{"id":54247,"date":"2021-01-04T20:25:15","date_gmt":"2021-01-04T19:25:15","guid":{"rendered":"https:\/\/www.primorski-tp.si\/?p=54247"},"modified":"2021-01-05T18:55:27","modified_gmt":"2021-01-05T17:55:27","slug":"9-steps-to-a-successful-business-model","status":"publish","type":"post","link":"https:\/\/www.primorski-tp.si\/en\/9-steps-to-a-successful-business-model\/","title":{"rendered":"9 steps to a successful business model"},"content":{"rendered":"\n

What exactly is a business model?<\/strong><\/h2>\n\n\n\n

Every company has a unique business model. This is not a business plan, as a nonprofessional might think. One of the many definitions of the business model is: “‘The business model is a comprehensive model that describes the target market, defines and differentiates the company’s offering, defines activities, specifies activities that the company must perform internally and externally, defines and specifies the necessary resources, the path to market access, the benefit to the customer and the profit. It is a comprehensive system for delivering a certain value in the form of products or services to profitable customers<\/em>\u00a0” (Jermol, 2003). Since the business model changes, develops and adapts to market conditions over time, a business plan is only a document that can describe the state of the business model at a given point in time.<\/p>\n\n\n\n


I personally call a business model a recipe for how a company makes money. Since the business model is unique to each company, no one in the world can give an entrepreneur the recipe for the success of his or her own business. Furthermore, the business model is a living entity that changes depending on the growth phase of the company and market conditions. Therefore, the profession of an entrepreneur is also demanding, because every entrepreneur who builds a successful business must discover his or her own recipe that will ensure the successful growth and life of the business. However, the discovery of a recipe defines the process from a business idea to a successful company.<\/p>\n\n\n\n

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9 points of the business model<\/strong><\/u><\/strong><\/h2>\n\n\n\n

Apart from that, a business model is a company’s unique “recipe” for how it makes money. This means that it describes and defines practically everything a company does to manufacture products (products or services) and deliver them to customers who pay the purchase price for them. The business model also ensures that revenues are higher than costs, as this is the only way the company generates profit or value added. We call this a successful business model and it ensures that we can go from 1 \u20ac 2 \u20ac.
<\/p>\n\n\n\n

The most important part of any business model is undoubtedly the customers. They are the reason for the existence of every business unit, the source of all important information and, of course, the source of money. That is why the business model revolves around the customers and not around the product, as is generally assumed.<\/p>\n\n\n\n

Point 1: Customers<\/strong><\/u><\/strong><\/h3>\n\n\n\n

The business model defines the customers of a company or the company’s ideal and best customer. Successful companies know exactly who their best customer is, what habits they have, what their needs are, what demographic trends they have, what market they are in etc.. This is why social networks are so successful today, as they allow companies to access the habits and details of their customers. The first step in defining a new business model is to define the ideal customer, because in today’s global world no one buys a product just because it is great, but because someone knows how to sell it right.<\/p>\n\n\n\n

Point 2: Product demand<\/strong><\/u><\/strong><\/h3>\n\n\n\n

Companies are customers, individuals are customers –\u00a0 we are all customers. None of us has ever bought a product if we did not need it. The customers we have defined in point 1 are defined by their need for the product we offer. If a person does not have this need, he will not be our customer. We must understand the need in the broadest sense of the word – this includes problems, wishes, emotions and impulses. If a person has such a strong desire for something that in their eyes it is an urgent need, they will be willing to solve this need by buying a product. This means that the need must be strong enough to trigger the buying process in the customers. The best customers identified in point 1 are the customers who have the strongest need. Therefore, the company usually focuses only on them. A good understanding of the customers and their needs is essential for an entrepreneur to discover a successful recipe or business model.<\/p>\n\n\n\n

Point 3: Unique value<\/strong><\/u><\/strong><\/h3>\n\n\n\n

The concept of unique value is abstract and difficult to explain to some extent, but it is well understood by successful entrepreneurs. Basically, it\u2019s about customers not buying products when buying, but the value they have from them. Take, for example, the fact that a person is renovating an apartment and wants to tear down a piece of the wall. He goes to the store where he buys a powerful drill. After using the drill, a large hole formed in the wall. The value a person gets from a drilling machine is a hole in the wall. It follows that customers do not buy drilling machines, but holes in the wall. The product, in our case a drilling machine, is just a medium to deliver value to customers. This means that the products are transient, as value can be delivered in many different ways. This concept can be applied to any product, and entrepreneurs usually already instinctively think about values, not products. We need to be aware of what value our customers have from our product.<\/p>\n\n\n\n

Point 4: Solution \/ product<\/strong><\/u><\/strong><\/h3>\n\n\n\n

The quality of our product or service to our customers is defined by the features and functions of our product. Every feature or function is important only insofar as it is important to our customers, so when defining a product, it is important that we always proceed from the point of view of our customers. Usually, less experienced entrepreneurs are stuck with their solution and see countless opportunities for upgrades and new related products. Successful entrepreneurs, on the other hand, are in love with their customers and are critical of any functionality – whether their best customers would like it.<\/p>\n\n\n\n

Point 5: Channels<\/strong><\/u><\/strong><\/h3>\n\n\n\n

We cannot sell our products to anyone (even if they are so great) if people do not need them. In today\u2019s world, where everyone is shouting at each other with commercials, it is hard to get the attention of our customers. This point defines how customers will find out about us, how and through which channels they will perceive our offer and how we will convince them to make a purchase with us. Here, too, knowledge of knowing our best customers is essential, as it is the starting point for all entrepreneurial activities in the field of marketing and sales.<\/p>\n\n\n\n

Point 6: Revenue<\/strong><\/u><\/strong><\/h3>\n\n\n\n

This point defines the company\u2019s revenue, product price, and the model by which customers will make a purchase. Pricing is one of the most challenging tasks of any entrepreneur. The price must cover all costs of production and operation of the company. With it, we determine what the profitability will be. We also determine how we will be seen compared to the competition and whether we will be consistent with our customers’ perception – that our product is worth the price. The system of how the customer will pay for our product is also important. It is necessary to determine whether it is a one-time purchase, rent, subscription model or any of the many derivatives.<\/p>\n\n\n\n

Point 7: Costs<\/strong><\/u><\/strong><\/h3>\n\n\n\n

At this point, we define all the activities and on this basis, the costs that the company will have in order to be able to achieve the objectives defined above. Most importantly, entrepreneurs start managing cash flow from day 0 and invest start-up capital in prudent activities.<\/p>\n\n\n\n

Point 8: Metrics<\/strong><\/u><\/strong><\/h3>\n\n\n\n

When developing a business model and a company, entrepreneurs make many decisions and do not always have enough information to be able to make quality decisions. Therefore, they need to measure various factors in order to be able to monitor whether developments are moving in the desired direction. The most typical metrics are the number of products sold, the number of requests, the number of followers on a social network and the like. The possibilities are many and these vary from company to company.<\/p>\n\n\n\n

Point 9: Competition<\/strong><\/u><\/strong><\/h3>\n\n\n\n

n the beginning, when we talk about a business idea and the company is not yet selling products, the competition does not care about any entrepreneurial initiative. The moment a company offers its product on the market and the first purchases are made, it means that the company may have discovered a business opportunity. This also attracts the attention of larger competitors, who will try to imitate the operation of the new company or even disable it. The newly formed company will be able to prevent competition only with its “unfair\u201d advantage. This point defines what the competition will find difficult to emulate and will ensure the new company’s existence in the market.<\/p>\n\n\n\n

What else is important?<\/strong><\/strong><\/h3>\n\n\n\n

This is the 9 basic points of the business model according to the Lean canvas method. These points are essential, at least at the beginning of the company’s development, and define the most important aspects. In addition to these, it makes sense to define the activities, suppliers and resources to achieve the company’s goals.<\/p>\n\n\n\n

The quality of each business model is measured in two ways. The first way is undoubtedly its effectiveness, which is seen through revenue generation. The second, which is especially important when there is no revenue yet, is through the data we used. For the most part, we are referring here to customer data that we need to obtain from them, preferably in the form of personal interviews. We recommend that you read The Mom Test<\/em>, by Rob Fitzpatrick.<\/p>\n\n\n\n

When looking for an effective business model or recipe for generating money for your business, it is important to always look for a specific narrow niche of customers. If we define two or three niches, we build two or three business models in parallel. The same is true in the case of different products. Through development, we will find out which one is the best and always focus on only one niche and only one product.<\/p>\n\n\n\n

If you are not an experienced entrepreneur, we recommend the book Running Lean by Ash Maurya – or attend one of the entrepreneurial programs offered by incubators or technology parks in your country. In the Gori\u0161ka region in Slovenia, the Primorski Technological Park is in charge of startup entrepreneurship, so we will be glad to assist you if you contact us.<\/p>\n","protected":false},"excerpt":{"rendered":"

What exactly is a business model? Every company has a unique business model. This is not a business plan, as a nonprofessional might think. One of the many definitions of […]<\/p>\n","protected":false},"author":7,"featured_media":51796,"comment_status":"closed","ping_status":"closed","sticky":true,"template":"","format":"standard","meta":{"_acf_changed":false,"_et_pb_use_builder":"off","_et_pb_old_content":"\n

Imate poslovno idejo, zdaj pa je \u010das za akcijo. Kako preveriti va\u0161e prilo\u017enosti na trgu? Business canvas je temelj vsakega delujo\u010dega poslovnega modela. Objavljamo blog na\u0161ega startup community koordinatorja Mitje Miku\u017ea<\/a> o tem, kaj sploh je uspe\u0161en poslovni model in kak\u0161en je recept zanj. <\/p>\n\n\n\n

Kaj je pravzaprav poslovni model?<\/u><\/strong><\/h2>\n\n\n\n

Vsako podjetje ima popolnoma edinstven poslovni model. To ni poslovni na\u010drt, kot lai\u010dno lahko mislimo. Ena od mnogih definicij poslovnega modela se glasi: ''Poslovni model je celovito zaklju\u010den model, ki opisuje ciljni trg, definira in diferencira ponudbo podjetja, definira aktivnosti, definira aktivnosti, ki jih mora podjetje izvajati znotraj in z zunanjimi izvajalci, razporeja in dolo\u010da potrebne vire, na\u010din dostopa na tr\u017ei\u0161\u010de, definira koristi kupca in prina\u0161a dobi\u010dek. To je celovit sistem za dostavo neke vrednosti v obliki proizvodov ali storitev do kupcev, ki prina\u0161ajo dobi\u010dek.''<\/em> (Jermol, 2003) Ker se poslovni model skozi \u010das spreminja, razvija in prilagaja razmeram na trgu, je poslovni na\u010drt samo dokument, s katerim lahko v nekem danem trenutku opi\u0161emo stanje poslovnega modela.<\/p>\n\n\n\n

Osebno re\u010dem poslovnemu modelu kar recept, kako podjetje generira denar<\/strong>. Ker je poslovni model edinstven za vsako podjetje<\/strong>, nih\u010de na svetu ne more podjetniku povedati recepta za uspeh lastnega podjetja. Poleg tega pa je poslovni model \u017eiva zadeva<\/strong>, ki se spreminja glede na fazo rasti podjetja in razmere na trgu. Zato je tudi poklic podjetnika zahteven, saj mora vsak podjetnik, ki gradi uspe\u0161no podjetje, odkriti lasten recept, ki bo zagotavljal uspe\u0161no rast in \u017eivljenje podjetja. Odkrivanje recepta pa definira proces od poslovne ideje do uspe\u0161nega podjetja.<\/p>\n\n\n\n

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9. to\u010dk poslovnega modela<\/u><\/strong><\/h2>\n\n\n\n

Kot re\u010deno, je poslovni model edinstveni \u00bbrecept\u00ab podjetja,  kako le-ta generira denar<\/strong>. To pomeni, da opisuje in definira prakti\u010dno vse, kar podjetje po\u010dne, zato da izdela produkte (izdelke ali storitve) in jih dostavi kupcem, ki za njih pla\u010dajo kupnino. Poslovni model tudi zagotavlja, da so prihodki ve\u010dji od stro\u0161kov, saj le tako podjetje generira dobi\u010dek oz. dodano vrednost. Temu re\u010demo, da je poslovni model uspe\u0161en in zagotavlja, da iz 1 EUR generiramo 2 EUR J<\/p>\n\n\n\n

Najpomembnej\u0161i del vsakega poslovnega modela so nedvomno kupci<\/strong>. Oni so smisel za obstoj vsakega poslovnega subjekta<\/strong>, vir vseh pomembnih informaciji in seveda vir denarnih sredstev. Zato se poslovni model vrti okoli kupcev in ne okoli produkta, kot je splo\u0161no prepri\u010danje.<\/p>\n\n\n\n

To\u010dka 1: Kupci<\/u><\/strong><\/h3>\n\n\n\n

Poslovni model definira kupce nekega podjetja, oz. bolje re\u010deno najbolj idealnega in najbolj\u0161ega kupca podjetja. Uspe\u0161na podjetja dobro vedo, kdo je njihov najbolj\u0161i kupec, kak\u0161ne so njegove navade, potrebe, demografske zna\u010dilnosti, na katerem trgu se naha in podobno. Prav zato so dandanes socialna omre\u017eja tako uspe\u0161na, saj omogo\u010dajo podjetjem dostop do navad in podrobnosti njihovih kupcev. Prvi korak pri definiranju novega poslovnega modela je definiranje idealnega kupca, saj danes v globalnem svetu nih\u010de ne kupi ve\u010d proizvoda samo zato, ker je odli\u010den, ampak zato, ker mu ga nekdo zna pravilno prodati.<\/p>\n\n\n\n

To\u010dka 2 : Potreba po proizvodu<\/u><\/strong><\/h3>\n\n\n\n

Mi smo tudi kupci, podjetja so kupci, vsi smo kupci. Nih\u010de od nas ni \u0161e nikoli kupil proizvoda, \u010de ga ni potreboval. Kupce, ki smo jih definirali v 1. to\u010dki, definira njihova potreba po proizvodu<\/strong>, ki ga ponujamo. \u010ce oseba te potrebe nima, ne bo na\u0161 kupec. Potrebo je treba razumeti v naj\u0161ir\u0161em pomenu besede -  kar zajema probleme, \u017eelje, \u010dustva in impulze. Ko bo imela neka oseba tako mo\u010dno \u017eeljo po ne\u010dem, da bo v njenih o\u010deh to nujna potreba, bo pripravljena to potrebo re\u0161iti z nakupom nekega proizvoda. Se pravi, da mora biti potreba dovolj mo\u010dna, da pri kupcih spro\u017ei nakupni proces. Najbolj\u0161i kupci, opredeljeni v to\u010dki 1, so kupci, ki imajo najbolj mo\u010dno potrebo<\/strong>. Zato se podjetje navadno osredoto\u010da samo nanje. Dobro razumevanje kupcev in njihovih potreb je bistveno, da podjetnik odkrije uspe\u0161en recept oz. poslovni model.<\/p>\n\n\n\n

To\u010dka 3 : Edinstvena vrednost<\/u><\/strong><\/h3>\n\n\n\n

Koncept edinstvene vrednosti je abstrakten in ga je do neke mere te\u017eko razlo\u017eiti, vendar ga uspe\u0161ni podjetniki dobro razumejo. V bistvu gre za to, da kupci pri nakupu ne kupujejo proizvodov ampak vrednosti, ki jih imajo od njih. Kot primer vzamemo dejstvo, da neka oseba prenavlja stanovanje in \u017eeli podreti kos zidu. Odpravi se v trgovino, kjer nabavi mo\u010dan vrtalni stroj. Po uporabi vrtalnega stroja je v steni nastala velika luknja. Vrednost, ki jo je oseba dobila od vrtalnega stroja je luknja v zidu. Iz tega sledi, da kupci ne kupujejo vrtalnih strojev, ampak luknje v steni. Produkt, v na\u0161em primeru vrtalni stroj, je le mediji za dostavljanje vrednosti kupcem. To pomeni, da so produkti minljivi, saj vrednost lahko dostavimo na mnogo razli\u010dnih na\u010dinov. Ta koncept se lahko aplicira na katerikoli proizvod in podjetniki navadno \u017ee instinktivno razmi\u0161ljajo o vrednostih, ne o produktih. Treba se je zavedati, kak\u0161no vrednost imajo na\u0161i kupci od na\u0161ega produkta.<\/p>\n\n\n\n

To\u010dka 4 :Re\u0161itev\/produkt<\/u><\/strong><\/h3>\n\n\n\n

Kakovost na\u0161ega izdelka ali storitve za na\u0161e kupce definirajo lastnosti in funkcije na\u0161ega produkta. Vsaka lastnost ali funkcija je pomembna, samo v kolikor je pomembna za na\u0161e kupce, zato je pri opredeljevanju produkta pomembno, da vedno izhajamo iz stali\u0161\u010da na\u0161ih kupcev. Navadno so manj izku\u0161eni podjetniki zaljubljeni v svojo re\u0161itev in vidijo ne\u0161teto mo\u017enosti za nadgradnjo in nove povezane produkte. Uspe\u0161ni podjetniki pa so zaljubljeni v njihove kupce in se kriti\u010dno spra\u0161ujejo o vsaki funkcionalnosti -  ali bi bila v\u0161e\u010d njihovim najbolj\u0161im kupcem.<\/p>\n\n\n\n

To\u010dka 5: Kanali<\/u><\/strong><\/h3>\n\n\n\n

Na\u0161ih proizvodov, tudi \u010de so \u0161e tako odli\u010dni, ne moremo prodati nikomur, \u010de ljudje ne vodo za na\u0161 obstoj. V dana\u0161njem svetu, kjer vsi z reklamami kri\u010dijo eden \u010dez drugega, je te\u017eko pritegniti pozornost na\u0161ih kupcev.  Ta to\u010dka opredeljuje, kako bodo kupci izvedeli za nas, kako in preko katerih kanalov bodo zaznali na\u0161o ponudbo in na kak\u0161en na\u010din jih bomo prepri\u010dali, da sklenejo nakup pri nas. Tudi tukaj je znanje o poznavanju na\u0161ih najbolj\u0161ih kupcev bistvenega pomena, saj predstavlja izhodi\u0161\u010de za vse dejavnosti podjetnika na podro\u010dju marketinga in prodaje.<\/p>\n\n\n\n

To\u010dka 6: Prihodki<\/u><\/strong><\/h3>\n\n\n\n

Ta to\u010dka opredeljuje prihodke podjetja, ceno proizvoda in model, po katerem bodo kupci opravili nakup. Dolo\u010ditev cene je ena najzahtevnej\u0161ih nalog vsakega podjetnika. S ceno moramo pokriti vse stro\u0161ke proizvodnje in obratovanja podjetja. Z njo  dolo\u010damo, kak\u0161na bo dobi\u010dkonosnost. Dolo\u010damo tudi, kako bomo videni v primerjavi s konkurenco in ali bomo pri na\u0161ih kupcih skladni z njihovo percepcijo -  da je na\u0161 produkt vreden te cene. Tudi sistem, na kak\u0161en na\u010din bo kupec pla\u010dal za na\u0161 produkt, je pomemben. Potrebno je opredeliti, ali gre za enkratni nakup, najemnino, subscription<\/em> model ali kak\u0161no od mnogih izpeljank.<\/p>\n\n\n\n

To\u010dka 7: Stro\u0161ki<\/u><\/strong><\/h3>\n\n\n\n

V tej to\u010dki opredelimo vse aktivnosti in na podlagi tega stro\u0161ke, ki jih bo podjetje imelo zato, da bo lahko dosegalo zgoraj opredeljene cilje. Najbolj pomembno je, da podjetniki pri\u010dnejo z vodenjem denarnega toka od dneva 0 in za\u010detni kapital investirajo v smotrne aktivnosti.<\/p>\n\n\n\n

To\u010dka 8: Metrike<\/u><\/strong><\/h3>\n\n\n\n

Pri razvoju poslovnega modela in podjetja podjetniki sprejemajo veliko odlo\u010ditev in nimajo vedno dovolj informaciji, da se bi lahko kakovostno odlo\u010dali. Zato morajo meriti razli\u010dne dejavnike z namenom, da lahko spremljajo, ali se razvoj premika v \u017eeljeni smeri. Najbolj tipi\u010dne metrike so \u0161tevilo prodanih produktov, \u0161tevilo povpra\u0161evanj, \u0161tevilo sledilcev na nekem dru\u017ebenem omre\u017eju in podobno. Mo\u017enosti je res veliko in te se razlikujejo od podjetja do podjetja.<\/p>\n\n\n\n

To\u010dka 9: Konkurenca<\/u><\/strong><\/h3>\n\n\n\n

Na za\u010detku, ko govorimo o poslovni ideji in podjetje \u0161e ne prodaja produktov, se konkurenca ne zmeni za nobeno podjetni\u0161ko iniciativo. V trenutku, ko podjetje ponudi svoj produkt na trgu in so opravljeni prvi nakupi, to pomeni, da je podjetje mogo\u010de odkrilo poslovno prilo\u017enost. S tem pritegne pozornost tudi ve\u010djih konkurentov, ki bodo sku\u0161ali posnemati delovanje novega podjetja ali ga celo onemogo\u010dati. Konkurenco bo novonastalo podjetje onemogo\u010dalo samo s svojo ''neulovljivo'' prednostjo. V tej to\u010dki je opredeljeno tisto, kar bo konkurenca te\u017eko posnemala in bo novemu podjetju zagotavljajo obstoj na trgu.<\/p>\n\n\n\n

Kaj je \u0161e pomembno?<\/strong><\/h3>\n\n\n\n

To je 9 osnovnih to\u010dk poslovnega modela po metodi Lean canvasa<\/strong>. Te to\u010dke so vsaj na za\u010detku razvoja podjetja bistvene in opredeljujejo najbolj pomembne vidike. Poleg teh je smiselno opredeliti \u0161e aktivnosti, dobavitelje in vire za doseganje ciljev podjetja.<\/p>\n\n\n\n

Kvaliteta vsakega poslovnega modela se meri na dva na\u010dina. Prvi na\u010din je nedvomno njegova u\u010dinkovitost, ki se vidi skozi generiranje prihodkov. Drugi, ki je pomemben predvsem, ko prihodkov \u0161e ni, je skozi podatke, ki smo jih uporabili. Ve\u010dinoma se tu nana\u0161amo na podatke glede kupcev, ki jih moramo pridobiti od njih, najbolje v obliki osebnih intervjujev. Priporo\u010damo, da si preberete knjigo The mum <\/em>test, Rob Fitzpatrick<\/em>.<\/p>\n\n\n\n

Pri iskanju u\u010dinkovitega poslovnega modela ali recepta za generiranje denarja va\u0161ega podjetja je pomembno, da pri opredeljevanju kupcev vedno poi\u0161\u010demo specifi\u010dno ozko ni\u0161o kupcev<\/strong>. V kolikor opredelimo dve ali tri ni\u0161e, gradimo dva ali tri poslovne modele vzporedno. Isto velja v primeru razli\u010dnih proizvodov. Skozi razvoj bomo ugotovili, kateri je najbolj\u0161i in se vedno posvetili samo eni ni\u0161i in samo enemu produktu.<\/p>\n\n\n\n

V kolikor niste izku\u0161en podjetnik, si lahko pomagate z priporo\u010dnikom www.delajvitko.si<\/a>  oz. se udele\u017eite enega izmed podjetni\u0161kih programov, ki jih nudijo inkubatorji ali tehnolo\u0161ki parki po vsej dr\u017eavi. V Gori\u0161ki regiji za podro\u010dje startup podjetni\u0161tva skrbi Primorski tehnolo\u0161ki park, zato bomo vseli, \u010de nas boste kontaktirali.<\/p>\n","_et_gb_content_width":"","footnotes":""},"categories":[75],"tags":[],"class_list":["post-54247","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-blog-en"],"acf":[],"yoast_head":"\n9 steps to a successful business model - Primorski tehnolo\u0161ki park<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.primorski-tp.si\/en\/9-steps-to-a-successful-business-model\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"9 steps to a successful business model - Primorski tehnolo\u0161ki park\" \/>\n<meta property=\"og:description\" content=\"What exactly is a business model? Every company has a unique business model. This is not a business plan, as a nonprofessional might think. 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