An example of a description of the business model org master. Business model: types, examples and construction. Key activities

Drawing up a business model helps to structure information about the company, identify strengths and weak sides, build a development strategy. There are different options, but one of the most popular is the Alexander Osterwalder model. It includes nine main points:

• who are your customers;
• What value does your company provide?
• sales channels;
• customer relationships;
• key resources;
• key activities;
• key partners;
• income;
• costs.

Draw up a business model

Who are your clients

Your customers can be divided into groups according to certain characteristics. You don't have to use the template sex/age/marital status. You can take more understandable, simple and capacious descriptions, for example:

• customers who want everything at once, are not used to waiting, do not accept refusal, are ready to pay well;
• customers who want to get the maximum number of services for the minimum money make decisions for a long time, make constant complaints about work, and do not make additional purchases.

If your clients are other companies, then you work in the business-to-business (B2B) segment, if you are individuals, then in the business-to-consumer (B2C) segment. In some cases, both forms of work occur. Answer the following questions for yourself:

• What segment do you work in?
• Why exactly in it?
• On what grounds can customers be divided into groups?

What value does your company provide

Answer the following questions for yourself:

• What is the value of the product or service you provide to the customer?
• What problem does he solve?

There are a large number of values, primary or secondary. For example:

• the speed at which the product or service is provided;
• quality of service;
• price;
• convenience;
• brand.

The basis of innovative business models is customer value. If it is difficult to formulate it right away, consider this question. If there is value in your proposed product, analyze how you can increase it.

Sales channels

Determine how the user learns about the product and service and how he receives it. There are five main ways:

1. personal contacts or telephone;
2. website or shop;
3. delivery;
4. Internet (blogs and social networks);
5. traditional media (radio, television, etc.).

To determine the quality of your own channels, answer the following questions for yourself:

• How will your potential customers find out about your product or service?
• Are these channels effective?
• How can they be improved?

Relationships with clients

Analyze what type of relationship will be established with each client or group of clients. For one business the best option is a personal service, assigning a manager to key clients. For the other, self-service and automated systems sales. Define for your company:

• What form of customer relationship will be optimal?
• What to focus on: attracting new customers or developing a loyalty system and retaining old ones?
• Is it necessary to increase the average check and is it possible to do this?
• How often do customers make repeat purchases?

Key Resources

Key resources include:

• human,
• financial,
• intellectual and
• material.

Answer the questions for yourself:

• Which of them are used in your business?
• Are they enough?
• Can they be improved or increased?

Key activities

Here it would be easier to describe the business processes or the main tasks that are performed in the company. But the business model requires you to identify key activities in terms of creating value for the customer.

Key Partners

No organization can exist in a business vacuum. For effective work build strong relationships with partners. Here it is important not only to assess the quality of existing partners, but also to analyze how relationships can be made more profitable and useful. In some areas, there are companies that have a similar target audience, but they are not direct competitors. Develop joint promotions, exchange customers, help each other in development.

Income

Consider sources of income. But shift the focus from your own company to the customer like this:

• What is the customer willing to pay for?
• What is his preferred payment method?
• Does the client pay once or are payments regularly repeated?
• Is there a system of repeat and additional sales?

Costs

Based on the analysis of key activities, resources and partners, calculate the main costs. Be sure to include in this paragraph:

• fixed costs;
• variable expenses;
• options for optimizing costs (changing suppliers or contractors, transferring some functions to outsourcing, abandoning unprofitable areas of work).

Based on this information, make several options for business models so that they differ in the content of different blocks. Use uncomfortable questions or make assumptions that at first glance seem impossible. Analyze the result, identify growth areas and choose the best business model for your business.

Today, many experts and specialists talk about business process models and talk about their effectiveness, but many novice businessmen and startups do not even understand what it is. In this article, we decided to figure out what this term is and in what cases it is used.

Introduction

A business model is a unique, nuanced strategy of a company, the main goal of which is to maximize profits. The model necessarily includes various values ​​and directions that the company can offer customers, that is, in fact, it describes the possible potential of the organization, the possibilities for creating a certain product and communicating it to the consumer in order to obtain a permanent income.

Scheme of the classic business model

For example, a restaurant model offers a cozy place for the visitor to relax, where he can have dinner and have a good time on his own or with his relatives/friends. The online store model involves the resale of certain products through the network and the receipt of a certain profit, and the commercial site - the sale of advertising or links.

So what is a business model? This is a kind of link between the offer of the organization, the target audience and sales of the company's goods. Bringing this into a single whole, we get the necessary development and work strategy aimed at maximizing profits. When developing a strategy, it is necessary to understand the nuances of the company's work in order to build detailed plan its development. She will answer the following questions:

1. Who specifically influences the conduct of business processes and what exactly he does.
2. What commercial idea works/will be implemented in the company.
3. Who exactly implements the normal course of business processes.
4. What activities need to be carried out to improve communication and understanding of processes between branches or departments of the organization.
5. How to establish an effective system that allows you to manage labor resources and train new employees.

What is the difference between strategy and model

Many entrepreneurs and managers often cannot answer the difference between a strategy and a model, confusing these terms or considering them identical. Actually it is not. The model is needed to provide an option for quickly converting the company's proposal into profit, while the strategy captures larger time intervals and considers ways not so much to increase profits as to survive the organization.

Attention:the model, unlike the strategy, does not consider where resources and financing will be attracted from, it aims only to increase profits.

It is also more superficial, that is, when compiling, it is not necessary to conduct a detailed analysis of the market, find out how much the product is in demand, whether the staff is qualified to reproduce it, etc.

What is a business model

Popular types

Today there are many different models - it is almost impossible to describe them all. Therefore, we will consider the most popular kinds:

1. creator or manufacturer. It's simple - you create a certain product or product, and then sell it either to the final buyer or distributors (you can even sell products to one distributor, transferring exclusive rights to him).
2. Classic retail. The idea is simple - you buy a product from a manufacturer or wholesaler, selling it to the final buyer, receiving a certain percentage or markup for this.
3. Niche work. If classical retail usually offers customers a wide range of general goods, then niche work implies functioning in a narrow direction.
4. Personal sales. The company operates in the field retail, offering a wide range of products to all visitors, but at the same time it has a certain circle of customers who have the opportunity to get nice discounts on popular items. To do this, clients need to pay fees to get into the “club”.
5. The only sale. Retail does not sell a huge assortment, but one type of product per day, but at a big discount. Thereby company chooses stale goods at the supplier and conducts hundreds/thousands of sales per day. Customers are notified about the sale of a new product in the chosen way - via e-mail, instant messengers, etc.
6. Integration. A fairly successful technique that allows you to increase sales through online stores for classic distributors. Buyers purchase goods from them, but at the same time they receive it through warehouses in a convenient place (or at the dealer's representative offices).
7. Franchise. A well-known way of doing business whereby a company grants the rights to use its trademark and a polished process to the franchisee, who in return pays a certain percentage of the income.
8. Razor and blade. The classic way, which was developed in the middle of the last century. It implies the sale of a certain product cheaper than cost, provided that the second product is sold with a good markup. As an example, you can consider Gillette razors - the razor itself is inexpensive, but the cartridges are tightened by a serious amount. The second example is printers - a cartridge can cost up to 50% of the cost of a new device.
9. Broker. A classic example of mediation is when a broker finds a buyer and seller of a certain product/service, receiving a certain percentage or a fixed fee for their actions. Brokerage is carried out according to various schemes: auction (for example, Ebay), rent (Booking), sale of virtual goods (GooglePlay), work with finances (Forex), provision of services (Kabanchik or oDesk), etc.
10. Rent. The company rents real estate, vehicles or certain products, then rents it out and receives a certain income. For example, a company leases office building entirely, after which it rents out offices. Or rent a plane, organizing charter flights.

There are other examples building business models: subscription to certain resources or software products partnership programs, paying rewards for the actions taken, multi-level marketing systems, etc.

Standard Pattern

Consider what the traditional model looks like. The template is shown in the picture below.it lets you understand how things work. The key section is services and products. In fact, there are practically no unique products, so the goods are not actually interesting to buyers, since there are hundreds of similar offers around them. Customers are not interested in the product itself, but in what exactly it will be interesting and useful to them. That's why the "Offer" section is so important - you need to describe what you offer and what the product provides. The main thing is to interest potential customers to make a purchase.

Standard Business Model Diagram

Right side of template are ways to sell goods. It consists of several points, the key of which is the establishment of a channel for working with the client. It is the correctness of the channel construction that determines how quickly the consumer will purchase the product after the company releases a certain offer. It is believed that the channel should work in five steps:

1. Informing the client.
2. Persuasion of a potential buyer.
3. Make a deal.
4. Delivery of goods to the buyer.
5. After-sales communication.

Attention:the last point implies that the employee of the company, after the transaction, will clarify with the client whether he liked everything, whether he is satisfied with the quality of the goods. If necessary, the manager will help the client to issue a return or warranty case.

On the left in the diagram, the costs that an organization will incur to create a product and sell it are considered. It is necessary to correctly assess them in order to understand what difficulties will be faced and how to overcome them correctly. It should be understood that the left block completely affects the right one, that is, the costs affect the formation of profits.

Creation principles

Consider how to properly build your own model for a particular enterprise. To get started, study the template above and think about what you can learn or add from it. Then take a pen and a piece of paper by answering the following 5 questions:

1. What exactly do you offer and why customers should be interested in your offer. That is, why the buyer should be interested and what he will receive by making a purchase. In order to answer this question, you need to draw a portrait target audience, describe the proposed product, its functions and advantages.
2. Who may be interested and benefit from your product. This question involves working with a dedicated target audience. You need to understand who will make regular deals, who will be one-time deals, who your niche can touch, what segment it will cover, etc.
3. Channels of interaction. Decide how exactly you will communicate with customers: via the Internet, by phone or instant messengers, through personalized meetings (store), etc. Quite a lot depends on the channels of interaction, so this step should not be ignored.
4. Relationship support. It is necessary not only to convey information to the intended buyer, but also to make it permanent in order to increase the number of sales. To do this, you need to provide support for relationships in various ways.
5. For what and how they pay. Decide which products will be especially popular, not forgetting the 80/20 Pareto rule, think over payment methods, pricing and other financial issues.

Build multiple business models to determine the most effective

These five questions will help you shape the revenue side of your plan. Next, you need to take on the consumables:

1. Think about what resources and technology are needed in order to launch the sale of products. Resources can be not only material - intellectual, human, etc.
2. What processes need to be run in order to make a profit. Processes can be production, that is, launching the creation of a product, platform (creating a site or connecting payments) and organizational, leading to the solution of various issues.
3. Do you need outside help to implement the project or can you do it on your own?
4. What will the launch of the scheme result in. Accordingly, you need to calculate how many resources you need to invest, which processes will be the most complex and expensive, which will require maximum resources and labor costs.

Is the game worth the candle

In the previous chapter, we figured out how to make up the expenditure and income parts. After that, you need to evaluate whether the process should be pursued, that is, to find out if the idea will be profitable. To do this, subtract the estimated expenses from the estimated income. But, as you understand, these are approximate calculations, because they do not take into account great amount real nuances that will arise during the implementation of the project. The question arises - then why make a model?

The answer is simple - in order to choose the most simple and profitable line of business. You need to make not one model, but several in different directions, evaluating the perspectives of each individual case. At the same time, you can studyto understand exactly how such schemes are drawn up, what is indicated on them and how the situation is analyzed.

Moreover, it is necessary to calculate the risks for each stage of cooperation. For example, think about what problems people who have purchased your service or product might have, try to do a little work with a focus group consisting of the intended target audience in order to understand if they like your idea, ask the audience to tell, what interested them, and what did not like or did not cause emotions.Based on the collected information and analytics, try to create a trial version of the product and show it to the audience, having studied their moods and wishes. Find out if you see the problem in the same way as your customers.

In contact with

The business model is a new tool for designing and planning business processes. They aim to find the most effective solutions in making a profit. The process of building business models has received a powerful impetus with massive development. Today, these tools are used not only in the online sphere, but also in traditional business industries. Let's talk about the enterprise, what types of it exist and why they are needed at all.

The concept of a business model

Briefly describing the essence of the business model, it is worth noting that this is a simplified, schematic, conceptual representation of the flow of business processes. This concept arises in response to the numerous challenges of the new economic reality that emerged at the end of the 20th century. More and more newcomers came into the business, and they did not have the time, money and knowledge to develop deep development strategies, they needed effective and fast tools to maximize profits. And the business model is a clear, visual way to see all the components of the business and find points for development and increase in profitability.

Approaches to defining a business model

For the first time the term "business model" appeared in works on economics in the 40s of the 20th century. But then it was not widely used, for a long time it was used in combination with the concept of corporate strategy. And only in the 90s, business models became popular in connection with the understanding of business on the Internet. Later, the term organically entered the lexicon of managers and economists in various fields, not only online. There are two main approaches to formulating the definition of a business model. The first is related to the emphasis on the flow of production processes in the company and is aimed at finding the internal reserves of the company for additional profit. The second approach is related to external environment companies, in particular, with the consumer and his needs and values. In this case, the company chooses a consumer segment, develops a buyer, and establishes relationships with him. There are also many author's concepts, each of which formulates its own interpretation of this concept. In its most general form, we can say that a business model is an analytical tool that, in a schematized, visual form, describes all the processes in a company and helps to find points for making a profit.

Building goals

The main purpose of creating a business model is to find a way for the company to develop. It helps to identify the advantages and competitive differences of the enterprise and evaluate new business processes. Also, the business model allows you to determine the need to make changes to the already familiar ways of the company's existence with the goal. In addition, modeling helps to identify weaknesses firms and address vulnerabilities. The business model is a good tool for assessing the effectiveness of production processes and management organization. It gives a holistic view of the activities of the company and the state of the internal environment, allows you to improve the flow of all processes.

Business model and company strategy

It is not uncommon to find that the terms "business model" and "corporate strategy" are used interchangeably. Or even the strategy is represented as an integral element of the model. However, there are significant differences between these phenomena. The strategy is based on a comprehensive analysis of the external and internal environment of the company and the formulation of long-term goals. And the business model is associated with relatively close goals, it is more of a tactic, as it provides specific answers to questions about how to achieve goals. The business model of the project includes a set of necessary actions as close as possible to the current reality. She in more associated with financial sphere companies. The strategy to a greater extent sets the direction of the development of the company, it is much less specific. The optimal planning sequence is the development of a strategy, and on its basis, the creation of a business model. The strategy in this case is an ideological platform for modeling.

Components

Since the field of business is extremely diverse, there are a large number of options for business models. Theorists and practitioners find different approaches to the definition of this phenomenon and identify diverse sets of components in it. Thus, there are many supporters of the point of view, which includes such components as the organizational structure, resources, business process, organizational functions, corporate strategy and produced goods and services. The generalized business plan model includes the following components: market and competitor analysis, organizational structure, plans for marketing, production, finance, risk assessment, legal grounds. However, these concepts are not quite business models. Osterwalder's most popular business model has 9 main components: customer segments, customer relationships, distribution channels, selling proposition, resources, core activities, key partners, cost structure, and revenue streams. Below we consider this model in more detail. Traditionally, today the business model includes such blocks as consumer, product, marketing, suppliers and manufacturers, finance, competitors, market, non-economic factors of influence.

Stages of building a business model

Any modeling begins with an assessment of the existing situation and the formulation of goals. Further, the construction of business models is associated with the choice of a suitable template and its competent filling. Osterwalder, the world's leading ideologist of business modeling, says that the "design" process includes five main steps:

- Mobilization. At this stage, it is necessary to conduct preparatory studies, assess resources, set goals and, most importantly, assemble the necessary team.

- Understanding. This stage is associated with immersion in the situation, i.e. at this time you need to understand what is happening on the market and in what conditions you will have to do business.

- Design. This stage is associated with the generation of ideas, most often they appear as a result of the “brainstorming” of the team. At this stage, you need to find several viable business ideas and match them with appropriate business model templates.

P application. This stage is associated with testing the developed model to the real conditions of the markets and its adjustment to the existing circumstances.

At governing body. This is the actual stage of using the model, with a periodic assessment of its effectiveness and making adjustments to its functioning.

Types of business models

There are several approaches to identifying the types of objects under study. Realizable assets can serve as the basis for a typology. In this case, models with financial, human, intangible and physical assets are distinguished. According to the model object, such varieties are distinguished as templates for a specific product, for the company as a whole and for a group of companies. In this case, researchers speak of differentiated, undifferentiated, segmented, integrated, adaptive, and externally oriented species. However, the best business models are difficult to typify, and they usually bear the name of the company for which they were first conceived. So, in the 50s of the 20th century, models appeared for companies such as the American McDonald's and the Japanese Toyota. The 60s were marked by the innovative types of Wal-Mart and Hypermarket. In the 80s, Home Depot companies set a new trend, Intel and Dell Computer, followed in the 1990s by models designed for Netflix, eBay, Amazon.com, Starbucks, Microsoft, and the late 20th and early 21st centuries saw a boom in models for Internet projects.

Internet business models

Online commerce has only been gaining momentum in recent years, it is the fastest growing area modern economy. One of the secrets of such a boom is the ability to small investment build a successful profitable business. Since this area, first of all, is a place for the implementation of their plans by young entrepreneurs who do not have experience in deep research and strategic planning, it is on the Internet that a large number of models of different complexity appear. The most popular business model of a company on the Web is online auctions. There are several super-profitable and thousands of small companies built on this principle. Researchers argue that today there are 9 main types of business models implemented on the Internet: brokerage, subscription, trading, advertising, production, mediation, partnership, consumer and community.

Blank-Dorff Model

Steve Blank is one of the most successful startups, and his book with Bob Dorf talks about what new business models should be based on. They are proponents of a consumer-centric approach to business. When compiling a model, it is necessary to answer key questions from five groups:

- Consumers: who are they, what can be offered to them and how to keep them?

- Product: what is it good for and how best to deliver it to the buyer?

- Income: how to make money and how to increase profit?

- Resources: what is needed to achieve the goal, where are these resources and how to get them?

- Partners: who can help in achieving the goal and how to attract them?

Osterwalder model

One of the most famous in the world is the Osterwalder business model, it is suitable for projects in any field of activity. There are 9 blocks in the model:

- Consumer segments. It is necessary to analyze the market and identify suitable segments on which to focus your attention so as not to scatter resources.

- Value propositions. It is necessary to understand what is important for the buyer, what are his main needs and, on this basis, formulate an offer that would meet the needs and values ​​of the consumer. He must get something that will help him solve some problems and satisfy needs.

- Sales channels. Based on the lifestyle of the consumer and his media preferences, it is necessary to choose channels for disseminating information about the product and ways to sell it.

- Relationship with the client. You should consider ways to attract and retain customers, as well as methods to encourage them to make a purchase.

- Key resources. Any company needs tangible, human and intangible resources, an entrepreneur must have a good understanding of what he will need and where it can be obtained.

- Key activities. One of the most important blocks, it must be written in it production processes and management specific to this project.

- Key partners. Who can help achieve the goals: suppliers, manufacturers of basic and related elements, it is important to understand how to involve them in your project.

- Cost Structure and Revenue Streams- these are the blocks for which the business is responsible. You need to have a good idea of ​​what the costs of producing a product and its delivery are and where there are points for potential increase in profits. All of these template blocks need to be completed by doing research and brainstorming.

Model E. Maurya

The "lean" business model is a modification of the Osterwalder template. It also highlights several blocks that need to be filled in: problem, value proposition, customer segments, key metrics, distribution channels. The most important thing in business, according to E. Maurya, is to find an advantage that dishonest competitors cannot copy. These can be technologies, ways of interacting with the buyer, distribution features. It is in the presence of such an advantage that the main secret of business lies.

Johnson Model

According to Mark Johnson, a business model is a way to properly capture the market. He based his template on K. Christensen's concept of pure space capture. The model has three components: the value proposition, the profit formula, and key resources plus key processes. All components are interconnected and influence each other.

business model". If we move away from economic terminology and try the Business Model (BM) - this is the very essence of the business, the ideal system by which it should function. The BM can be described in words or expressed graphically, but most importantly, it should give the answer to the question: how do you make money?

The business model defines the startup's place in the value chain. A business model is a system that consists of business components such as entrepreneurship, strategy, economics, finance, operations. competitive strategies, marketing and company development strategies. Based on this, you can determine the main points that need to be considered in the business model from the very beginning:

1. Product.
2. Consumers.
3. Marketing (sales channels).
4. Suppliers and production.
5. Market (type, volume).
6. Competitors.
7. Finance (structure of expenses and incomes).
8. Non-economic factors that may affect your business.

Business Models for Internet Startups

Currently, 99% of companies have their representation on the Internet in the form of a website or page in social network regardless of the field of activity. This is primarily due to the fact that the way of thinking has changed. ordinary person. Think about what you would do if you needed to learn more about a product or service that you saw or heard advertised for? What will you do if you need to find out where you can find the best deal on the price of a new smartphone? Where to watch a new movie with friends? The list of questions can be continued indefinitely, and the answer will be one - on the Internet.

The size of the e-commerce market is constantly growing (see Figure 2.1).

In the field of Internet startups, there are now many directions that are in the zone special attention investors. Such directions form trends, here they are:

• cloud technologies;
• education;
• media and advertising;
• game industry;
• social media;
• e-commerce;
• safety;
• crowdsourcing;
• mobile applications;
• content creation (including user-generated content);
• startup financing;
• business software.

In all these areas, various projects can be implemented. There are a number of popular business models on the Internet, for example:

• intermediary;
• advertising;
• informational;
• trading;
• production;
• partnership;
• community;
• subscription;
• by consumption.

Consider the most popular of them.

Paywall business model

The business model based on paid access is popular in the b2b (business-to-business) segment, especially in the SaaS (software as a service) model - a sales and use business model software, in which the supplier develops a web application and independently manages it, providing the customer with access to the software via the Internet. The main advantage of the SaaS model for the consumer of the service is the absence of costs associated with installing, updating and maintaining the equipment and the software running on it. Users pay a monthly subscription fee for using the service. The advantage of this model is obvious (you don't sell everything at once), and in some ways it's easier than selling ads. In addition, there is a solvent audience in the b2b segment (this is a very important point, since paid access for b2c (business for individual buyers) is not very attractive to the audience, you can immediately recall such a model only for Linux Format and Popular Mechanics magazines).

Freemium model

Business model based on paid additional services. This business model is used by various sites, for example, when the user's profile is raised higher in the search results for SMS. Online games in Lately also work on this model. Access to the main service or content is provided completely free of charge, and they earn on various additional services, including selling virtual goods for real money that strengthen the position of the player. Figure 2.2 shows an example of a standard registration page for a Freemium site.

Rice. 2.2.

Business models based on paid placement

There are various websites dedicated to certain services. For example, catalogs of restaurants in a particular city. They are free for users. And they earn by receiving funds from restaurants that want to be in the catalog. Among the sites of such a plan, there are many travel portals with information from travel agencies and hotels. This model is also quite viable in the presence of a popular site.

Infomedia business model

Infomediary is about building a business based on providing data and web analytics, such as:

advertising model

There is a difference in the effectiveness of banner and contextual advertising. Until recently, big money could be attracted for placing banners. But even today, and some time ago, it is not so easy to earn a lot on such a model. Firstly, your resource must have a sufficiently large attendance - about several tens of thousands of visitors per day. Secondly, the theme is important. You need to clearly imagine the audience of the resource, contacts in advertising agencies or a good (experienced) sales manager who knows how to build business communications.

Now let's look at the classification of business models. Probably the most comprehensive classification of e-commerce business models is "Business Models on the Web" by Professor Michael Rappa. The main categories of business models include:

1. Intermediary (Brokerage). Organizations receive a percentage or fee for transactions, most often in business-to-business (B2B), business-to-consumer (B2C), or consumer-to-consumer (C2C) segments. This includes not only all kinds of exchanges and resellers, but also payment systems that receive their percentage of transactions.
2. Advertising (Advertising). Revenue comes from displaying ads or user referrals to advertiser sites; the functionality of the site often serves to attract a mass audience or target advertising.
3. Informational (Infomediary). Income is obtained through the sale of information: audience data, meta-intermediaries between sellers and buyers, and others.
4. Trading (Merchant). Direct sale of goods and services.
5. Production (Manufacturer / Direct). Here, the manufacturer of the goods benefits not due to the Internet as such, but due to the reduction of the "distance" between him and the consumer of his products.
6. Affiliate (Affiliate). Again, a kind of advertising model, where income comes from the owners of partner sites in exchange for incoming buyers (visitors).
7. Community (Community). Here the name of the class of models characterizes not even the source of income (it can come from the sale paid services, advertising or donations), but the environment where this income is generated.
8. Subscription. Revenue comes from users who subscribe to certain services.
9. By consumption (Utility). The "antipode" of the subscription model, where the client is also provided with a certain service, but the form of payment is based on the traffic consumed / information received or other quantitative indicator, but not on time (as is the case with the "classic" subscription).

These models can be implemented different ways. In addition, a company may combine several different models in its overall strategy.

Interest in business models of companies abroad has grown exponentially over the past decade and a half. This is evidenced by the results of one of the studies conducted by A. Osterwalder (2005), which analyzed the number of publications on business models in business and scientific journals(see fig. 1).

Most definitions of the term "business model" given by experts can be divided into two categories:
1) value-oriented/customer-oriented (an approach aimed at the external environment of the organization);
2) process/role oriented (inside the organization approach).

Here are some examples (1-3) of business model definitions related to the first category.

Example 1: The business model is how a company chooses a customer, formulates and differentiates its offerings, allocates resources, determines what tasks it can perform in-house and what it will need to involve external specialists, enters the market, creates value for the consumer and profits from this. Companies may offer products, services, or technologies, but that offering is based on the complex system of activities and relationships that constitutes the company's business model. (A. Slywotzky, 1996)

Example 2: A business model is a representation of how an organization makes (or intends to make) money.
The business model describes the value that an organization offers to various customers, reflects the capabilities of the organization, the list of partners required to create, promote and deliver this value to customers, the capital relations necessary to generate sustainable income streams. (A. Osterwalder, 2005).

Example 3 Business model companies is the way a company uses to create value and generate profits. (H. Chesbrough, 2006).
An example reflecting the second approach to defining a business model, more focused on internal processes/roles, is presented below (Example 4).

Example 4. A business model is a description of an enterprise as a complex system with a given accuracy. Within the framework of the business model, all objects (entities), processes, rules for performing operations, the existing development strategy, as well as criteria for evaluating the effectiveness of the system functioning are displayed. The form of representation of the business model and the level of its detailing are determined by the goals of modeling and the accepted point of view.
When defining a business model, the set of features that determine the content of this term can be quite wide. At the same time, the key elements of the business model of any company that determine its content are, according to the author of this article: the value for external customers that the company offers based on its products and services; a system for creating this value, including suppliers and target customers, as well as value chains; assets that the company uses to create value; the financial model of the company, which determines both the structure of its costs and the ways of making a profit.

Another significant aspect of the definition of a business model is that the business model is often confused with the strategy, replacing one concept with another, or including the strategy as one of the components in the business model. This confusion is caused by the fact that the business model is closely related to the strategy, but not the same as the strategy. The relationship between business model and strategy can be illustrated using the "value equation" proposed by M. Levy: V=MS, where V = Value (Value), M = Model (Business model) and S = Strategy (Strategy). This equation assumes that a company must determine the best business models for strategy implementation and, based on them, deploy and execute its strategy aimed at creating value for customers and other stakeholders.

The evolution of business models.

The evolution of business models throughout the 20th century can be summarized as follows:

1. The oldest business model, which still remains one of the basic ones, is the shop keeper model: opening a store where potential customers are;

2. The next very popular business model, which appeared in the early 20th century, after which it experienced numerous new births, is the “bait and hook” model (also called the “razors and blades model” or “product-tying model” ) Examples: razor (bait) and blades (hook), cell phones (bait) and traffic time (hook), computer printers (bait) and cartridges for them (hook), cameras (bait) and photo printing (hook);

3. In the 1950s - new business models were developed by McDonald's and Toyota;

4. In the 1960s, Wal-Mart and Hypermarket were innovators;

5. In the 1970s, new business models were developed by Federal Express and Toys R Us;

6. In the 1980s - Blockbuster, Home Depot, Intel and Dell Computer;

7. In the 1990s - Southwest Airlines, Netflix, eBay, Amazon.com, Starbucks, Microsoft and dot-coms;

8. In recent years, the most original and effective business models have been developed and implemented by Google, IKEA. *

Classification of business models.

Among the approaches proposed for the classification of business models, it is worth noting the MIT Business Model Archetypes (BMAs) classification developed by a group of specialists from the Massachusetts Institute of Technology (2004), and the classification of business models (Business model framework ( BMF) developed by H. Chesbrough (2006).

The MIT Business Model Archetypes typology is based on two fundamental business dimensions of any company. First dimension: the types of rights to the assets that the company is selling. This dimension identifies four basic business models: Creator, Distributor, Landlord, and Broker. The second dimension is what assets are involved in the business. This dimension allows us to distinguish four main types of assets: physical, financial, intangible and human. Based on the main types of assets, within each of the four main business models, four subcategories of business models are distinguished. In total, 16 types of specialized business models are identified within this typology. Of these 16 types of business models, only 7 have been adopted by large companies in the US at present. The typology under consideration and examples of companies using certain types of business models are presented in Table 1.

Table 1. Typology "MIT Business Model Archetypes".

H. Chesbrough, when classifying business models (Business model framework (BMF), used two parameters by which, in his opinion, business models differ: the scale of investments made to support the business model and the degree of openness of the business model.
Classification of business models H. Chesbrough includes six types of business models presented in Table. 2.

Table 2. Classification of business models H. Chesbrough.

An analysis of the practice of developing and implementing business models shows that business models can be created:

— for a specific product or service (a group of similar products/services);
- for the company as a whole;
— for a group of companies or a holding.

Why are business models used in practice? It is possible to distinguish the following options for their use:

— to evaluate and analyze the effectiveness of the company's business in comparison with other similar companies;
— to assess the potential and investment attractiveness of the company's business in the future;
- to optimize the company's business in terms of strategy and in terms of maximizing and retaining the value that the company creates for customers and other stakeholders in its business.

Currently, in the context of the global crisis, many business models have lost their efficiency and competitiveness. Russian companies that used these business models go bankrupt, suffer losses, and leave the market. Conversely, a number of business models that were not relevant in the pre-crisis period turned out to be highly effective in the conditions of the crisis and provided the companies that use them with new opportunities for growth and business development. Further application of inefficient business models and slowness in defining new business models, slowness in transition to them can lead many Russian companies to significant financial losses and the loss of the opportunity to remain in business in principle. The crisis is a chance for many companies to significantly strengthen their position in the market, using previously unavailable strategic opportunities.

The Canvas Model or Lean Canvas is an easy way to capture opportunities as you grow your business. This model was created seven years ago and is mainly used when creating startups. This method Invented and developed by Ash Maurya. The author himself did not think that his theory would have such an effect. On this moment his model is taught in more than two hundred universities around the world. And based on it, hundreds of thousands of models have been created for various industries business.

Canvas Model Table:

Filling in the table cannot be called difficult, because it can be used at any moment in the development of the company, both when creating a company, and for operating enterprise. It contains nine items that must be completed. For convenience, the model can be printed on A1 or A2 format, sticking stickers in the desired field.

Item one: customer segments

In this field, you need to specify the segments of your customers. Who are they? What do they need? What will make them turn away?

There are also two key questions: Who do we work for? Who is the most important client for us?

Therefore, if age is important to you, then indicate it, if the profession, then his, etc.

Point two: core values

In this field, you should highlight what exactly your customers are buying. Remember that it is necessary not to describe the product, but to indicate what it does, what problem it solves.

If these are flowers, then make a gift, cheer up. If a down jacket, then it is warmth, comfort, beauty.

Separately, you can analyze what the buyer would like to buy. Perhaps what he buys is not exactly what he needs, and he buys the goods only because of the lack of alternatives.

From this you can understand why this or that consumer works with you. Perhaps you have a good product range or a good location, but the product selection is small.

Item three: distribution channels

These are the channels through which you contact the buyer. Remember to consider every step: first contact, persuasion, delivery, advertising, etc. From this, questions such as: Through what channels do our customers want to receive our values? Through what channels do they receive them now? Which of them are the most effective?

Item four: customer relationship

This is what your communication with the consumer translates into and how you work with their segments.

This also leads to several questions that need to be answered: What is our relationship with each of the segments? How are they integrated? How expensive are we?

Item five: income streams

In this block, all income streams are separated into types. For example, constant income with a fixed price, changing sales, rentals, by groups client base, types of sales, etc.

Don't forget to note the characteristic and proportion of each stream. This way you can clearly see the main and side streams that create income. This helps in building a strategy: what is worth focusing on and what can be overlooked.

Item six: key resources

In this block, all the necessary resources are allocated. Do not forget about all types, for example, for production, for building relationships, for distribution channels.

It is also worth breaking down resources into groups: finance, human, intangible, etc.

Item seven: key activity (event)

This block should be understood as follows: what steps you need to go through for the steps mentioned above.

Questions for understanding the block can be formulated as follows: What key actions do we need to work? For distribution channels? To build a relationship with a client?

Business model

To receive and record income streams?

In other words, this block indicates the main steps of the work of your business process.

Item eight: key partners

Here it is necessary to indicate those partners without which your company cannot exist. For example, vendors, freelancers, educators, consultants, etc.

There is also a list of questions for simplicity, which includes: Who are our key partners? Who are our key suppliers? What key resources do we get from them? What activities are they doing for us?

Item nine: cost structure

In this block, all the most important resources should be allocated, for example, permanent and variable costs, expenses for wages, resource prices, loan payments, etc. For clarity, you can specify their share of expenses over a period of time.

After building the model, you should show it to competent people who can point out your problems in building the business model. Lean Canvas is a flexible model, so it can and even needs to be supplemented or even attributed to when preparing a startup. It is also possible that you will have several business models at first, do not be afraid of this, it will probably help you on the contrary.

If you do not have the opportunity to consult with a specialist, here are a few points that will help you check yourself:

1. All blocks are filled.
2. No inconsistency. That is, if you indicated that you use expensive promotion methods, then this should be indicated in your costs.
3. Concise and precise wording.

print version

Business model

The purpose of developing a business model is to obtain a comprehensive description of the key elements of the business, which allows you to present the business system as a whole, as well as analyze ways to improve the efficiency of its functioning.
Business model development is a step in business strategy planning. The key elements of any company's business model are the customer value that the company offers through its products and services; the system and chains for creating that value, as well as the financial model of the company, and thus the business model logically describes the factors on the basis of which the company creates, delivers to customers and acquires value.
The purpose of developing a business model: modeling of the main parameters of a business development project in Russia (abroad).

Description of the result

Our experts will help in modeling the main parameters of your business project in Russia (abroad).
In general, a standard description of a business model in accordance with its main parameters:

• Infrastructure:
  • Key Resources
  • Affiliate network
• Offer:
  • Products / services offered to customers
  • Features and benefits (value characteristics) by which the company differentiates its activities from competitors
• Consumers:
  • B2C-, B2B-, B2G-, CRM- models (target segments, distribution channels, technologies and customer relationship management)
• Finance:

Brief for the formation of a commercial offer

1.

BUSINESS MODEL

2.

Product Description
Target segment
Owners of companies in the segment of small and medium-sized businesses.
Issues
client (pain)
The owner is the cornerstone on which the whole
business. The inability to build a strong team (to the point of not
faith in the possibility of building such a team). confused
distribution of responsibilities within the team. Business impossible
leave for more or less a long time.

17 business models. Invent a new one or use the old one?

As a result, the owner
the quality of life suffers, there is a very strong bias towards
work, which reduces the overall level of happiness.
Product
(solution)
Training and practical activities to systematize business
Like a product
decides
problem
(satisfies
need)?
Training programs are conducted in the format of "group consulting", in
within which the owners systematize their business, and receive
the ability to control and develop the company through a limited
a set of activities (the "interface" of business management).

3.

Alternatives available to customers
We consider the situation in the hypothetical absence of our company in the market.
Alternative
Advantages
Flaws
Business schools
Opportunity to get
status diploma.
Trained over the years
programs.
academic approach.
The need to spend a lot
of his time
high cost
bias in theory without
application in practice
They teach for the most part
"business theorists"
Consulting
companies
Opportunity to get
decision made under
key".
Ability to work with
practitioners who have implemented
a large number of projects.
We get "fish", not
"fishing rod".
high cost
Excessive bureaucracy
solutions ("paper sales").
Various courses on
doing business and
individual
business coaches
Cheapness.
Opportunity
"reflect" on a narrow
theme.
Sometimes there are interesting
charismatic trainers.
Lack of a holistic
systemic approach.
Absolute majority
teachers - theorists.
Solutions by principle
"patches" (solve only
narrow problem).

English RussianRules

How to create an innovative business model

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In order to clearly explain, using real examples, what it is - the elements of a business model, let's recall how the business models of two companies that made a revolution in their industries were born.

Creating a unique offer. Before you build a new business model or update an old one, you need to understand what is special - something that no one has done before you - you can offer people. Sometimes an idea pops up unexpectedly. Imagine for a moment that you are standing on a rainy day in the streets of Mumbai. Past you randomly scurry, maneuvering in the stream of cars, countless scooters. Upon closer inspection, it turns out that many are driven by entire families - parents and several children. You think: "That's crazy!" or "Yes, people have a hard time here."
As Ratan Tata, head of the Tata Group, watched the scene, he realized what an important thing his corporation had to do: offer Indian families a safer substitute for scooters. He knew that the cheapest car in India cost five times the price of a scooter and was beyond the means of most of these families. This means that if Tata Group releases a less expensive car, which could be much safer than a scooter, to ride in any weather, it will certainly be of interest to tens of millions of people who have not yet saved up money for a "real" car. And of course, to produce such cheap cars, the current business model of Tata Motors would not work - Ratan Tata also understood this.

At the other end of the market spectrum is Hilti, a manufacturer of high-end construction equipment from Liechtenstein. She redefined the needs of her clients. Construction firm receives money for the completed project; If necessary equipment no, or it's defective, it won't do the job. That is, builders earn money not because they have equipment, but because they use it as productively as possible. So Hilti will help customers do their job by selling them the use of tools rather than the tools themselves. For a certain monthly fee, the company will be able to supply the customer with equipment, the best of the existing equipment, repair or replace it, and complete the fleet. To enter the market with such a service, Hilti had to develop a tool fleet management program and move from production and sales to service. To do this, Hilti had to find a new profit formula, provide itself with new resources and debug new processes.
The most important characteristic of the consumer value of a product (service) is the accuracy of the hit: how well with its help a person can do the "work" he needs - and only that. But hitting the bull's-eye is very difficult. Companies, seeking to create something new, often forget that it is important to hit one point; instead, they spread their energies trying to fit their product not for one "job" but for several at once. So it turns out that as a result, none of them perform really well.

Usually people can't do a particular "job" for one of four reasons: because they don't have the funds, the market doesn't cater to them, they don't have the knowledge or the time. To release a "point" product, you need to understand how to remove these obstacles. Intuit, a provider of bookkeeping and electronic financial management software, has released QuickBooks, a highly simplified accounting program for small businesses, with the help of which small business owners could easily control their income and expenses. In doing so, Intuit removed one barrier—a lack of knowledge—that prevented these people from using more complex software. Medical company MinuteClinic offers instant diagnosis and treatment - in a mini-clinic at a supermarket or pharmacy. Her service is aimed at another reason - the lack of time, because of which people do not go to doctors for trifles: paramedics work in the MinuteClinic departments, they see without an appointment, and with non-serious diseases, you can contact them at any time.

Profit formula calculation. Ratan Theta understood that in order for Indian families to abandon scooters in favor of cars, it is necessary to sharply reduce the price of a new car, that is, to eliminate such a reason as a lack of funds. This means that it is necessary to break the usual ideas about the possible, and produce a car for one hundred thousand rupees, or $ 2.5 thousand, which is half the price of the cheapest of the existing models. Of course, we had to fundamentally change the profit formula: to drastically reduce the gross margin and all components of the cost structure. However, Teta believed that if the company reached a large sales volume, then it would make a profit, because there are a lot of potential buyers in India.
In order to move from production and sales to fleet management, that is, to the provision of services, Hilti needed to transfer assets from customer balances to its balance sheet and start earning on leasing / subscription. For a monthly fee, the client received access to all equipment, and he was also guaranteed timely Maintenance and repair. That is, all the main elements of the profit formula have changed: income (pricing, frequency of payments, the required volume of services and the way it is calculated), the cost structure (including for increasing the share related sales and contract management costs), as well as gross margin and total number of transactions.

Identification of key resources and processes. Having understood what it is worth offering to consumers and what the new profit formula will be, the company must draw up a list of key resources and processes. Let's say that the key resources of a professional services firm are employees, and key processes (training, advanced training) will also be associated with them. And if a company produces consumer goods, then its key resources are popular brands and well-selected retail chains, and the key processes are brand promotion and channel management.

Often the success of a company does not depend on the resources themselves, but on their proper interaction. Companies almost always have to invent their own "fusion" of key resources and processes to ensure that consumers get exactly what they need. Those who manage to find the ideal proportion almost always get competitive advantage for many years to come. If you clearly formulate the essence of the consumer value of a product (service) and draw up a profit formula, then it becomes clear exactly how key resources and processes should correlate with each other. For example, large general hospitals often promise to "do everything for everyone."

Building Business Models Canvas

But being "everything for everyone" means containing huge resources (specialists, equipment, etc.) that are simply unthinkable to organize more efficiently than competitors can. As a result, all such hospitals look the same, and their patients are often dissatisfied with the treatment.

Conversely, a clinic with "point" services can organize resources and processes in such a way as to fully satisfy patients. For example, a narrowly targeted proposal from the National Jewish Health Hospital in Denver could be summed up like this: "If you have a respiratory disease, you are welcome to contact us. We will find its cause and prescribe the correct treatment."

Having narrowly defined its specialization, National Jewish Health was able to competently debug the treatment process: the equipment, profile and qualifications of doctors perfectly match each other.

In order for the Nano to cost about $2,500 and Tata Motors to get a new profit formula, the company had to rethink the entire process of design, production and distribution.

Ratan Teta brought together a group of young engineers who, unlike more experienced designers, could come up with ideas that did not fit into the usual profit formulas for automakers. They reduced the number of machine parts to a minimum, which, of course, was reflected in its cost. In addition, Teta revised its supply strategy. He outsourced 85% of Nano's components and brought in 60% fewer suppliers than usual to save on transaction costs and gain greater economies of scale.
In addition, Ratan Theta has come up with a new way of assembling and distributing cars.

According to the basic plan, the modular components of the car should go to the assembly plants of both the company and independent manufacturers. Designing, manufacturing, distributing and servicing the Nano will all be completely innovative, unthinkable under the old business model. The final decision has not been made, so Ratan Theta still has time to think about the problem of road safety.

For Hilti, the biggest challenge was retraining its sales representatives. Managing a fleet of equipment is not at all like selling a construction machine in half an hour: to convince a client not to buy it, but to subscribe to comprehensive service may take days, weeks or even months. Sales Representatives, accustomed to talking with foremen and foremen in construction trailers, suddenly found themselves in an unusual environment for them - at the negotiating table with the general and financial directors of companies.
In addition, with the transition to leasing, it was necessary to acquire new resources - new employees, more powerful IT systems and new technologies: otherwise it would not be possible to develop service packages and agree on fees with customers. Hilti needed to fine-tune the management of a large fleet of equipment in such a way that it would be more profitable for customers to accept the company's new offer than to maintain their own arsenal. It was necessary to organize the storage of equipment, debug the management systems for warehouses and the supply of spare parts. Hilti has launched a website where foremen can view a list of all the equipment they have ordered and their consumption rates at any time. With such data, it is easy to calculate what it will cost to use it.
The rules, regulations, and metrics for a new business model are usually developed last, after New Product or the service will be run-in. And it is right. In the early years, the business model must be flexible and allow for adjustment.

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about nameless stories by example

Hi, friend. My name is Lina and I am writing.

no, I don't publish books, I don't even write on typewriter. at my disposal - ficbook and Word on an old laptop.

yes, I'm thirteen. I don't call myself a writer and I don't beat my chest in fits of pride. Nope, I'm just writing in my spare time. someone likes it. enough for me.

Company strategy and business model

oh, I'm sure yes. because of that damned copyright, sometimes monetization is cut off for your favorite blogger because he used a piece of someone else's song. yes, we all know about this insidious copyright.

I suggest you look at this copyright from a different angle, my friend.

Recently, the problem of diverging viral pictures on public pages on the Internet has suddenly become acute. often, if the author does not make watermarks on his own picture, no one will ever know the original source. it's a pity.

sometimes you won’t even be able to find the author’s group when you see his pictures in the feed, simply because the public didn’t bother to post with the author’s name / nickname.

sad, right?

and me too.

but it is even sadder when the absence of a banal watermark in the picture unties the hands of bad people. they appropriate these pictures, redraw them, and so on.

unpleasant, actually.

I thought that this would never happen to me. After all, I don’t even have a group in VK, and not a lot of people know about the profile on the ficbook. however, it is quite difficult to plagiarize on the same site - the authors are respected there and the published works are carefully monitored.

one girl did not disdain to hit the most painful thing - my favorite text, with dedication, with a piece of soul and love, was stolen, brazenly altered and, in fact, passed off as her own (in the post, under the post, above the post - nowhere is there a trace of that the author is such and such Lina Anatolyevna; not-a).

I suggest you take a look at Fig. 1, fig. 2 and fig. 3!

I think the pictures are convincing enough.

from a banal example with pictures of an unknown draftsman to his own. How do you like it? me very much.

the most amusing thing is that the lady knows both my insta and me. until recently, really. now i'm with her suddenly!) in the block. immediately after my friend decided to ask what, in fact, the hell is going on:

With the first two sentences

correction, with three out of four.

well, let's recap?

buddy, please remember forever: copyright exists. this is not some unknown monster from myths, but a very real right that everyone who creates at least something has. yes, I understand that writing (especially writing on the knee) is not such a hard work, compared to the same music, drawing or working in a mine, but is it really because of this that it is still difficult to write the author's nickname under the publication? I'm not talking about asking before posting somewhere, but that's another story ...

Take care of yourself and your loved ones, I have everything.

your evil Lina.