Ryan sent us a blog post that just didn’t hit home with him. Dave breaks it into three pieces and then shreds it. Wherein we note that The Google can’t lie.<\/p>\n
Then we slip into a very serious discussion of business models and business model generation.<\/p>\n
Book: Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers<\/em> by Alexander Osterwalder and Yves Pigneur.<\/p>\n They define the business model based on nine things (all of which contribute to value): Taken together, all of these define your value proposition. But, we seem to argue with each other, most of us don’t have a clear focus on the most important elements of a business model when we use the term “business model.”<\/p>\n Question: Do you buy into your own value prop?<\/p>\n Final analysis: Don’t use the term “Business Model” to mean some small subset of what’s important in your business.<\/p>\n . . . Then we segue . . . to who’s who . . .<\/p>\n Is it useful to create a menagerie of the IT industry? Wherein we explore the ways that we all use labels and titles and categories? How do we get a big picture of the universe when we KNOW that most of the universe is invisible to us?<\/p>\n . . . And then, suddenly, we move to a discussion of the Gartner report on what we need to pay attention to.<\/p>\n
\n– Customer Segments
\n– Value Propositions
\n– Channels
\n– Customer Relationships
\n– Revenue Streams
\n– Key Resources
\n– Key Activities
\n– Key Partnerships
\n– Cost Structure<\/p>\n