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Business Model Presentation Template

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Business Model Canvas Template

Transcript: Understanding Revenue Streams Self-Service Personal Assistance Automated Services Communities Revenue streams are the lifeblood of a business, representing the income generated from various customer segments. They can originate from different sources, such as product sales, subscription fees, licensing, and service charges. Analyzing these streams is essential for evaluating the overall financial health and sustainability of the business model. Channels in the Business Model Canvas Personal assistance involves direct interaction between customers and company representatives, enhancing customer satisfaction and loyalty through personalized service. Self-service allows customers to handle transactions independently, often through online platforms, enabling convenience and efficiency while reducing operational costs. Automated services utilize technology to provide support and assistance to customers, offering quick solutions and 24/7 availability, which can enhance user experience. Communities foster engagement among customers, enabling them to share experiences and advice, which can lead to increased brand loyalty and customer retention. An overview of how businesses connect with their customers through various channels. Digital Marketing Retail Locations Direct Sales E-commerce Utilizing online platforms such as social media and email to engage with customers and promote products. Physical stores where customers can view and purchase products directly, enhancing the brand experience. Face-to-face interactions or personalized sales approaches to build relationships and trust with customers. Online sales channels such as websites and marketplaces that allow customers to shop conveniently from anywhere. Types of Customer Relationships Key Resources Differentiation from Competitors Defining Unique Value Competitors might offer similar products or services, but effective value propositions set a business apart by highlighting distinct features, advantages, or pricing models that resonate more deeply with particular customer segments. Value propositions articulate the unique benefits and values that a business promises to deliver to its customers. They play a critical role in attracting and retaining customers by meeting their specific needs effectively. Human Resources Intellectual Resources Physical Resources Financial Resources Human resources refer to the workforce and their skills, knowledge, and experience essential for executing the business model. Financial resources include the funds necessary for the business to operate, invest in development, and manage expenses. Intellectual resources encompass company brand, patents, proprietary knowledge, and trademarks that provide competitive advantages. Physical resources include tangible assets like machinery, buildings, and inventory necessary for operations. Understanding Customer Segments TASK 1: MONDAY MIND | FINANCIAL PERFORMANCE At break-even point, Revenue = Fixed Costs + Variable Costs. The price of the online yoga teacher training: 995 Fixed Costs (yearly): Total Fixed Costs for the year = 450 Variable costs for the online yoga class is: 50 Therefore, the break-even point is: To break-even, Camille will have to charge individual students: 500 Essential Actions for Success Supporting Activities Key activities are critical actions that a company undertakes to ensure its business model functions effectively. These include production, problem-solving, and platform/network maintenance, which collectively help in delivering value to customers and achieving business goals. In contrast, non-key activities, while still important, do not directly contribute to the core operations or value delivery. These may involve administrative tasks, HR management, or secondary processes that support key activities but aren't central to the business's primary mission. Enhanced Customer Satisfaction Tailored Approaches Understanding customer segments can lead to better customer satisfaction as businesses can address specific needs and preferences, fostering loyalty. Key Partnerships in Business Model Canvas Understanding the vital relationships and collaborations that enhance business operations and mitigate risks. Continuous Improvement Initial Setup Regularly assess and optimize partnerships to ensure they align with business goals and adapt to market changes. Business Model Canvas Overview Identify and establish key suppliers and partners essential for product sourcing and service delivery. Growth Phase Develop collaborative relationships that facilitate scaling operations, such as joint ventures or strategic alliances. The Business Model Canvas serves as a strategic management tool that enables businesses to visualize, design, and innovate their business models. It helps in understanding how various components of a business interconnect and supports decision-making processes. Types of Costs Customer Segments Value Propositions Customer segments define distinct groups of

Business Model Presentation

Transcript: Whom would it be beneficial to partner with? Revenue model- Relies upon repeat custom Additionally, provides smaller "impulse" products to increase revenue per client Customer relationship strategy- No "Strategy" per se, however has a strong relationship with clients due to revenue model Could optimize time with clients further- employ or manage time? Customer relationship management- follow up call, but heavily relies on lasting impressions of initial service Wendy has been extremely efficient in performing her activity. Her main activity (nails) is working very well and she has a strong clientele. Her other activity (accessories) has allowed her to make comfortable profits. Customer Segments – who are your customers? Revenue Streams Doesn't have specific strategic partners However, has some relationships Difficult to build strategic partnerships due to level of business activity Little dependency on current "partners" Customer Relationships – how do you relate to entrepreneur clients over time? Channels How dependent are we on our current partners? Value proposition satisfy customers’ needs. Wendy brings her personal touch, best service. Wendy’s value proposition well perceived by customers. Customers come back and advise others to visit her. Competitors offer similar value proposition but Wendy is 20% cheaper. Value Proposition Nail material suppliers- Large choice of other online suppliers Scarf Supplier- Back up scarf supplier has been sourced Bracelets- mass produced, always stock, easily attained from numerous sources Do we use partners enough? Cost Structure Could merge with another small company in the future Employ/partner with a beautician to extend product range and appeal Local retailers- offer Wendy House gift vouchers and post marketing materials Wedding planners- could be included as part of a wedding make-up package The Wendy House Partner Network Key Resources Business Model Presentation Key Activities How well do we work with these partners? Low cost business model is consistent through the low cost pricing in comparison to local competitors How lean is The Wendy House: Eliminate waste- No Free up capacity- No Clear process- Yes Lean accounting- very poor Highest costs- outsourced products, however stock can be held reducing risk Suppliers are beginning to offer perks However, little bargaining power due to small activity "Aromaworks" partnership is mutually beneficial, however more higher profits could be gained Primary suppliers are offering little incentives/perks SalonServices and EBay offer a range of possibilities regarding the supplying of nail products sold at the Wendy House. Bracelets are purchased from BohoBetty.com , no need for an emergency re stock due to the number of customers who visit the Wendy House. All scarfs supplied and not sold at the Wendy House can be returned to its original supplier free of charge. New designer sunglasses being sold in store in order to increase range of products. Partnerships could be later developed when the business further expands: Strategic supplier relationships Other small start ups (Mergers?) Distribution channels for E-Commerce Works with "Aromaworks", sells their products for a cut "Boho Betty" Supplier for bracelets All UK based suppliers Revenue is sustainable due to the in house experience and service customers receive at The Wendy House. Wendy sells a range of products even though she specifies on nails. Wendy strongly depends on customer loyalty in order to sustain her revenue resources. She is recognized as a specialist regarding nails, her prices are lower than her competitors.

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