The “St. Gallen Business Model Navigator” is a tool set for developing business models. Key principles of this tool-set are free thinking (“There are no sacred cows.”), extensive use of , including recombination of possibilities, an iterative solution approach and consistency. Consistency between actual internal capabilities and realistic assumptions about competitive opportunities and customer perceptions …
“Add-on”: One model from the St. Gallen Business Model Navigator suggests “add-on” pricing, which provides a base price for a basic service and surcharges for extras that allow customers to customize the service according to their needs. Examples include Ryanair and SAP. “Auction”: Let your customers determine the price they are willing to pay. Depending …
“Cash Machine”: Have your customers pay in advance so that you can then use it to make payments to your creditors with payment terms. Examples include discount stores. “Crowdfunding”: Generate cash from a large number of investors who believe in your idea, and at the same time draw attention to your project. An example of …
“Cross Selling”: Include products in your portfolio that complement your services and bring additional benefits to customers. Examples include Tchibo, Shell and IKEA. “Guaranteed Availability”: If you guarantee product availability or delivery times to your customers, you can usually sell more and charge higher prices. With the higher sales volume and higher margins, you can …
What does product design mean? The design of products should not be left to chance; rather, products should reflect and meet today’s and tomorrow’s customer needs and the needs of one’s own company. To do this, the market must be observed; customers and their customers should be involved in the analysis of needs. This needs …
“Experience Selling”: Let your customers share their experiences with your services. Benefit from the knowledge gained and offer your customers this experience together with your products. Examples include Starbucks, Harley-Davidson and Swatch. “Customer Loyalty”: Sell your customers an attitude towards life and a sense of belonging, instead of “just” products. Examples include Harley-Davidson and Louis …
“Direct Selling”: Consider switching to or introducing direct selling. You can share the trade margins saved with your customers. But also make sure to organize aftersales service. Canyon and Vorwerk are examples of this. “Shop-in-shop”: Instead of operating your own stores or your own workshops and advertising them, you could integrate a shop-in-shop into existing …
What is a business model? A business model describes the value creation and revenue model of a business. The key factors of entrepreneurial success become visible from the business model. Attractive products and convincing services are often no longer enough to be successful in highly competitive markets. A product that meets customer needs does not …
Depending on how much you want to shape your environment and are able to do so, you can choose a or an . Most organizations have elements of both, with one or the other form of strategy dominating. You can also strategically differentiate yourself with your competence. Accordingly, you will focus on, communicate, and make …
As a shaper, you do not align yourself with others, but you set the direction. You do not take environmental conditions with their uncertainties for granted, but you influence and shape the environmental conditions with your organization and influence and determine the characteristics of uncertain elements. You are aware that shaper strategies can be highly …
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