new solutions. A market focus is needed to identify what product attributes need to be targeted and how to resolve product trade-offs such as quality versus cost. You also need to identify how much to charge and how the customer will pay.

Think of business modeling as the managerial equivalent of the scientific method - you start with a hypothesis, which you then test in action and revise when necessary. The business model also plays a part of a planning tool by focusing managements on how all the elements and activities of the business work together as a whole. At the end of the day, the business model should be condensed onto one page consisting of: a diagram outlining ho

People will always stress that having a well researched business plan is key before you start your business. Although creating a business plan is often an important step in the evolution of a business, particularly if you need financing or you are not experienced at running a business, it is not necessarily the essential first step. There are two key elements that should be completed prior to the business plan:

• The business model

• The strategy

What is a Business Model?

While the word model often stirs up images of mathematical formulas, a business model is in fact a story of how a business works. In general terms, a business model is the method of doing business by which a company can generate revenue. Both start-up ventures and established companies take new products and services to the market through a venture shaped by a specific business model. In their paper, The Role of the Business Model in Capturing Value from Innovation, Henry Chesbrough and Richard S. Rosenbloom outlined the six basic elements of a business model:

1. Articulate the value proposition – the value created to users by using the product

2. Identify the market segment – to whom and for what purpose is the product useful; specify how revenue is generated by the firm.

3. Define the value chain – the sequence of activities and information required to allow a company to design, produce, market, deliver and support its product or service.

4. Estimate the cost structure and profit potential – using the value chain and value proposition identified.

5. Describe the position of the firm with the value network – link suppliers, customers, complementors and competitors.

6. Formulate the competitive strategy – how will you gain and hold your competitive advantage over competitors or potential new entrants.

Joan Magretta in her article Why Business Models Matter took the concept of the business model a little further. Magretta suggests every business model needs to pass two critical tests, the narrative test and the numbers test. The narrative test must tell a good story and explain how the business works, who is the customer, what do they value and how a company can deliver value to the customer. The numbers test means your profit and loss assumptions must add up. At the most basic level, if your model doesn’t work, then your model has failed one of the two tests.

To begin the modeling process you need to articulate a value proposition on the product or service being provided. The model must then describe the target market. The customer will then value the product on its ability to reduce costs, solve a problem or create new solutions. A market focus is needed to identify what product attributes need to be targeted and how to resolve product trade-offs such as quality versus cost. You also need to identify how much to charge and how the customer will pay.

Think of business modeling as the managerial equivalent of the scientific method - you start with a hypothesis, which you then test in action and revise when necessary. The business model also plays a part of a planning tool by focusing managements on how all the elements and activities of the business work together as a whole. At the end of the day, the business model should be condensed onto one page consisting of: a diagram outlining how

del is the method of doing business by which a company can generate revenue. Both start-up ventures and established companies take new products and services to the market through a venture shaped by a specific business model. In their paper, The Role of the Business Model in Capturing Value from Innovation, Henry Chesbrough and Richard S. Rosenbloom outlined the six basic elements of a business model:

1. Articulate the value proposition – the value created to users by using the product

2. Identify the market segment – to whom and for what purpose is the product useful; specify how revenue is generated by the firm.

3. Define the value chain – the sequence of activities and information required to allow a company to design, produce, market, deliver and support its product or service.

4. Estimate the cost structure and profit potential – using the value chain and value proposition identified.

5. Describe the position of the firm with the value network – link suppliers, customers, complementors and competitors.

6. Formulate the competitive strategy – how will you gain and hold your competitive advantage over competitors or potential new entrants.

Joan Magretta in her article Why Business Models Matter took the concept of the business model a little further. Magretta suggests every business model needs to pass two critical tests, the narrative test and the numbers test. The narrative test must tell a good story and explain how the business works, who is the customer, what do they value and how a company can deliver value to the customer. The numbers test means your profit and loss assumptions must add up. At the most basic level, if your model doesn’t work, then your model has failed one of the two tests.

To begin the modeling process you need to articulate a value proposition on the product or service being provided. The model must then describe the target market. The customer will then value the product on its ability to reduce costs, solve a problem or create new solutions. A market focus is needed to identify what product attributes need to be targeted and how to resolve product trade-offs such as quality versus cost. You also need to identify how much to charge and how the customer will pay.

Think of business modeling as the managerial equivalent of the scientific method - you start with a hypothesis, which you then test in action and revise when necessary. The business model also plays a part of a planning tool by focusing managements on how all the elements and activities of the business work together as a whole. At the end of the day, the business model should be condensed onto one page consisting of: a diagram outlining ho

uence of activities and information required to allow a company to design, produce, market, deliver and support its product or service.

Estimate the cost structure and profit potential – using the value chain and value proposition identified.

Describe the position of the firm with the value network – link suppliers, customers, complementors and competitors.

Formulate the competitive strategy – how will you gain and hold your competitive advantage over competitors or potential new entrants.

Joan Magretta in her article Why Business Models Matter took the concept of the business model a little further. Magretta suggests every business model needs to pass two critical tests, the narrative test and the numbers test. The narrative test must tell a good story and explain how the business works, who is the customer, what do they value and how a company can deliver value to the customer. The numbers test means your profit and loss assumptions must add up. At the most basic level, if your model doesn’t work, then your model has failed one of the two tests.

To begin the modeling process you need to articulate a value proposition on the product or service being provided. The model must then describe the target market. The customer will then value the product on its ability to reduce costs, solve a problem or create new solutions. A market focus is needed to identify what product attributes need to be targeted and how to resolve product trade-offs such as quality versus cost. You also need to identify how much to charge and how the customer will pay.

Think of business modeling as the managerial equivalent of the scientific method - you start with a hypothesis, which you then test in action and revise when necessary. The business model also plays a part of a planning tool by focusing managements on how all the elements and activities of the business work together as a whole. At the end of the day, the business model should be condensed onto one page consisting of: a diagram outlining ho

Vocational Expert's 7 Proposals to Solve the Unemployment Problem
The subject is constantly in the news and may decide the next national elections - the infamous jobless recovery. More than 8 million Americans are out of work with another 4 million underemployed or no longer looking for work. Good manufacturing, technical and services jobs are being shipped to India, Asia, and other developing countries. The mood of the middle and working class becomes more pessimistic, the outlook for their immediate future more grim.Politicians debate solutions: abrogating current trade treaties, providing protection for various industries, investment in retraining programs, wishful thinking that lower taxes will turn everything around, the promise of a labor shortage within 15 years.Meanwhile, the population grows, demanding the creation of 150,000 new jobs per month just to stay even. Where are the more than 2 million 2004 jobs promised by the Council of Economic Advisers?They will come when the government truly inv

odel needs to pass two critical tests, the narrative test and the numbers test. The narrative test must tell a good story and explain how the business works, who is the customer, what do they value and how a company can deliver value to the customer. The numbers test means your profit and loss assumptions must add up. At the most basic level, if your model doesn’t work, then your model has failed one of the two tests.

To begin the modeling process you need to articulate a value proposition on the product or service being provided. The model must then describe the target market. The customer will then value the product on its ability to reduce costs, solve a problem or create new solutions. A market focus is needed to identify what product attributes need to be targeted and how to resolve product trade-offs such as quality versus cost. You also need to identify how much to charge and how the customer will pay.

Think of business modeling as the managerial equivalent of the scientific method - you start with a hypothesis, which you then test in action and revise when necessary. The business model also plays a part of a planning tool by focusing managements on how all the elements and activities of the business work together as a whole. At the end of the day, the business model should be condensed onto one page consisting of: a diagram outlining ho

What I've Learned About Internet Marketing From Watching TV (#1)
There are principles of marketing, and there are marketing strategies.The principles of marketing have never changed. However, marketing strategies change all the time to reflect the marketing medium in which they're being used... and the products and services the marketers are selling.One core marketing principle is to arouse curiosity within the target market by using a benefit laden "Preview" (or teaser) technique.There is a LOT one can learn about marketing on the Internet - and the use of this curiosity/ teaser technique - by watching TV.How does one do this? Watch TV sports shows.These TV sports shows clearly demonstrate this time perfected, well established (preview/ teaser) technique which has been used in marketing for decades. Other versions of this technique were/ are used in radioThe technique is also used regularly by TV news programs, soap operas, and (in a different way) with newsprint.This technique is calle

new solutions. A market focus is needed to identify what product attributes need to be targeted and how to resolve product trade-offs such as quality versus cost. You also need to identify how much to charge and how the customer will pay.

Think of business modeling as the managerial equivalent of the scientific method - you start with a hypothesis, which you then test in action and revise when necessary. The business model also plays a part of a planning tool by focusing managements on how all the elements and activities of the business work together as a whole. At the end of the day, the business model should be condensed onto one page consisting of: a diagram outlining how the business generates revenue, how cash flows through the business and how the product flows through the business and; a narrative describing the product/ service components, financial projections or other important elements not captured in the diagram.

Business Models and Strategy

It is important to note that completing a business model does not constitute strategic planning. Strategic planning factors in the one thing a business model doesn’t; competition.

What is strategy?

According to the Collins English Dictionary, strategy is “a particular long-term plan for success”. For our purposes, we will consider the essence of strategy as a formula for coping with the competition. Competitive strategy is about being different and the goal for a corporate strategy is to find a position in the industry where the company is unique and can defend itself against market forces. To do this the company must choose a set of activities that can deliver a unique mix of value.

Market Forces and Strategy

The determination of a strategy is rooted in determining how a company stacks up against basic market forces, how it can defend itself against these forces and how it can influence these forces. Fortunately, Michael E. Porter in his article How Competitive Forces Shape Strategy defined these market forces for us. Known as Porter’s 5 forces they consist of:

1. The industry – this is the jockeying for position among current competitors, this can consists of price competition, new product introduction or advertising slugfests.

2. The threat of new entrants - the seriousness of the threat of entry depends on the barriers to entry and reaction from existing companies. There are 6 major barriers to entry: 1) economies of scale 2) product differentiation 3) capital requirements 4) cost disadvantages independent of size 5) access to distribution channels 6) government policy. A new company will generally have second thoughts about entering an industry if the incumbent has substantial resources to fight back, the incumbent seems likely to cut prices or industry growth is slow.

3. The threat of substitute products/services - substitutes can place a ceiling on prices that are charged and limit the potential of an industry.

4. The bargaining power of suppliers - suppliers can squeeze profitability by increasing prices or lowering the quality of the goods.

5. The bargaining power of buyers (customers) - customers can force down prices, demand better quality, more service or play competitors off on each other.

Once you assess how the market forces are affecting competition in your industry and their underlying causes, you can identify the