Posts Tagged ‘Business model combo’

The Maribor Golden Fox Skiing World Cup competition was attended by more than 20 thousand fans last Sunday. The reason that it attracted more spectators than any Slovenian football match in the last year was Tina Maze, who holds the lead  in the overall World Cup Ski Competition for women 2012/13. Tina has ascended the winners’ podium more than 20 times in all disciplines of Alpine skiing 2012/13.

Slovenian alpine skier Tina Maze at the bib dr...

Slovenian alpine skier Tina Maze at the bib draw for the Giant Slalom in Semmering (Austria) on 28 December 2010. (Photo credit: Wikipedia)

Tina Maze is a business model built on a small team, consisting of Andrea Massi (head coach), Livio Magoni (coach), a masseuse, and a servicer. The team has turned down technical assistance from the Ski Association of Slovenia, but they are still allowed to operate under the auspices of the Slovenian team. Her excellent coaches are able to focus Tina’s attention only on the next challenging turn of each slope They have ensured that she is in top form, both physically and mentally ready.
Excellent results also encourage sponsors who want the many  thousands of spectators at competitions to see that Tina wears their brands or uses their products. Tina has also made her debut as a singer, and her enthusiasm and performance are the equal of many professional entertainers.

So why is Tina Maze successful? This Slovenian skier always believes she can conquer the next turn and that she can ski the  fastest, the same belief held by her coaches, masseuse, servicer, and over 10 thousands fans. As long as she is confident that  she can achieve perfection, there is no fear that her  business model will not be successful. Tina Maze delighted 22 thousand fans with her victory in the slalom at the Maribor Golden Fox Skiing World Cup last Sunday.

 

 

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When I watched TED’s great lecture by David Kelly entitled “How to Build Your Creative Confidence,” I thought about my climbing. When you climb, you need complete self-confidence and you must have trust in the other climber, who is on the same rope with you. I see a bond between self-confidence and trusting others with survival. When you are in a precarious situation, if you are climbing with a stranger or are in an unknown area, your level of uncertainty can be very high. I always had a healthy appreciation for the dangers of upcoming climbs, and somewhere inside me, I felt the thrill of fear. However, after having accomplished a large number of such climbs, I have transformed that fear into respect, and I believe that change took place due to my acquiring a lot more self-confidence. Now, when I listen to Pink Floyd’s “Learning to Fly,” it reminds me of how I used to feel before and how differently I feel today.

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Confidence in yourself and trust in your companions are  important values in climbing. The same is the case with respect to business ventures. Customers will not buy your product or service if they don’t feel a sense of trust in you. Your sales and marketing personnel can’t sell a product if they do not have self-confidence and/or lack confidence into the product. It is difficult to do business if you don’t fully trust a partner to fulfill agreements. How can we trust a partner if he doesn’t pay invoices for work done properly, as agreed?Somebody who isn’t confident in his product and who lacks self confidence can’t be successful.

When I  worked for a company as Chief Financial Officer, responsible for payments, I had the opportunity in the early nineties to meet with a sales director He reviewed our invoices during the meeting, amended  the contractual payment period on those invoices, and changed the payment dates from 60 days to 90 or even 120 days. That was an outrageous violation of my climbing philosophy. Yet, this shoddy practice has been maintained in Slovenia till today, and has resulted in in a lot of uncertainty for businesses here. The larger companies with their legal staffs are adept at exploiting our too flexible rules and too compliant institutions. Payment schedules in many cases may extend to one year, and some obligations are never fulfilled. This changing environment has given  rise to business uncertainty, and this uncertainty grows worse every day.

But what can be done to reduce such uncertainty and to restore a healthy business climate?

When I was first climbing an exposed wall and the muscles in my arms hurt from the stress, I often thought, “What if I fall?”  I feared losing my strength and my grip while testing my limits with top rope protection. However after having climbed so many walls, now I have stopped thinking about anything except the next grip and how to grasp it. So, by raising my self-confidence, I have started to trust those who have the same level of mastery as I do and those who are more  skillful and experienced than I.

In the business world ,it is much more difficult  to attain such expertise than it is in climbing because many more circumstances can affect one’s confidence in the execution of activities; there are a much greater number of variables. For example, we need to recognize the building blocks of a business model that have the most impact on operations and stakeholders’ activities. These building blocks include  partners, employees, clients, customers, funders, etc.. Trust is not static; it has to be assessed on both an emotional  and a quantitative level. Only when we have made these assessments, can we start to think about solutions.

How can solutions that will reduce uncertainty be developed?

We need to create personal business models, ones which help us to transform our ideas into action on a personal business model canvas. In the testing phase, we must check customer confidence in our ideas and in how much trust exists between ourselves and our partners . By doing so, we can create our own self-confidence. Tests are essential parts of the learning process and help us in the process of “guided mastery,” as David Kelly calls it

Uncertainty can be reduced by checking the confidence level of a company and can easily be checked by creating a business model canvas. Increased business confidence is one of the most important results of business model testing. We can compare the quantitative level of confidence (for example, delay of payments, quality of orders, etc.) with the qualitative level of confidence. Then we can use the results to create more complex business model combining cases, ones in which our business model and those of our partners, owners and other stakeholders are involved.

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If we want to work with a partner, they must help us in one of the following three areas.
1.       They should have to perform tasks that are associated with the execution of our processes.
2.       They must solve problems which we do not have sufficient resources to implement, or we do not have the expertise to resolve them.
3.       They have to help to satisfy needs that we have in the company. One of these needs is the need to communicate.
If the partner does not help in any of these areas, then it is pointless to cooperate with them.

What do partners have to give?
When choosing a partner company, it is useful to analyze its business model and figure out how we will be treated. We are going to be their customers, co-creators, and/or intermediaries, any or all of the foregoing. Is such a successful relationship going to be possible?
If you find that the company’s response is too rigid, then you have to find a more flexible partner.

Partners have to give…
Many companies in Slovenia assess potential suppliers. However, most of these assessments are not  made ​​in terms of the business model. They look only at estimated criteria of price, quality, personnel response, documentation management, etc. While these are all important factors, neglecting to analyze a potential supplier’s business model can easily result in a failed relationship.
Consequently, it is vital to realize that companies can have great benefits from an audit that analyses the conformity of the partner’s business model combined with their business model. The models have to be  compatible; otherwise, the companies won’t be able to work together..
If we assess our business model in terms of business model combining with the models of partners, we need to develop a business model combo which will help finish tasks, solve problems and meet all our mutual needs.

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English: 油麻地 Category:March 2010 in Yau Ma Tei...

English: 油麻地 Category:March 2010 in Yau Ma Tei Category:Hilti Group 喜利得集團 Category:Shops in Yau Ma Tei 地鋪 & Category:Hamilton Street, Hong Kong Category:Fleet vehicles in Hong Kong 公司車 Category:Evening in Yau Ma Tei (Photo credit: Wikipedia)

Help partners succeed, if you want to succeed.

 

When a company creates a new business model, it must verify that its latest model is compatible with the business models  of its key partners. The question should be whether the existing and prospective users of the company’s business model are willing to improve or implement innovative solutions. If a partner’s business model doesn’t integrate well with the  new business model, it is advisable that the partner create a novel model or alter its present one in order to serve the common goal: Making the combined  business models or innovative products within those  business models successful. To understand this process better, it makes sense to analyze a number of examples.

One such example is certainly Hilti. Hilti  developed a gun for concrete anchors a few years ago. Such anchors firmly attach  cables to concrete surfaces.  This new product allowed  users to omit some activities , which had previously been necessary and, at the same time,  made  the whole procedure shorter and less expensive. Thanks to  this innovative method, it was no longer necessary to drill holes, insert anchors, etc. However, if Hilti wanted to create a wide distribution of this product, it would first need to convince potential users. AFter that, these users would have to develop a fresh, more effecvtive business model for  their corporation. Therefore, Hilti decided that it made sense to train the company employees of potential users. This was a simple, yet very effective, way to present new technology. As a result, those firms that have opted for this technology have gained a competitive advantage over the competition and enjoy Hilti’s constant support. Hilti’s business model combining process inspired  innovation of the users’ business models, and consequently, their products/services have become more successful and efficient. Having successful  partners helps ensure Hilti’s continued success .

Hilti used training as an excellent  distribution channel to spread its new product and services among potential users. Moreover, by doing so, Hilti gets feedback for potential improvements, based on the needs and desires of potential customers at  the same time. Prospective and existing users get the information, skills and opportunities to innovate their business models. Hilti helps partners succeed so that everyone achieves  success.

 

 

 

 

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Can a Personal Business Model Be Combined with an Organizational One?
Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers describes a framework for thinking about what an organization offers, who its customers are, and how an organization creates value.
Business Model You: A One-Page Method For Reinventing Your Career provides guidelines and a framework for thinking about what we want, what we have, what we do, how we help those who help us, and who we help.
We can create a personal canvas which helps us find out when our personal business model can fit into an organization’s business model. The “Business Model You” canvas can help us find an organization for which we can work passionately because we can combine models with the same goals to achieve personal and organizational benefits.

What We Have to Know If We Want to Implement a Business Model Combo:

1.    If we want to combine Business Model Canvases with the Business Model You canvas, we have to understand the process of creating both kinds of business models.

2.    We have to know our pains and gains.

3.    We have to know an organization‘s pain and gains.

4.    If we can relieve an organization’s pains or help to achieve gains, we can work for that organization.

5.    But such an organization has to satisfy our expectations

6.    We have to test our hypotheses by means of canvases.

7.    Go ahead and try!



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Everything Is a Remix is a documentary about the process of creativity. The filmmaker, Kirby Ferguson, explains progress as activities which involve copying, transforming, and combining.
I prefer to use the word “imitate” rather than “copy” because imitation implies adding to or subtracting from the original whereas copying means duplicating it.
I was at a Hekovnik workshop for startups where I was inspired by the Great Spirit of creativity. We draw and show our ideas through Business Model Canvases. I’ve found out that a lot of ideas were transformed from business models that already existed but became something new by combining.
We can imitate, transform, and combine business models into different innovative ones that offer a far more comprehensive view to a much wider audience.
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Cidade da Copa, 2014 FIFA World Cup.

Image via Wikipedia

Brazil will host the 2014 Soccer FIFA World Cup. When any country hosts a world cup, it’s never just about the game; it’s also a great opportunity for businesses to enhance their profits. Sebrae (Service Brazil for Small and Micro Companies) conducted a survey to investigate opportunities for small enterprises in the service industry. Service companies can combine business models with the World Cup when this event takes place in twelve Brazilian host cities: Rio de Janeiro, Brasilia, Cuiaba, Natal, Recife, Belo Horizonte, Curitiba, Fortaleza, Salvador, Porto Alegre, Manaus; and Sao Paulo. The survey showed that the 2014 Soccer World Cup will have considerable influence on the growth of agribusiness (132 opportunities,) construction (128,) retail (122,) production linked to tourism (117,) wood and furniture (106,) information technology (105,) clothing (65,) tourism (98,) and services (56.)
Sebrae will invest eighty million dollars in business model combining in order to maximize the potential for an optimum outcome.  All of Brazil is in love with soccer, and so I believe that the 2014 FIFA World Cup is sure to be a huge success, both in sport and in business.
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KLEINMACHNOW - DECEMBER 17:  A sign for Intern...

Image by Getty Images via @daylife

eBay is one of the most important players in the field of internet commerce. It strives to maintain a leading position in the global market and does so by having the vision to grow through using business model combining. eBay acquires innovative companies and integrates those business models with the eBay model.  Managers paint the eBay business model canvas with elements from other business models such as Milo, Redlaser, Gsi Commerce, PayPal, and FigCard.

eBay has two kind of target customers: small businesses and individual customers.

It has value propositions for small businesses such as retail stores. First, eBay offers
Gsi service, which helps companies put their inventory online, thereby opening up to potential customers the entire range of their products. In addition, Milo service lets users check the online inventory of thousands of stores while the Redlaser barcode reader permits Smartphone users to scan any item and then comparison shop among many suppliers. Finally, Where service provides local daily deals and creates buying incentives throughout the system by offering coupons and discounts. Milo, Redlaser and Where are great distribution channels to potential customers, especially small businesses, while FigCard and Paypal are great paying service systems.

eBay gives buyers these great services, all of which make shopping so much more convenient, economical and easy. Consumers can have great shopping search experiences with Milo and Redlaser while Where service enables local daily deals. Once a buying decision has been made, PayPal enables dependable, universal payment by phone whereas FigCard allows secure purchases by phone in a shop.

eBay connects businesses and consumers. Small shops and stores gain a great online service for buyers focused on products and location, thereby acquiring important distribution channels to reach many more customers.

With all these advantages, it’s safe to predict that thousands of small shops will combine their business models with the eBay model combo and start to be eBay partners.

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Most of the payable apps use credit cards to make payments, and typing on mobile phones can be slow. In addition, it’s all too easy to make a mistake when typing in such a long number. A new procedure called card.io provides a software development kit (SDK ) for mobile developers making it easy to accept credit cards in their mobile apps. When card i.o. is combined with mobile apps business models, it ensures a faster paying service for customers.

I went to a gas station at the Mercator supermarket today, but I had to wait a long time there because there were some problems with a cash terminal.  Then, I had to wait again in a drug store because of bad communication connections. Both places have robust hardware for reading credit cards, but it still took a while.

These delays could have almost certainly been prevented if these businesses had had smart phone connections and the card.io app. I think that supermarket chains and other stores can cut cost of paying services by using mobile devices to scan the codes of products and then scan the customers’ cards. That can be done by either the store personnel or by the customers themselves.

This technology is still in the early development stage, but I see a bright future for card.io in retail stores, gas stations, restaurants, etc.

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I joined the EmpireAvenue site three weeks ago because, after reading an interesting article (Serious Play: The Business of Social Currency about the EmpireAvenuein Harvard Business Review,) I became curious as to how this challenging, innovative service works. What I read in the article and saw at the site caused me to start thinking about the EmpireAvenue business model and the possible advantages of combining that model into a company’s business model.
The EmpireAvenue offer platform gives members the opportunity to trade shares with other participants. Shares are used as social currency and each participant (individual, company, or institution) is a partner who gives information to EmpireAvenue information about his/her/its activities on various social media. The frequency of activities on a participant’s social media are measured and calculated and then expressed as the value of one’s shares. Thus, the basis for one’s social currency depends to a great degree on the quantity of a participant’s activities. That is the “real “ virtual value because measuring quality of content is virtually impossible. Therefore, one’s “value” is largely determined by a participant’s followers, friends, and partners on his/her/its social networks.

EmpireAvenue enables members  to see how active and how influential a participant is in the virtual world of social media, and it was an interesting experiment to see how much impact I supposedly have. In addition, companies may want to combine the EmpireAvenue or similar business models into their own business models because by doing so they can get information about influential individuals and other companies or institutions. That information gives them an opportunity to collaborate with important participants. Thus, EmpireAvenue can be great tool for businesses and for high-value players who could sway a company’s significant customers.

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