Enterprise

 

Business Model

New Business Models

Winning in the Knowledge-driven Era of Rapid Change, Globalization, and Increasing Complexity

 

We don't teach we inspire!

 

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By: Vadim Kotelnikov

Inventor and Founder

Ten3 Business e-Coach

1000ventures,   1000advices.com

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Author of the Smart & Fast mini-courses

Great business is a daring vision of a passionate and creative victor, not a blueprint by a consultant.

 

Business Model InnovationCustomer Value Proposition Competitive StrategiesValue Chain ManagementMarket SegmentationGrowth StrategiesRevenue ModelEconomic Value AddedInnovation Ten3 Business e-Coach at 1000ventures.com Ten3 Business e-Coach at 1000ventures.com

 

 

 

Changes That Call For a New Business Model

Building Your Cross-functional Excellence Vadim Kotelnikov Leader of Business Synergies (S-LEader) Leadership People Skills Entrepreneur Business Models Management Business System Sustainable Growth Enterprise Strategies Enterprise-wide Business Process Management (EBPM) Innovation Management Marketing & Selling Competitive Strategies Systemic Innovation Smart Corporate Leader Synergies

The Tree of Business

6Ws of Corporate Growth

Customer Success 360

The Tao of Business Success

Top 10 Forces Behind New Business Models

3 Strategies of Market Leaders

Sustainable Competitive Advantage

Inspiring Corporate Culture

Radical Innovation

Systemic Innovation

The Jazz of Innovation

Corporate Leader

Business Architect

Why New Business Models?

"Past success stories are generally not applicable to new situations. We must continually reinvent ourselves, responding to changing times with innovative new business models." ~ Akira Mori

Often the innovation rests not in the technology or product, but in the business model itself.

The old principles no longer work in the new economy. Businesses have reached the old model's limits with respect to complexity and speed.

Great shifts genuine and radical transformation have been shaping the economy and business environment in recent decades. Technology, especially information and communication one, has radically altered the requirements for building and managing a successful business. Disruptive technologies require new business models.

 Case in Point  Amazon.com

New business model developed by Amazon.com creates value for customers by offering a synergistic combination of the following benefits:

  1. Shopping convenience

  2. Ease of purchase

  3. Speed

  4. Decision-enabling information

  5. A wide selection

  6. Discounted pricing

  7. Reliability of order fulfillment

No single aspect of Amazon.com's business model is sufficient to create a sustainable competitive advantage. It is the synergistic combination of all of these information services and logistical processes that creates value for customers and comprise Amazon.com's competitive advantage.

Harness the Power of Diversity

Diversity is a specialized term describing a workplace that includes:

  • people from various backgrounds and cultures, and/or

  • diverse businesses.

You can find a strategic competitive advantage in an organizational and cultural context by seeking to leverage, rather than diminish, opposite forces.... More

Extended Enterprise

The term "extended enterprise" represents a new concept that a company is made up not just of its employees, its board members, and executives, but also its business partners, its suppliers, and its customers. The notion of extended enterprise includes many different arrangements such as virtual integration, outsourcing, distribution agreements, collaborative marketing, R&D program partnerships, strategic alliances, joint ventures, preferred suppliers, and customer partnership.

 

Internet Power

The Internet changes the fundamental nature of doing business and competition. As new ways of building and delivering products and services online emerge, your competition goes beyond established competitors to include new companies, in addition to new innovations, ideas  or ways of improving existing business processes, products, and services.

Internet business models continue to evolve. New and interesting variations can be expected in the future. Internet commerce will give rise to new kinds of business models. But the web reinvents also tried-and-true models. "The Internet is the Viagra of big business," said Jack Welch, the former legendary CEO of GE.

 Case in Point  Dell Computer Corporation

Adapted from Direct from Dell,, Michael Dell with Catherine Fredman

The direct model is a backbone of Dell Computer Corporation and the greatest tool in its growth. It enabled Dell to achieve incredible success. The direct model is based on direct selling not using a reseller or the retail channel and it's not new. But the way Dell went about it was quite different.

The three golden Dell rules are: Disdain inventory, Always listen to the customer, and Never sell indirect.

Because Dell employees were talking with both prospective customers and people who had already bought their products, they knew exactly what they wanted, what they were happy with, and where Dell could make improvements, so they could build a business based on what people really wanted.

An important element of Dell virtual integration with the customers is segmentation by different kinds of customer. Segmentation is not a new idea. But like may things at Dell, it has worked so well for them because they did it differently. Segmentation initially started as a sales concept to most effectively meet the needs of different groups of customers. It soon evolved into a series of complete business units, each with its own sales, service, finance, IT, technical support, and manufacturing arms.

The Role of Venture Capital Investors

Many venture capitalists see themselves as investing in a business model. Consequently it often is the venture capital investor that pushes for a change in the business model when it becomes apparent that the original model is not working.

NEW BUSINESS MODELS (Ten3 Mini-course)