Summary of Alexander Osterwalder & Yves Pigneur's Business Model Generation , livre ebook

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28 pages

English

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Please note: This is a companion version & not the original book.
Sample Book Insights:
#1 A business model describes the rationale behind how an organization creates, delivers, and captures value. It is like a blueprint for a strategy to be implemented through organizational structures, processes, and systems.
#2 Customers are the heart of any business model. A company must make a decision about which segments to serve and which to ignore. Once this decision is made, a business model can be designed around a strong understanding of specific customer needs.
#3 Business models differentiate between market segments with slightly different needs and problems. For example, a bank's retail arm may serve a large group of customers with assets of up to $100,000, while a smaller group of affluent clients has a net worth of more than $500,000.
#4 An organization with a diversified customer business model serves two unrelated Customer Segments with very different needs and problems. For example, in 2006 Amazon. com began selling cloud computing services.

Sujets

Entrepreneuriat

Business

Economics

Entrepreneurship

Employabilité, métiers et formations

Informations

Publié par	Everest Media LLC
Date de parution	22 mai 2022
Nombre de lectures	0
EAN13	9798822519060
Langue	English
Poids de l'ouvrage	1 Mo

Informations légales : prix de location à la page 0,0100€. Cette information est donnée uniquement à titre indicatif conformément à la législation en vigueur.

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Insights on Alexander Osterwalder & Yves Pigneur's Business Model Generation
Contents Insights from Chapter 1 Insights from Chapter 2 Insights from Chapter 3 Insights from Chapter 4 Insights from Chapter 5
Insights from Chapter 1

#1

A business model describes the rationale behind how an organization creates, delivers, and captures value. It is like a blueprint for a strategy to be implemented through organizational structures, processes, and systems.

#2

Customers are the heart of any business model. A company must make a decision about which segments to serve and which to ignore. Once this decision is made, a business model can be designed around a strong understanding of specific customer needs.

#3

Business models differentiate between market segments with slightly different needs and problems. For example, a bank's retail arm may serve a large group of customers with assets of up to $100,000, while a smaller group of affluent clients has a net worth of more than $500,000.

#4

An organization with a diversified customer business model serves two unrelated Customer Segments with very different needs and problems. For example, in 2006 Amazon. com began selling cloud computing services.

#5

The Value Proposition is the reason why customers turn to one company over another. It solves a customer problem or satisfies a customer need. Each Value Proposition consists of a selected bundle of products and/or services that cater to the requirements of a specific Customer Segment.

#6

Offering similar value at a lower price is a common way to satisfy the needs of price-sensitive Customer Segments. But low-price Value Propositions have important implications for the rest of a business model.

#7

Making products and services available to customers who previously lacked access to them is another way to create value. This can be accomplished through business model innovation, new technologies, or a combination of both.

#8

Channels are the means by which an organization reaches its customers. They can be direct, such as in-house sales forces or a Web site, or indirect, such as retail stores owned or operated by the organization.

#9

Companies should clarify the type of relationship they want to establish with each Customer Segment. Relationships can range from personal to automated. Customer relationships are driven by the following motivations: acquisition, retention, and boosting sales.

#10

Companies are using user communities to become more involved with their customers and prospects, and to facilitate connections between community members. Community members can exchange knowledge and solve each other’s problems.

#11

A business model is made up of two types of Revenue Streams: one-time transactions and recurring revenues. A company must ask itself what value each customer is willing to pay for each Revenue Stream.

#12

A Revenue Stream created by granting someone the exclusive right to use an asset for a fixed period in return for a fee. For the lender, this provides the advantage of recurring revenues. For the borrower, this provides the advantages of incurring expenses for only a limited time rather than bearing the full costs of ownership.

#13

All business models require Key Resources. These resources allow an enterprise to create and offer a Value Proposition, reach markets, maintain relationships with Customer Segments, and earn revenues.

#14

Intellectual resources, such as brands, proprietary knowledge, patents, and copyrights, are becoming increasingly important components of a strong business model. Intellectual resources are difficult to develop, but when successfully created, may offer substantial value.

#15

The business model of a company is made up of a number of Key Activities. These are the most important actions a company must take to operate successfully. Like Key Resources, they differ depending on business model type.

#16

Business models designed with a platform as a Key Resource are dominated by platform or network-related Key Activities. Networks, matchmaking platforms, software, and even brands can function as a platform.

#17

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Summary of Alexander Osterwalder & Yves Pigneur's Business Model Generation , livre ebook

Entrepreneuriat

Business

Economics

Entrepreneurship

Employabilité, métiers et formations

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