Business design e modelo de negócio

Aquilo a que chamamos modelo do negócio, algo que relaciona clientes-alvo, proposta de valor e disciplina de valor (processos-chave e infraestruturas-chave) entre outros parâmetros, Slywotzky chamou "Business Design" mas o essencial está lá... o que seria ter começado a aplicar isto em 1997 (ano da publicação do livro "The Profit zone"?
.
"A company's business design is composed of four strategic elements: (1) customer selection, (2) value capture, (3) strategic control, and (4) scope."
.
1. Customer selection
Key issue: Which customers do I want to serve?
Key questions: To which customers can I add real value? Which customers will allow me to profit? Which customers do I not want to serve?
.
2. Value capture
Key issue: How do I make a profit?
Key questions: How do I capture, as profit, a portion of the value I created for customers? What is my profit model?
.
3. Differentiation/Strategic control
Key issue: How do I protect my profit stream?
Key questions: Why do my chosen customers buy from me? What makes my value proposition unique/differentiated vs. other competitors'? What strategic control points can counterbalance customer or competitor power?
.
4. Scope
Key issue: What activities do I perform?
Key questions: What products, services, and solutions do I want to sell? Which activities or functions do I want to perform in-house? Which ones do I want to subcontract, outsource, or work with a business partner to provide ?
.
Ora aqui está um conjunto de questões que continuam válidas no dia de hoje.
.
"which customers I choose depends in part on which customers will allow me to make a profit. How I make a profit depends in part on the scope of activities I perform. Decisions about differentiation and strategic control depend on who the customers are and the scope of activities the firm is capable of. Decisions about scope should support decisions about what customers to serve, how to create profit, and how to create strategic control.
.
When these choices match customer priorities and are internally consistent and mutually reinforcing, they can produce an extraordinarily powerful business design for the company."
.
Exactamente o retratado na figura 12 da apresentação sobre proposta de valor, sem coerência e reforço interno... tudo estragado.
.
Qual é a principal restrição para um negócio?






Arranjar clientes!
.
Por isso, tudo deve ser feito em função deles e para eles.
.
Como os clientes não são todos iguais... há que seleccionar os clientes-alvo, aqueles que posso servir com vantagem, acrescentando valor e ganhando dinheiro.