Cct 355 e business technologies
1 / 15

CCT 355: E-Business Technologies - PowerPoint PPT Presentation

  • Uploaded on

CCT 355: E-Business Technologies. Class 6 : B2B/B2C and Transaction Processing. Administration. Case study returned at break – thoughts Hand in change management simulation

I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
Download Presentation

PowerPoint Slideshow about 'CCT 355: E-Business Technologies' - psyche

An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.

- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript
Cct 355 e business technologies

CCT 355: E-Business Technologies

Class 6: B2B/B2C and Transaction Processing


  • Case study returned at break – thoughts

  • Hand in change management simulation

  • Groups for final project – proposal to keep you on track due next week (more of a brainstorming/notes document than anything formal)

Business and design
Business and Design

  • Martin’s notion of design thinking – design as the new value add

  • Pink – in an age of abundance, automation and Asia (alliteration!) designing for want, not need, is key

  • MFAs as the new MBA?

  • Florida – creative class careers essential for a vibrant economy – creative class as global, interconnected, mobile, diverse (e.g., Florida’s “gay hypothesis”)

Business model generation
Business Model Generation

  • Some core notions of business concepts are still important

  • Nine core components noted in book

  • All impacted by changes in technology

  • Changes in one iterate among others – model as systemic vs. isolated units

  • Applies to all sorts of domains – case studies in book are interesting to look at

Customer segments
Customer Segments

  • For whom are we creating value? Who are our most important customers?

  • Mass and niche markets

  • Segmentation and diversification

Value propositions
Value Propositions

  • What value do we offer? What problems are we trying to solve?

  • Range of options – newness, performance, customizability, design/usability, status, price, risk reduction, etc.

  • Whatever the decision is focuses the business’ direction – should tie to customer segments


  • Linking value proposition to customer segments

  • How are channels integrated? Which work best?

  • Channel phases – awareness, evaluation, purchase, delivery, after sales support

  • Outsourced or in-house?

Customer relationships
Customer Relationships

  • Expectations and management of relationship

  • What’s established? At what cost?

  • From “high touch” services and communities to automated/self-service – different demands and expectations

Revenue streams
Revenue Streams

  • How much are customers willing to pay?

  • How do streams combine into overall revenue?

  • Different models exist – sale of tangible goods, usage fee, subscriptions, licensing, brokerage fees, advertising, etc.

  • Dependent on existing revenue stream practices – hard to monetize something that’s free elsewhere!

Key resources
Key Resources

  • What resources are required to meet value propositions? Distribution? Revenue streams? Relationships?

  • Physical, intellectual, human and financial resources

Key activities
Key Activities

  • What actions realize value propositions?

  • Production, problem solving, networking/connections, etc

  • Efficiency and effectiveness of activities towards key value propositions

Key partnerships
Key Partnerships

  • Who are are partners/suppliers? How does their model mesh with us?

  • Strategic alliances, “cooptition”, joint ventures, established relationships (and exclusivity)

  • Concerns about scale and risk

Cost structure
Cost Structure

  • What are the most important costs involved?

  • Which resources are the most valuable?

  • Fixed/variable costs and economics of scale

  • Cost or value driven? Transactional and resource-based models of business

Patterns design strategy process
Patterns, Design, Strategy, Process

  • Different patterns are evident in mix of core nine components

  • These patterns are not accidental, but rather designed – many core components of design thinking come into play

  • Business model (re)generation – very similar in kind to change management process – change causes concern in many domains that needs to be addressed

Weekly assignment
Weekly Assignment

  • A brick and mortar specialty chocolate store abandons its storefront and moves to online sales

  • What changes in the nine core components might occur?

  • (Obviously you can take the week on this one…no right answer, just point form notes will do.)