This document outlines three perspectives on outsourcing using matrix models. Perspective I uses a matrix to show that outsourcing makes most sense for non-core activities that are complex, not critical to the business, and involve costs and risks. Perspective II looks at requirements for outsourcing providers using a matrix of flexibility, efficiency, knowledge, and reliability. Perspective III outlines a path for providers to develop competitive advantages through improving business processes, knowledge bases, economics, and investments.
This document discusses various business model tools and innovation techniques including the Value Proposition Canvas, Business Model Canvas, Kano Model, and Innovation Games. It provides an overview of each tool and technique including Value Proposition Canvas for defining customer value propositions, Business Model Canvas for describing key elements of a business model, Kano Model for categorizing product attributes, and Innovation Games as a technique for generating new ideas to solve customer problems.
The document outlines Angela Knewitz's presentation on building strong regional brands, using South Tyrol as a case study. It discusses place branding opportunities and challenges, and introduces South Tyrol's objectives to develop an umbrella brand to establish a common visual presence, pool resources, and meet regulatory requirements. The presentation covers South Tyrol's brand strategy, design, and implementation, and lessons learned, including the importance of regional collaboration, focus, visual communication, embracing diversity, and inspiring stakeholders.
This document discusses green chemistry and furfural production. It notes that biomass can be used to produce furfural, which has many applications and for which there is high demand. Latvia is presented as a good location for furfural production due to available biomass sources and a history of research in this area. The company DalinYebo is introduced as pursuing innovative research and commercialization of furfural and other bioproducts through its integrated business model.
The document discusses and critiques 8 different definitions of services:
1. Negative approach (all that's not a product)
2. Service as a process
3. Service as an outcome of a process
4. Service as a contact-intensive product
5. "Service-Dominant Logic" (everything is a service)
6. "IHIP" properties (intangibility, heterogeneity, inseparability, perishability)
7. No change in ownership rights
8. Customer input into the production process
While each definition provides some insight, they all have limitations in fully describing what a service is. A unified definition that incorporates the customer experience may be needed.
How I lost $55 million with 17 of 51 startups through my 48 years in businessSergey Khromov-Borisov
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Bert Twaalfhoven started 51 companies over 40 years focused on 10 global niches, with operations in 11 countries. He lost $55 million from 17 company failures, while 34 companies were successful. The document describes 7 specific case studies of company failures: 1) Wasserettes laundry in the 1950s due to cultural differences; 2) Aluminum Extruders in the 1960s due to financing and technology issues; 3) Troika CAD/CAM software in the 1970s due to partner and market issues; 4) North Atlantic Associates consulting in the 1980s due to management and marketing problems; 5) involvement in the PW4000 jet engine partnership in the 1990s which greatly exceeded initial projections in time,
The document outlines a company's current market state and strategies to increase their market share potential. Currently, their market share is low at 1.1% due to many customers not being aware of the product, not attracted to it, finding the price unacceptable, and issues with availability and service. To improve this, the company plans marketing promotion strategies as well as strategies to improve their product, price, place, and service to increase awareness, attractiveness, affordability, availability, and service quality to reach a market share of 5.8%.
This document discusses territory marketing and outlines common mistakes. It provides a roadmap for developing an effective territory marketing strategy with four stages: 1) identifying stakeholders, 2) discovering needs, 3) sorting and rating needs, and 4) designing solutions. Key management tools include Quality Function Deployment, Matrix of Change, and Hoshin Kanri. Research skills like interviewing and data analysis are also important. The document recommends literature and provides an example research project outline following the four-stage roadmap.