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Tools for Transforming Ideas into Strategy By Eliza Chute and Kym Cole

Tools for Transforming Ideas into Strategy

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Tools for Transforming Ideas into Strategy. By Eliza Chute and Kym Cole. Founders of Interprise Investment Fund Organizing partners of Gazaab Interprise @ SmallWorld Entrepreneur Creation Challenge. Eliza Chute Penn Grad ’10 Earth Rights International Kym Cole Penn Grad ’11 - PowerPoint PPT Presentation

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Page 1: Tools for Transforming Ideas into Strategy

Tools for Transforming

Ideas into Strategy

By Eliza Chute and Kym Cole

Page 2: Tools for Transforming Ideas into Strategy

Eliza Chute – Penn Grad ’10– Earth Rights

International

Kym Cole– Penn Grad ’11– Fulbright Scholar

Founders of Interprise

Investment Fund

Organizing partners of Gazaab

Interprise @ SmallWorld

Entrepreneur Creation Challenge

Page 3: Tools for Transforming Ideas into Strategy
Page 4: Tools for Transforming Ideas into Strategy

Contact Us!

Gazaab Interprise @ SmallWorld Entrepreneur Creation Challenge

[email protected]

www.gazaab.org

Page 5: Tools for Transforming Ideas into Strategy

Idea Ping Pong

Page 6: Tools for Transforming Ideas into Strategy

Directions:

1) Form groups of 5 to 6 people.2) One person should take 2 minutes to explain

his/her business idea.3) As the speaker is explaining, each member of the

group writes down ideas and suggestions on a post-it.

4) Next, each member of the group shares his/her ideas with the speaker.

5) Don’t forget to give the speaker your post it!

Page 7: Tools for Transforming Ideas into Strategy

Business Model Canvas

Page 8: Tools for Transforming Ideas into Strategy

What is it?

• Business Model: describes the rationale of how a business creates, delivers, and captures value

• Business Model Canvas: a tool to analyze, discuss and describe a business model– Blueprint– 9 Basic Building Blocks

Page 9: Tools for Transforming Ideas into Strategy
Page 10: Tools for Transforming Ideas into Strategy

Customer Segments

• Customers can be divided into different segments based on common needs, behaviors, etc.

• Customer groups represent different segments if– They are reached through different channels– They require different relationships– They have largely different profitability

Page 11: Tools for Transforming Ideas into Strategy

Different Types of Customer Segments

Mass Market

Niche Market

Segmented

Diversified

Multi-Sided Platform

Page 12: Tools for Transforming Ideas into Strategy

Example

• For whom are we creating value?• What are our customer segments?• Who are our most important customers?

Page 13: Tools for Transforming Ideas into Strategy

Customer Relationships

Describes the types of relationships a company establishes with specific Customer Segments.

Possible motivations:

Customer acquisition Customer retention Increasing sales

Page 14: Tools for Transforming Ideas into Strategy

Example

• What type of relationship does each of our Customer Segments expect us to establish and maintain with them?

• Which relationships have we established?

• How costly are these relationships?

Page 15: Tools for Transforming Ideas into Strategy

Value Propositions

• Reason a customer turns to one company over another

• Solves a problem or satisfies a need– New offer or existing offer with added benefits

• Each VP is a bundle of products or services that satisfies the requirements of a specific customer segment

Page 16: Tools for Transforming Ideas into Strategy

Example

• What value do we deliver to the customer?• Which one of our customer’s problems are we

helping to solve? • What bundles of products and services are we

offering to each Customer Segment?• Which customer needs are we satisfying?

Page 17: Tools for Transforming Ideas into Strategy

ChannelsDescribes how a company communicates with and reaches its Customer Segments to deliver a Value Proposition.

Page 18: Tools for Transforming Ideas into Strategy

Example• How do our Customer Segments want to be

reached?

• Which channels work best and are most cost efficient?

• How can we integrate our channels with customer routines?

Page 19: Tools for Transforming Ideas into Strategy

Revenue Streams

• Represents the cash a company gets from each of its customer segments

• 2 different Types of revenue streams– Transaction and recurring

Page 20: Tools for Transforming Ideas into Strategy

Different Ways to Generate Revenue Streams

Asset sale

Usage fee

Subscription Fees

Lending/Renting/Leasing

Licensing

Brokerage fees

Advertising

Page 21: Tools for Transforming Ideas into Strategy

Example

• What are the customers willing to pay for the value?

• What do they currently pay? (competitors)• What does each revenue stream contribute to

overall revenues?

Page 22: Tools for Transforming Ideas into Strategy

Key ResourcesThe most important assets required to make a business model work.Types of resources:

Physical Intellectual

Human Financial

Page 23: Tools for Transforming Ideas into Strategy

Key Activities

• The most important things a company must do to make its business model work

• Categories of Activities– Production– Problem Solving– Network/Platform

Page 24: Tools for Transforming Ideas into Strategy

Example

• What key activities do our value propositions require?– Distribution channels?– Customer relationships?– Revenue Stream?

Page 25: Tools for Transforming Ideas into Strategy

Key Partners

The network of suppliers and partners that make the business model work.

Motivations for partnerships:– Optimization and

economy of scale– Reduction of risk

and uncertainty– Acquisition of resources

and activities

Page 26: Tools for Transforming Ideas into Strategy

Cost Structure

• The costs incurred to operate a business model

• What type of business is it?Cost Driven Value Driven

Page 27: Tools for Transforming Ideas into Strategy

More Resources

• http://www.businessmodelgeneration.com/canvas

• http://alexosterwalder.com/

• http://www.growingsocialventures.org/en/course-content/social-business-model-canvas

Page 28: Tools for Transforming Ideas into Strategy

Eliza Chute – Penn Grad ’10– Earth Rights

International

Kym Cole– Penn Grad ’11– Fulbright Scholar

Founders of Interprise

Investment Fund

Organizing partners of Gazaab

Interprise @ SmallWorld

Entrepreneur Creation Challenge

Page 29: Tools for Transforming Ideas into Strategy
Page 30: Tools for Transforming Ideas into Strategy

Contact Us!

Gazaab Interprise @ SmallWorld Entrepreneur Creation Challenge

[email protected]

www.gazaab.org