ○ Watchout: "business as usual" mentality towards incremental improvements ○ Watchout: "need more data" - you will get it by prototyping "If you freeze an idea too quickly, you fall in love with it. If you refine it too quickly, you become attached to it and it becomes very hard to keep exploring, to keep looking for better. The crudeness of the early models in particular is very deliberate." - Jim Glymph, Gehry Partners Storytelling - Make the new tangible ○ POV of a company employee: showcase inner workings of the org ○ POV of a customer: showcase how the organization creates value for her - Clarify how your business model solves a customer problem - Engage people by emotion rather than logic Scenarios Use scenarios to guide business model design; identify critical customer segments Future scenarios - driving forces matrix - Create a new business model for each scenario quadrant Strategy Map the design space based on external factors (simplified porter) - market forces ○ Market issues, market segments, needs & demands, switching costs, revenue attractiveness - industry forces ○ Competitors/incumbents, new entrants/insurgents, substitutes, suppliers & value chain actors, stakeholders - Key trends ○ Technology, regulatory, societal/cultural, socioeconomic - macroeconomic forces ○ Global market conditions, capital markets, commodities/resources, economic infrastructure - Good SWOT guideline on p217 Blue Ocean Strategy - fundamental differentiation - Eliminate: which factors can you eliminate that the industry has long competed on? - Reduce: Which factors should be reduced well below industry standard? - Raise: Which factors should be raised well above industry standard? - Create: Which factors should be created that the industry has never offered? Increase value while decreasing costs - p229 Cirque du Soleil & Wii examples - Raise/Create right side value (CR, CS, CH, R$ & VP) - Eliminate/Reduce left side costs (KA, KP, KR, C$ & VP) Process Starting Point - Business Model Design & Innovation ○ Satisfy market: fulfill unmet need (Lulu.com, NetJets, Tata car) ○ Bring to market: new technology or product (swatch, Nespresso) ○ Improve market: improve or disrupt (Wii, Dell, Skype) ○ Create Market: entirely new business (Uber, Google, Diners Club) - Factors Specific to Established Organizations ○ Reactive: out of a crisis with existing business (Wii) ○ Adaptive: adjusting or improving business for defense (P&G C&D) ○ Expansive: Launching a new tech or service (iPod, Nespresso) ○ Pro-active/explorative: preparing for future (AWS, car2go) 5-phases of business model design - Mobilize: setting the stage - BMC, storytelling ○ Frame project objectives, test preliminary ideas, plan, assemble team ○ Build legitimacy, engage vested interests early ○ Watchout: overestimation of business potential (red team it) - Understand: immersion - customer insights, visual thinking, scenarios ○ Scan environment, study potential customers, interview experts, research context ○ Critical to develop customer empathy, question industry assumptions + status quo ○ Watchout: over-research (paralysis by analysis), pre-commitment bias - Design: inquiry - ideation, prototyping, blue ocean ○ Brainstorm, prototype, test, select ○ bolder model = higher level of uncertainty; watchout for short term focus ○ Watchout: watering down or squashing ideas too early, falling in love too early - Implement: execution - business models strategy ○ Communicate and involve, execute ○ Manage uncertainties, monitor risk/reward expectation, manage roadblocks & sponsorship via communication campaigns ○ Watchout: weak or fading momentum - Manage: evolution - evaluating business models ○ Scan the environment, continually assess the business model, rethink & tweak ○ Manage a portfolio of business models to re-insert as appropriate ○ Watchout: becoming a victim of your own success

  19. 5 out of 5

    John Seno

    Reduces business to four essential components namely; offer, infrastructure, financial viability and customer interface. These components are spread out on a big picture visual canvas called "The business model canvas" which enables us to see crucial connections and relationships within the business. This book also incorporates classic strategic management tools like PEST analysis and SWOT analysis to further enhance the value of this book. This has to be the best business book I have come acros Reduces business to four essential components namely; offer, infrastructure, financial viability and customer interface. These components are spread out on a big picture visual canvas called "The business model canvas" which enables us to see crucial connections and relationships within the business. This book also incorporates classic strategic management tools like PEST analysis and SWOT analysis to further enhance the value of this book. This has to be the best business book I have come across yet! A seven star business book :-)

  20. 5 out of 5

    Mark M. Whelan

    I recently completed the design thinking course at Stanford and was compelled to read this after seeing the author there. It's a summary of the design thinking decision process in relation to all business models. An intuitive and inspiring examination which is easily actionable after a single read. The overall approach appears to borrow heavily from IDEO; however, doesn't appear to sufficiently credit them..nevertheless, it's quite simply...brilliant.

  21. 5 out of 5

    Raafat

    إذا بدي اكتب عن هالكتاب فيمكن اكتب كتاب كامل عن التجربة والعظمة. محتوى الكتاب بعطيه عشرة من عشرة وتصميم الكتاب والصفحات عشرة من عشرة بدون أي مبالغة. كل صفحة عبارة عن رحلة. كل صفحة عم تجاوبني عن سؤال كان ببالي. صرت بآخر صفحة والكتاب عم يجاوبني لحتى وصلت لآخر سؤال. بالنسبة إلي كان هالكتاب من أمتع تجارب حياتي. فعلاً مو طبيعي. ما بحب التمجيد بالكتب والمنتجات, بس من ورا الكنز يلي جوا هالكتاب أنا متمني روح اتشكر المؤلفين والمصممين يلي ساووه.

  22. 4 out of 5

    Nick

    I absolutely love this elegant workbook – both its design and the ideas. It takes the nine pieces of a business model – customer segments, value propositions, channels, customer relationships, revenue streams, key resources, key activities, key partnerships, and cost structure – and gives you ideas, questions, activities and examples to generate ideas in each area. Work through this book if you’re thinking about starting a business and the result is far more likely to be successful.

  23. 4 out of 5

    Felicita Hioe

    Once i understand the concept, once i understand it all.

  24. 4 out of 5

    Rahib Heydarov

    Great book for anyone is in the phase of a startup!!!

  25. 5 out of 5

    Hasan AbuMeteir

    من اهم الكتب الخاص بريادي الاعمال يساعد في وضع تصور كامل للمشروع و كما انه يعتبر من أكثر النماذج مرونه و دقة لا غنى لاي صاحب مشروع عن هذا الكتاب

  26. 5 out of 5

    Andra

    A useful induction into business models, how they're built and the disciplines necessary to be able to create and implement one.

  27. 4 out of 5

    Ag

    Алсыг харагч, тоглоомын дүрмийг өөрчлөгч, хувьсгал хийгчдэд зориулсан гарын авлага Ревью гэхээсээ илүүтэй товчлол бичих бодолтой байна. Учир нь хүмүүст ширээний ном гэж байдаг шиг энэ нэг хэсэгтээ миний ширээний ном болох нь. Өөрийн ном биш учир ширээн дээрээ байлгаад байж чадахгүй, харин эндээ товчлолоо биччихвэл дэлгэцийн ном болчихно гэж санаад :) Товчлолыг ил, нээлттэй бичиж байгаадаа бага боловч гэмшиж байна. Уг Номыг монгол хэлэнд хөрвүүлэн, хэвлүүлсэн YMC компани, Халиунбат захиралд таларха Алсыг харагч, тоглоомын дүрмийг өөрчлөгч, хувьсгал хийгчдэд зориулсан гарын авлага Ревью гэхээсээ илүүтэй товчлол бичих бодолтой байна. Учир нь хүмүүст ширээний ном гэж байдаг шиг энэ нэг хэсэгтээ миний ширээний ном болох нь. Өөрийн ном биш учир ширээн дээрээ байлгаад байж чадахгүй, харин эндээ товчлолоо биччихвэл дэлгэцийн ном болчихно гэж санаад :) Товчлолыг ил, нээлттэй бичиж байгаадаа бага боловч гэмшиж байна. Уг Номыг монгол хэлэнд хөрвүүлэн, хэвлүүлсэн YMC компани, Халиунбат захиралд талархаж байна. Улам олон хүн авч уншаасай, хэрэгжүүлдэггүй юм гэхэд ойлгож, мэдрээсэй. http://www.ymc.mn/ Байгууллага хэрхэн үнэ цэнийг бүтээж, түгээж, улмаар өөртөө үнэ цэнийг бий болгох байгааг Бизнес модель харуулдаг. *****CANVAS***** Бүрдүүлэгч 9 зүйл 1. Customer segments - Mass market - Niche market - Ангилж, сегментчилсэн - Деверсификаци хийсэн - Олон талт 2. Value Propositions - Шинэлэг байдал - Бүтээмж - Тохируулан бүтээх - Ажлаа хийхэд нь туслах - Дизайн - Брэнд/байр суурь - Үнэ - Зардлыг бууруулах - Эрсдлийг бууруулах - Хүртээмж - Тохь тух 3. Channels - Өөрийн - шууд - Түншийн - шууд бус Үе шатууд: 1. Мэдээллийн, 2. Үнэлгээний, 3. Борлуулалтын, 4. Хүргэлт, түгээлтийн, 5. Борлуулалтын дараах 4. Customer Relationships - Ганцаарчилсан - Тусгайлсан - Өөртөө үйлчлэх - Автоматжуулсан - Олон нийт - Хамтран бүтээх нь 5. Revenue Stream - Хөрөнгө худалдах - Хэрэглээний төлбөр - Бүртгэлийн хураамж - Түрээс - Лиценз - Брокерын төлбөр - Зар сурталчилгаа 6. Key Resources - Материаллаг - Оюуны өмчийн - Хүний - Санхүүгийн 7. Key Activities - Үйлдвэрлэл - Асуудал шийдвэрлэх - Платформ/Сүлжээ 8. Key Partnerships - Оновчтой болгох ба хэмнэлтийн үр ашиг - Тодорхойгүй байдал ба эрсдлийг бууруулах - Нөөцийг бүрдүүлэх ба хамтын ажиллагаа 9. Cost Structure - Зардалд суурилсан - Үнэ цэнэд суурилсан зардлын шинжүүд - Тогтмол зардал - хувьсах зардал - Хэмжээний үр ашиг - Цар хүрээний үр ашиг *****PATTERN***** Unbundling Business Model - Задалсан бизнес модель Дэд бүтцийн удирдлага, Бүтээгдэхүүний шинэчлэл, Харилцагчийн үйлчилгээ гурвыг салгах. Жнь: Private banking, Mobile operators The Long Tail - Урт сүүл Цөөн тоогоор борлогддог маш их бүтээгдэхүүн% үйлчилгээг гаргах. Нийт дүнгээрээ ашигтай байдаг. Жнь: Хэвлэлийн салбар Lulu.com, LEGO Multi-Sided Platforms - Олон талт платформ Хоёр буюу түүнээс дээш харилцан хамааралтай хэрэглэгчийн бүлгүүдийг нэг дор нэгтгэдэг. Үнэ цэнэ: Нэг хэрэглэгчийн бүлэгт хэрэгцээтэй өөр хэрэглэгчийн бүлэг нэг платформд байдаг нь. Үнэ цэнээ хэрхэн бүтээх вэ: бүлэг хоорондын харилцааг идэвхжүүлж, өрнүүлснээр Үнэ цэнээ нэмэх нь: платформд илүү олон хэрэглэгчийг татаж, сүлжээ үүсгэснээр Хэрэглэгчийн сегмент бүр нь ялгаатай орлогын урсгал авчирдаг. Зарим хэрэглэгчийн сегментэд үнэгүй үйлчилгээ санал болгож болно, энэ нь бусад сегментээс олох орлогод шингэсэн байдаг. Гол зардал нь платформын удирдлага, хөгжүүлэлт. Жнь: VISA, Google, eBay, MS Windows, Financial Times FREE as a Business Model - Үнэгүй 1. Үнэгүй санал дээр суурилсан олон талт платформ. Үнэгүй бүтээгдэхүүн, үйлчилгээгээр хэрэглэгчдийг татаж платформын нэг талаа бий болгоно. Нөгөө талаас нь орлогоо олно. Жнь: Метро сэтгүүл 2. Freemium - Энгийн үйлчилгээг үнэгүй ав, илүүг хүсвэл мөнгө төл. Төлбөргүй хэрэглэгчийн 10 хүрэхгүй хувь нь төлбөртэй хэрэглэгч болдог. Жнь: Flickr, RedHat, Skype "0 үнэтэй үед үүсэх эрэлтийн хэмжээ нь маш бага үнэтэй үед үүсэх эрэлтийн хэмжээнээс хэд дахин илүү" Катрик Хосанагар, Уортоны их сургууль 3. Өгөөш ба дэгээ - а. Алагдлаар тэргүүлэх, б. Сахлын хутга ир Жнь: Gillette, HP, Epson, Canon Open Business Models - Нээлттэй Түншүүдтэй хамтран ажиллаж үнэ цэнэ бүтээх. - Гаднаас дотогш - түншийн санааг ашиглах - Дотроос гадагш - ашиглахгүй байгаа санаа, хөрөнгийг бусдад ашиглуулах Жнь: P&G, GlaxoSmithKilne, Innocentive "Бүх ухаантай хүмүүс танай байгууллагад ажилладаггүй. Харин нээлттэй инноваци бол мэдлэгээр бялхсан өнөө үед эдгээр хүмүүсийг олж, холбогдож, таны төлөө хийж чадах зүйлийг нь ашиглах тухай юм" Хенри Чесбрау *****DESIGN***** 1. Хэрэглэгчээ ойлгох - Хэрэглэгч юу хийж байна? Бид яаж тусалж чадах вэ? Хэрэглэгч юунд тэмүүлж байна? Түүнийгээ биелүүлэхэд нь бид яаж туслах вэ? - Хэрэглэгчидтэй хэрхэн холбоо тогтоовол тэдэнд илүү амар, илүү дээр вэ? Бид тэдний амьдралын хэмнэлд бизнесээ хэрхэн нийцүүлж болох вэ? - Хэрэглэгчид маань биднийг тэдэнтэй ямар харилцаа тогтооно гэж хүлээж байна вэ? - Хэрэглэгчид чухам ямар үнэ цэнийн төлөө мөнгө төлөхөд бэлэн байна вэ? Тэр юу * хардаг вэ - түүнд: найзууд, зах зээл юу санал болгодог * сонсдог вэ - түүнд: найзууд, дарга, бусад нөлөө бүхий хүмүүс юу хэлдэг * мэдэрдэг вэ - түүнд: юу чухал, юунд түгшдэг, юунд тэмүүлдэг * хэлдэг, хийдэг вэ - түүний: биеэ авч явах, үзэмж, бусдад хандах хандлага * Зовлон бэрхшээл - айдас, сэтгэл дундуур байдал, саад тотгор * Ололт амжилт - хүсэл/хэрэгцээ, амжилтын хэмжүүр EMPHATY MAP 2. Ургуулан төсөөлөх Нөхцөл байдлыг үл тоо - Өнгөрснийг март - Өрсөлдөгчид дээр бүү төвлөр - Уламжлалт зүйлд шүүмжлэлтэй ханд *Инновацийн төрлүүд - нөөцөд суурилсан - үнэ цэнэд суурилсан - хэрэглэгчид суурилсан - санхүүд суурилсан - олон суурьт *Хэрвээ ингэвэл *1. Багаа бүрдүүлэх *2. Судлан танилцах *3. Тэлэх *4. Шалгуур үзүүлэлтээ сонгох *5. Үлгэрчилсэн загвар гаргах *Brainstorming дүрмүүд: Төвлөр - Дүрмийг сахиул - Визуал сэтгэ - Бэлтгэ 3. Визуал сэтгэхүй Post-It, зургаар санаагаа илэрхийлэх нь - Мөн чанарыг ойлгох: визуал хэлний дүрэм, том дүр зургийг харуулах, хамаарлыг нь олж харах - Яриа хэлэлцүүлгийг сайжруулах: дундын лавлах, дундын хэл, нэгдсэн ойлголцол - Санаа эрэлхийлэх: санаа өдөөх, тоглох - Харилцааг сайжруулах: компани даяар нэгдсэн ойлголттой болох, дотроосоо дэмжлэг хүлээх, гаднаас дэмжлэг хүлээх давуу талуудтай 4. Үлгэрчилсэн загвар "Та аль нэг санаан дээр хэтэрхий эрт тогтвол, түүндээ ухаан алдан дурлана. Хэрэв хэтэрхий эрт аль нэг дээр нь ажиллаж, сайжруулж эхэлбэл тэр санаандаа татагдаж, өөр шинэ санаа эрэлхийлэхэд хэцүү болж эхлэнэ. Тийм ч учраас эхний хэдэн загварыг албаар түүхийгээр нь байлгадаг". Жим Глимп, Gehry Partners 5. Түүх өгүүлэх Танилцуулах - Хөрөнгө оруулагчдад танилцуулах - Ажилтнуудаа татан оролцуулах Биежүүлэх - Тодруулах - Хүмүүсийг татан оролцуулах Түүх ярихын гол зорилго нь бизнес моделийг санаанд буухуйц бодит, сонирхолтой байдлаар гаргаж харуулах билээ. 6. Сценарь бүтээх За час үнэндээ энэ хэсгийг сайн төвлөрч уншсангүй. Нэг их голд нь орж ойлгож чадсангүй. Дахиж уншнаа. *****STRATEGY***** 1. Бизнес моделийн орчин *1) Зах зээлийн хүчин зүйлс - зах зээлийн асуудлууд - зах зээлийн сегментүүд - эрэлт, хэрэгцээ - шилжилт хийх зардлууд - орлогын анхаарал татахуйц байдал *2) Салбарын хүчин зүйлс - өрсөлдөгчид - шинээр нэвтрэгсэд - орлох бүтээгдэхүүн, үйлчилгээнүүд - нийлүүлэгчид болон өртөг нэмэгдэх гинжин хэлхээний оролцогчид - оролцогч талууд *3) Түлхүүр чиг хандлагууд - технологийн хандлагууд - хууль, эрхзүйн асуудлууд - нийгэм, соёлын хандлагууд - нийгэм, эдийн засгийн хандлагууд *4) Макро эдийн засгийн хүчин зүйлс - макро эдийн засгийн нөлөөлөл - хөрөнгийн зах зээлүүд - таваар түүхий эд болон бусад нөөцүүд - эдийн засгийн дэд бүтэц 2. Бизнес моделиудыг үнэлэх *1) Том зургаар үнэлэх *2) Бүрдүүлэгч 9 хэсэг тус бүрээр үнэлэх - SWOT 3. Хөх тэнгисийн стратеги *1) Хасах *2) Багасгах *3) Нэмэгдүүлэх *4) Шинээр бий болгох 4. Олон бизнес модель удирдах *****PROCESS***** *****OUTLOOK*****

  28. 5 out of 5

    Joey Spinella

    As a product manager, it's helpful to think not just about a differentiated product, but about how you are creating an initiative that enables your business to be successful. While most business books only have one good idea, this book has two! 1. build a canvas of your business to understand how all the parts fit together (customer, sales channel, income, value proposition, key activities, key resources, partners, expenses). 2. understand several different template business models with real exa As a product manager, it's helpful to think not just about a differentiated product, but about how you are creating an initiative that enables your business to be successful. While most business books only have one good idea, this book has two! 1. build a canvas of your business to understand how all the parts fit together (customer, sales channel, income, value proposition, key activities, key resources, partners, expenses). 2. understand several different template business models with real examples to see how the parts of the canvas work together.

  29. 4 out of 5

    Jonas Hau

    Describes and visualises many concepts and tools that can be deadly important. Especially for incumbent firms. They need the courage to continually review their business model(s) and strategy, to widely seek inspiration for new business model and test them through prototyping etc. This book can seem very simple, but my impression is that you can read it on different layers of depth depending on your general knowledge of this theoretical space.

  30. 4 out of 5

    Mike Moore

    There's lots of good advice here, though as a product it's over-designed in the way some solutions are over-engineered. This is neither a book nor a slide deck, but something in between. It's pretty, sits well on a coffee table, and provides a nice extended illustration for the HBR article "Reinventing your Business Model".

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