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30 benchmark business models for your powerful business presentations. Download these diagrams on http://www.drawpack.com/nContent: Powerpoint, presentations, business, slides, diagrams, charts, Break-even, Financing Life Cycle, Economies of Scale, Elasticity, Sales Cycles Market Potential, Portfolio Matrix, Product Model, Four P's, Push/Pull Strategy, Marketing Mix, PDCA Cycle, SWOT, Value Chain, Ansoff Matrix, BCG Matrix, 7-S Modell, Core Competencies, GE Business Screen, Nine Cell Industry Risk/Reward Diagram, Porter's Five Forces, Industry Competition, Generic Strategies, Geobusiness Modell, Porter's Diamond, Matrix Design, PIMS, Leavitt's Diamond, Belbin's Team Roles, Theory X/Y, Maslow's Hierarchy, Herberg's Theory, Cultural Web, Pareto Curve, CIM Concept, Value Drivers

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slide1

Favorite Business Models...

30 Slides

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markets and structure of flow

Resources

Resources

Resource markets

Money

Money

Taxes,

goods

Services,

money

Services, money

Taxes

Manufacturer markets

Government markets

Consumer markets

Taxes, goods

Services

Services,

money

Taxes,

goods

Money

Money

Middlemen markets

Goods and services

Goods and services

Markets and Structure of Flow
a company s macroenvironment

MACROENVIRONMENT

IMMEDIATE INDUSTRY &

COMPETITVE ENVIRONMENT

Technology

Legislation and regulations

Suppliers

Substitute

COMPANY

Rival Firms

Buyers

Social Values and Lifestyles

Population demographics

New Entrants

The Economy at large

A Company‘s Macroenvironment
break even analysis

Total Revenue

35

30

Total Costs

25

$ Millions

20

15

Fixed Expenses*

10

5

0

50

100

150

200

Break-Even Volume

(90,000)

Units Sold (000)

Profit

Loss

* Fixed Expenses = Marketing Expenses and Other Direct Expenses

Break-even Analysis
demand and supply

S

D

F

G

E

Price

B

A

S

D

0

Quantity

Demand and Supply
elasticity

(total inelastic

demand)

e = 0

Price

Price

e = - ∞

e < - 1

e = - ∞

e = - 1

(total elastic

demand)

e > - 1

Quantity

Quantity

e = 0

P1

Price

(-)

P2

P1

(-)

(+)

Price

P2

(+)

0

0

Quantity

Quantity

Demand is elastic and expenditure increases when price falls from P1 to P2

Demand is inelastic and expenditure increases when price falls from P1 to P2

Elasticity
the product life cycle

Sales over profits

Sales

Profits

Introduction Growth Maturiy Shake-out Decline

Stages over Time

The Product Life Cycle
the life cycle portfolio matrix

THE BUSINESS UNIT‘S COMPETITIVE

POSITION

Strong

Average

Weak

Development

A

C

Growth

B

D

Competitive

shakeout

THE INDUSTRY‘S STAGE

IN THE EVOLUTIONARY

LIFE CYCLE

F

E

Maturity

Saturation

G

H

Decline

The Life-Cycle Portfolio Matrix
the product positioning map

High quality

E

A

High price

Low price

B

C

D

Low quality

The Product-Positioning Map
the four p s of mccarthy

Environment

Product

Price

Environment

Environment

Place

Promotion

Environment

The Four P‘s of McCarthy
efficiency vs effectiveness

STRATEGIC MANAGEMENT

Effective

Ineffective

1

2

Thrive

Die slowly

Efficient

OPERATIONAL MANAGEMENT

3

4

Die quickly

Survive

Inefficient

Efficiency vs. Effectiveness
swot analysis

Weaknesses

Strengths

Opportunities

Threats

SWOT Analysis
the generic value chain

Firm infrastructure

Human resources management

Margin

Technology development

Procurement

Margin

Inbound logistics

Outbound logistics

Marketing and sales

Service

Operations

Primary Activities

The Generic Value Chain
the ansoff matrix

PRODUCTS AND/OR SERVICES

Existing

New

New

product

development

Market

penetration

Existing

MARKETS

Market

development

Diversification

New

The Ansoff Matrix
bcg s growth share matrix

RELATIVE MARKET SHARE

High

Low

Question

Mark

Star

High

MARKET

GROWTH

RATE

Cash Cow

Dog

Low

BCG’s Growth-Share Matrix
mckinsey 7 s framework

Structure

Systems

Strategy

Superordinate

Goals

Skills

Style

Staff

McKinsey 7-S Framework
core competencies

Banner

Brand

Business

Units

Core

Products

(Platforms)

Core

Competencies

Core Competencies
the general electric business screen

COMPETITIVE POSITION

Weak

Strong

Average

Low

INDUSTRY

ATTRACITVENESS

Medium

High

The General Electric Business Screen
ge mckinsey multifactor portfolio matrix

INDUSTRY ATTRACTIVENESS

Manage Selectively for Earnings

Invest

Invest

Manage Selectively for Earnings

Harvest or Divest

Invest

BUSINESS STRENGTH

Manage Selectively for Earnings

Harvest or Divest

Harvest or Divest

GE / McKinsey Multifactor Portfolio Matrix
market and technology risk bubble diagram
Market and Technology Risk Bubble Diagram

Very high

MARKET

RISK

Moderate

Very low

Moderate

Very high

Very low

TECHNOLOGY RISK

a nine cell industry attractiveness competitive strength matrix

COMPETITIVE STRENGTHS/BUSINESS POSITION

Strong

Average

Weak

High

Business F

Business A

LONG-TERM

INDUSTRY

ATTRACTIVENESS

Medium

Business B

Business C

High priority for investment

Low

Medium priority for investment

Business E

Business D

Low priority for investment

A Nine-Cell Industry Attractiveness-Competitive Strength Matrix
porter s five forces

Potential Entrants

Threat of

new entrants

Industry

competitors

Rivalry among

existing firms

Bargaining power

of suppliers

Bargaining power

of buyers

Suppliers

Buyers

Threat of

substitute products

or services

Substitutes

Porter‘s Five Forces
the generic strategies

COMPETITIVE ADVANTAGE

Lower Cost

Differentiation

Broad

Target

Differentiation

Cost Leadership

COMPETITIVE

SCOPE

Narrow

Target

Differentiation Focus

Cost Focus

The Generic Strategies
leavitt s diamond

Task

Structure

People

Technology

Leavitt‘s Diamond
maslow s hierarchy of human needs

Self-Actualization Needs

(self-development and realization)

Esteem Needs

(self-esteem, recognition, status)

Social Needs

(sense of belonging, love)

Safety Needs

(security, protection)

Physiological Needs

(hunger, thirst)

Maslow‘s Hierarchy of Human Needs
managerial grid

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“

1 2 3 4 5 6 7 8 9

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

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

1 2 3 4 5 6 7 8 9

concern for production

Managerial Grid
the business process re engineering approach

Micro operations

Function 1

Function 2

Function 3

Function 4

Customer needs

Business processes

Customer needs fulfilled

Activity 1

Activity 2

Activity 3

Activity 4

Customer needs

Micro operations

Business processes

Customer needs fulfilled

The Business Process Re-engineering Approach
total quality management

Whole operation involved

  • Quality srategy
  • Teamwork
  • Staff empowerment
  • Involves customers and suppliers

Inspection

  • Quality systems
  • Quality costing
  • Problem solving
  • Quality planning

Quality control

  • Statistical methods
  • Process performance
  • Quality standards

Quality assurance

Total quality management

  • Error detection
  • rectification
Total Quality Management
supply chain management

Second-tier

suppliers

First-tier

suppliers

First-tier

customers

Second-tier

customers

The

Operation

Supply side

Demand side

Purchasing and supply

management

Physical distribution

management

Logistics

Materials management

Supply chain management

Supply Chain Management
du pont scheme

Return on equity

Earnings after tax

Owner‘s equity

ROE =

Financial leverage multiplier

Tax effects

Return on invested capital

Earnings before interest and tax

Invested capital

ROIC =

Operating profit margin

Capital turnover

Financial structure ratio

Financial cost ratio

Tax effect ratio

Earnings before interest and tax

Sales

Sales

Invested capital

Invested capital

Owner‘s equity

Earnings before tax

Earnings before interest and tax

Earnings after tax

Earnings before tax

Sales

Invested capital

Owner‘s equity

Cost of debt

Tax rate

Operating costs

Cash

Working Capital

requirement

Fixed assets

Du Pont Scheme
financing life cycle
Financing Life Cycle

Venture

Capitalist

Investment Banks &

Banks

FFF & Angels

Early

Growth

Later

Growth

Seed Capital

& Early Stage

Enterprise

Cash Flow

Enterprise

Financing

Mezzanine

Public

Market

3rd

2nd

Initial

Public

Offering

1st

Time

Valley

of Death

Break-even

point

Emerging Growth

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