All Discussions Tagged 'revenue' - Business Model Innovation Hub2024-03-29T05:43:12Zhttp://businessmodelhub.com/forum/topic/listForTag?tag=revenue&feed=yes&xn_auth=noIs that necessary to add cost struture and value stream into business model canvas? what is main role of those elements?tag:businessmodelhub.com,2017-07-06:2478825:Topic:3212712017-07-06T12:17:56.471ZQuang Huy Nguyenhttp://businessmodelhub.com/profile/QuangHuyNguyen
<p>Dear friends, </p>
<p>Currently, I am doing a small research for using business model canvas to describe how to run a business and then put it into process modelling system ( MOOGO software).The simple way to understand is that I need to draw series of action with key performance indicators, it would be like BPMN with diffirent way to discribe. The problem is that just relying on key activity, key resource, key partner, value proposition and channel, for my poitn of view, it would be totally…</p>
<p>Dear friends, </p>
<p>Currently, I am doing a small research for using business model canvas to describe how to run a business and then put it into process modelling system ( MOOGO software).The simple way to understand is that I need to draw series of action with key performance indicators, it would be like BPMN with diffirent way to discribe. The problem is that just relying on key activity, key resource, key partner, value proposition and channel, for my poitn of view, it would be totally get the costs and revenue after analyzing those things above in more detail. Therefore, I wondered why we need cost structure and revenue if we can see the money flow? or maybe anything elses on revenue and cost I am missing or I did not get the main points of revenue and cost structure.</p>
<p>Please give me some advices for that problem.</p>
<p>Thank for your time </p>
<p>Best regards,</p>
<p>Huy</p>
<p></p> New book on a new class of business model patterns - "FairPay: Adaptively Win–Win Customer Relationships"tag:businessmodelhub.com,2016-11-07:2478825:Topic:3076212016-11-07T18:28:55.685ZRichard Reismanhttp://businessmodelhub.com/profile/RichardReisman
<p>My new book, <a href="http://bit.ly/FPZBook" target="_blank">FairPay: Adaptively Win–Win Customer Relationships</a>, rethinks business models for the digital era. It has been praised as</p>
<p> “an innovative and visionary methodology,” <a href="http://storage.ning.com/topology/rest/1.0/file/get/1800236126?profile=original" target="_self"><img class="align-right" src="http://storage.ning.com/topology/rest/1.0/file/get/1800236126?profile=RESIZE_320x320" width="216"></img></a></p>
<p> "radically new perspective"</p>
<p> "what disruption could look like in a new digital business era."</p>
<p> "explains how…</p>
<p>My new book, <a href="http://bit.ly/FPZBook" target="_blank">FairPay: Adaptively Win–Win Customer Relationships</a>, rethinks business models for the digital era. It has been praised as</p>
<p> “an innovative and visionary methodology,” <a href="http://storage.ning.com/topology/rest/1.0/file/get/1800236126?profile=original" target="_self"><img width="216" class="align-right" src="http://storage.ning.com/topology/rest/1.0/file/get/1800236126?profile=RESIZE_320x320"/></a></p>
<p> "radically new perspective"</p>
<p> "what disruption could look like in a new digital business era."</p>
<p> "explains how a radical shift in how we set prices can help enterprises become more customer focused...promises to transform business by providing a new operational dynamic for maximizing customer lifetime value."</p>
<p>In fact, the adaptive and dynamic nature of FairPay is itself a process for generating the details of business models (because it can take on the characteristics of many different models), and thus can help bake the idea of business model generation -- design thinking -- into core business processes. Given this deep and broad impact, I suggest that FairPay offers a new business model "Pattern."</p>
<p>Portions of the book are online on <a href="http://bit.ly/FPAmzE" target="_blank">Amazon</a> and <a href="http://bit.ly/FPbkGgl" target="_blank">Google.</a> The <a href="http://bit.ly/2c95Paj" target="_blank">Foreword by Adrian Payne</a>, one of the foremost authorities on Relationship Marketing and CRM, provides a nice overview. Background on FairPay is also on my <a href="http://bit.ly/1R6URBg" target="_blank">blog</a>.</p> The BM for selling through an integrator or resellertag:businessmodelhub.com,2016-08-18:2478825:Topic:3027492016-08-18T13:03:50.948ZMike Lachapellehttp://businessmodelhub.com/profile/MikeLachapelle
<p>I recently had a very interesting question asked about how the business model works when selling something through and integrator/reseller. I thought I would share the discussion (generalized) with the community.</p>
<p>If you look at the business from the perspective of the integrators-resellers, they may be running a classic 'platform' business. They provide the infrastructure and services for the two sides to interact, producers (product/service providers) and the consumer (end users).…</p>
<p>I recently had a very interesting question asked about how the business model works when selling something through and integrator/reseller. I thought I would share the discussion (generalized) with the community.</p>
<p>If you look at the business from the perspective of the integrators-resellers, they may be running a classic 'platform' business. They provide the infrastructure and services for the two sides to interact, producers (product/service providers) and the consumer (end users). They are funding this platform through access fees. End users pay fees on the purchase. Product/service providers pay a 'commission' to have their items listed and accessed. Note, there may be other sources of income such as advertising, but for the purpose of this discussion the fees are the important revenue stream.</p>
<p>For the platform owner, if your revenue comes from transactional fees, then you must own and control the financials of the transaction and the interaction process. Think of how Uber or AirBnB operate. Whether you, as the producer, are providing a car, a bed, or an instructional course, the platform must own the interaction.</p>
<p>So, if we look at the business from the product/service provider's perspective, the platform is a channel for you to access customers. The platform operator is a partner providing that channel for your sales activities. That partnership comes with a cost, fees or commission on sales.</p>
<p>Where this scenario differs from reselling through a retail outlet is in who is the target customer.</p>
<p>In the retail channel you are selling to another business and they are selling to their customers. So in typical B2B sales you have two customers for whom you are required to create a value proposition - the retailer and the end user. Revenue in the reseller case can happen in a couple of ways. There could be direct sales to the reseller, then they sell direct to their customer. Or the revenue can be intermediated, which means everyone gets a share of the total selling price. You get a discounted revenue based on the reseller's commission. In the reseller scenario the company you work through is a customer of yours.</p>
<p>In a platform business the infrastructure gives you direct access to the end user. So you only have one customer, the end user. The platform is a only channel, for which you pay fees to access, and the controller of the interaction between you and the customer.</p>
<p>In the platform business the owner of the platform is a partner that comes with a cost. You have the options of showing the fee paid to the platform owner as either a cost of partnership, or you could show the sales through the platform as a separate revenue stream that is discounted by the platform's commission.</p>
<p></p> Diversified revenue streams saved the music storetag:businessmodelhub.com,2015-01-25:2478825:Topic:2532022015-01-25T15:04:11.341ZMike Lachapellehttp://businessmodelhub.com/profile/MikeLachapelle
<p>HMV Canada (separated in June 2011 from the British HMV group PLC), has remain a strong presence in shopping malls across the country. The music store's retail business is stable and even growing largely due to developing new revenue streams from adjacent products.</p>
<p>By 2010 revenues had fallen from $360M 70 $240M (CDN). The change to their business began with space reduction - moving to smaller footprint stores. But it is the development of revenue streams from memorabilia and…</p>
<p>HMV Canada (separated in June 2011 from the British HMV group PLC), has remain a strong presence in shopping malls across the country. The music store's retail business is stable and even growing largely due to developing new revenue streams from adjacent products.</p>
<p>By 2010 revenues had fallen from $360M 70 $240M (CDN). The change to their business began with space reduction - moving to smaller footprint stores. But it is the development of revenue streams from memorabilia and collectables that have shored up the retail business.</p>
<p>Sales of CDs across Canada fell 7% for the last 12-month period. Surprisingly the sale of vinyl albums (a minor stream) has risen by 71%. It is the penchant for people watching whole seasons of television shows and the popularity of franchises that opened the door to innovation.</p>
<p>The starting point of this evolution was looking to see what you can do as a brand that allows you to stay relevant to your core consumer.</p>
<p>The sale of Start Trek pizza cutters, bobble heads form the Game of Thrones, Darth Vader salt and pepper shakers and Dr. Who clothing are at the heart of the renewed revenue streams. The new lines of merchandise account for 25% of the revenues (music cd's=30%, DVDs=45%), and this is expected to rise to 35% by 2017. HMV has always sold memorabilia in the form of t-shirts and band-related merchandise, they have just opened their minds to new possibilities and taken the category more seriously.</p>
<p>This is a great example of business model innovation based on adjacent possibilities, and driven by customer insight. </p>
<p><em>(from information in an article in The Ottawa Citizen Jan 24, written by Holly Shaw of the Financial Post)</em></p> calculation model - HELP!!!!tag:businessmodelhub.com,2011-08-30:2478825:Topic:669732011-08-30T10:16:52.764ZRenske Valkhttp://businessmodelhub.com/profile/RenskeValk
<p>hi everybody,</p>
<p> </p>
<p>I am currently working with the calculation model of the ipad toolbox and have a problem. Hope someone can help me out!</p>
<p> </p>
<p>The problem starts in the calculation involving the revenue streams:</p>
<p> </p>
<p>1. The business I work with allows multiple options which I cannot address in the model.</p>
<p>As an example: let's assume a certain type of revenue (e.g. Projectmanagement fees) which is applicable to more then one value proposition…</p>
<p>hi everybody,</p>
<p> </p>
<p>I am currently working with the calculation model of the ipad toolbox and have a problem. Hope someone can help me out!</p>
<p> </p>
<p>The problem starts in the calculation involving the revenue streams:</p>
<p> </p>
<p>1. The business I work with allows multiple options which I cannot address in the model.</p>
<p>As an example: let's assume a certain type of revenue (e.g. Projectmanagement fees) which is applicable to more then one value proposition (delivering different type of projects) within different customer segments.</p>
<p>I don't seem to be able to assign a revenue stream to more then one Value Proposition????? HELP?</p>
<p>It does not seem to make sense to add all the options seperately in the canvas since there is not use then anymore of attaching a calculation model (you need to calculate yourself) so I hope I am missing a button or so :). </p>
<p> </p>
<p>2. The other problem I experience is that for most companies I work with, the market size is unnknown. They are small and don't operate in a transparant market. It is therefore not possible to use the different type of revenue streams as opposed to "other".</p>
<p> </p>
<p>Is there a ipad toolbox wizzard that can help out on this?</p>
<p> </p>
<p>Regards,</p>
<p>Renske </p> Transition of Business Model Canvas to Spreadsheet (income statement)?tag:businessmodelhub.com,2010-09-06:2478825:Topic:214922010-09-06T13:25:59.767ZTor R. Grønsundhttp://businessmodelhub.com/profile/torgronsund
Hi,<div><br></br></div>
<div>Have anyone done a spreadsheet modeling income based on the business model canvas? </div>
<div><br></br></div>
<div>My case uses Value Propostion - Revenue Stream - Customer Segement, where:</div>
<div><ul>
<li>Value Propositions have one or more Revenue Streams; and Revenue Streams have one or more Value Propositions</li>
<li>Revenue Streams have one or more Customer Segements; and Customers have one or more Revenue Streams. </li>
</ul>
<div>I appriciate hearing if you…</div>
</div>
Hi,<div><br/></div>
<div>Have anyone done a spreadsheet modeling income based on the business model canvas? </div>
<div><br/></div>
<div>My case uses Value Propostion - Revenue Stream - Customer Segement, where:</div>
<div><ul>
<li>Value Propositions have one or more Revenue Streams; and Revenue Streams have one or more Value Propositions</li>
<li>Revenue Streams have one or more Customer Segements; and Customers have one or more Revenue Streams. </li>
</ul>
<div>I appriciate hearing if you have done such a model :-) </div>
<div><br/></div>
</div>
<div>Best,</div>
<div>Tor</div>