Seminar: How to increase business efficiency through “roasting” the business model
Working with a business model is required in two cases.
- You're preparing to launch something new, but you don't know if it will work for sure.
- And it is also necessary to understand what points hinder the development of the current business.
First, you will understand what needs to be done to make it work, and what resources it will require. Second, you will find weak links in your product’s customer value chain and understand how to eliminate them.
“Roasting” BM is an effective and simple way to develop an action plan to take your business to the next level.
If you are facing one of these problems, working with a business model will help you:
- Business growth rates are declining and the development ceiling has been reached.
- Revenue is increasing, but for some reason there is not enough money.
- Key clients refuse to cooperate.
- Actions to scale the business are ineffective.
- When a large, strong player enters the market, the question arises of how to proceed.
- I want to open a new direction/explore new territory, but I am held back by the negative experiences of the past.
- An interesting idea has appeared, and I want to see if it will work.
- Competitors use dumping and eat up the entire margin.
WHAT do we propose to do?
WHO IS THE PROGRAM FOR?
Business owners
Top managers
(commercial and marketing areas, development)
Hired executives
Heads of independent directions
PROGRAM CONTENT
1
Introduction to Theory
- What is BM, what is its value for business.
- In what cases is it necessary to “fry” the BM.
- What impact does the business model have on the company's performance?
- What is the relationship between the financial model of a business and the sales model and the business model?
- The impact of the business model on the product value chain for the customer.
- How often should you “fry” the BM?
- Whose area of responsibility is this in the company?
2
Development of technology for “roasting” BM
- We identify our key client and discuss whether all clients are of equal importance to our business.
- For what reasons does a key client choose us? We form a client portrait.
- We evaluate the product portfolio taking into account the key portrait. client.
- Let's see what the key is. contact points with the key. clients are now using the business.
- Which of our partners helps us make money?
- Main business processes in the company.
- What resources are required to achieve the company's goals under the current model.
- How the company's income is generated.
- Control over which expenses is a priority.
- What other questions do we have for the current BM?
Practice: “Description of the business model of your own business using 8K templates” (by all program participants)
3
Identification of weak links and risks of the current BM
- How to identify the weak links in a business model that do not allow the business to develop effectively.
- How to describe the risks of the current BM for the next one or two years.
- How to reduce negative consequences if risks are realized.
- Formation of alternatives to the current BM.
Practice: “Creating a risk map”
4
Formation of a BM transformation plan
- Image of the updated BM.
- Formation of an action plan for transformation from the current BM to a more effective one.
- Criteria for assessing increased efficiency of a business model.
Practice: “Formation of an action plan for business model transformation”
5
Key mistakes when “roasting” a company’s BM
- We are compiling a list of TOP 10 errors.
6
Summing up the program
- Presentation of the results obtained by each participant
WHAT WILL YOU TAKE WITH YOU AFTER THE PROGRAM?
Company change plan and roadmap for 3 months
5 templates that will help you continue working on your company’s BM
AUTHOR AND HOST OF THE PROGRAM
Alexander Pankov
Chairman of the Board of A.mase.S
Expert on Strategic Management
- 200+ projects for the development and implementation of strategy in companies in the CIS countries and Europe (staff from 20 to 50,000)
- 500+ strategic sessions for various businesses
- 25+ years of consulting experience
- Co-author of the book “Labyrinths of Strategy. 8K", publishing house "MYTH"
- Entrepreneur. His own businesses: a business school, a consulting company, a publishing business, a printing business, etc.
- Strategic advisor to a number of manufacturing companies
- Author of strategy and business models’ developing methods and tools
TAKE PART IN THE PROGRAM
After this, a consultant will contact you to answer any remaining questions. Dates and location are agreed upon upon request.
HOW EVERYTHING WILL HAPPEN
Format
Offline format, in the classroom
2-day workshop (20 academic hours)
Consultation with the program author based on the results of the work
Theory and practice - 30/70
The practice is built on your business model
General chat for the group
Support from the trainer, communication in the “answer-question” format, exchange of experience with colleagues
Seminar
