Marketing bán hàng - Chapter 3: Business models

Copyright 2015 Jack M. Kaplan & Anthony C. WarrenGetting Started Patterns of Entrepreneurship Management5th Edition, Chapter 3Designing Business ModelsChapter 3Business ModelsLicensing & FranchisingOutsourcingNetwork ModelsCopyright 2015 Jack M. Kaplan & Anthony C. WarrenPresentation OutlineDefinition of Business ModelsTools for DevelopmentExamples Licensing and FranchisingOutsourcingModels Based on NetworksChapter 3Business ModelsLicensing & FranchisingOutsourcingNetwork ModelsCopyright 2015 Jack M. Kaplan & Anthony C. WarrenBusiness Model DefinitionsWith the business environment evolving in such a dynamic and rapid way, it is no longer sufficient for a company to build a company solely around a new product or service idea.A business model is a description of how your company intends to create value in the marketplace. It includes that unique combination of products, services, image and distribution that your business carries forward. It also includes the underlying organization of people, and the operational infrastructure that they use to accomplish their work.Chapter 3Business ModelsLicensing & FranchisingOutsourcingNetwork ModelsCopyright 2015 Jack M. Kaplan & Anthony C. WarrenBusiness ModelsMore Simply:“A business model is the way a company applies knowledge to capture value.”Chapter 3Business ModelsLicensing & FranchisingOutsourcingNetwork ModelsCopyright 2015 Jack M. Kaplan & Anthony C. WarrenBusiness Model ComponentsRequires blending of multiple business aspects:ManufacturingFinanceMarketingInformationSuppliers and CustomersProduct and Service developmentChapter 3Business ModelsLicensing & FranchisingOutsourcingNetwork ModelsCopyright 2015 Jack M. Kaplan & Anthony C. WarrenA Business Model states how a company creates VALUE in the marketA Business Model is more than just strategy – it is the fundamental architecture of a business Good Business Models are: - SCALABLE - Create BARRIERS TO FOLLOWSHIP - Align the Interests of ALL STAKEHOLDERS - Provide VALUE to ALL STAKEHOLDERS - Use NETWORK effects - Are CAPITAL efficient - Provide sustainable high GROSS MARGINSChapter 3Business ModelsLicensing & FranchisingOutsourcingNetwork ModelsAttributes of a Good Business ModelCopyright 2015 Jack M. Kaplan & Anthony C. WarrenChapter 3Business ModelsLicensing & FranchisingOutsourcingNetwork ModelsBusiness Model Canvas(Osterwalder Model)Copyright 2015 Jack M. Kaplan & Anthony C. WarrenWe are part of a complex supply chain. Who are our key partners? Why do we need them and vice versa? What is unique about what we can do better than others? What are our key activities? How do we contribute to the value proposition? What are the needs for each subgroup of customers? What value are they seeking? What key resources do we need to perform our activities—human, intellectual, financial, and physical? Canvas Components -1Chapter 3Business ModelsLicensing & FranchisingOutsourcingNetwork ModelsCanvas Components -2Copyright 2015 Jack M. Kaplan & Anthony C. WarrenWho are our customers, and how do we contribute to the value proposition? How do we relate to these selected customers? How do we segment these customers, and which are the most valuable to us? How do we get to these customers? Where are the major costs? For our resources? For our activities?Chapter 3Business ModelsLicensing & FranchisingOutsourcingNetwork ModelsMinimum Viable ProductMinimum Viable Product (MVP) is the product with the highest return on investment versus risk. MVP’s help start-up companies test customers’ reactions early and use the results to guide product developmentMVP’s reduce the need for fundingMVP’s reduce risk in product development and improvementsMVP’s should be a component of a business model Copyright 2015 Jack M. Kaplan & Anthony C. WarrenChapter 3Business ModelsLicensing & FranchisingOutsourcingNetwork ModelsCopyright 2015 Jack M. Kaplan & Anthony C. WarrenExample - Disrupting the Supply ChainUsed pioneering “Direct Model” in this industry that allows them to provide a customized product, superior technology, and superior service, for a low-cost.Model based on: One-to-one customer contact, Accountability, Made-to-Order, and Non-Unique Products (modularity)Chapter 3Business ModelsLicensing & FranchisingOutsourcingNetwork ModelsGreifBros.IBCVendor Management/Software/ModelsGPS(Drum Cleaners)Delta ChemicalServices(EnvironmentalAnalyses)Palex(Pallet and DrumRefurbishers)Greif becomes Center of Synergistic Supplier NetworkShifts from a Product Supplier to a Problem Solver NewTruckersChapter 3Business ModelsLicensing & FranchisingOutsourcingNetwork ModelsCopyright 2015 Jack M. Kaplan & Anthony C. WarrenExample – Re-structuring the Supply ChainExample – NetflixUse of Data-MiningChapter 3Business ModelsLicensing & FranchisingOutsourcingNetwork ModelsCopyright 2015 Jack M. Kaplan & Anthony C. WarrenExample – Netflix, (contd.) Early-mover Advantage and Accumulation of Customer Data Provides Sustainable Business ModelChapter 3Business ModelsLicensing & FranchisingOutsourcingNetwork ModelsCopyright 2015 Jack M. Kaplan & Anthony C. WarrenExample - DBI Inc. Using Accumulated Data to Build Customer “Lock-in”Chapter 3Business ModelsLicensing & FranchisingOutsourcingNetwork ModelsCopyright 2015 Jack M. Kaplan & Anthony C. Warren On-Off Road/Rail Truck with Robotic “Spot” Sprayers, GPS Mapping of Vegetation Types Allows Continuous Efficiency Improvements. Database Maps Create Customer Lock-in.Example - DBI Inc.Unique Vehicle + Database of Vegetation Allows Fast Service – Important for Railroads. Chapter 3Business ModelsLicensing & FranchisingOutsourcingNetwork ModelsCopyright 2015 Jack M. Kaplan & Anthony C. WarrenCopyright 2015 Jack M. Kaplan & Anthony C. WarrenLicensing and FranchisingLicensing and Franchising are two valuable components of a business modelBoth are agreements between an issuer—a licensor or franchisor—and a receiver—a licensee or franchisee.These contracts grant the receivers certain rights to access certain “intellectual properties” such as patents, trademarks, trade secrets, and copyrightsChapter 3Business ModelsLicensing & FranchisingOutsourcingNetwork ModelsCopyright 2012 Jack M. Kaplan & Anthony C. WarrenLicense AgreementsLicense agreements allow a licensee to use intellectual property under certain conditions as spelled out in the agreement.Chapter 3Business ModelsLicensing & FranchisingOutsourcingNetwork ModelsCopyright 2015 Jack M. Kaplan & Anthony C. WarrenLicense Agreements: Key IssuesLicensee and Licensor are identified together on the basis of their reasons for entering into an agreementThe licensed Intellectual Property (IP) is precisely definedThe granted rights to the IP are carefully definedThe “territory” allowed for practice of the rights is definedThe level of exclusivity is definedChapter 3Business ModelsLicensing & FranchisingOutsourcingNetwork ModelsCopyright 2015 Jack M. Kaplan & Anthony C. WarrenLicense Agreements: Key IssuesIn exchange for gaining certain rights, the licensee pays fees to the licensor. These usually include up-front fees, running royalties, or periodic paymentsOther items considered: term of the agreement, confidentiality, payment scheduling, need for audit, treatment of breaches of contract, warranties, liabilities, indemnifications, and other general legal requirementsChapter 3Business ModelsLicensing & FranchisingOutsourcingNetwork ModelsCopyright 2015 Jack M. Kaplan & Anthony C. WarrenExample: James Dyson Licensed Asian Rights to “Bootstrap” his Company. He Later Bought Them Back. Hoover Turned Down his Licensing Offer!Picture Copyright Dyson Inc.Chapter 3Business ModelsLicensing & FranchisingOutsourcingNetwork ModelsCopyright 2015 Jack M. Kaplan & Anthony C. WarrenExample-Ultrafast’s Business Model with Multiple Licenses to Complementary Tool Companies Solving both Marketing and Funding ProblemsUltrafast Inc.Technology DevelopmentApplications EngineeringLicensing OfficeAssembly Tool CompaniesAfter Market Tool CompaniesFastener MakersCar Assembly PlantsSegmented LicensesCoatingChapter 3Business ModelsLicensing & FranchisingOutsourcingNetwork ModelsCopyright 2015 Jack M. Kaplan & Anthony C. WarrenFranchise AgreementsA franchise is a legal and commercial relationship between the owner (franchisor) of a trademark, service mark, trade name, or advertising symbol and an individual or group (franchisee) wishing to use that identification in a business.Example: Chapter 3Business ModelsLicensing & FranchisingOutsourcingNetwork ModelsCopyright 2015 Jack M. Kaplan & Anthony C. WarrenFranchise Agreements: Key IssuesFranchisee and franchisor are defined together for the reason they are entering into the agreementThe business of the franchise is stated, and the deliverables that the franchisor must provide to the franchisee are specifiedThe franchisor my offer to fund part of the start-up costsThe commitments of the franchisee are definedChapter 3Business ModelsLicensing & FranchisingOutsourcingNetwork ModelsCopyright 2015 Jack M. Kaplan & Anthony C. WarrenFranchise Agreements: Key IssuesIn exchange for entering into the agreement and receiving support from the franchisor, the franchisee pays fees to the franchisorItems stating under what terms a franchisee can sell its businessOther terms: term of agreement, conditions for renewal, confidentiality, payment scheduling, need for audit, treatment of breaches of contract, warranties, liabilities, indemnifications, other legal requirementsChapter 3Business ModelsLicensing & FranchisingOutsourcingNetwork ModelsExample - Chemstation’s Unique Business Model Built on Regional FranchisesChapter 3Business ModelsLicensing & FranchisingOutsourcingNetwork ModelsCopyright 2015 Jack M. Kaplan & Anthony C. WarrenCopyright 2015 Jack M. Kaplan & Anthony C. WarrenOutsourcingHas become a viable option due to the following:To realize cost efficiencies/economies of scaleTo realize core competenciesTo leave specialized tasks to the specialistsTo free up essential resources from non-core functionsChapter 3Business ModelsLicensing & FranchisingOutsourcingNetwork ModelsCopyright 2015 Jack M. Kaplan & Anthony C. WarrenOutsourcing: The ChoiceChecklist for whether you should outsource:Is the activity central to the company’s success?Can the outsourcing lead to a loss of intellectual property rights or a leakage of valuable trade secrets to competitors of their suppliers?Is the task routine and wasteful of your staff’s time?Is this a one-off or periodic need?Chapter 3Business ModelsLicensing & FranchisingOutsourcingNetwork ModelsCopyright 2015 Jack M. Kaplan & Anthony C. WarrenOutsourcing: The ChoiceChecklist (continued):Is it less expensive to have an outsider do it rather than in-house?Alternatively, will the task cost less in-house BUT use resources that are more valuable elsewhere?Is the skill so specialized that it’s impractical to have a full-time employee provide the best input?If none of these questions elicit concern, you should consider outsourcing the task.Chapter 3Business ModelsLicensing & FranchisingOutsourcingNetwork ModelsCopyright 2015 Jack M. Kaplan & Anthony C. WarrenOutsourcing: The ChoiceTips for finding an external resource:Ask around for recommendationsChoose a company that understands your needs and can meet themOutsourcing implies a loss of direct control, so clearly communicate the performance standardsMeet regularlyHave a backup planChapter 3Business ModelsLicensing & FranchisingOutsourcingNetwork ModelsThreadless.com – customers design products for free, sales generated prior to manufacture.Chapter 3Business ModelsLicensing & FranchisingOutsourcingNetwork ModelsSocial Networks in Business ModelsSocial Networks in Business Models. Example - ThreadlessCopyright 2015 Jack M. Kaplan & Anthony C. WarrenP&G’s Social Network for Moms with Kids provides new ideas and viral marketing.Social Networks in Business Models. Example - VocalpointChapter 3Business ModelsLicensing & FranchisingOutsourcingNetwork ModelsCopyright 2015 Jack M. Kaplan & Anthony C. WarrenIdea and Initial Market Research undertaken via VocalpointSocial Networks in Business Models. P&G Launches eStore to sell Tide direct to CustomersChapter 3Business ModelsLicensing & FranchisingOutsourcingNetwork ModelsCopyright 2015 Jack M. Kaplan & Anthony C. Warren