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Business Models For Dummies.
Write a business model? Easy. Business Models For Dummies helps you write a solid business model to further define your company's goals and increase attractiveness to customers. Inside, you'll discover how to: make a value proposition; define a market segment; locate your company's po...
| Clasificación: | Libro Electrónico |
|---|---|
| Autor principal: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Hoboken :
Wiley,
2013.
|
| Colección: | --For dummies.
|
| Temas: | |
| Acceso en línea: | Texto completo (Requiere registro previo con correo institucional) |
MARC
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| 100 | 1 | |a Muehlhausen, Jim. | |
| 245 | 1 | 0 | |a Business Models For Dummies. |
| 260 | |a Hoboken : |b Wiley, |c 2013. | ||
| 300 | |a 1 online resource (384 pages) | ||
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| 490 | 1 | |a --For dummies | |
| 520 | |a Write a business model? Easy. Business Models For Dummies helps you write a solid business model to further define your company's goals and increase attractiveness to customers. Inside, you'll discover how to: make a value proposition; define a market segment; locate your company's position in the value chain; create a revenue generation statement; identify competitors, complementors, and other network effects; develop a competitive strategy; and much more. Shows you how to define the purpose of a business and its profitability to customersServes as a thorough g. | ||
| 505 | 0 | |a About the Author; Contents at a Glance; Table of Contents; Introduction; About This Book; Conventions Used in This Book; What You're Not to Read; Foolish Assumptions; How This Book Is Organized; Icons Used in This Book; Where to Go from Here; Part I: Getting Started with Business Models; Chapter 1: What Is a Business Model and Why Does It Matter?; History of Business Models; Business Models Are a Hot Topic; Who Needs a Business Model?; Value of a Business Model; Future of Business Models; Chapter 2: Business Models Defined; Following the Recipe for a Successful Business Model. | |
| 505 | 8 | |a Comparing Business Models to Business PlansChapter 3: Business Models Come in Many Different Forms; Common Aspects of All Business Models; Business Models in Their Simplest Form; Examples of Business Models; Chapter 4: Your Business Success Depends Upon Your Business Model; Trying (And Failing) to Succeed without a Superior Business Model; Equating Hard Work with Results -- As Long As the Business Model is Solid; Experimenting Your Way to a Great Model; Part II: Creating a Winning Business Model; Chapter 5: Using Tools to Design Your Business Model. | |
| 505 | 8 | |a Examining Traditional Business Model Design MethodsDiscovering Problems with Traditional Methods; Designing a Business Model by Using a Structured Process; Chapter 6: Finding the Most Attractive Markets to Create a Powerful Offering; Gauging the Target Market; Determining Industry Attractiveness; Looking for Niche Attractiveness; Checking Out Customer Attractiveness; Finding Your Place on the Industry Value Chain; Chapter 7: Completing Your Offering with a Unique Value Proposition; Building a Unique Value Proposition; Comparing a Unique Selling Proposition to a Unique Value Proposition. | |
| 505 | 8 | |a Maximizing Product PotentialBuilding Marketability; Creating a Powerful Brand; Chapter 8: Making Money with Your Business Model; Building a Profitable Revenue Model; Assessing Your Competition; Generating Enough Total Margin Dollars; Creating a Meaningful Cost Advantage; Creating Valuable Recurring Revenue Streams; Avoiding Pitfalls; Chapter 9: Monetization through Sales Performance; Closing the Deal; Marketing Beats Sales; Creating a Proven and Repeatable Sales Process; Chapter 10: Making Your Business Model Last; Creating Meaningful Competitive Advantage. | |
| 505 | 8 | |a Sustaining Your Competitive AdvantageGauging Competitive Advantage by Using Porter's Five Forces Model; Chapter 11: Sustaining Your Business Model: Innovating and Avoiding Pitfalls; Maintaining the Strength of Your Model with Innovation; Avoiding Pitfalls; Chapter 12: Cashing In; Considering the Next Owner: The Best Business Models Have Transferability; Selling Your Business Isn't the Only Exit Strategy; Improving Your Ability to Gracefully Exit; Chapter 13: Analyzing Your Business Model; Comparing Live Business Models and Theoretical Business Models; Using the Business Model Framework. | |
| 504 | |a Includes bibliographical references. | ||
| 590 | |a O'Reilly |b O'Reilly Online Learning: Academic/Public Library Edition | ||
| 650 | 0 | |a Business planning. | |
| 650 | 0 | |a Strategic planning. | |
| 650 | 6 | |a Planification stratégique. | |
| 650 | 7 | |a BUSINESS & ECONOMICS |x Small Business. |2 bisacsh | |
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| 650 | 7 | |a Strategic planning |2 fast | |
| 776 | 0 | 8 | |i Print version: |a Muehlhausen, Jim. |t Business Models For Dummies. |d Hoboken : Wiley, ©2013 |z 9781118547618 |
| 830 | 0 | |a --For dummies. | |
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