home Magazine Business model - what is it? What are the business models? Description of the business model Business model for a working company.

Business model - what is it? What are the business models? Description of the business model Business model for a working company.

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 a detailed plan for its development. She will answer the following questions:

Who specifically influences the conduct of business processes and what exactly he does.
What commercial idea works/will be implemented in the company.
Who exactly implements the normal course of business processes.
What activities need to be carried out to improve communication and understanding of processes between branches or departments of the organization.
How to set up 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 offer 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:

There are other examples building business models: subscription to certain resources or software products, affiliate programs that pay 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:

Informing the client.
Persuasion of a potential buyer.
Make a deal.
Delivery of goods to the buyer.
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:

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 make a portrait of the target audience, describe the proposed product, its functions and advantages.
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.
Channels of interaction. Decide how exactly you will communicate with customers: via the Internet, by phone or instant messengers, with the help of personalized meetings (store), etc. Quite a lot depends on the channels of interaction, so this step should not be ignored.
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.
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:

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.
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.
Do you need outside help to implement the project or can you do it on your own?
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 a huge number of 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

I wrote about where business ideas come from, successful and not so successful. Today I want to talk about the very first and main filter when selecting ideas - passing them through the prism of existing business models. There are a great many of them. Below you can find several definitions of this concept and short review literature on this topic, and in the following publications we will try to analyze real examples.

Business model logically describes how an organization creates, delivers to customers, and acquires value—economic, social, and other forms of value.

Alexander Osterwalder (@AlexOsterwalder) in his book Building Business Models defines them as follows:

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, customer relationships and the capital necessary to generate sustainable revenue streams.

He identifies 9 main blocks with which you can analyze a wide variety of models.

But is it enough to decompose any business into these 9 blocks in order to understand it to the extent we need? We will look at this a little further. And now some more definitions.

Adrian Slywotzky (@ASlywotzky) in The Profit Zone says:

The business model is how a company chooses a customer, formulates and differentiates its offerings, allocates resources, determines which tasks it can perform in-house and which it will need to attract external specialists, how it enters the market, creates value for the customer and profits from this.

In this book, he describes 23 profit-making models. If you are too lazy to read the whole book (although I still recommend reading it), you can look through my presentation: they are all summarized there.

The MIT Institute has developed its own methodology (Business Models Archetypes), in which there are 2 dimensions. Basic concepts Y axis: Creator, Distributor, Landlord and Broker. The second dimension - along the X axis - what assets are involved in the business: physical, financial, intangible and human. There are 16 types of business models in total.

Another definition was given by Henry Chesbrough (@openinnov8tor) in his book Open Business Models:

A company's business model is the way a company uses tocreating value and generating profits.

Robert Hacker (@rhhfla) in his book Billion Dollar Company defines a business model as a set of 3 components:

By the way, I have not found more sensible and practical books and authors on this topic. I saw a lot of books on this topic on Amazon and even bought some of them, but, basically, they all turned out to be “water”. Has anyone else met interesting literature on this topic? If yes, please recommend.

In the next post, as I promised, we will analyze the Gilt Group model.

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 about 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 for which it will need to attract 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 a business model is often confused with a strategy, replacing one concept with another, or including 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 identify the best business models for executing a strategy 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 is still one of the basic ones, is the shop keeper model: opening a store where potential clients;

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 last years— the most original and effective business models were 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 highlight the following options their applications:

— 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 effectiveness 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. The continued application of inefficient business models and the sluggishness in identifying new business models, the slowness in the transition to them, can lead to many Russian companies to significant financial losses and the loss of the opportunity to stay 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 was invented and developed by Ash Maurya. The author himself did not think that his theory would have such an effect. At the moment, his model is taught in more than two hundred universities around the world. And based on it, hundreds of thousands of models for various business sectors have been created.

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. It is possible that 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, permanent income fixed price, changing sales, rentals, by customer base groups, sales types, 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:

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

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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. Key elements the business models of any company are the value to customers that the company offers based on 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
(decision)
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
disadvantages
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
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.
Possibility
"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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To make it clear, real examples to explain what it is - the elements of a business model, remember 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 upgrade 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. The 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, vendor software for bookkeeping and electronic control Finance, released QuickBooks, a highly simplified small business accounting program that allows small business owners to easily keep track of 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, due to 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, as well as timely maintenance and repair. That is, all the main elements of the profit formula have changed: revenue (pricing, frequency of payments, required volume of services and how it is calculated), cost structure (including for increasing the share of related sales and contract management costs), as well as gross profit and the 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, the narrowly targeted proposal of the National Jewish Health Hospital in Denver can be stated as follows: "If you have a respiratory disease, you are welcome to 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.

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 what to sell in half an hour construction machine: It can take days, weeks, or even months to convince a customer not to buy it, but to subscribe to a comprehensive service. 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 general and financial directors 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 payment amounts 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 control systems warehousing and 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

Hello Friend. My name is Lina and I am writing.

no, I don't publish books, I don't even write on a 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?

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 strike at the most painful - 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 - there is nowhere 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 exist. 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.

The business model is the potential of the enterprise, its commercial partners, necessary in order to create, promote and deliver the product to the target audience; relationships with consumers and investments necessary to generate a sustainable income stream.

You will learn:

What is a business model and how does it differ from a strategy.
What is the business model.
How a business model is built.
How can you evaluate the effectiveness of a business model.

This term means one way or another. Distinguish between simple and complex systems. For example, the business model of a restaurant chain is to generate income through the fact that customers are invited to a comfortable place for a pleasant pastime and an exquisite, delicious dinner.

The sources of income for commercial Internet sites are more diverse and presented with numerous options. For example, some owners this business provide free information or service in order to increase customer flow. Commercial sites with high traffic levels can be an excellent place to place advertisements. Thus, their owners earn money by selling sites for commercial purposes. Another category of sites receives income from sales on the Web. These include, for example, online stores.

The financial business model is the link between:

those WHAT offers the enterprise (values of the company that are of interest to customers).
WHO is the target audience and pays for the services offered.
AS implementation (formation, distribution and sale) of this value to customers is ensured.

This connection is formed in such a way that the profit from the sales turnover exceeds the investments spent on the implementation of the chosen strategy.

The business model of an organization is a set of descriptions aimed at understanding the essence of the company management process and designed to:

Development of a step-by-step plan for the development of the enterprise.
Understanding the structure of the business function of the company.
Answering a series of questions:

Who is involved in business processes, what roles does it play?
When and how is the commercial concept realized?
In which departments of the company are specific business process models executed?
Improving the quality of cooperation and mutual understanding between organizational structures involved in decision making.
Implementation of corporate information system management.
Opening opportunities and paths to certification.
Fast and effective training of new specialists, since business process diagrams are visual job descriptions.

The consumer portrait in 2020: how to adjust your business strategy based on trends

The editors of the magazine " Commercial Director» analyzed consumer behavior trends in 2020. The algorithm is suitable for any company.

What is the difference between business models and business strategies

The concept of the business model of an enterprise is often confused with the strategy, replacing one term with another, or implied as one of its components. This confusion stems from the fact that one definition is closely related to another, but not equal to it. Their differences are as follows:

The factor of value creation and their transformation into income. A business model is intended to describe the way in which a company converts a given product or service into profit. And the strategy covers more distant prospects, creating a sustainable competitive advantage.
Cost of business activity or income of the owner. Turning the value of the entrepreneurial business into the profit of the manager is not the main task of the business model of the project. This is the direct difference between this concept and strategy. Thus, the business model does not focus on methods of financing, but, nevertheless, it has a significant impact on shareholder returns.
The level of qualification in the field of commercial activity. No special knowledge is required to form the business model of a company. In turn, the development of a strategy involves a more complex analysis, suggesting a certain level of awareness in the area where the enterprise is developing.

In order to visualize how the business model is related to the strategy, pay attention to the following formula presented by M. Levy:

V=MS, where

V - value, M - business model, S - strategy.

This formula demonstrates that an organization, in order to implement the chosen strategy, must determine the best business models that will serve as the basis for further development and creating value for the target audience.

What are the types of business models

1. Manufacturer. Creation physical goods, intangible products (music, films) or services. Who will be the target audience - the client or the distributor? the main task– production of a demanded product and its subsequent delivery through an efficient channel. There are three types of this business model:

Direct marketing to the consumer involves the sale of a product on the website or through company-owned stores. The main advantages of this system are to get rid of intermediaries, increase income and build relationships with customers directly (with the help of free support, detailed product demonstrations, etc.).
Sales to distributors and wholesalers and retailers. This business model involves the sale of products to specialized dealers who have multiple channels to reach end customers. Most manufacturing companies belong to this segment.
Transfer of exclusive rights to distributors. In this case, manufacturing enterprises cooperate exclusively with one or more intermediaries, creating a monopoly on a particular product in a particular region and receiving a large income. For example, this category of sellers is represented by car manufacturers, film producers and book authors.

2. Distributor of goods and services. Intermediaries serve as the main link between the manufacturing company and consumers. Their mission is to bring products together. various enterprises to scale up sales. Distributors increase margins and reduce logistics costs. This market is characterized by fierce competition. The following types of this business model can be distinguished:

Retail (including ecommerce) for a wide range of purposes, involving a huge number of products vertically. Consumers interact exclusively with distributors for all products, which is the value proposition of such a business. For example, Amazon and Walmart online stores adhere to this model.
Niche Orientation(narrow focus). General retailing involves the sale of a wide range of products, and product specialization distributors work with a certain category of goods. Toys ‘R’ Us and Babyoye are examples of this business model.
Club of personal sales. In this case, buyers pay a periodic membership fee, which gives them personal access to an exclusive system of discounts for top brands. For example, Costco, Sam's club, Gilt, Exclusively.
One product per day. This sales business model is applied by Woot. Instead of selling hundreds of products, this company offers just one product per day at a significant discount. Manufacturers thus clear their warehouses very quickly, and the distributor sells goods in huge quantities. Users are daily provided with information about a particular product.
integrated model. This system is used by traditional retailers who want to increase the customer flow at the expense of the Internet audience. So, consumers choose a product and pay for it on the distributor's website, and receive it in a warehouse, in a store.

Expert opinion

Successful business model when the product is sold piecemeal

Sergey Alekseenko,

Head of Distribution, Russian Branch, Bauer Media Group, Moscow

The business model that involves the sale of goods in parts is still popular. Partworks, various publications that come out with a certain frequency, at a predetermined time can serve as a vivid example. The principle of collecting is relevant for various goods, but is usually used as an additional, stimulating way to increase sales.

The main difference between a partwork and a regular periodical is that it is characterized by a clearly planned and fixed period of life. As a rule, this project is launched for 1-3 years, and then, as the theme of the publication is exhausted, it completes its work.

The formation of this business model largely depends on consumer interest. As a rule, the first trial issue of a publication is sold for a price two times cheaper than subsequent ones (from 50 to 100 rubles). In some cases, manufacturing companies determine the cost is lower than their cost to create a given product.

These costs will be repaid in the future through future sales. The tempting price of the novelty is combined with the unique design element of the product, embedded in its packaging - the most interesting in the entire collection. Thus, by involving the buyer in the game, the manufacturing company proceeds to the planned cost: the second copy of the edition costs several times more than the trial one.

Over time, the number of buyers will decrease, but this trend is foreseen in advance, so the company releases subsequent issues in a smaller circulation. The number of published copies of the journal is determined by the quality of the product, its relevance, concept, cost and uniqueness. The period when millions of copies were produced is long gone. Today, on average, from 200 to 400 thousand copies of the first issue are published. The duration of the release can be different - from a couple of months to several years. Consequently, circulations may also vary, but, as a rule, a complete collection of magazines does not exceed 170 issues.

Pathwork producers face challenges in attracting and retaining their target audience. To this end, they develop serious marketing work: they place ads, conduct various promotions and research.

Expert opinion

What does the business model structure look like?

Alexander Osterwalder,

1. Consumer segments. This section includes groups of people or companies that an organization sees as potential customers. The target audience is at the center of any business model. Without its own client base, no company will be able to receive a stable profit. And in order to best satisfy the needs of its consumers, the company divides them into groups depending on their desires, behavioral characteristics and other characteristic features. The head of the enterprise must decide which groups are of interest to his activities. The development of the business model is based on the needs of customers in each segment.

2. The value of the offer. This section consists of a set of products or services of interest to each consumer group. Customers give preference to a particular company, focusing on the value or benefit offered to them. The enterprise, in turn, directs its activities to solving consumer problems and satisfying their needs. Each group has its own wishes, so it is important to create products or services that have a specific value and benefit for them.

3. Sales channels. This block contains information on how the enterprise establishes communication with a potential audience, distributes, delivers, sells products or services to each group of consumers. Focusing on these channels, they choose methods of interaction with customers. This plays an important role in the formation of a positive image of the enterprise in the minds of consumers. Sales channels are intended for:

increasing customer awareness of the company's products and services;
assistance in assessing the benefits (values) of the organization's proposal;
providing an opportunity for the audience to purchase a product or use a service;
guarantees of benefit to consumers;
providing after-sales service to customers.

4. Relationships with clients. This section characterizes the features of the relationship of the enterprise with members of each group. The enterprise should determine which methods of interaction are most effective in communicating with these categories of consumers. Relationships can be either personal or automated. Communication with consumers performs the following functions:

attracting an additional flow of buyers;
retention of the client base;
increase in sales.

5. Income streams. This section shows which cash flows involved in the formation of the total income of the enterprise. Each firm must clearly understand what value each category of customers pays them for. Based on this, cash flows will be formed. By counting the approximate number of consumers, you can determine the total income of a particular business model.

6. Key resources necessary to create value proposition and deliver it to the customer, connect with the target audience, carry out the sales process, etc. Different types of entrepreneurship imply their own separate key resources. For example, a manufacturing company needs equipment and production shops. There are physical, financial, intellectual or human resources. They can be rented, purchased or borrowed from partners.

7. Key processes. This section describes a number of the most important processes, functions, activities. In order to implement the business model in practice, it is necessary to create and maintain the activity of a certain set of key processes. These are the most important activities an organization needs to create, offer, distribute value proposition and build customer relationships, etc. As in the previous case, the key processes are determined by the type of business model.

8. Key partners. This section includes suppliers and partners. In some cases, partner companies are the backbone of the business model. Businesses form alliances to optimize their program, mitigate commercial risk, or share resources.

9. Cost structure. This section includes all costs necessary to implement the business model. All of the above blocks imply certain costs. These costs are determined by key resources, processes and partners. Some business models are more costly than others. The cost structure should be determined during the concept development process. Based on the resulting costs, you can calculate the expected income from a particular concept.

What the Generic Business Model Template Looks Like

Let's look at what parts business models consist of and how they interact with each other. The image below shows the elements of this structure and the main relationships.

In the center of the image is the Products/Services subsection. As a rule, the products themselves are not of interest to customers, since similar offers can be found in competing companies. For buyers, only the solution of their problems and satisfaction of needs on the most favorable terms for them is of value.

To understand what exactly you can interest the target audience and what are the advantages of your company, describe them in the “Offer” category. Each group of customers corresponds to a specific set of products or services.

Offering value to your customers is the foundation of your business. This element is the link between the needs of the client and your products (services). "Offer" contributes to the creation of income from the sale of goods (right side of the image) and the organization of business activities for subsequent sale (left side of the diagram). The formation of a profit stream implies certain costs (“cost structure”). By calculating the difference between the sum of income and expenses, you can determine the financial prospects of a particular business model.

Pay attention to the right side of the scheme (profit generation), consisting of income streams from the sale of certain products specific group consumers. From this image, we see that a profitable offer is intended for a certain category of customers due to an established mechanism of relationships with the target audience. The company sends information to customers with a certain frequency, at specific stages of development of interaction, in order to convince them of the benefits of its offer for them, which further ensures the sale (sale) of products.

The basis of the company's contact with consumers are channels that differ depending on the stage of the relationship with customers: from the period when the business created its offer to the moment the product is purchased. There are five phases in total:

1) Notification. The purpose of this stage is to inform the consumer group about the available products and services of the company.

2) Belief. The main task is to help the client in evaluating the proposed benefit.

3) Deal. At this stage of interaction, the conditions necessary to carry out the process of purchasing a product or service are formed.

4) Delivery. In this phase, it is ensured that the consumer receives the product with the declared benefit.

5) After-sales interaction pursues the goal of organizing customer service after the product is sold.

The total profit is formed through offers, channels and consumer groups. In addition, each flow can be characterized by its own rules for setting prices (for example, the creation of fixed price lists, the size of discounts, negotiated prices based on the volume of purchases).

The cash flows of the business model consist of:

one-time payments made after each transaction;
regular payment (for example, a subscription fee) for after-sales service of purchased goods.

The elements of the left part of the diagram contribute to the selection of the most effective tools (mechanisms of relations and channels) in order to obtain the highest possible total profit in the future.

The left side of the image shows the cost generation model in the process of creating a unique offer, its subsequent distribution, sale, delivery and collection of revenue from each flow. This scheme has all the elements that create conditions for the implementation of the proposal, and implies specific costs for this.

To sell products, a business must have key resources and processes (skills) that provide:

formation of a certain value;
creation and maintenance of interaction channels (in accordance with the phase and group of a particular client).

Key processes (or activities) refer to the necessary actions. Here, the main resources are used to implement the proposal. For example, for trading company the key process is the ability to sell your products. For service center- not only the implementation of their services, but also their provision at the proper level.

Key resources may be provided by business partners. An example is the suppliers of products or raw materials. They can also perform key processes.

It is important to evaluate all the costs required to implement the company's proposal. Of course, the cost structure is directly related to the decisions made to generate profit streams. Any adjustment in this matter will result in a change in the total cost of the proposal.

The financial prospects of the enterprise are calculated based on the difference between income streams and total costs.

A business model is usually created and developed using a universal template, consisting of all the components and sample questions, answering which you can decide on the best option implementation of your proposal.

This technique contributes to the creation and objective assessment of the development path of a business idea. You form several options, conduct a comparative analysis and choose the most effective and reliable model that will become the basis of the proposal implementation system.

How business models are built: step by step instructions

In order to create a business model, you need to answer nine questions in turn, entering the results in the corresponding cells of the template. You can draw up this diagram on A1 or A0 paper and place it on the wall, marking the answers with multi-colored stickers.

Step 1. We create a profitable part of the business model.

The central components of the model are the value proposition and consumer groups. These elements are closely interconnected with each other, so the questions should go strictly one after another. When answering the first question, you must assume the answer to the second. Conversely, the answer to the second question confirms the first. Let us consider in more detail the elements of the business model, which are described by the answers to the following questions:

1) What is the essence of your proposal? Answer the following questions first:

What is the value of your offer to customers?
What customer problem will you solve with your product?
What needs will the client satisfy if they take advantage of your offer?
What set of products or services are you offering to your target audience?

A value proposition always implies a specific value for a certain group of buyers, which is the characteristic of a product that satisfies the needs of the client. These properties of goods (services) can be both quantitative (cost, speed of service) and qualitative (shape, design, ease of use). Let's take a closer look at some of the characteristics that make up the benefit offer:

2) Which customer groups will be interested in the benefits offered? Before answering this question, please clarify:

Which consumer groups are ready to purchase this product or service?
Who is the most important customer and is he in the 20% that provide 80% of the profits?

The following categories of consumers can be distinguished:

Bulk Buyer. For the business model, there is no distinction between customer groups. Offer creation, distribution of channels and building relationships with the target audience are focused on customers with similar needs and common problems.
Niche. This category of consumers is intended for a specific part of the customer group. As in the first case, the formation of value, relationships and distribution of channels is aimed at meeting precisely their needs and requests. This category is very common in a business built on the interaction of "supplier - customer".
Segment. In some business models, each group of customers is divided into certain categories, whose needs and requests are slightly different. For example, the banking sector. They subdivide their consumers according to the amount of invested material resources, providing them with various offers of benefits (increase in interest with an increase in contribution).
Mixed. Many companies offer value to two or more unrelated customer groups at once. For example, a newspaper of free ads provides information for readers, and publishing platforms for advertisers.

3) How will you contact customers (channels)? The answer to this question contributes to the formation of a model of interaction with consumers. Preview all five phases for each client group and choose a different way in which you will build rapport at each stage of relationship development.

For example, in order to sell digital products via the Internet, only three channels are involved: the site - throughout all five phases; e-mail - for the first, second and fifth; acceptance of payment (via electronic money, bank cards etc.) for the third phase.

4) How will you build and maintain relationships with clients? Answer the following questions:

What interaction types need to be supported for each benefit offer?
Which of them can be used for each group of clients?

What are the types of customer relationships?

Personal. They are based on the interaction of employees with customers: specialists are engaged in service in the process and after the sale. This type relationships can be carried out in the office, with the help of Email, telephone, etc.
Dedicated personal. This interaction model implies that a certain employee is assigned to each client in order to establish closer and deeper relationships designed for a long time.
No relationship. In this case, the organization does not maintain contact with the consumer, relying on his independence in resolving the issues that have arisen.
Automated. This is a modernized version of the previous type of relationship - the client is provided with a standard certificate, a website where you can find answers to common questions, etc. Thanks to modern developments, the company has the ability to form "pseudo" personal relationships through software.
Groups, communities, forums. Their function is to provide contacts between members of the community to solve emerging problem situations through the exchange of information. These groups enable an organization to understand the needs and demands of its customers.
Complicity. In many enterprises, the customer relationship policy goes beyond the traditional approach, and managers invite consumers to participate in the development of additional offers benefits. For example, online bookstore Ozon encourages customers to post their reviews of books.

5) What exactly will customers pay for (these are your sources of income)? Make a short list and include:

What kind of value will the consumers of the group buy?
How will payment take place?
How much does each stream contribute to the total profit?

Consider the main ways of generating profit streams:

The commodity is money. The company transfers the right to use a physical product, such as a book, an electronic device, a car, etc.
User fee. Cash flow comes from the provision of services. An example is the per-minute payment for mobile communications, the daily payment for a hotel room, the delivery of goods by mail, etc.
Subscription fee. For example, the use unlimited internet, fitness classes, etc.
Rent/leasing. Transfer of rights to use physical goods for a certain period or with subsequent redemption. For example, bike rental, car rental, tool rental, etc.
Transfer of intellectual property rights. For example, the privilege to translate and publish a book.
Intermediary activity fee (broker's fee). An example of this business model would be a client paying a commission to a realtor after a successful real estate transaction. Thus, intermediary services between two or more participants are paid.
Advertising. As a rule, the organizers of festive events receive a large percentage of the sale of places to place advertising content.

The main methods of value formation:

Fix price. A clear price list for each product or service. The price is determined by the quantity or quality of the benefit offered. For example, additional options when purchasing a car or a smartphone. The price is directly related to the type and characteristics of the consumer group (private customers or commercial enterprises), as well as the number of purchased products (discount is possible).
Dynamic pricing. This is the value that is formed in the process of negotiations. The price is determined by the time of purchase (depending on the season and time of day), as well as supply and demand. The auction price is set during the bidding process.

Step 2. We create the expense part of the business model.

The following questions determine which methods and resources should be involved in the implementation of this business model, what costs will follow.

1) What knowledge and technologies (resources) are needed in order to :

create offers;
form channels;
maintain relationships with the client base?;
get cash flow.

Physical. Tools, production equipment, devices, marketplaces, etc.
Intelligent. Brand, specialized knowledge and skills, patents, partnerships, copyrights, etc.
Human. These resources are key to every business model. They play an important role when the activity of the organization is associated with intensive use of knowledge or creativity - lawyers, consultants, advertising agencies, designers, etc. Every business needs experienced salespeople.
Financial. Own investments, credit funds, etc.

2) What key processes are required in order to :

create offers;
form channels;
maintain relationships with the client base;
get cash flow.

Key processes are divided into:

Production. Those that relate to the direct creation of the proposal.
Problem solving. Those that are related to the solution of issues that arise in the process of relationships with consumers in each of the five phases.
Platform. Those related to business based on automated distribution of offers (web technology, payment terminals, etc.).

3) Do you need the help of partners? To answer this question, describe:

Who are your partners.
Who are your suppliers.
What resources are you interested in business partners.
What activities do they have planned?

There are three motivations for creating and maintaining a business interaction model:

Optimization and economies of scale in production. It is not necessary that every company has all the resources at once. You can use partner funds to reduce costs.
Reduction of uncertainty and risks. Business partners help you stand out in the fight against competitors.
Receipt specific resources or the implementation of specific activities. For example, for the production of products, you must first obtain the appropriate license.

4) How much will the implementation of each proposal cost?

Carefully analyze all expenses and answer the following questions:

Which business model requires the most investment?
What resources are the most expensive?
What processes will be involved?

Step 3. We evaluate the profitability of the business model.

So the model is built. Now it is important for you to evaluate how much income it will bring. The business model score is calculated using the following formula:

Profitability = The sum of all income - the sum of all items of expenditure.

Analysis of the business model by individual elements

When you design a business model, don't limit yourself to just one option. Your only decision may not be the most successful and profitable. Consider different options for implementing your business idea. Form several models in order to evaluate the effectiveness of various combinations of developing the benefit offer to the target audience.

Combining classic and new customer relationship techniques, develop at least five options. Evaluate the effectiveness and profitability of each of them, then choose the most profitable and best business model.

Before you start creating a project, keep in mind that you are evaluating the profitability of a model based on subjective assumptions. Before moving on, make sure that your forecasts are sound, otherwise you risk losing all your invested capital.

Which components of the business model are subject to verification:

1. Test the hypothesis that potential customers have a problem, How good is your product or service? Select a few loyal potential customers and give them a step-by-step “problem presentation” to assess whether your assumptions are justified.

The demonstration is intended to determine the content of the problem: at what point it occurs, how often, how annoying the potential consumer is.

Tentative plan for conducting a “problem presentation”:

List a few problems that your product can solve.
Ask the client to prioritize and highlight the most important.
The consumer then describes how they are coping with the problem at the moment, and what their costs are in doing so.
Briefly describe what solutions you see.
Ask how the proposed method is convenient and beneficial for the client.
Would he use it if it was free.
Is the customer willing to pay? this decision Problems. It is advisable to specify a certain amount.
Who else, in the opinion of the consumer, may be interested in this offer.

2. Create a product trial or a service that you think can solve these problems. Create a prototype which you will then show to your target audience. Your task during the presentation process is to understand whether this solution will help to solve the problem of the client.

The tentative structure of the “problem solution presentation” is:

State the problem clearly.
Demonstrate to the customer how your solution will get rid of the problem with a product demo.
Re-specify whether the potential consumer is ready to pay a certain amount for solving an existing problem.
Ask where exactly and how it will be more convenient for him to purchase this product.
Ask for whom else, in the opinion of the client, this solution to the problem is relevant.
End your presentation with a call to action (to conclude a contract or purchase a product).

3. Refinehow do your offers match the opinions of customers about this problem and how to solve it. You can easily draw conclusions, focusing on the number of transactions. If the level of sales is low, then adjust the characteristics of the problem of potential customers, or you will have to look for a different category of customers for your offer.

4 . When the presentation of the solution to the problem ends with a successful transaction, no changes are made to the description of the business model. Then we we finish testing and again evaluate the profitability of the updated model.

When you conduct your experiment, make sure that the channels you offer to communicate with potential buyers are as comfortable as possible for them. Check that they are effective in terms of mass demand for your product or service.

Once you've got all the answers and you're convinced that potential customers are interested in your product, then proceed to adjust the left side of the diagram to evaluate the profitability of the updated business model.

TOP 6 books about building business models

1) Yves Pignet, Alexander Osterwald “Building business models. Desk book strategist and innovator

In this book you will find a unique system of analysis, formation and development of the business model of Alexander Osterwald, which is used by the world's leading companies, including Google, IBM, Ericsson. The authors demonstrate an easy and understandable method of visualizing the key components, which gives a logical explanation of why the organization chose this particular method of generating income. To master the Osterwald business model, you will need nothing more than a large sheet of paper and a block of stickers. With this simplistic approach, you will be introduced to the overall strategic picture of entrepreneurship. With the help of stickers with brief statements, you can easily learn the main elements of a business plan and combine them into a single system.

2) Oliver Gassman, Caroline Frankenberger, Michaela Schick Business Models. 55 best templates»

The profit of each organization is largely determined by the choice of the most effective business model. Analysis of methodologies is a great help both for start-ups and for those who seek to reorganize their business and make it as profitable as possible. In this book, you will get acquainted with the strategy for the formation and implementation of innovative models, as well as learn about the main stages and difficulties in this matter. The basis of this work are 55 business building patterns that are used by the most successful modern companies, and you will also learn how to apply them in practice.

3) Tim Brown “Design Thinking in Business. From developing new products to designing business models"

Now most progressive companies attract designers not to “embellish” ready-made ideas, and entrust them with development from scratch. Previously, the tasks of this specialist were limited to the scope of the existing project, now he is endowed with much greater powers. Design, as a process of thinking, has completely transformed, and its principles are relevant for a wide variety of fields of activity.

4) John Mullins, Randy Komisar “Finding a business model. How to save a startup by changing the plan in time

Even if the entrepreneur has developed a business plan very carefully, received approval and financial resources from venture investors However, this does not guarantee the success of the project. That is why it is important to have additional strategies that you can switch to in case of failure. This book will teach you how to correctly diagnose the effectiveness of your business plan and, if necessary, change course in a timely manner.

5) Chris Anderson "Long Tail"

This book is the result of numerous experiments and interactions with entrepreneurs and scientists. In it, the author presented an analysis of data relating to the sales and use of the services of enterprises that specialize in the Long Tail market, such as Netflix and eBay.

This book describes fundamentally new model business development, which is only gaining popularity.

The information is intended for those who sell their products on the Web, as well as for anyone who is not indifferent to the future prospects for the development of marketing on the Internet.

The book is written in a living language, and practical ideas can be applied immediately after you read it. It is actively gaining popularity, and experts in the field of Internet marketing leave the most rave reviews.

6) Eric Schmidt, Jared Cohen New Digital World

This book presents the big picture of technology development. This is not a fantasy genre. The book consists of clear examples modern developments, the main ways of their further development and the facts of how they can be applied in practice. It is in this area that the formation of tomorrow takes place.

The future is here today, and the authors of this book are probably closest to it: Eric Schmidt (Chairman of the Board of Directors Google, who served as CEO of the organization for ten years) and Jared Cohen (founder and CEO of Google Ideas).

Information about experts

Sergey Alekseenko, head of distribution of the Russian branch Bauer Media Group in Moscow. The company's assets are represented by television channels, radio stations, 112 online projects and 396 publications in 15 countries. Since 2008, the company has been the sole distributor of Hachette Collections patchworks. Official site - www.bauermedia.ru.

Andrey Sooliatte, General Director and business partner of Finexpert.ru in Moscow. This company was founded at the end of 2004 by Andrey Sooliatte, Vladimir Repin and Alexander Khalileev. In early 2010, the organization was renamed BPM Consulting Group LLC.

Anastasia Gushchina, general director of the representative office of the company Finnflare in Moscow. Field of activity: production of clothes, footwear, accessories for the category of buyers above the average income. Form of organization: holding. Territory: Russia, Kazakhstan, Finland. 25 own branded stores located in Moscow, St. Petersburg, Astana, Helsinki. Franchise network: 245 shops. Number of staff: 400. Annual turnover:$107 million (as of 2007).

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:

Product.
Consumers.
Marketing (sales channels).
Suppliers and production.
Market (type, volume).
Competitors.
Finance (structure of expenses and incomes).
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 of an ordinary person has changed. 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 know where to find the most best deal for 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.

Market size ecommerce is constantly growing (see figure 2.1).

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

cloud technologies;
education;
media and advertising;
game industry;
social media;
electronic commerce;
security;
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:

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 business model for selling and using software, in which the supplier develops a web application and independently manages them, providing the customer with access to the software via the Internet. The main advantage of the SaaS model for the service consumer is the absence of costs associated with installing, updating and maintaining the equipment and 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 have recently also been working on this model. Access to the main service or content is provided completely free of charge, and they earn on different 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:

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.
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.
Informational (Infomediary). Income is obtained through the sale of information: audience data, meta-intermediaries between sellers and buyers, and others.
Trading (Merchant). Direct sale of goods and services.
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.
Affiliate (Affiliate). Again, a kind of advertising model, where income comes from the owners of partner sites in exchange for incoming buyers (visitors).
Community (Community). Here the name of the class of models characterizes not even the source of income (it can come from the sale of paid services, advertising or donations), but the environment where this income is generated.
Subscription. Revenue comes from users who subscribe to certain services.
By consumption (Utility). The "antipode" of the subscription model, where a certain service is also provided to the client, 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.