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The Business Model Navigator
19,99 € *
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A strong business model is the bedrock to business success. But all too often, we fail to adapt, clinging to outdated business models that are no longer delivering the results we need. The brains behind The Business Model Navigator have discovered that just 55 business models are responsible for 90% of our most successful businesses. These 55 models – from the Add-On model used by Ryanair to the Subscription model used by Spotify – provide the blueprints you need to revolutionise your business and drive powerful change. As well as providing a practical framework for adapting and innovating your business model, this book also includes each of the 55 models in a quick-read format that covers: What it is Who invented it and who uses it now When and how to apply it “An excellent toolkit for developing your business model.” Dr Heinz Derenbach, CEO, Bosch Software Innovations Product Description A strong business model is the bedrock to business success. But all too often we fail to adapt, clinging to outdated models that are no longer delivering the results we need. The brains behind The Business Model Navigator have discovered that just 55 business models are responsible for 90% of the world's most successful businesses. These 55 models – from the Add-On model used by Ryanair to the Subscription model used by Spotify – provide the blueprints you need to revolutionise your business and drive powerful change. As well as providing a practical framework for adapting and innovating your business model, this book also includes each of the 55 models in a quick-read format that covers: What it is Who invented it and who uses it now When and how to apply it “An excellent toolkit for developing your business model.” Dr Heinz Derenbach, CEO, Bosch Software Innovations Backcover A strong business model is the bedrock to business success. But all too often we fail to adapt, clinging to outdated business models that are no longer delivering the results we need. The brains behind The Business Model Navigator have discovered that just 55 business models are responsible for 90% of our most successful businesses. These 55 models – from the Add-On model used by Ryanair to the Subscription model used by Spotify – provide the blueprints you need to revolutionise your business and drive powerful change. As well as providing a practical framework for adapting and innovating your business model, each of the 55 models are in a quick-read format, covering: What it is Who invented it and who uses it now When and how to apply it 'An excellent toolkit for developing your business model.' Dr Heinz Derenbach, CEO, Bosch Software Innovations PART I 1. The Business Model Navigator The logic of business models The age of business model innovations Elements of a business model Challenging industry thinking 2. Business Model Navigation Principles Know this: Creative imitation and the role of recombination Initiation: Analyze your environment Ideation: adapting patterns Integration: Shaping your business model Implementation: Realizing your plan 3. Change Management Promoting change Defining your line of attack Defining structures, processes, and goals Building competencies Culture as a change-driver PART II: The 55 Business Model Innovation Patterns 1 ADD-ON – Charge for Extras 2 AFFILIATION – Partner Success = Own Success 3 AIKIDO – Convert Competitors’ Strengths to Weaknesses 4 AUCTION – Going once, going twice… sold! 5 BARTER – By-Products as a Bonus 6 CASH MACHINE – “Coining” Money with Negative Working Capital 7 CROSS SELLING – Two Birds with One Stone 8 CROWDFUNDING – Swarm Financing 9 CROWDSOURCING – Outsourcing to Swarms 10 CUSTOMER LOYALTY – Rewards for Enduring Loyalty 11 DIGITIZATION – Digitizing Physical Products 12 DIRECT SELLING – Skipping Middlemen 13 E-COMMERCE – Online Transparency and Cost Reductions 14 EXPERIENCE SELLING – Emotionalizing Products 15 FLAT RATE – Unlimited Consumption at a Fixed Price 16 FRACTIONAL OWNERSHIP – Share Ownership and Use Efficiently 17 FRANCHISING – One for All and All for One 18 FREEMIUM – Free Basic and Paid Premium Versions 19 FROM PUSH-TO-PULL – Customers Create a Maelstrom to Attract Value 20 GUARANTEED AVAILABILITY – Product Access is a Certainty 21 HIDDEN REVENUE – Separating Revenues from Customers 22 INGREDIENT BRANDING – Brand-in-Brand 23 INTEGRATOR – Value Added Through Integration 24 LAYER PLAYER – Layer Specialist 25 LEVERAGE CUSTOMER DATA – Varied Use of Customer Data 26 LICENSE – Commercializing Intellectual Property 27 LOCK-IN – High Switching Costs Force Loyalty 28 LONG TAIL – Little and Often Fills the Purse 29 MAKE MORE OF IT – Multiply Competencies outside Your Core Business 30 MASS CUSTOMIZATION – Off the Rack Individualism 31 NO FRILLS – Everything, Except Expensive 32 OPEN BUSINESS MODEL – Leverage Collaborative Value Creation 33 OPEN SOURCE – Creating a Free Solution Together 34 ORCHESTRATOR – Direct the Value Chain 35 PAY PER USE – Consumption-Based Fees 36 PAY WHAT YOU WANT – What is its Worth to You? 37 PEER-TO-PEER – From Person to Person 38 PERFORMANCE-BASED CONTRACTING – Results-Based Fees 39 RAZOR AND BLADE – Bait and Hook 40 RENT INSTEAD OF BUY – Purchase a Temporary Right to Use 41 REVENUE SHARING – Split Symbiotic Returns 42 REVERSE ENGINEERING – Quickly Learn from Competitors 43 REVERSE INNOVATION – Learn from Quick and Dirty Solutions 44 ROBIN HOOD – Take from the Rich and Give to the Poor 45 SELF-SERVICE – Working Customers 46 SHOP-IN-SHOP – Piggy-Backing 47 SOLUTION PROVIDER – One Stop Shop 48 SUBSCRIPTION – Subscribe to Services 49 SUPERMARKET – Huge Selection, Tiny Prices 50 TARGET THE POOR – Customers at the Base of the Earnings Pyramid 51 TRASH-TO-CASH – Monetize Garbage 52 TWO-SIDED MARKET – Attract Indirect Network Effects 53 ULTIMATE LUXURY – More for More Strategy 54 USER DESIGNED – Customers Become Inventive Entrepreneurs 55 WHITE LABEL – Own Brand Strategy PART III: Appendix Glossary All business model patterns at a glance Further readingA strong business model is the bedrock to business success. But all too often, we fail to adapt, clinging to outdated business models that are no longer delivering the results we need. The brains behind The Business Model Navigator have discovered that just 55 business models are responsible for 90% of our most successful businesses. These 55 models - from the Add-On model used by Ryanair to the Subscription model used by Spotify - provide the blueprints you need to revolutionise your business, spark innovation and drive powerful change. As well as providing a practical framework for adapting and innovating your business model, this book also includes each of the 55 models in a quick-read format that covers: * What it is * Who invented it and who uses it now * When and how to apply it "An excellent toolkit for developing your business model.” Dr Heinz Derenbach, CEO, Bosch Software Innovations

Anbieter: buecher
Stand: 25.10.2020
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'Yahoo!' - A case study about brand valuation
42,90 CHF *
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Research Paper (undergraduate) from the year 2008 in the subject Business economics - Marketing, Corporate Communication, CRM, Market Research, Social Media, grade: 1,0, Avans+ Hogeschool B.V., Breda (Verwaltungs- und Wirtschaftsakademie, Krefeld), course: Bachelor of Business Administration, 93 entries in the bibliography, language: English, abstract: First of all, the following chapter will deal with the framework of brand evaluation. To give an idea of the internet service provider Yahoo!, the company will be introduced in the first part. The next part concentrates on the role an established brand plays and what effect it has. The following chapter will point out what it means to lead a brand and which value it has to a company. As a matter of course, the conclusions will be related to the special case of Yahoo!. To provide a general survey of the topic of brand evaluation, the next chapter deals with the economical and judicial frame. It explains the situation within the topic of intangible assets and their special treatment concerning the balance sheet. In Chapter 2.4.2 the different causes for brand evaluation will be described and the cause of acquisition will be determined as the appropriate cause for the present case of Yahoo!. Chapter 2.5 concentrates on the necessary requirements for a sufficient and objective brand evaluation, especially in the case of acquisition. Before three of the most important and established methods of brand evaluation will be analysed, the large number of all current methods have to be categorised. For that reason the third chapter will start with the classification of methods. After regarding the three possible categories, the last part will come to the decision for just one category, which comes into question for the present case.(...) After these three analyses, it is possible to overlook the whole topic of brand evaluation. Chapter 2.5 defines the general requirements for an objective method of brand evaluation. The following chapters will survey three of the most popular models and will point out their advantages and disadvantages. In the result conclusions can be drawn from the accomplished analyses. In this way a new suitable method of calculation will be developed in Chapter 4.2. It is a try to find a solution for the problem of the current methods' weaknesses and to create an objective method, which regards the most important criteria and fulfils the requirements for an impartial evaluation.

Anbieter: Orell Fuessli CH
Stand: 25.10.2020
Zum Angebot
'Yahoo!' - A case study about brand valuation
26,80 € *
ggf. zzgl. Versand

Research Paper (undergraduate) from the year 2008 in the subject Business economics - Marketing, Corporate Communication, CRM, Market Research, Social Media, grade: 1,0, Avans+ Hogeschool B.V., Breda (Verwaltungs- und Wirtschaftsakademie, Krefeld), course: Bachelor of Business Administration, 93 entries in the bibliography, language: English, abstract: First of all, the following chapter will deal with the framework of brand evaluation. To give an idea of the internet service provider Yahoo!, the company will be introduced in the first part. The next part concentrates on the role an established brand plays and what effect it has. The following chapter will point out what it means to lead a brand and which value it has to a company. As a matter of course, the conclusions will be related to the special case of Yahoo!. To provide a general survey of the topic of brand evaluation, the next chapter deals with the economical and judicial frame. It explains the situation within the topic of intangible assets and their special treatment concerning the balance sheet. In Chapter 2.4.2 the different causes for brand evaluation will be described and the cause of acquisition will be determined as the appropriate cause for the present case of Yahoo!. Chapter 2.5 concentrates on the necessary requirements for a sufficient and objective brand evaluation, especially in the case of acquisition. Before three of the most important and established methods of brand evaluation will be analysed, the large number of all current methods have to be categorised. For that reason the third chapter will start with the classification of methods. After regarding the three possible categories, the last part will come to the decision for just one category, which comes into question for the present case.(...) After these three analyses, it is possible to overlook the whole topic of brand evaluation. Chapter 2.5 defines the general requirements for an objective method of brand evaluation. The following chapters will survey three of the most popular models and will point out their advantages and disadvantages. In the result conclusions can be drawn from the accomplished analyses. In this way a new suitable method of calculation will be developed in Chapter 4.2. It is a try to find a solution for the problem of the current methods' weaknesses and to create an objective method, which regards the most important criteria and fulfils the requirements for an impartial evaluation.

Anbieter: Thalia AT
Stand: 25.10.2020
Zum Angebot