Posts Tagged ‘Maribor’

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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Whether yours is a startup company or a going concern, it is necessary to position all parties in the value network business model in order to add value which can then be delivered to customer supply. Based on the information collected, value can be analyzed, and within this network a company’s value share position can be determined.

From this evaluation of the new combined business model and the  analysis of the value network, which is included in the creation of values, a zero point can be determined. This represents a position from which we can  begin to look for different alternatives and simulate some desired states of the business model we would like to achieve.

Only a year ago, Ryanair’s planes landed regularly at the Edvard Rusjan Airport (line Maribor –London) not far away from my home. The Rast company managed the airport but soon ceased to cooperate with the Irish carrier because Ryanair required what Rast considered to be too high a fee for flights to that airport. Rast proposed that Ryanair raise its ticket prices, rather than requiring Rast to pay any compensation, a proposal that was greeted by Ryanair as absurd. All Ryanair flights to the Edvard Rusjan Airport immediately ceased.

Ryanair would still fly the London-Maribor line today if Rast had created a map of the value network, identified the participants in that network and evaluated the importance of the stakeholders by criteria

That analysis would have helped Rast by providing a base for combining stakeholder business models. Moreover, other stakeholders in the region, such as hotels, shops, and restaurants, which would be patronized by Ryanair passengers, would have needed to be involved in the value propositions.

This range of stakeholders also includes other businesses that offer accommodations (apartments and guesthouses), skiing, sport events, cultural events (museums, galleries, and concerts), souvenirs, etc. Rast should have combined the business models of all interested stakeholders with its business model into a new model that would have provided the required very high fee.

The regional community and the Tourist Association of Slovenia should have played a crucial role and could have prevented the loss of Raynair, which transported a few thousand tourists to Slovenia annually.

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