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30 Benchmark business models for business presentations

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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30 Benchmark business models for business presentations

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  1. Favorite Business Models... 30 Slides Powered by www.drawpack.com. All rights reserved.

  2. 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

  3. 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

  4. 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

  5. S D F G E Price B A S D 0 Quantity Demand and Supply

  6. (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

  7. Sales over profits Sales Profits Introduction Growth Maturiy Shake-out Decline Stages over Time The Product Life Cycle

  8. 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

  9. High quality E A High price Low price B C D Low quality The Product-Positioning Map

  10. Environment Product Price Environment Environment Place Promotion Environment The Four P‘s of McCarthy

  11. STRATEGIC MANAGEMENT Effective Ineffective 1 2 Thrive Die slowly Efficient OPERATIONAL MANAGEMENT 3 4 Die quickly Survive Inefficient Efficiency vs. Effectiveness

  12. Weaknesses Strengths Opportunities Threats SWOT Analysis

  13. 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

  14. PRODUCTS AND/OR SERVICES Existing New New product development Market penetration Existing MARKETS Market development Diversification New The Ansoff Matrix

  15. RELATIVE MARKET SHARE High Low Question Mark Star High MARKET GROWTH RATE Cash Cow Dog Low BCG’s Growth-Share Matrix

  16. Structure Systems Strategy Superordinate Goals Skills Style Staff McKinsey 7-S Framework

  17. Banner Brand Business Units Core Products (Platforms) Core Competencies Core Competencies

  18. COMPETITIVE POSITION Weak Strong Average Low INDUSTRY ATTRACITVENESS Medium High The General Electric Business Screen

  19. 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

  20. Market and Technology Risk Bubble Diagram Very high MARKET RISK Moderate Very low Moderate Very high Very low TECHNOLOGY RISK

  21. 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

  22. 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

  23. COMPETITIVE ADVANTAGE Lower Cost Differentiation Broad Target Differentiation Cost Leadership COMPETITIVE SCOPE Narrow Target Differentiation Focus Cost Focus The Generic Strategies

  24. Task Structure People Technology Leavitt‘s Diamond

  25. 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

  26. 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

  27. 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

  28. 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

  29. 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

  30. 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

  31. 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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