I chose this book because of the subject of Podnikatelsky project v EU.
To be honest, it can't even be called a book. This is a comprehensive, illustrated guide to entrepreneurs and business leaders looking to create or redesign their business models. At the same time, it combines deep research and a fresh format of the book, filled with a lot of pictures, photos, graphics and diagrams.
Advanced technologies and lightning-fast implementation lead to the emergence of various new business models that radically change industry and trade.
A business model defined as "the rationale for how an organization creates, provides, and captures value" can launch an entrepreneur's new idea or adjust the focus of an existing company.
A business model is a dynamic system, not a set of independent parts, so changing one element is likely to have an impact on one or more others. Changing any of the aspects of the model being developed is easy thanks to this visual style of the ”building block" of paper-based strategy development.
Customer Segments - Focus on one or more types of customers in this "heart” of your model.
"Value Propositions" – These "benefit packages" encourage customers to do business with your company, not with your competitors.
"Channels" - Choose the best "points of contact with customers" to convey value, as well as to distribute and sell your products and services.
"Customer Relations" - Establish different ways to serve different market segments:
"Personal Assistance” from a service representative can coexist along with automated maintenance or self-service.
"Revenue streams" are the "arteries” of the business model; revenue from individual sales or from ongoing payments, such as leases, licenses, or subscriptions, flows through them.
"Key resources” – These most important assets can take several forms – “physical, financial, intellectual or human" - depending on what the company does.
"Key activities" – the company's staff regularly performs the most important tasks that attract customers and bring profit.
"Key Partnerships– - Combining with other organizations can expand or protect your market share in a highly competitive industry: consider supplier relationships, joint ventures, and "strategic alliances."
The "cost structure” - whether your business is "cost-oriented” or "value-oriented" - offering low-cost services such as discounted plane tickets, or creating exceptional value such as the best hotel -determines the cost structure of your model.
The "long tail" business model provides for the sale of a wide range of personalized products to the mass market of small buyers. I used to read a book about a long tail, and I didn't understand anything at all. I didn't like the way the long tail principle was explained in that book. Here it became clear that the long tail is the personalization of products.
Business models with a long tail cancel the traditional concept of the need to sell consumers one standardized "hit" product in large quantities.
Regularly review your model in a new way. You may have to rethink a successful model sooner than you thought.
Almost all business models become obsolete over time, so initiative companies are actively developing and implementing new models. One of the side benefits of constantly designing and redesigning a business model is a healthy lack of respect for long-standing assumptions.
I really liked the book. I liked the style in which it was written, I liked that there is a visual component that helps to better understand the labeled test. I am also very glad that thanks to this book I finally understood what a long tail means. I highly recommend this book! Everything is very clear, and I think that in the near future I will make a business model and apply the knowledge from this book!
