WUST E-ship 总ppt.ppt

Mature Industry Slow or no increase in demand. Has numerous repeat customers (and not new customers). Limited (if any) product innovation. Innovation might surprise the rivalry!!! Declining Industry Experiences reduction in demand (retail photo finishing) Entrepreneurs shy away from DI (no opportunity) Surprise by taking doing the opposite of what conventional wisdom would suggest (ex: Cirque du Soleil) Niche strategy Global Industry Significant international sales. Two common strategies: Start-up directly in the global market Multi-domestic vs. global strategy Ex: athletic shoes Competitor Analysis Identifying Competitors: Indirect Competitors Future Competitors Direct Competitors Offer products identical or similar to the products of the firm completing the analysis ? Most important They are going after the same customers as the new firm Offer close substitutes to the firm completing the analysis ? Cover the same basic needs Companies that are not yet direct or indirect competitors but could move into one of these roles at any time. Ex: Barnes and Noble vs. A Sources of Competitive Intelligence Competitive Analysis Grid Developing the Business Model Idea Feasibility Analysis Business Model Business Plan Natural Flow of the of the Business Development Process Once you know (after the feasibility analysis was conducted) that you have a product/service with potential, the business model stage will address how to surround it with a core strategy, a partnership model, a customer interface, distinctive resources, and an approach to creating value that represents a viable business. Business Model Firm’s diagram for how it competes, uses its resources, structures and relationships, interfaces with customers, and creates value to sustain itself on the basis of the profits it earns. There is no standard BM. Business Model Innovation ? refers to a business model that revolutionizes how a product is produced, sold, or supported after sale BM developed af