MindMap Gallery 9 elements of business model
This mind map organizes the key points of the nine major modules of the business model and serves as a query tool when designing and selecting a business model. The nine elements of the business model include: cost structure, customer segmentation, important partners, key businesses, value proposition, core resources, channel paving, customer relationships, and revenue sources.
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This is a mind map about bacteria, and its main contents include: overview, morphology, types, structure, reproduction, distribution, application, and expansion. The summary is comprehensive and meticulous, suitable as review materials.
This is a mind map about plant asexual reproduction, and its main contents include: concept, spore reproduction, vegetative reproduction, tissue culture, and buds. The summary is comprehensive and meticulous, suitable as review materials.
This is a mind map about the reproductive development of animals, and its main contents include: insects, frogs, birds, sexual reproduction, and asexual reproduction. The summary is comprehensive and meticulous, suitable as review materials.
9 elements of business model
client subdivision customer segments
CS
customer classification group
Plate description
touch
Serve
group of people or organization
Businesses want
one or more
big or small
Serve or give up
Develop a deep understanding of refined group needs
划分不同的
需求
分销渠道
关系
盈利能力
愿意付费产品
group type
mass market
Serve
different customer segments
not much difference
A wide range of
Consumer electronics industry
Niche Market
Serve
specific
single
Mostly in the supplier-buyer relationship
segmented markets
Serve
Multiple
Slightly different needs
Slightly different troubles
Credit Suisse 100,000 depositors and 500,000 depositors
Diversified markets
Serve
two
different needs
Different troubles
Amazon Online storage and on-demand servers
Multi-sided platform or multi-sided market
Serve
two
Multiple
interdependence
credit card Cardholders and merchants
customer segments
question
Who are we creating value for?
Who are our most important customers?
value proposition value propositions
VP
Solve customer problems
satisfy customer's request
value proposition
new or destructive
Similar to the existing one, with slight modifications
Quantitative
or qualitative
Plate description
Create value
Segment for specific customers
product
Multiple series
Serve
Multiple series
Customer Benefit Collection and Benefit Series
Brief elements
novel
Meet the needs of customers that they have never felt and experienced before
performance
Improve product and service performance
PC
Customization
Meet individual customers or customers with specific needs
get things done
Help customers get things done and let customers do their own thing with peace of mind
design
Fashion and consumer electronics are most in demand
brand/status
Show off mentality
price
Provide homogeneous products at lower prices to cater to price-sensitive customers
cost cutting
Product use helps customers cut costs
Risk suppression
Share risks for customers
accessibility
Available to previously unreachable customers
Convenience/Usability
Make it more convenient and easy for customers to use
question
What value should we deliver to our customers?
What type of pain points are we helping our clients solve?
What customer needs are we meeting?
What series of products and services are we providing to our customer segments?
channel access channels
CH
Deliver value proposition
communicate
Distribution
Sales channels
Interface
Plate description
how to communicate
How to contact
Deliver value proposition
5 stages
cognition
Improve customer awareness
Evaluate
Help clients evaluate company value proposition
Buy
Assist customers in purchasing specific products and services
transfer
Deliver value proposition to customers
After-sales
Provide after-sales customer support
question
What channels are used to reach customer segments?
How to reach them now?
How to integrate channels
Which channels are most effective?
Which channels are the most cost-effective?
How do we integrate our channels with our customers’ routines?
Channel distinction 1
direct selling
sales force
online sale
Own store
non-direct sales
Partner
wholesaler
Channel management tips
Find the right balance between different types of channels and integrate them to create a satisfying customer experience and maximize revenue.
customer relations customer relationships
CR
Establish
maintain
every market segment
Plate description
The type of relationship established with a specific customer segment
question
What relationships does each of our customer segments want us to establish and maintain with them?
What relationships have we already established?
What are the costs of these relationships?
How do they integrate with the rest of the business model?
Customer relationship type
personal assistant
Based on human-to-human interaction
Dedicated personal assistant
Dedicated account representative for a single client
Takes a long time to set up
self service
Not directly related to all conditions for providing self-service
Automation services
More sophisticated automation process to achieve customer self-service
Community
Interaction between community members
co-creation
Customers are involved in the design process of the product or innovation
Source of income revenue streams
R$
Successfully deliver value proposition
from
Plate description
Cash revenue from each customer segment
cost deduction
What kind of value will make customer segments really willing to pay?
Discover one or more revenue streams
two different types
one time payment
Ongoing fees
question
What kind of value proposition makes customers willing to pay?
What are they paying for now?
How do they pay for it?
How would they rather pay for it?
What percentage of total revenue does each revenue source contribute?
How to get income
asset sales
Usage charges
Subscription charges
Rental charges
Authorization charges
Brokerage fees
Advertising charges
price setting policy
fixed pricing
Preset based on static variables
Price
Individual products, services or other value propositions
Pricing based on product features
Quantity or quality of value proposition features
Customer Segment Pricing
Types and features
quantity pricing
Quantity purchased by customer
dynamic pricing
Adjust according to changes in market conditions
Negotiate pricing
Agreed by two or more parties
Depends on negotiation ability or negotiation skills
Revenue Management Pricing
Inventory quantity and purchase time
Real-time market pricing
The dynamic relationship between market supply and demand
auction pricing
Auction results
core resources key resources
KR
supply
deliver
All elements of the preceding paragraph
A must-have important asset
Section description
The most important factor for an effective business model
type
physical assets
Production equipment
real estate
Sales network
Distribution Network
monetary assets
financial resources
financial guarantee
Financing Services
intellectual assets
brand
know-how
Patents and Copyrights
partnership
customer database
human Resources
knowledge-intensive industries
Creative Industry
Industries requiring R&D
Owned or leased or obtained from important partners
question
What core resources are needed for the value proposition?
channel access
customer relations
Source of income
key business key activities
KA
Perform key business activities
Operational business model
Plate description
The most important thing a business must do
question
What key operations are required for the value proposition?
What key businesses are needed for channel access?
What are the key business requirements for customer relationships?
What key operations are needed for revenue sources?
Several categories of key business
manufacturing products
a certain amount
products of certain quality
The core of the business model of manufacturing enterprises
problem solved
Provide new solutions to customers
Knowledge management and ongoing training
Platform/Network
Internet service
trading platform
software
brand
important partners key partnerships
KP
Outsourcing business
Resource external acquisition
Plate description
supplier
Partner network
Make the model work effectively
Four types of partnership
Strategic alliances between non-competitors
strategic partnerships between competitors
Joint ventures to develop new businesses
Reliable supplier
question
Who are the key partners?
Who are important suppliers?
What core resources to obtain from partners
What key businesses do partners perform?
three motivations
Business model optimization and application of economies of scale
Reduction of risk and uncertainty
Acquisition of specific resources and services
cost structure cost structure
C$
question
The most important inherent cost?
Core resource expenditure?
Critical business expenses?
Cost components caused by all elements
module description
most important cost
create value
provide value
Maintain customer relationships
generate revenue
costs incurred
key resources
key business
important cooperation
After determining 3 items, it can be calculated
Pattern driven
cost driven
Focus on reducing costs wherever possible
Maximum automation
Extensive outsourcing
value driven
value-added value proposition
Highly personalized service
cost structure
fixed costs
Not affected by the output of the product or service
Variable costs
Impact on product or service output
economies of scale
Cost advantages brought by production expansion
economies of scope
Cost advantage of large business scope