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    ClarityTools - Business Model

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    Alonso Ramiro Begazo Caceres
    This document discusses key aspects of a business model including customers, value propositions, channels, revenue streams, resources, activities, and partnerships. It suggests that a business model can be represented as a system of interconnected nodes and that developing a new business model involves changing the nature of these nodes. A new business model is visualized by developing different ways of relating to customers, new value propositions, and potentially different types of customers, partners or resources.

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    ClarityTools - Business Model

    Uploaded by

    Alonso Ramiro Begazo Caceres
    26 views1 page
    This document discusses key aspects of a business model including customers, value propositions, channels, revenue streams, resources, activities, and partnerships. It suggests that a business model can be represented as a system of interconnected nodes and that developing a new business model involves changing the nature of these nodes. A new business model is visualized by developing different ways of relating to customers, new value propositions, and potentially different types of customers, partners or resources.

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    This document discusses key aspects of a business model including customers, value propositions, channels, revenue streams, resources, activities, and partnerships. It suggests that a business model can be represented as a system of interconnected nodes and that developing a new business model involves changing the nature of these nodes. A new business model is visualized by developing different ways of relating to customers, new value propositions, and potentially different types of customers, partners or resources.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    26 views1 page

    ClarityTools - Business Model

    Uploaded by

    Alonso Ramiro Begazo Caceres
    This document discusses key aspects of a business model including customers, value propositions, channels, revenue streams, resources, activities, and partnerships. It suggests that a business model can be represented as a system of interconnected nodes and that developing a new business model involves changing the nature of these nodes. A new business model is visualized by developing different ways of relating to customers, new value propositions, and potentially different types of customers, partners or resources.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    of 1

    BUSINESS CUSTOMERS

    Who are your customers?


    What needs do they have?
    How are they changing?

    MODEL
    How can you extend your business
    model? What new services and
    CUSTOMER
    RELATIONSHIPS
    How do you relate to your
    CHANNELS
    How do you deliver value
    REVENUE STREAM
    How do you make money?
    What transactions deliver revenue?
    What’s fixed and what’s dynamic?
    customers? How do you manage through communication,
    solutions can you provide to your marketing and sales channels?
    your relationships? Personal?
    customers - existing and new ones? Self-Service? Automated? From awareness and evaluation
    Community? Co-Creation? through purchase, delivery and

    A business model can be represented as a flow


    of transactions, resources and information
    through through a system of nodes. New VALUE PROPOSITION
    What products, services and
    business model can be visualized by changing solutions do you provide? Can you
    the nature of these nodes - different address a new set of problems with
    customers, new ways of relating with your solutions?
    customers, different value propositions, among
    others. Seeing the full system of nodes and
    their relationships provides a robust and
    RESOURCES ACTIVITIES PARTNERS
    holistic business model. What are the most important assets What are the most important things Who are the key suppliers and
    your company needs to do? partners needed to make your
    needed to make your business
    Production? Problem-Solving? model work? Do you need different
    model work? Physical? Intellectual?
    Construction? Maintenance? partners? What is the nature of the
    STRATEGIC Human? Financial? Technical?
    relationships?

    Create a chart showing the existing new fee structures, new partnerships,
    business model of an organization, as additional resources and skills
    PERSONAL ORGANIZATIONAL well as one that shows new business needed. Create a presentation
    opportunities, including new services, pitching this new model to a client.

    TACTICAL CLARITYTOOLS.ORG

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