Quotes that "Dimag ki batti jalade" for Business Plans
By business design, we mean the fingerprint of the (hopefully) unique way a company does business--which customers it chooses to serve, which unique value proposition it offers to customers, which profit models it employs, which scope of activities it engages in, which forms of strategic control it develops to protect profits and customer relationships, and which organizational architecture it uses to implement these decisions.
We divide business plans into three categories: candy, vitamins, and painkillers. We throw away the candy. We look at vitamins. We really like painkillers. We especially like addictive painkillers!
A business plan should be used as an opportunity to sell your company, not your product.
If you build a better mousetrap, the world will only beat a path to your door if people are interested in catching mice.
“Good revenue,” is the kind that’s predictable and profitable, and holds possibilities for further expansion. Bad revenue, in contrast, comes from customers that don’t value your core business proposition, requiring excessive customization, complexity or discounting, and causing the sales management team to lose strategic focus. Tempting though it may be, no company can afford bad revenue with its explicit and hidden costs.
A business model should enhance a company's special strengths and core competencies: how it wins customers, attracts and deploys economic and human capital, leverages the capabilities of suppliers and business partners, and earns profits. Effective business models are rich and detailed; their components reinforce each other. Change any one thing and you have a different model.
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By business design, we mean the fingerprint of the (hopefully) unique way a company does business--which customers it chooses to serve, which unique value proposition it offers to customers, which profit models it employs, which scope of activities it engages in, which forms of strategic control it develops to protect profits and customer relationships, and which organizational architecture it uses to implement these decisions.
We divide business plans into three categories: candy, vitamins, and painkillers. We throw away the candy. We look at vitamins. We really like painkillers. We especially like addictive painkillers!
A business plan should be used as an opportunity to sell your company, not your product.
If you build a better mousetrap, the world will only beat a path to your door if people are interested in catching mice.
“Good revenue,” is the kind that’s predictable and profitable, and holds possibilities for further expansion. Bad revenue, in contrast, comes from customers that don’t value your core business proposition, requiring excessive customization, complexity or discounting, and causing the sales management team to lose strategic focus. Tempting though it may be, no company can afford bad revenue with its explicit and hidden costs.
A business model should enhance a company's special strengths and core competencies: how it wins customers, attracts and deploys economic and human capital, leverages the capabilities of suppliers and business partners, and earns profits. Effective business models are rich and detailed; their components reinforce each other. Change any one thing and you have a different model.
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