30 Benchmark Business models and diagrams for presentations

Favorite Business Models... 30 Slides Powered by www.drawpack.com. All rights reserved. Markets and Structure of Flow Government markets Middlemen markets Resource markets Manufacturer markets Services, money Resources Money Taxes, goods Goods and services Services, money Taxes, goods Money Consumer markets Services Resources Money Taxes Money Goods and services Taxes, goods Services, money A Company‘s Macroenvironment COMPANY Substitute Buyers New Entrants Rival Firms Suppliers IMMEDIATE INDUSTRY & COMPETITVE ENVIRONMENT MACROENVIRONMENT The Economy at large Social Values and LifestylesPopulation demographicsTechnologyLegislation regulationsBreak-even Analysis Total Revenue Total Costs Fixed Expenses* * Fixed Expenses = Marketing Expenses and Other Direct Expenses $ Millions 15 30 35 20 10 25 5 0 50 150 100 Break-Even Volume (90,000) 200 Units Sold (000) Profit Loss Demand and Supply Price Quantity 0 G B E D F S A D S Elasticity Demand is elastic and expenditure increases when price falls from P1 to P2 (-) (+) Price P1 P2 0 Quantity Demand is inelastic and expenditure increases when price falls from P1 to P2 (+) (-) Price P2 P1 0 Quantity e = 0 Quantity Price e = 0 e = -∞ (total inelastic demand) (total elastic demand) Quantity Price e = -∞ e < -1 e = -1 e > -1 The Product Life Cycle Sales over profits Stages over Time Introduction Growth Maturiy Shake-out Decline Sales Profits The Life-Cycle Portfolio Matrix C A Strong Average Weak Development Growth Competitive shakeout Maturity Decline Saturation THE BUSINESS UNIT‘S COMPETITIVE POSITION THE INDUSTRY‘S STAGE IN THE EVOLUTIONARY LIFE CYCLE E F D B H G The Product-Positioning Map High price Low quality High quality Low price C D A E B The Four P‘s of McCarthy Product Place Promotion Price Environment Environment EnvironmentEnvironmentEfficiency vs. Effectiveness Thrive Efficient Die quickly Survive Die slowly STRATEGIC MANAGEMENT OPERATIONAL MANAGEMENT Inefficient Effective Ineffective 1 4 3 2 SWOT Analysis Strengths Opportunities Threats Weaknesses The Generic Value Chain Inbound logistics Outbound logistics Operations Marketing and sales Service Primary Activities Procurement Technology development Human resources management Firm infrastructure MarginMarginThe Ansoff Matrix Existing New Existing New New product development Market development Market penetration Diversification PRODUCTS AND/OR SERVICES MARKETS BCG’s Growth-Share Matrix High Low Low High MARKET GROWTH RATE RELATIVE MARKET SHARE Star Cash Cow Dog Question Mark McKinsey 7-S Framework Superordinate Goals Structure Staff Strategy Systems Style Skills Core Competencies Banner Brand Business Units Core Products (Platforms) Core Competencies The General Electric Business Screen Low High Medium Strong Average Weak COMPETITIVE POSITION INDUSTRY ATTRACITVENESS GE /McKinsey Multifactor Portfolio Matrix INDUSTRY ATTRACTIVENESS BUSINESS STRENGTH Invest Manage Selectively for Earnings Invest Invest Manage Selectively for Earnings Manage Selectively for Earnings Harvest or Divest Harvest or Divest Harvest or Divest Very low Moderate Very high Very low Moderate Very high MARKET RISK TECHNOLOGY RISK Market and Technology Risk Bubble Diagram A Nine-Cell Industry Attractiveness-Competitive Strength Matrix Business C Business E Strong Average High Low Business F Business A Business B Business D Weak Medium Low priority for investment Medium priority for investment High priority for investment COMPETITIVE STRENGTHS/BUSINESS POSITION LONG-TERM INDUSTRY ATTRACTIVENESS Porter‘s Five Forces Potential Entrants Industry competitors Rivalry among existing firms Substitutes Buyers Suppliers Threat of substitute products or services Bargaining power of suppliers Bargaining power of buyers Threat of new entrants The Generic Strategies Cost Leadership Differentiation Cost Focus Differentiation Focus Broad Target Narrow Target Lower Cost Differentiation COMPETITIVE ADVANTAGE COMPETITIVE SCOPE Leavitt‘s Diamond Task Technology People Structure Maslow‘s Hierarchy of Human Needs Esteem Needs (self-esteem, recognition, status) Self-Actualization Needs (self-development and realization) Social Needs (sense of belonging, love) Safety Needs (security, protection) Physiological Needs (hunger, thirst) Managerial Grid 1 2 3 4 5 6 7 8 9 1 2 3 4 5 6 7 8 9 concern for production concern for people Country Club Management (1,9) Production is incidental to lack of conflict and „good fellowship“ Team management (9,9) Production is from integration of task and human requirements Dampened Pendulum (5,5) (Middle of the road.) Push for production but don‘t go „all out“. Give some but not all all: „be fair but firm“ Task Management (9,1) Men are a commodity just as machines. A manager‘s responsibility is to plan, direct and control the work of those subordinate to him Impoverished Management (1,1) Effective production is unobtainable becaus people are lazy, apathetic and indifferent. Sound and mature relationships are difficult to achieve because, (human nature being what it is) conflict is inevitable The Business Process Re-engineering Approach Function 1 Function 2 Function 3 Function 4 Micro operations Customer needs fulfilled Business processes Customer needs Business processes Customer needs fulfilled Customer needs Micro operations Activity 1 Activity 2 Activity 3 Activity 4 Total Quality Management •Whole operation involved •Quality srategy •Teamwork •Staff empowerment •Involves customers and suppliers •Quality systems •Quality costing •Problem solving •Quality planning •Statistical methods •Process performance •Quality standards •Error detection •rectification Inspection Total quality management Quality control Quality assurance Supply Chain Management The Operation Second-tier suppliers First-tier suppliers First-tier customers Second-tier customers Supply side Demand side Purchasing and supply management Physical distribution management Logistics Materials management Supply chain management Du Pont Scheme Return on equity ROE = Earnings after tax Owner‘s equity Financial leverage multiplier Tax effects Return on invested capital ROIC = Earnings before interest and tax Invested capital Operating profit margin Earnings before interest and tax Sales Capital turnover Sales Invested capital Financial structure ratio Invested capital Owner‘s equity Financial cost ratio Earnings before tax Earnings before interest and tax Tax effect ratio Earnings after tax Earnings before tax Sales Operating costs Invested capital Owner‘s equity Cost of debt Tax rate Cash Working Capital requirement Fixed assets Valley of Death Enterprise Cash Flow Enterprise Financing Time Break-even point Emerging Growth FFF & Angels Venture Capitalist Investment Banks & Banks Seed Capital & Early Stage Early Growth Later Growth Public Market Initial Public Offering Mezzanine 1st 2nd 3rd Financing Life Cycle Drawpack Diagrams Drawpack.com offers premium Business Diagrams for students and professionals around the globe for their personal use. 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