Business model you canvas pdf

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For more information about Business Model You, please .. To download a PDF of the Business Model Canvas, visit maroc-evasion.info Similarly to BM Canvas, the original Business Model You PDF are without dynamic fields (and having big “potential” design-wise). We made a new design and. Explore the Business Model You® methodology, join the community, read get your Business Model You® Quickstart PDF and free training videos! To download the free Personal Business Model Canvas, please join our.

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Business Model You Canvas Pdf

Get a Business Model You Quickstart PDF and free training videos!. Which Key Activities are most expensive? Revenue Streams. Through which Channels do our Customer Segments want to be reached? How are we reaching . Selection from Business Model You: A One-Page Method For Reinventing Your a PDF of the personal Business Model Canvas, visit maroc-evasion.info

In this article you can also download a free Business Model You template. What is Business Model You? Business Model Generation — a global best seller — introduced BMC as a unique and visual methodology to summarise any organisation or idea, brainstorm about it, and explore in detail on just a single sheet of paper. Business Model You uses this same piece of paper; the nine building blocks of a business. However, it applies it to the personal living and working environment of an individual. Business Model You teaches users to draw personal business models that can reveal new ways to get more out of themselves based on skills and changing market demands. The goal of Business Model You is to launch or give shape to new, gratifying careers. The book visually demonstrates how business-model-thinking works and how organisations are structured on the basis of nine simple building blocks. This helps them to chart their own personal business model. When combined with the Business Model You, this ensures users understand the value of their own skills in the job market, and how they can use these to determine their personal goals. A combination of Business Model Canvas and Business Model You enables the user to develop a groundbreaking vision for his life, both on a professional and private level. The idea to use the Business Model Canvas for individuals came from Timothy Clark, and not exactly on a whim either. Timothy Clark had over forty jobs and was the driving force behind the initiative to adapt the existing model.

When combined with the Business Model You, this ensures users understand the value of their own skills in the job market, and how they can use these to determine their personal goals.

A combination of Business Model Canvas and Business Model You enables the user to develop a groundbreaking vision for his life, both on a professional and private level. The idea to use the Business Model Canvas for individuals came from Timothy Clark, and not exactly on a whim either. Timothy Clark had over forty jobs and was the driving force behind the initiative to adapt the existing model.

He did so together with Alex Osterwalder and Yves Pigneur. When he was 51, he graduated university and became a professor at Tsukuba University in Tokyo.

The Business Model You helps with complex quandaries when the user wishes to make changes to their career.

Who helps you — valuable partners Making important career decisions is something that needs to be done in a very careful and considered way. The people who help you with this are the first — and highly important — building block of the Business Model You Examples of people who help with making choices are often the people who are close to someone, people like family, friends, superiors, mentors, etc.

What you do — core activities The next step in the Business Model You is determining and writing down what the user does exactly. This is important information to potentially argue and motivate why a job change is a good idea.

The big question that needs to be answered here is: What do I do? Which activities determine what my job looks like?

For instance, is my focus on designing, teaching, managing, planning, or calculating? How you help — value proposition How you help refers to the specific value an employee adds. Does the employee help solve a particular problem for the employer or consumer?

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How does the employee help achieve goals for the consumer or employer? The value that an employee adds to a goal directly influences their motivation and level of involvement they experience. Write down action sentences, such as: I contribute to reducing risks, building a strong brand, etc.

How you interact — customer relations The way in which people communicate with others — such as employers or consumers — is often the reason for unhappiness. It is therefore important to note down any form of communication here. What kind of relationship do people have with the boss, and how do they communicate with employees?

Does the communication mostly take place through online media, or is there a more personal approach? See Note this section for more structure on this. Notes: Channels and the next item, Customer Relationships, define your interface with the Customer.

OR framework attention-interest-desire-action-onboarding-retention and storyboarding your way through it. Another consideration is whether your channels will give you enough visibility into the user, including, for example, a way to follow up with users.

Not sure? Step 4 of 10 : Customer Relationships How does the customer interact with you through the sales and product lifecycle? Do they have a dedicated personal contact they see? Is all the interaction over the web?

Do they never see you at all but instead talk to a Channel? A few litmus test questions you may want to ask yourself at this point: — Can the Value Proposition be delivered to the Customer this way? All the way through from promotion, to sale, to post-sale service? Output: a description of Customer Relationships, with notes if they differ across Customers between Segments or among Personas within a Segment or across the customer journey.

Also, the focal items are in a kind of specific order- you should validate your Segments and their relationship to the Propositions above all else. You can subsequently test the Customer Relationship models. If you have an existing business, this will be self-evident. At this point, you should map Segments to Propositions to Revenue Streams.

Are you charging on value? Perceived value? They say everyone loves their banker; hates their lawyer.

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Why is that? Is there an actionable analog in your business? Congratulations on making it halfway!

For a product-driven business, this probably includes ongoing learning about users and new techniques to build better product. For an infrastructure business ex: electric utility , it probably includes keeping the infrastructure working reliably and making it more efficient.

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Step 7 of 10 : Key Resources Key resources are the strategic assets you need in place, and you need in place to a greater or more targeted degree than your competitors. The Business Model Canvas proposes that there are three core business types: product, scope, and infrastructure. These tend to have similar types of Key Resources. Notes: Product-driven businesses have a differentiated product of some sort. Rovio, the company that makes the popular app Angry Birds, is such a company. Key Resources in product-driven businesses are typically key talent in critical areas of expertise and accumulated intellectual property related to their offering.

Scope-driven businesses create some synergy around a particular Customer Segment. Follow olamoller. About MethodKit. First released in late September Need help or have questions? Common questions are answered in the FAQ. If you don't find what you looking for there, send us an e-mail You can also message us on Facebook: Design by MethodKit, Dev by Goldlife.

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