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Nuts and Bolts of New Ventures/Business Plans MIT Course 15.S21 Business Models

Nuts and Bolts of New Ventures/Business Plans MIT Course 15.S21 Business Models. Richard Kivel Chairman Rhapsody Biologics Former Chairman MIT Enterprise Forum & Senior Manager Bridgewater Associates kivel@mit.edu / Twitter: @Kivel1 January 23 rd 2013. The Business Model.

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Nuts and Bolts of New Ventures/Business Plans MIT Course 15.S21 Business Models

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  1. Nuts and Bolts of New Ventures/Business PlansMIT Course 15.S21 Business Models Richard Kivel • Chairman Rhapsody Biologics • Former Chairman MIT Enterprise Forum & Senior Manager Bridgewater Associates • kivel@mit.edu / Twitter: @Kivel1 January 23rd 2013

  2. The Business Model "A business model is nothing else than a representation of how an organization makes (or intends to make) money.“ Peter Drucker A business model describes the rationale of how an organization creates, delivers and captures value Business Model Generation

  3. Highly Complex

  4. Simplified

  5. Your Business Model is NOT your Business Business Model Innovation is critical to developing a quality business, attacking new markets and driving profitability

  6. Components of the Business Model

  7. Components of the Business Model Value Proposition Market Segment Value Chain Structure Position in the Value Network Revenue Generation and Margins Competitive Strategy Stage of Development

  8. Value Proposition • A description of the customer problem • The solution that addresses the problem • The value of this solution from the customer's perspective (price, speed, design) Market Segment • The target audience • Recognizing that different market segments have different needs

  9. Value Chain Structure • The firm's position in the value chain • Activities in the value chain • How the firm will capture part of the value that it creates in the chain. Position in the Value Network • Identification of competitors • Identify complementary companies and technology • Identify network-effects that can be utilized to deliver more value to the customer.

  10. Revenue Generation and Margins • How revenue is generated • (sales, leasing, subscription, support, etc.) • The cost structure • Target profit margins. Competitive Strategy • How will the company attempt to develop a sustainable competitive advantage? • How will it use that advantage to improve the competitive position in the market?

  11. Different types of Customer Segments

  12. Different Types of Customer Segments &Different Models to Evaluate

  13. Different Models to Evaluate

  14. Positives: High Contact Customer relations More Control Multi Purpose Experts in the field Negatives: Free Consulting May not like rep or rep leaves firm High Cost Retention Direct SalesConsumer or Business

  15. Positives: Cost of Sale is Low Hands-off Sales Exposure in new markets Credibility Competitive Edge Negatives: Up-front fees No control Distant clients Performance Technical Pressure Require lots of attention and training Distributors& Channel Partners

  16. Positives: Prestige and Publicity List Sharing Royalties / steady revenue stream Increase Market Presence Technical Control Negatives Competitor envy Technical pressure Channel Conflict Your reputations are linked OEM Channels(Original Equipment Manufacturer)

  17. Other Examples • Retail • Internet • Service Providers…….

  18. What Business Model and Why?

  19. What Business Model and Why? • Apple - Dell • Citibank - American Express • SouthWest - Virgin Air • Patek Philippe - Swatch • Cuisinart – Nespresso • Bentley – Cadillac • Vertu – Nokia • AT&T vs. SKYPE

  20. Standard Coffee Maker vs. Keurig

  21. Nespresso… http://www.youtube.com/watch?v=DfyeXrdZZ1o

  22. Swatch vs. Movado…

  23. Super high-end

  24. Summary • Value Proposition • Market Segment • Value Chain Structure • Position in the Value Network • Revenue Generation and Margins • Competitive Strategy • Stage of Development

  25. Thank youRichard Kivelkivel@mit.eduTwitter: @kivel1

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