Home, PartnerRe, business plan model.#Business #plan #model

business plan model

Business plan model Business plan model

A true partner is focused on your goals. First.

As a privately-owned, pure-play reinsurer, PartnerRe gives each client our undivided focus. We have the scale and expertise to meet our clients’ needs across virtually all markets, risks, business lines and products, while we remain small enough to be adaptive and responsive.

Business plan model Business plan model

A committed partner listens and builds trust.

Relationships are central to our business. We hold open, honest conversations with our clients to ensure that we understand their challenges. Our goal is to build strong, enduring relationships based on a deep knowledge of our clients’ businesses, so that we can be a more resourceful and relevant risk-discussion partner.

Business plan model Business plan model

A strong partner is a reliable partner.

PartnerRe’s technical expertise and focus on clients is backed by a strong balance sheet. Our long-respected, disciplined approach to maintaining financial integrity makes us a partner clients can rely on, providing stability in times of uncertainty.

Business plan model Business plan model

A smart partner offers solutions, not just security.

Our expert teams are dedicated to serving our clients as proactive partners, who can look at their business insightfully and holistically to uncover new opportunities. Our deep technical knowledge is combined with commercial sensibility to deliver both standardized and innovative, customized solutions for client needs.

Partnership begins with a conversation.

Click the Partner With Us button to find the right contact for your business anywhere in the world.

About Us

PartnerRe combines a striking balance of technical expertise and strong personal relationships to develop solutions that fuel our clients’ success.

News & Events

Stay up to date on our earnings results, executive appointments, events around the globe and other PartnerRe news.

Opinions & Research

Our articles and reports alert you to critical changes across economic, technological, regulatory and other relevant environments.

Careers

We are always looking for bright, proactive people with expert knowledge, skills and integrity to join our global team.

Financial Strength

Total Capital (June 30, 2017)

Total Capital June 30, 2017

A.M. Best (May 25, 2017)

A.M. Best May 25, 2017

Standard & Poor’s (March 24, 2017)

Standard & Poor’s March 24, 2017

Moody’s* (August 4, 2015)

Moody’s* August 4, 2015

*Applies to Partner Reinsurance Company Ltd. and Partner Reinsurance Company of the U.S.

Locations

2017. PartnerRe. All rights reserved. User Agreement





Home, PartnerRe, business plan model.#Business #plan #model

business plan model

Business plan model Business plan model

A true partner is focused on your goals. First.

As a privately-owned, pure-play reinsurer, PartnerRe gives each client our undivided focus. We have the scale and expertise to meet our clients’ needs across virtually all markets, risks, business lines and products, while we remain small enough to be adaptive and responsive.

Business plan model Business plan model

A committed partner listens and builds trust.

Relationships are central to our business. We hold open, honest conversations with our clients to ensure that we understand their challenges. Our goal is to build strong, enduring relationships based on a deep knowledge of our clients’ businesses, so that we can be a more resourceful and relevant risk-discussion partner.

Business plan model Business plan model

A strong partner is a reliable partner.

PartnerRe’s technical expertise and focus on clients is backed by a strong balance sheet. Our long-respected, disciplined approach to maintaining financial integrity makes us a partner clients can rely on, providing stability in times of uncertainty.

Business plan model Business plan model

A smart partner offers solutions, not just security.

Our expert teams are dedicated to serving our clients as proactive partners, who can look at their business insightfully and holistically to uncover new opportunities. Our deep technical knowledge is combined with commercial sensibility to deliver both standardized and innovative, customized solutions for client needs.

Partnership begins with a conversation.

Click the Partner With Us button to find the right contact for your business anywhere in the world.

About Us

PartnerRe combines a striking balance of technical expertise and strong personal relationships to develop solutions that fuel our clients’ success.

News & Events

Stay up to date on our earnings results, executive appointments, events around the globe and other PartnerRe news.

Opinions & Research

Our articles and reports alert you to critical changes across economic, technological, regulatory and other relevant environments.

Careers

We are always looking for bright, proactive people with expert knowledge, skills and integrity to join our global team.

Financial Strength

Total Capital (June 30, 2017)

Total Capital June 30, 2017

A.M. Best (May 25, 2017)

A.M. Best May 25, 2017

Standard & Poor’s (March 24, 2017)

Standard & Poor’s March 24, 2017

Moody’s* (August 4, 2015)

Moody’s* August 4, 2015

*Applies to Partner Reinsurance Company Ltd. and Partner Reinsurance Company of the U.S.

Locations

2017. PartnerRe. All rights reserved. User Agreement





Business Model Definition #home #business #ideas

#business models

#

Business Model

What is a ‘Business Model’

A business model is the way in which a company generates revenue and makes a profit from company operations. Analysts use the metric gross profit as a way to compare the efficiency and effectiveness of a firm’s business model. Gross profit is calculated by subtracting the cost of goods sold from revenues .

VIDEO

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BREAKING DOWN ‘Business Model’

During the dotcom boom analysts went in search of net income. The internet is a disruptive technology with the ability to revolutionize certain industries, but where was the cash flow? When analysts couldn’t find the cash flow, they settled for the business model to legitimize the industry. Instead of looking at net income, calculated as gross profit minus operating expenses, analysts concentrated on gross profit. If the gross profit was high enough, analysts theorized, the cash flow would come.

Business Model Components

The two primary levers of a company’s business model are pricing and costs. A company can raise prices and it can find inventory at reduced costs. Both actions increase gross profit. Gross profit is often considered the first line of profitability because it only considers costs, not expenses. It focuses strictly on the way in which a company does business, not the efficiency of management. Investors that focus on business models are leaving room for an ineffective management team. They believe the best business models can run themselves.

Comparing Business Models

As an example, assume there are two companies and both companies rent movies. Prior to the internet, both companies made $5 million in revenues and the total cost of inventory sold was $4 million. Gross profit is calculated as $5 million minus $4 million, or $1 million. Gross profit margin is calculated as gross profit divided by revenues, or 20%.

After the advent of the internet, company B decides to offer movies online instead of renting or selling a physical copy. This change disrupts the business model in a positive way. The licensing fees do not change, but the cost of holding inventory is down considerably. In fact, the change reduces storage and distribution costs by $2 million. The new gross profit for the company is $5 million minus $2 million, or $3 million. The new gross profit margin is 60%, which is much higher than 20%.

Company B isn’t making more in sales, but it figured out a way to revolutionize its business model, which greatly reduces costs. Managers at company B have an additional 40% more in margin to play with than managers at company A. Managers at company A have little room for error.





Model articles of association for limited companies – Detailed guidance #how #to

#business articles 2010

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Model articles of association for limited companies

Contents

Amendments to model articles

The model articles were amended by the Mental Health (Discrimination) Act 2013 on 28 April 2013 to remove the provision for terminating a director’s appointment on grounds of mental health. This provision could be found in:

  • paragraph 18(e) of the model articles for private companies limited by shares or by guarantee
  • paragraph 22(e) of the model articles for public companies

You don’t have to remove the provision if it’s in your articles, but you can do so by amending your articles or by adopting the newer model articles.

Which versions apply

The latest model articles apply by default to all private and public limited companies incorporated on or after 28 April 2013.

The older model articles continue to apply by default to all companies incorporated between 1 October 2009 and 27 April 2013 (inclusive).

Table A

Table A is the name given to the prescribed format for articles of association of a company limited by shares under the Companies Act 1985 and earlier legislation.

When a company limited by shares was incorporated, it didn’t need to file articles if it used ‘Table A’ as its articles. If you want to see the regulations that govern the management of the company, you’ll need to refer to the relevant ‘Table A’ – the version which was in force at the date of the company’s incorporation.

Later versions of ‘Table A’ don’t affect a company registered before the new versions took effect.

The first prescribed format, made in The Joint Stock Companies Act, 1856, were called ‘Table B’, because they were preceded by a form of Memorandum of Association called ‘Form A’.

The articles were first called ‘Table A’ in The Companies Act 1862 and the naming convention continued for the acts which followed.

List of Table A

The following are versions of ‘Table A’ prescribed by:

Disclaimer

The ‘Table A’ documents provided above have been reproduced from the original published Acts, Order or Instruments listed above and are correct to the best of our knowledge. Companies House accepts no responsibility for any errors or omissions. Reliance should be placed solely on the relevant legislation as published by Office of Public Sector Information .

Published: 21 November 2014 Updated: 3 March 2015

+ full page history

3 March 2015 11:46am Welsh translation added 12 December 2014 12:30pm Updated with information and access to Table A. 21 November 2014 1:34pm First published.





What is Software as a Service (SaaS)? Definition from, saas model.#Saas #model


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Software as a Service (SaaS)

Saas model

  • Share this item with your network:

Software as a service (SaaS) is a software distribution model in which a third-party provider hosts applications and makes them available to customers over the Internet. SaaS is one of three main categories of cloud computing, alongside infrastructure as a service (IaaS) and platform as a service (PaaS).

Saas model

Saas model

Download: Compare the cloud services of Azure, AWS, and Google

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SaaS removes the need for organizations to install and run applications on their own computers or in their own data centers. This eliminates the expense of hardware acquisition, provisioning and maintenance, as well as software licensing, installation and support. Other benefits of the SaaS model include:

Flexible payments: Rather than purchasing software to install, or additional hardware to support it, customers subscribe to a SaaS offering. Generally, they pay for this service on a monthly basis using a pay-as-you-go model. Transitioning costs to a recurring operating expense allows many businesses to exercise better and more predictable budgeting. Users can also terminate SaaS offerings at any time to stop those recurring costs.

Scalable usage: Cloud services like SaaS offer high scalability, which gives customers the option to access more, or fewer, services or features on-demand.

Automatic updates: Rather than purchasing new software, customers can rely on a SaaS provider to automatically perform updates and patch management. This further reduces the burden on in-house IT staff.

Accessibility and persistence: Since SaaS applications are delivered over the Internet, users can access them from any Internet-enabled device and location.

But SaaS also poses some potential disadvantages. Businesses must rely on outside vendors to provide the software, keep that software up and running, track and report accurate billing and facilitate a secure environment for the business’ data. Providers that experience service disruptions, impose unwanted changes to service offerings, experience a security breach or any other issue can have a profound effect on the customers’ ability to use those SaaS offerings. As a result, users should understand their SaaS provider’s service-level agreement, and make sure it is enforced.

SaaS is closely related to the ASP (application service provider) and on demand computing software delivery models. The hosted application management model of SaaS is similar to ASP: the provider hosts the customer’s software and delivers it to approved end users over the internet. In the software on demand SaaS model, the provider gives customers network-based access to a single copy of an application that the provider created specifically for SaaS distribution. The application’s source code is the same for all customers and when new features are functionalities are rolled out, they are rolled out to all customers. Depending upon the service level agreement (SLA), the customer’s data for each model may be stored locally, in the cloud or both locally and in the cloud.

Organizations can integrate SaaS applications with other software using application programming interfaces (APIs). For example, a business can write its own software tools and use the SaaS provider’s APIs to integrate those tools with the SaaS offering.

There are SaaS applications for fundamental business technologies, such as email, sales management, customer relationship management (CRM), financial management, human resource management, billing and collaboration. Leading SaaS providers include Salesforce, Oracle, SAP, Intuit and Microsoft.

SaaS applications are used by a range of IT professionals and business users, as well as C-level executives.

Next Steps

Jama Software may be easier to use than you think

Should Rally Software be your go-to ALM tool?


Multisystemic Therapy for Juveniles #what #is #mst, #multisystemic #therapy, #multi #systemic #therapy,


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Incarceration is not a long-term solution. Learn more.

  • Midland County Michigan saved almost $2 million with MST. Learn more.

  • MST works with the entire family. Learn more.

  • I’m available 24/7 because crises don’t have business hours. Learn more.

  • MST provides a total comprehensive solution

  • Santiago Chile skyline

    What is Multisystemic Therapy?

    Multisystemic Therapy (MST) is an intensive family- and community-based treatment program that focuses on addressing all environmental systems that impact chronic and violent juvenile offenders — their homes and families, schools and teachers, neighborhoods and friends. MST recognizes that each system plays a critical role in a youth’s world and each system requires attention when effective change is needed to improve the quality of life for youth and their families. MST works with the toughest offenders ages 12 through 17 who have a very long history of arrests. Learn more about MST.

    Latest News About MST and Blogs

    Providing Multisystemic Therapy with Sparse Populations
    Iceland has remote areas with sparse populations that won‘t support their own MST teams. So the country came up with a solution to reach these families. Read more.

    Can Drug Courts Partner with Evidence-Based Programs?
    Drug courts work with youth who have substance misuse problems. But they can be more effective if they partner with evidence-based programs. Read more.

    MST Therapist Does Whatever it Takes for a Family
    MST therapists often do whatever it takes to help move a family forward. In this case, it meant mowing the lawn, both figuratively and literally. Read more.

    Labeling Troubled Youth
    It’s hard getting beyond being labeled a troubled youth or a drug addict. But MST’s Principle 2 helps families and youth move past them. Read more.


  • Revaluation of Fixed Assets Journal Entries #revaluation, #fixed #assets, #non-current #assets, #journal


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    Revaluation of Fixed Assets

    Revaluation of fixed assets is the process of increasing or decreasing their carrying value in case of major changes in fair market value of the fixed asset. Internation Financial Reporting Standards (IFRS) require fixed assets to be initially recorded at cost but they allow two models for subsequent accounting for fixed assets, namely the cost model and the revaluation model.

    Cost Model

    In cost model the fixed assets are carried at their historical cost less accumulated depreciation and accumulated impairment losses. There is no upward adjustment to value due to changing circumstances.

    Example:

    Axe Ltd. purchased a building worth $200,000 on January 1, 2008. It records the building using the following journal entry.

    The building has a useful life of 20 years and the company uses straight line depreciation. Yearly depreciation is hence $200,000/20 or $10,000. Accumulated depreciation as at December 31, 2010 is $10,000*3 or $30,000 and the carrying amount is $200,000 minus $30,000 which equals $170,000.

    We see that the building remains at its historical cost and is periodically depreciated with no other upward adjustment to value.

    Revaluation Model

    In revaluation model an asset is initially recorded at cost but subsequently its carrying amount is increased to account for any appreciation in value. The difference between cost model and revaluation model is that revaluation model allows both downward and upward adjustment in value of an asset while cost model allows only downward adjustment due to impairment loss.

    Example:

    Consider the example of Axe Ltd. as quoted in case of cost model. Assume on December 31, 2010 the company intends to switch to revaluation model and carries out a revaluation exercise which estimates the fair value of the building to be $190,000 as at December 31, 2010. The carrying amount at the date is $170,000 and revalued amount is $190,000 so an upward adjustment of $20,000 is required to building account. It is recorded through the following journal entry:

    Revaluation Surplus

    Upward revaluation is not considered a normal gain and is not recorded in income statement rather it is directly credited to an equity account called revaluation surplus. Revaluation surplus holds all the upward revaluations of a company’s assets until those assets are disposed of.

    Depreciation After Revaluation

    The depreciation in periods after revaluation is based on the revalued amount. In case of Axe Ltd. depreciation for 2011 shall be the new carrying amount divided by the remaining useful life or $190,000/17 which equals $11,176.

    Reversal of Revaluation

    If a revalued asset is subsequently valued down due to impairment. the loss is first written off against any balance available in the revaluation surplus and if the loss exceeds the revaluation surplus balance of the same asset the difference is charged to income statement as impairment loss.

    Example:

    Suppose on December 31, 2012 Axe Ltd. revalues the building again to find out that the fair value should be $160,000. Carrying amount as at December 31, 2012 is $190,000 minus 2 years depreciation of $22,352 which amounts to $167,648.

    The carrying amount exceeds the fair value by $7,648 so the account balance should be reduced by that amount. We already have a balance of $20,000 in the revaluation surplus account related to the same building, so no impairment loss shall go to income statement. The journal entry would be:


    Lead Scoring Models: Testing the Model #lead #scoring #model


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    Lead Scoring Models: Testing the Model

    Once point values have been assigned to important lead attributes, and the dangers of low sample sizes and multicollinearity have been thwarted, it is time to test the model.

    Testing the model is a fairly simple process. First, create a spreadsheet with a column for the lead name, a column for conversion (yes/no), and a column for each variable/attribute that has an assigned point value. Then, calculate each lead score by summing up the points (positive or negative) for each lead s attributes. Next, sort the spreadsheet by lead score.

    If the data set has 500 leads, of which 50 converted to opportunities or sales, the top 50 lead scores of a perfect lead scoring model will capture all of the conversions. In reality, building a perfect lead scoring model is nearly impossible, but even if the top 250 lead scores capture all 50 opportunities/sales, you have eliminated 250 leads that sales would have otherwise wasted its time on, which it could now spend interacting with prospects that have a high probability of buying.

    A good way to visualize the model is to calculate lead score percentile and cumulative percentage of captured opportunities, and graph cumulative percentage of captured opportunities (y-axis) against lead score percentile (x-axis). For example, if the top 50 (10%) lead scores captures 10 (20%) conversions, (10,20) would be one point on the lead scoring curve. The chart below shows a sample lead score curve compared to an ideal curve (the top 50 (10%) lead scores capture all 50 conversions) and to a random curve (the top 10% of lead scores captures 10% of the conversions, the top 25% of lead scores captures 25% of conversions, the top 50% of lead scores captures 50% of conversions, etc.). The ideal model is represented by the green dashed line, the sample model is the solid orange line, and the random model is represented by the gray dashed line.

    Once the model has been tested and visualized, you may want to keep tweaking the point values for various attributes to see if you can get lift and move the orange line closer to the ideal green line. Different iterations of the model can be compared visually by graphing the iterations on the same chart. Once you are satisfied with the model, test it against a second, independent data set that was not used to calculate point values and create the model. If the model performs comparatively in the second test, it is time to operationalize the model and use it to optimize your sales and marketing efforts. Next week, I will cover how a model can be operationalized in an expansion stage company.


    Model S #electric #car #model


    Model S

    A week’s commute on a single charge

    Model S starting at $845/mo.

    Performance and safety refined

    Full Self-Driving Hardware on your Model S

    Electric All-Wheel Drive

    Dual Motor Model S is a categorical improvement on conventional all-wheel drive systems. With two motors, one in the front and one in the rear, Model S digitally and independently controls torque to the front and rear wheels. The result is unparalleled traction control in all conditions.

    Conventional all-wheel drive cars employ complex mechanical linkages to distribute power from a single engine to all four wheels. This sacrifices efficiency in favor of all weather traction. In contrast, each Model S motor is lighter, smaller and more efficient than its rear wheel drive counterpart, providing both improved range and faster acceleration.

    Model S Performance comes standard with All-Wheel Drive Dual Motor, pairing the high performance rear motor with a high efficiency front motor to achieve supercar acceleration, from zero to 60 miles per hour in 2.5 seconds.

    Winter Challenge on snow and ice A professional winter driving class, carried out by the Swiss Touring Club.

    Built around the driver

    Model S is a driver’s car. The cabin combines meticulous noise engineering with Tesla’s uniquely quiet powertrain to obtain the sound dynamics of a recording studio. The gem of the interior is the 17 inch touchscreen, which is angled toward the driver and includes both day and night modes for better visibility without distraction. It puts rich content at your fingertips and provides mobile connectivity so you can easily find your destination, favorite song or a new restaurant.

    Safety

    Model S is designed from the ground up to be the safest car on the road. Much of its safety is owed to the unique electric drivetrain that sits beneath the car’s aluminum occupant cell in its own subframe. This unique positioning lowers the car’s center of gravity, which improves handling and minimizes rollover risk, and replaces the heavy engine block with impact absorbing boron steel rails.

    Side impacts are met by aluminum pillars reinforced with steel rails to reduce intrusion, protecting occupants and the battery pack while improving roof stiffness. In the event of an accident, eight airbags protect front and rear occupants, and the high voltage power source is automatically disconnected.

    What it means to be safe Jim survives a life changing collision thanks to his Model S.

    The touchscreen

    The Model S 17 inch touchscreen controls most of the car’s functions. Opening the all glass panoramic roof, customizing the automatic climate control, and changing the radio station all happen with a swipe or a touch. The touchscreen, digital instrument cluster, and steering wheel controls seamlessly integrate media, navigation, communications, cabin controls and vehicle data.

    A more useful driving experience Cutting edge technology enhances Simon’s driving experience.

    • Media AM/FM/HD radio, online radio, on-demand Internet radio, Bluetooth®, and USB audio devices
    • Controls Driving personalization, climate controls, and cabin controls
    • Camera High definition backup camera, optimized for visibility and safety
    • Calendar Calendar synchronization for daily schedule and tap to navigate
    • Map Simple, intuitive Google Maps™ with real time traffic information
    • Navigation Smart routing that adjusts for real time traffic conditions
    • Energy Real time energy consumption and range estimation
    • Phone Bluetooth-enabled, voice controlled handsfree phone system

    Model S periodically receives over the air software updates that add new features and refresh the touchscreen look and feel.

    Software Updates

    All Tesla vehicles with Enhanced Autopilot and the latest software update now have Autosteer up to 90 mph, Auto Lane Change, Summon (Beta), and Automatic Emergency Braking.

    P100D

    Specs

    Model S


    Business Visa Documents – B1 Visa Documents #visa #business #model


    #

    Business Visa Documents

    In addition to the documents required for a visitors visa. business (B-1) visa seekers should also consider taking the following documents:

    • Applicant Documents
      • Any evidence of arrangements for lodging and appointments already made in the U.S. in preparation for your trip. E.g. if you have made the reservation in the hotel where you will stay while in the U.S. proof of the same.
    • Tax statements for the last 3 years.
    • If you have traveled outside your home country in the past, details of the same. If you have applied for the U.S. visa in the past, details of the same.
    • Complete itinerary of your trip that includes all the places to be visited with dates, names and addresses.
  • Employer/Business Documents
    • A letter from your employer indicating the purpose and length of the trip as well as the their intent to pay for the costs of the trip.

      This letter also should indicate the length of employment with the company, brief description of work, the annual salary, why only you should be sent to the U.S. It should also indicate who you are you going to meet, what you will do and the assurance that they will take care of all the expanses.

      For the source of funds, do not simply show the statement from the bank manager, but show the bank statements from last two years.

    • Exchanges of correspondence with U.S. purchasers, suppliers or contacts.
    • Recent contracts, bills of lading or other documentary evidence of recent imports and exports of purchases.
    • Incorporation documents and business license(s). If you started your business less than one year ago, the chances of you getting the business visa are reduced.
    • Tax statements for the last 3 years.
    • Documents describing the business, its duration, financial statements, details of the employees (such as their names, addresses, what kind of work they do, for how long they are employed and their salaries), and the proof (including photographs) of the office, shop, warehouse etc.
    • Group photo of your employees.
    • Any copies of recent advertising brochures, publications or any media coverage. If available, provide the company’s market and financial position with financial records, source of funds, income tax papers.
    • Details about the number of customers and representative list of customers.
    • If you have any existing clients in the U.S. their names and addresses.
    • Details about why the company is sending only you and not someone else.
    • Photographs of your office, shop, show rooms.
    • Evidence of your position in the company and remuneration.
  • If you or your employer are able to take care of the expenses for your trip, it is not necessary to get the affidavit of support from someone in the U.S. It is not mandatory that you must have a close relative in the U.S. to qualify for a business visa.
  • Invitation letter from the U.S. counterpart / company / institution with which you are you are going to conduct business.

    Invitation letter should be on the letterhead of the company or institution. It should indicate the importance of your visit in person, the benefits of the U.S. company by your visit, the details of your meetings and why it can not be done remotely, the duration of your relationship with them, for how long they have been business etc.

  • Bank transaction statements detailing all deposits and withdrawals for the last six months. Include your personal and company accounts, along with evidence that you have authority to draw on the company accounts.
  • If your trip will be helpful to the U.S. any documents showing that.
  • Category Specific
    • Voluntary work
      • An invitation letter from the U.S. sponsors that contains the following information:
        • Your name
        • Your date and place of birth
        • Your permanent resident address in a foreign country
        • The name and address of your initial destination in the U.S.
        • The anticipated duration of the assignment

    • Conference/Exhibition
      • Proof of registration.
      • Brochure of the event.
      • Proof of attending prior events either in the home country, in the U.S. or any other country.

    • Technical conference
      • Complete resume or CV
      • Complete list of publications, if applicable
      • Letter of acceptance/invitation from the school

    • Medical elective
      A letter from the U.S. medical school that
      • outlines the nature and duration of the stay
      • source of remuneration

      A person traveling on the visa waiver program should present such letter to the immigration officer at port of entry.

    • Negotiate contract
      If you are traveling to the U.S. to negotiate or finalize the contract, the copy of the contracts.
  • Arrange the documents neatly and be ready to quickly provide them when asked for.

    Never take sealed envelopes. Otherwise, you will be asked to go out of the U.S. Embassy/Consulate to open them.

    The above are only suggested documents. It should be noted that a visa is not assured even if you have all these documents.


    Business Plan Model – Business Plan Samples #daily #stock #market

    #business plan model

    #

    By admin on May 19, 2016 Business Plan Outline

    Business Plan Model. Get inspired with this gallery well over 500 example strategic business plans. Pick the category that s nearest for your own small business or industry, and examine an agenda you want. LivePlan includes all 500 sample plans, so that you can easily reference them when you are writing your personal plan.

    Business Plan Model. A strategic business plan describes what your organization does. This written document states your company’s operational and financial targets for future years and just how it provides meet them. A company model describes where and how you decide to operate your organization. The model you select is detailed inside your strategic business plan.

    Gallery of: Business Plan Model

    Related Business Plan Model

    Preschool Business Plan Nobody has access to a new crystal ball that can offer accurate predictions about how the restaurant.

    Free Business Plan Outline Also format your plan for marketing straight to your customers or end users. These kinds of.

    Event Planning Business Plan Sample. Every experienced investor knows that detailed economical projections for a new corporation are an act.

    Business Plan Pdf, There has been a time when company plans were anything from 75 to 100 webpages in length.





    Business Model Definition #business #promotional #items

    #business models

    #

    Business Model

    What is a ‘Business Model’

    A business model is the way in which a company generates revenue and makes a profit from company operations. Analysts use the metric gross profit as a way to compare the efficiency and effectiveness of a firm’s business model. Gross profit is calculated by subtracting the cost of goods sold from revenues .

    VIDEO

    Loading the player.

    BREAKING DOWN ‘Business Model’

    During the dotcom boom analysts went in search of net income. The internet is a disruptive technology with the ability to revolutionize certain industries, but where was the cash flow? When analysts couldn’t find the cash flow, they settled for the business model to legitimize the industry. Instead of looking at net income, calculated as gross profit minus operating expenses, analysts concentrated on gross profit. If the gross profit was high enough, analysts theorized, the cash flow would come.

    Business Model Components

    The two primary levers of a company’s business model are pricing and costs. A company can raise prices and it can find inventory at reduced costs. Both actions increase gross profit. Gross profit is often considered the first line of profitability because it only considers costs, not expenses. It focuses strictly on the way in which a company does business, not the efficiency of management. Investors that focus on business models are leaving room for an ineffective management team. They believe the best business models can run themselves.

    Comparing Business Models

    As an example, assume there are two companies and both companies rent movies. Prior to the internet, both companies made $5 million in revenues and the total cost of inventory sold was $4 million. Gross profit is calculated as $5 million minus $4 million, or $1 million. Gross profit margin is calculated as gross profit divided by revenues, or 20%.

    After the advent of the internet, company B decides to offer movies online instead of renting or selling a physical copy. This change disrupts the business model in a positive way. The licensing fees do not change, but the cost of holding inventory is down considerably. In fact, the change reduces storage and distribution costs by $2 million. The new gross profit for the company is $5 million minus $2 million, or $3 million. The new gross profit margin is 60%, which is much higher than 20%.

    Company B isn’t making more in sales, but it figured out a way to revolutionize its business model, which greatly reduces costs. Managers at company B have an additional 40% more in margin to play with than managers at company A. Managers at company A have little room for error.





    BPMN Specification – Business Process Model and Notation #yellow #pages #business

    #business process

    #

    Object Management Group
    Business Process Model and Notation

    Charter

    A standard Business Process Model and Notation (BPMN) will provide businesses with the capability of understanding their internal business procedures in a graphical notation and will give organizations the ability to communicate these procedures in a standard manner. Furthermore, the graphical notation will facilitate the understanding of the performance collaborations and business transactions between the organizations. This will ensure that businesses will understand themselves and participants in their business and will enable organizations to adjust to new internal and B2B business circumstances quickly.

    Current BPMN Specification

    BPM Certification

    The OCEB program consists of five examinations, granting five Certifications. Above the single Fundamental level, the program splits into two tracks – one Business-oriented. the other Technically oriented.

    Credentials are important in the BPM world, where practitioners may work on many projects for different clients or employers over time. The twenty-five experts from top BPM companies and well-known independent consultants who designed the OCEB topical coverage and wrote the exam questions want peers and prospective employers to feel confident about a certified candidate’s ability to participate in or lead real-world initiatives in enterprise BPM. Your status as an OCEB Certified Professional shows current and future employers or clients that you have the required knowledge and skills, making you a more attractive candidate for hiring and promotion.

    Frequently Asked Questions (FAQ)

    The Business Process Modeling Notation (BPMN) is a graphical notation that depicts the steps in a business process. BPMN depicts the end to end flow of a business process. The notation has been specifically designed to coordinate the sequence of processes and the messages that flow between different process participants in a related set of activities.

    Why is BPMN important?

    The world of business processes has changed dramatically over the past few years. Processes can be coordinated from behind, within and over organizations natural boundaries. A business process now spans multiple participants and coordination can be complex. Until BPMN, there has not been a standard modelling technique developed that addresses these issues. BPMN has been developed to provide users with a royalty free notation. This will benefit users in a similar manner in which UML standardised the world of software engineering. There will be training courses, books and a body of knowledge that users can access in order to better implement a business process.

    Who is BPMN targeted at?

    BPMN is targeted at a high level for business users and at a lower level for process implementers. The business users should be able to easily read and understand a BPMN business process diagram. The process implementer should be able to adorn a business process diagram with further detail in order to represent the process in a physical implementation. BPMN is targeted at users, vendors and service providers that need to communicate business processes in a standard manner.

    What does this mean for UML users?

    The unified modelling language (UML) takes an object-oriented approach to the modeling of applications, while BPMN takes a process-oriented approach to modelling of systems. Where BPMN has a focus on business processes, the UML has a focus on software design and therefore the two are not competing notations but are different views on systems. The BPMN and the UML are compatible with each other. A business process model does not necessarily have to be implemented as an automated business process in a process execution language. Where this is the case, business processes and participants can be mapped to constructs such as use cases and behavioural models in the UML. Further white papers will follow on the mapping between these techniques.

    Will there be a major rewrite?

    Not for 2 or 3 years.

    What is the relationship between BPMN and BPEL?

    BPEL is an XML-based language for describing a business process in which most of the tasks represent interactions between the process and external Web services. The BPEL process itself is represented as a Web service, and is realized by a BPEL engine which executes the process description. BPMN is a standard set of diagramming conventions for describing business processes. It is designed to visualize a rich set of process flow semantics within a process and the communication between independent processes. It is intended to support capture of sufficient detail to allow it to be the source of an executable process description. Since BPEL is currently considered the most important standard for execution languages, a translation to BPEL is specified in the BPMN standard. By design there are some limitations on the process topologies that can be described in BPEL, so it is possible to represent processes in BPMN that cannot be mapped to BPEL. There are a few concepts, such as Ad-Hoc sub-proceses, that BPMN can represent that may not be implemented with any technology.

    Click here to get your own BPMN Quick Guide.





    Business Plan Model – Business Plan Samples #ideas #to #start #a #business

    #business plan model

    #

    By admin on May 19, 2016 Business Plan Outline

    Business Plan Model. Get inspired with this gallery well over 500 example strategic business plans. Pick the category that s nearest for your own small business or industry, and examine an agenda you want. LivePlan includes all 500 sample plans, so that you can easily reference them when you are writing your personal plan.

    Business Plan Model. A strategic business plan describes what your organization does. This written document states your company’s operational and financial targets for future years and just how it provides meet them. A company model describes where and how you decide to operate your organization. The model you select is detailed inside your strategic business plan.

    Gallery of: Business Plan Model

    Related Business Plan Model

    Preschool Business Plan Nobody has access to a new crystal ball that can offer accurate predictions about how the restaurant.

    Free Business Plan Outline Also format your plan for marketing straight to your customers or end users. These kinds of.

    Event Planning Business Plan Sample. Every experienced investor knows that detailed economical projections for a new corporation are an act.

    Business Plan Pdf, There has been a time when company plans were anything from 75 to 100 webpages in length.





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    Business Visa Documents – B1 Visa Documents #visa #business #model


    #

    Business Visa Documents

    In addition to the documents required for a visitors visa. business (B-1) visa seekers should also consider taking the following documents:

    • Applicant Documents
      • Any evidence of arrangements for lodging and appointments already made in the U.S. in preparation for your trip. E.g. if you have made the reservation in the hotel where you will stay while in the U.S. proof of the same.
    • Tax statements for the last 3 years.
    • If you have traveled outside your home country in the past, details of the same. If you have applied for the U.S. visa in the past, details of the same.
    • Complete itinerary of your trip that includes all the places to be visited with dates, names and addresses.
  • Employer/Business Documents
    • A letter from your employer indicating the purpose and length of the trip as well as the their intent to pay for the costs of the trip.

      This letter also should indicate the length of employment with the company, brief description of work, the annual salary, why only you should be sent to the U.S. It should also indicate who you are you going to meet, what you will do and the assurance that they will take care of all the expanses.

      For the source of funds, do not simply show the statement from the bank manager, but show the bank statements from last two years.

    • Exchanges of correspondence with U.S. purchasers, suppliers or contacts.
    • Recent contracts, bills of lading or other documentary evidence of recent imports and exports of purchases.
    • Incorporation documents and business license(s). If you started your business less than one year ago, the chances of you getting the business visa are reduced.
    • Tax statements for the last 3 years.
    • Documents describing the business, its duration, financial statements, details of the employees (such as their names, addresses, what kind of work they do, for how long they are employed and their salaries), and the proof (including photographs) of the office, shop, warehouse etc.
    • Group photo of your employees.
    • Any copies of recent advertising brochures, publications or any media coverage. If available, provide the company’s market and financial position with financial records, source of funds, income tax papers.
    • Details about the number of customers and representative list of customers.
    • If you have any existing clients in the U.S. their names and addresses.
    • Details about why the company is sending only you and not someone else.
    • Photographs of your office, shop, show rooms.
    • Evidence of your position in the company and remuneration.
  • If you or your employer are able to take care of the expenses for your trip, it is not necessary to get the affidavit of support from someone in the U.S. It is not mandatory that you must have a close relative in the U.S. to qualify for a business visa.
  • Invitation letter from the U.S. counterpart / company / institution with which you are you are going to conduct business.

    Invitation letter should be on the letterhead of the company or institution. It should indicate the importance of your visit in person, the benefits of the U.S. company by your visit, the details of your meetings and why it can not be done remotely, the duration of your relationship with them, for how long they have been business etc.

  • Bank transaction statements detailing all deposits and withdrawals for the last six months. Include your personal and company accounts, along with evidence that you have authority to draw on the company accounts.
  • If your trip will be helpful to the U.S. any documents showing that.
  • Category Specific
    • Voluntary work
      • An invitation letter from the U.S. sponsors that contains the following information:
        • Your name
        • Your date and place of birth
        • Your permanent resident address in a foreign country
        • The name and address of your initial destination in the U.S.
        • The anticipated duration of the assignment

    • Conference/Exhibition
      • Proof of registration.
      • Brochure of the event.
      • Proof of attending prior events either in the home country, in the U.S. or any other country.

    • Technical conference
      • Complete resume or CV
      • Complete list of publications, if applicable
      • Letter of acceptance/invitation from the school

    • Medical elective
      A letter from the U.S. medical school that
      • outlines the nature and duration of the stay
      • source of remuneration

      A person traveling on the visa waiver program should present such letter to the immigration officer at port of entry.

    • Negotiate contract
      If you are traveling to the U.S. to negotiate or finalize the contract, the copy of the contracts.
  • Arrange the documents neatly and be ready to quickly provide them when asked for.

    Never take sealed envelopes. Otherwise, you will be asked to go out of the U.S. Embassy/Consulate to open them.

    The above are only suggested documents. It should be noted that a visa is not assured even if you have all these documents.


    Tutorial: Business Model Brainstorm Tool – Template – Board of Innovation #ideas

    #business models

    #

    Design your business model:

    Excel is not the most engaging innovation tool, is it? Discussions on business models often end up in total confusion. You re talking about multiple revenue streams, tens of partners, and many transactions going back and forth. It s pretty hard to keep all information top of mind, let alone be creative. That s why we developed a visual brainstorm method for this kind of challenges! Perfect for individual and team brainstorms about new business ideas. For those who are familiar with the Business Model Canvas by Alex Osterwalder. this methods works in perfect harmony!

    “If you think designing a business model is complex, difficult or boring…you must try the Business Model Toolkit from the Board of Innovation! It is simply brilliant, easy and flexible at the same time. The toolkit is an amazing way of seeing and designing business models.” Maria Ana Neves, Sintese Azul (UK)

    UPDATE:Get on the waiting list and be first in line to receive our new business model kit! We ll send you a notification once they are ready to ship!

    So how will this tool help me?

    This brainstorm kit visualizes how you plan to make money. You can set up different revenue models to compare during your brainstorm sessions. The kit is perfect to present your business idea to a large group. This tool has been developed by the Board of Innovation to bring you one step closer to bringing your idea to reality.

    How do I use this tool?

    Find an inspiring spot and ideally some bright minds
    Start by naming all the (potential) actors in your ecosystem
    Map out the initial transactions with your customers
    Add other transactions with suppliers, partners, and other stakeholders
    Design new business model scenarios and play around with it
    Find inspiration in successful business model examples

    16 BLOCKS TO VISUALIZE YOUR BUSINESS MODEL

    All our business model examples are visualized with this set of 16 building blocks. To give more insight in how this works, we give a brief overview of the different building blocks. Using a common, visual language enables you to easily communicate business models to different audiences, to learn from successful models in other industries, and to quickly generate new variations and business models of the future.

    Once you grasp the building blocks below, check out our business model tools to design your own business model in seconds. Share the results in your organization and let us know what you think about this method.

    1. YOUR ORGANIZATION
    This is where your business model starts to get shape. Place this block in the center and build your model around it.

    2. THE COMPANY
    The second most important block is the company. In most models this will be the actor that offers a product or service.

    3. THE CONSUMER
    The one that receives the product and gives something in return, is the consumer. In B2B models, the client is a company and will therefore be illustrated with the previous company icon. The general company-client relation is the same in both business systems.

    4. SUPPLIER
    Although we prefer not to include much of the secondary stakeholders, sometimes it is relevant to show how the supplier side of a business system works. This icon can also be used for service suppliers like web or marketing agencies.

    5. NON-PROFIT
    Unions or charity organizations are not focused on making money but often they do haven an impact on your organization. If relevant you can add this player to the system.

    6. GOVERNMENT
    Many companies do not like the involvement of a government on their business model, except when they have some money to offer.

    7. PRODUCT
    The first, most straightforward offer to clients is an actual product, ranging from basic commodities up to finished goods. A BMW car is one example, but today also digital products can be included.

    8. SERVICE
    A first way to upgrade your business model is to offer a service next to the product. BMW in this case will not only sell you a car, but will include maintenance and other services around the product. Of course, a lot of companies offer only services without product.

    9. EXPERIENCE
    The two concepts of product and service are commonly applied throughout our economy. In the last years, several companies have moved a step further by offering an experience to customers. BMW does not sell a car with a service in this case, but a driving experience.

    10. Money
    The typical currency that clients pay with, is money which is critical to company s revenue models. This is in contrast to exchange. The building blocks make a differentiation between two types of money. This first icon represents the normal value of a good, including profit.

    11. LESS MONEY
    This second icon represents money as well, but less than the normal amount covering cost and profit of what is offered. Usually this transaction implies that other revenue streams are added to the traditional business model.

    12. REPUTATION
    Today, the next upgrade to reputation can only be found in a few sectors. In these cases, ‘reputation’ selling can be described as the most essential brand experience. If you take the example of BMW, then you could say that some people don’t see their BMW as a driving experience but as the core values and reputation of the brand as such. Hereby, customers are able to shape their own identity with that of the company. Typically reputation will be placed in the top of Maslow’s hierarchy of needs, which makes this type of transaction extremely valuable to companies.

    13. EXPOSURE/ATTENTION
    Active exposure or attention is the next step in the evolution of currency. People are not only offering their own attention, but also that of their peers in their social environment. For some businesses the spreading of their ideas and brand values becomes more important than the immediate return in money. Of course, companies can’t just rely on active exposure, so their business model should include more players and other transactions. Many start-ups and even big web 2.0 companies are still struggling with this. There is a lot of exposure and value offered to clients, but there is no sustainable business model to capture that value in revenues and profit.

    14. CREDITS
    (Virtual) credit systems are on the rise. Therefor we have to add them to the business model blocks as well. Loyalty cards and similar are also covered

    15. DATA
    Information is one of the key items that’s being transfered in modern business models. Depending on the context a mixture of ‘information’ related items (content, data, knowledge, articles. ) are being used in relation to this block.

    16. RIGHT
    Ownership rights, IP and even the right to emit CO2 are items that stakeholders can exchange between each other. This must be the most abstract block but is necessary to illustrate the innovativeness of several models.

    These giants already found new business ideas with our kit:





    Business Model Definition #business #proposal

    #business models

    #

    Business Model

    What is a ‘Business Model’

    A business model is the way in which a company generates revenue and makes a profit from company operations. Analysts use the metric gross profit as a way to compare the efficiency and effectiveness of a firm’s business model. Gross profit is calculated by subtracting the cost of goods sold from revenues .

    VIDEO

    Loading the player.

    BREAKING DOWN ‘Business Model’

    During the dotcom boom analysts went in search of net income. The internet is a disruptive technology with the ability to revolutionize certain industries, but where was the cash flow? When analysts couldn’t find the cash flow, they settled for the business model to legitimize the industry. Instead of looking at net income, calculated as gross profit minus operating expenses, analysts concentrated on gross profit. If the gross profit was high enough, analysts theorized, the cash flow would come.

    Business Model Components

    The two primary levers of a company’s business model are pricing and costs. A company can raise prices and it can find inventory at reduced costs. Both actions increase gross profit. Gross profit is often considered the first line of profitability because it only considers costs, not expenses. It focuses strictly on the way in which a company does business, not the efficiency of management. Investors that focus on business models are leaving room for an ineffective management team. They believe the best business models can run themselves.

    Comparing Business Models

    As an example, assume there are two companies and both companies rent movies. Prior to the internet, both companies made $5 million in revenues and the total cost of inventory sold was $4 million. Gross profit is calculated as $5 million minus $4 million, or $1 million. Gross profit margin is calculated as gross profit divided by revenues, or 20%.

    After the advent of the internet, company B decides to offer movies online instead of renting or selling a physical copy. This change disrupts the business model in a positive way. The licensing fees do not change, but the cost of holding inventory is down considerably. In fact, the change reduces storage and distribution costs by $2 million. The new gross profit for the company is $5 million minus $2 million, or $3 million. The new gross profit margin is 60%, which is much higher than 20%.

    Company B isn’t making more in sales, but it figured out a way to revolutionize its business model, which greatly reduces costs. Managers at company B have an additional 40% more in margin to play with than managers at company A. Managers at company A have little room for error.





    Tutorial: Business Model Brainstorm Tool – Template – Board of Innovation #new

    #business models

    #

    Design your business model:

    Excel is not the most engaging innovation tool, is it? Discussions on business models often end up in total confusion. You re talking about multiple revenue streams, tens of partners, and many transactions going back and forth. It s pretty hard to keep all information top of mind, let alone be creative. That s why we developed a visual brainstorm method for this kind of challenges! Perfect for individual and team brainstorms about new business ideas. For those who are familiar with the Business Model Canvas by Alex Osterwalder. this methods works in perfect harmony!

    “If you think designing a business model is complex, difficult or boring…you must try the Business Model Toolkit from the Board of Innovation! It is simply brilliant, easy and flexible at the same time. The toolkit is an amazing way of seeing and designing business models.” Maria Ana Neves, Sintese Azul (UK)

    UPDATE:Get on the waiting list and be first in line to receive our new business model kit! We ll send you a notification once they are ready to ship!

    So how will this tool help me?

    This brainstorm kit visualizes how you plan to make money. You can set up different revenue models to compare during your brainstorm sessions. The kit is perfect to present your business idea to a large group. This tool has been developed by the Board of Innovation to bring you one step closer to bringing your idea to reality.

    How do I use this tool?

    Find an inspiring spot and ideally some bright minds
    Start by naming all the (potential) actors in your ecosystem
    Map out the initial transactions with your customers
    Add other transactions with suppliers, partners, and other stakeholders
    Design new business model scenarios and play around with it
    Find inspiration in successful business model examples

    16 BLOCKS TO VISUALIZE YOUR BUSINESS MODEL

    All our business model examples are visualized with this set of 16 building blocks. To give more insight in how this works, we give a brief overview of the different building blocks. Using a common, visual language enables you to easily communicate business models to different audiences, to learn from successful models in other industries, and to quickly generate new variations and business models of the future.

    Once you grasp the building blocks below, check out our business model tools to design your own business model in seconds. Share the results in your organization and let us know what you think about this method.

    1. YOUR ORGANIZATION
    This is where your business model starts to get shape. Place this block in the center and build your model around it.

    2. THE COMPANY
    The second most important block is the company. In most models this will be the actor that offers a product or service.

    3. THE CONSUMER
    The one that receives the product and gives something in return, is the consumer. In B2B models, the client is a company and will therefore be illustrated with the previous company icon. The general company-client relation is the same in both business systems.

    4. SUPPLIER
    Although we prefer not to include much of the secondary stakeholders, sometimes it is relevant to show how the supplier side of a business system works. This icon can also be used for service suppliers like web or marketing agencies.

    5. NON-PROFIT
    Unions or charity organizations are not focused on making money but often they do haven an impact on your organization. If relevant you can add this player to the system.

    6. GOVERNMENT
    Many companies do not like the involvement of a government on their business model, except when they have some money to offer.

    7. PRODUCT
    The first, most straightforward offer to clients is an actual product, ranging from basic commodities up to finished goods. A BMW car is one example, but today also digital products can be included.

    8. SERVICE
    A first way to upgrade your business model is to offer a service next to the product. BMW in this case will not only sell you a car, but will include maintenance and other services around the product. Of course, a lot of companies offer only services without product.

    9. EXPERIENCE
    The two concepts of product and service are commonly applied throughout our economy. In the last years, several companies have moved a step further by offering an experience to customers. BMW does not sell a car with a service in this case, but a driving experience.

    10. Money
    The typical currency that clients pay with, is money which is critical to company s revenue models. This is in contrast to exchange. The building blocks make a differentiation between two types of money. This first icon represents the normal value of a good, including profit.

    11. LESS MONEY
    This second icon represents money as well, but less than the normal amount covering cost and profit of what is offered. Usually this transaction implies that other revenue streams are added to the traditional business model.

    12. REPUTATION
    Today, the next upgrade to reputation can only be found in a few sectors. In these cases, ‘reputation’ selling can be described as the most essential brand experience. If you take the example of BMW, then you could say that some people don’t see their BMW as a driving experience but as the core values and reputation of the brand as such. Hereby, customers are able to shape their own identity with that of the company. Typically reputation will be placed in the top of Maslow’s hierarchy of needs, which makes this type of transaction extremely valuable to companies.

    13. EXPOSURE/ATTENTION
    Active exposure or attention is the next step in the evolution of currency. People are not only offering their own attention, but also that of their peers in their social environment. For some businesses the spreading of their ideas and brand values becomes more important than the immediate return in money. Of course, companies can’t just rely on active exposure, so their business model should include more players and other transactions. Many start-ups and even big web 2.0 companies are still struggling with this. There is a lot of exposure and value offered to clients, but there is no sustainable business model to capture that value in revenues and profit.

    14. CREDITS
    (Virtual) credit systems are on the rise. Therefor we have to add them to the business model blocks as well. Loyalty cards and similar are also covered

    15. DATA
    Information is one of the key items that’s being transfered in modern business models. Depending on the context a mixture of ‘information’ related items (content, data, knowledge, articles. ) are being used in relation to this block.

    16. RIGHT
    Ownership rights, IP and even the right to emit CO2 are items that stakeholders can exchange between each other. This must be the most abstract block but is necessary to illustrate the innovativeness of several models.

    These giants already found new business ideas with our kit:





    BPMN Specification – Business Process Model and Notation #small #business #plans

    #business process

    #

    Object Management Group
    Business Process Model and Notation

    Charter

    A standard Business Process Model and Notation (BPMN) will provide businesses with the capability of understanding their internal business procedures in a graphical notation and will give organizations the ability to communicate these procedures in a standard manner. Furthermore, the graphical notation will facilitate the understanding of the performance collaborations and business transactions between the organizations. This will ensure that businesses will understand themselves and participants in their business and will enable organizations to adjust to new internal and B2B business circumstances quickly.

    Current BPMN Specification

    BPM Certification

    The OCEB program consists of five examinations, granting five Certifications. Above the single Fundamental level, the program splits into two tracks – one Business-oriented. the other Technically oriented.

    Credentials are important in the BPM world, where practitioners may work on many projects for different clients or employers over time. The twenty-five experts from top BPM companies and well-known independent consultants who designed the OCEB topical coverage and wrote the exam questions want peers and prospective employers to feel confident about a certified candidate’s ability to participate in or lead real-world initiatives in enterprise BPM. Your status as an OCEB Certified Professional shows current and future employers or clients that you have the required knowledge and skills, making you a more attractive candidate for hiring and promotion.

    Frequently Asked Questions (FAQ)

    The Business Process Modeling Notation (BPMN) is a graphical notation that depicts the steps in a business process. BPMN depicts the end to end flow of a business process. The notation has been specifically designed to coordinate the sequence of processes and the messages that flow between different process participants in a related set of activities.

    Why is BPMN important?

    The world of business processes has changed dramatically over the past few years. Processes can be coordinated from behind, within and over organizations natural boundaries. A business process now spans multiple participants and coordination can be complex. Until BPMN, there has not been a standard modelling technique developed that addresses these issues. BPMN has been developed to provide users with a royalty free notation. This will benefit users in a similar manner in which UML standardised the world of software engineering. There will be training courses, books and a body of knowledge that users can access in order to better implement a business process.

    Who is BPMN targeted at?

    BPMN is targeted at a high level for business users and at a lower level for process implementers. The business users should be able to easily read and understand a BPMN business process diagram. The process implementer should be able to adorn a business process diagram with further detail in order to represent the process in a physical implementation. BPMN is targeted at users, vendors and service providers that need to communicate business processes in a standard manner.

    What does this mean for UML users?

    The unified modelling language (UML) takes an object-oriented approach to the modeling of applications, while BPMN takes a process-oriented approach to modelling of systems. Where BPMN has a focus on business processes, the UML has a focus on software design and therefore the two are not competing notations but are different views on systems. The BPMN and the UML are compatible with each other. A business process model does not necessarily have to be implemented as an automated business process in a process execution language. Where this is the case, business processes and participants can be mapped to constructs such as use cases and behavioural models in the UML. Further white papers will follow on the mapping between these techniques.

    Will there be a major rewrite?

    Not for 2 or 3 years.

    What is the relationship between BPMN and BPEL?

    BPEL is an XML-based language for describing a business process in which most of the tasks represent interactions between the process and external Web services. The BPEL process itself is represented as a Web service, and is realized by a BPEL engine which executes the process description. BPMN is a standard set of diagramming conventions for describing business processes. It is designed to visualize a rich set of process flow semantics within a process and the communication between independent processes. It is intended to support capture of sufficient detail to allow it to be the source of an executable process description. Since BPEL is currently considered the most important standard for execution languages, a translation to BPEL is specified in the BPMN standard. By design there are some limitations on the process topologies that can be described in BPEL, so it is possible to represent processes in BPMN that cannot be mapped to BPEL. There are a few concepts, such as Ad-Hoc sub-proceses, that BPMN can represent that may not be implemented with any technology.

    Click here to get your own BPMN Quick Guide.





    Open source database software list #database #replication,replication,database #synchronization,synchronization,multi-master #database #replication,update-anywhere #database #replication,publish-subscribe


    #

    Fast & Flexible Database Replication

    Details Category: News Published: Monday, 08 August 2016 00:00 Written by Eric Long

    SymmetricDS 3.8.0 was released, which makes 40 improvements and adds 12 features! This is a minor release that focused on performance, network efficiency, and monitoring. Here are some new feature highlights:

    • Channels can be assigned to queues with their own thread, allowing channels to sync in parallel.
    • Initial load now runs on a background thread so extraction can run in parallel with sending. Initial loads can also be partially sent, using the sym_table_reload_request to specify which tables.
    • A new dialect was added to support VoltDB, a scale-out NewSQL database.
    • Monitoring for problems with batch errors, unsent batches, and unrouted data, as well as CPU, disk, and memory. Notifications can be configured to email problems. Both monitors and notifications use the extension API, so custom ones can be added.
    • Compare tables to find differences and put them back in sync with a command line utility called dbcompare.
    • Throttle network bandwidth usage by channel.
    • File sync support was expanded to include Android.
    • Hybrid pull that only connects to a node for a pull after being notified that data is waiting. Useful for control over network usage from a central node that runs pulls on many client nodes.
    • Native client binaries and libraries for Intel-based Windows and Linux systems, offering another deployment option for embedded systems.

    We focused improvements on performance and additional network resilience.

    • Overall reduction in queries to database, with caching of objects, locks, and sequences.
    • Heavy optimization of data gap detection to perform most operations in memory.
    • Code optimization in hot spot areas, such as routing, data gaps, and transfers with staging.
    • Keepalives during push and pull synchronization to prevent connection timeouts.
    • Batches retry from staging instead of resending across the network.
    • Multiple threads used to rebuild triggers.
    • Direct copying between source and target staging areas when nodes are homed together.

    See the changelog for more information.

    Details Category: News Published: Wednesday, 07 January 2015 00:00 Written by Eric Long

    SymmetricDS 3.7.0 was released, which fixes 10 bugs, makes 12 improvements, and adds 2 features. This is a minor release that focused on usability, documentation, and some infrastructure adjustments. We switched to Asciidoctor for documentation, which is easier to write and faster to process. The documentation is updated and includes new topics. The builds are now running with Gradle. We’ll update the developer section with instructions for that soon, but for now Maven continues to work also. Extensions are a great way to customize how data sync works with code, when settings are not enough, and now extensions can be dynamically added to the SYM_EXTENSION table. This means that extensions are just another configuration item, and there is no more building and deploying of JARs. The server detects extensions in the configuration and automatically compiles and registers them at runtime. When routing, the target_schema_name can now use variables, for use cases that need to silo data by client. Expressions include $(sourceNodeId), $(sourceExternalId), $(sourceNodeGroupId), $(targetNodeId), $(targetExternalId), and $(targetNodeGroupId). See the changelog for more information. Download SymmetricDS 3.7.0.

    Details Category: News Published: Tuesday, 24 June 2014 00:00 Written by Eric Long

    SymmetricDS 3.6.0 was released, which fixes 19 bugs, adds 34 improvements, and adds 9 features. This minor release includes some great new features to expand your synchronization scenarios and improve performance. Extensions can now be added in configuration using Java code for routers, transforms, and load filters. While it’s still possible to use BeanShell scripts for extensions in your configuration, using Java results in much faster performance. The MySQL bulk loader is officially released, along with updates to the bulk loaders for SQL Server and PostgreSQL that include LOB handling. A MongoDB data loader is included, which lets you sync relational data into MongoDB documents and collections. The file synchronization includes new features for syncing by control file and deleting after sync. File sync was stress tested and has new concurrent locking for improved scalability. Dynamic channels were added to allow more flexibility, which allows multiple reload channels. See the changelog for more information. Download SymmetricDS 3.6.0.

    SymmetricDS has supported syncing data to and from Android SQLite databases for some time now. But with the 3.8 series, we now also have support for pushing and pulling files from your Android devices. This could be useful to collect things like signature files captured on the device, log files, or to push files down to your devices as well. Maybe you have a company materials you want to make available offline for instance. Whatever your use case, SymmetricDS now supports

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    Canada’s Business Model Competition #creative #business #cards

    #canadian business

    #

    Dalhousie University’s Norman Newman Centre for Entrepreneurship is home for two real movers and shakers: Dr. Ed Leach, the Director, and Dr. Mary Kilfoil, the Academic Lead. Ed and Mary have created a collaborative space for students from all faculties to grow as entrepreneurs and innovators. With their Launch Dal programming, Ed and Mary have [ ]

    Callum Mayer grew up in the Maritimes and studied at Dalhousie University where he completed his Bachelor of Commerce with a major in Finance. Callum wanted to become an entrepreneur from an early age, especially when he saw the success of local entrepreneurial ventures, such as Pete’s Fr00tique. For his third co-op, Callum undertook an [ ]

    Megan McCarthy is originally from Calgary, Alberta. She did three years of an engineering degree and a stint in the oil and gas industry before relocating to Halifax, NS. Megan completed a Bachelor of Management, Environment, Sustainability, and Society at Dalhousie University where she met Ed while taking one of his classes. Ed encouraged her [ ]

    The Starting Lean Initiative in collaboration with Deloitte, McInnes Cooper, Dalhousie University and the Rowe School of Business is excited to announce they will be hosting Canada’s Business Model Competition (CBMC) again! The event will take place at Dalhousie University in Halifax, Nova Scotia from March 13-14. Student entrepreneurs from across Canada are invited to [ ]

    Of course you can teach entrepreneurship, but the real question[ ] is who can you teach it to? I believe that you can only teach it to the segment of the population who raise their hand and desperately want to learn it Steve Blank On Friday, March 14th over 100 entrepreneurs, students, academics, government employees [ ]

    Media Release March 16, 2014 Student Entrepreneurs Compete for Seat at Brigham Young A team of student entrepreneurs from Wilfrid Laurier University has won first prize at the second annual Canada’s Business Model Competition held March 14-15 at Dalhousie University’s Rowe School of Business. Canada’s Business Model Competition is the national qualifier competition [ ]

    Dr. Ted Zoller Director of the Centre for Entrepreneurial Studies and Associate Professor of Strategy and Entrepreneurship University of North Carolina Chapel Hill A senior fellow for the Ewing Marion Kauffman Foundation, Ted Zoller performs research and advises Foundation leaders on entrepreneurship strategies and programs. Zoller was director of the Center for Entrepreneurial Studies at the Kenan-Flagler [ ]

    Please Join us on March 14 – 15, 2014 at the Dalhousie Faculty of Management for the second annual Canada’s Business Model Competition®. Canada’s Business Model Competition® is the national qualifier competition for the International Business Model Competition and is organized by the Starting Lean Initiative, a project of the Norman Newman Centre for Entrepreneurship. [ ]

    As part of this year s Canada s Business Model Competition, the Starting Lean Initiative and Dalhousie University are excited to announce that we will be hosting a fireside chat with Steve Blank. This will be held in the Potter Auditorium at the Kenneth Rowe School of Business at 4 pm on Friday, March 14th. Steve Blank is a [ ]

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    BPMN Specification – Business Process Model and Notation #business #email

    #business process

    #

    Object Management Group
    Business Process Model and Notation

    Charter

    A standard Business Process Model and Notation (BPMN) will provide businesses with the capability of understanding their internal business procedures in a graphical notation and will give organizations the ability to communicate these procedures in a standard manner. Furthermore, the graphical notation will facilitate the understanding of the performance collaborations and business transactions between the organizations. This will ensure that businesses will understand themselves and participants in their business and will enable organizations to adjust to new internal and B2B business circumstances quickly.

    Current BPMN Specification

    BPM Certification

    The OCEB program consists of five examinations, granting five Certifications. Above the single Fundamental level, the program splits into two tracks – one Business-oriented. the other Technically oriented.

    Credentials are important in the BPM world, where practitioners may work on many projects for different clients or employers over time. The twenty-five experts from top BPM companies and well-known independent consultants who designed the OCEB topical coverage and wrote the exam questions want peers and prospective employers to feel confident about a certified candidate’s ability to participate in or lead real-world initiatives in enterprise BPM. Your status as an OCEB Certified Professional shows current and future employers or clients that you have the required knowledge and skills, making you a more attractive candidate for hiring and promotion.

    Frequently Asked Questions (FAQ)

    The Business Process Modeling Notation (BPMN) is a graphical notation that depicts the steps in a business process. BPMN depicts the end to end flow of a business process. The notation has been specifically designed to coordinate the sequence of processes and the messages that flow between different process participants in a related set of activities.

    Why is BPMN important?

    The world of business processes has changed dramatically over the past few years. Processes can be coordinated from behind, within and over organizations natural boundaries. A business process now spans multiple participants and coordination can be complex. Until BPMN, there has not been a standard modelling technique developed that addresses these issues. BPMN has been developed to provide users with a royalty free notation. This will benefit users in a similar manner in which UML standardised the world of software engineering. There will be training courses, books and a body of knowledge that users can access in order to better implement a business process.

    Who is BPMN targeted at?

    BPMN is targeted at a high level for business users and at a lower level for process implementers. The business users should be able to easily read and understand a BPMN business process diagram. The process implementer should be able to adorn a business process diagram with further detail in order to represent the process in a physical implementation. BPMN is targeted at users, vendors and service providers that need to communicate business processes in a standard manner.

    What does this mean for UML users?

    The unified modelling language (UML) takes an object-oriented approach to the modeling of applications, while BPMN takes a process-oriented approach to modelling of systems. Where BPMN has a focus on business processes, the UML has a focus on software design and therefore the two are not competing notations but are different views on systems. The BPMN and the UML are compatible with each other. A business process model does not necessarily have to be implemented as an automated business process in a process execution language. Where this is the case, business processes and participants can be mapped to constructs such as use cases and behavioural models in the UML. Further white papers will follow on the mapping between these techniques.

    Will there be a major rewrite?

    Not for 2 or 3 years.

    What is the relationship between BPMN and BPEL?

    BPEL is an XML-based language for describing a business process in which most of the tasks represent interactions between the process and external Web services. The BPEL process itself is represented as a Web service, and is realized by a BPEL engine which executes the process description. BPMN is a standard set of diagramming conventions for describing business processes. It is designed to visualize a rich set of process flow semantics within a process and the communication between independent processes. It is intended to support capture of sufficient detail to allow it to be the source of an executable process description. Since BPEL is currently considered the most important standard for execution languages, a translation to BPEL is specified in the BPMN standard. By design there are some limitations on the process topologies that can be described in BPEL, so it is possible to represent processes in BPMN that cannot be mapped to BPEL. There are a few concepts, such as Ad-Hoc sub-proceses, that BPMN can represent that may not be implemented with any technology.

    Click here to get your own BPMN Quick Guide.





    Change Management Models Comparison #theory #of #change,model,methodology,change #management #model,,change #management #methodology,management #methodology


    #

    Change Management Models

    Bridges explores human behaviors relating to change and defines typical emotions individuals might exhibit during the change process. Bridges provides strategies on how to overcome some of the emotional barriers to change, without getting stuck. For example, in the New Beginning phase, there may be a great deal of fear of the unknown. One strategy might be to provide training on specific tools or educational materials. In the Neutral Zone, allow creative ways to think about work. During the Ending and Losing phase, people will feel committed and requires the need to sustain the new way of working, possibly through goal setting. Include individuals through each phase of the transition. For more information, see Bridges. W. (2009). Managing transitions: Making the most of change.

    The Change Leader s Roadmap

    The Change Activation Toolkit is an excellent accompanying learning resource for organizations following the Change Leader s Roadmap model. The following Change Activation Toolkit modules closely align to the phases of the Change Leader s Roadmap and can be used to engage staff through those phases:

    Change Leader s Roadmap phase

    Phase I Prepare to Lead the Change

    Incorporating Changes into the Culture

    The John Kotter Eight Step Change model is a linear model that focuses on the importance of gaining buy-in. It is relatively simple to understand and works well in organizations that are organized in a relatively narrow organizational structure. The selling point is its simplicity, memorable eight steps and basis in Kotter s thirty-plus years of research into organizational change. For more information, see Kotter, J.P. (1996). Leading Change and Kotter, J. (1998) Leading change: Why transformation efforts fail. Harvard Business Review.

    Kubler Ross Change Curve Model

    The Change Activation Toolkit is a superb accompanying learning resource for organizations following the Kubler Ross Change Curve model of individual change. The following modules can be used to engage individuals through each of its phases, as well as develop broader organizational change capability.

    Kubler Ross phase

    Note: Information regarding proprietary change management methodologies is provided here for information and comparison purposes only and is not endorsed by the publishers of such methodologies. Links to other websites are provided as useful sources of information. Inclusion of a link to another website does not imply endorsement of any kind. We do not monitor external websites and are not responsible for their availability, quality or content.

    Get your free PDF

    ‘A Simple Guide to Change Management’


    Tutorial: Business Model Brainstorm Tool – Template – Board of Innovation #business

    #business models

    #

    Design your business model:

    Excel is not the most engaging innovation tool, is it? Discussions on business models often end up in total confusion. You re talking about multiple revenue streams, tens of partners, and many transactions going back and forth. It s pretty hard to keep all information top of mind, let alone be creative. That s why we developed a visual brainstorm method for this kind of challenges! Perfect for individual and team brainstorms about new business ideas. For those who are familiar with the Business Model Canvas by Alex Osterwalder. this methods works in perfect harmony!

    “If you think designing a business model is complex, difficult or boring…you must try the Business Model Toolkit from the Board of Innovation! It is simply brilliant, easy and flexible at the same time. The toolkit is an amazing way of seeing and designing business models.” Maria Ana Neves, Sintese Azul (UK)

    UPDATE:Get on the waiting list and be first in line to receive our new business model kit! We ll send you a notification once they are ready to ship!

    So how will this tool help me?

    This brainstorm kit visualizes how you plan to make money. You can set up different revenue models to compare during your brainstorm sessions. The kit is perfect to present your business idea to a large group. This tool has been developed by the Board of Innovation to bring you one step closer to bringing your idea to reality.

    How do I use this tool?

    Find an inspiring spot and ideally some bright minds
    Start by naming all the (potential) actors in your ecosystem
    Map out the initial transactions with your customers
    Add other transactions with suppliers, partners, and other stakeholders
    Design new business model scenarios and play around with it
    Find inspiration in successful business model examples

    16 BLOCKS TO VISUALIZE YOUR BUSINESS MODEL

    All our business model examples are visualized with this set of 16 building blocks. To give more insight in how this works, we give a brief overview of the different building blocks. Using a common, visual language enables you to easily communicate business models to different audiences, to learn from successful models in other industries, and to quickly generate new variations and business models of the future.

    Once you grasp the building blocks below, check out our business model tools to design your own business model in seconds. Share the results in your organization and let us know what you think about this method.

    1. YOUR ORGANIZATION
    This is where your business model starts to get shape. Place this block in the center and build your model around it.

    2. THE COMPANY
    The second most important block is the company. In most models this will be the actor that offers a product or service.

    3. THE CONSUMER
    The one that receives the product and gives something in return, is the consumer. In B2B models, the client is a company and will therefore be illustrated with the previous company icon. The general company-client relation is the same in both business systems.

    4. SUPPLIER
    Although we prefer not to include much of the secondary stakeholders, sometimes it is relevant to show how the supplier side of a business system works. This icon can also be used for service suppliers like web or marketing agencies.

    5. NON-PROFIT
    Unions or charity organizations are not focused on making money but often they do haven an impact on your organization. If relevant you can add this player to the system.

    6. GOVERNMENT
    Many companies do not like the involvement of a government on their business model, except when they have some money to offer.

    7. PRODUCT
    The first, most straightforward offer to clients is an actual product, ranging from basic commodities up to finished goods. A BMW car is one example, but today also digital products can be included.

    8. SERVICE
    A first way to upgrade your business model is to offer a service next to the product. BMW in this case will not only sell you a car, but will include maintenance and other services around the product. Of course, a lot of companies offer only services without product.

    9. EXPERIENCE
    The two concepts of product and service are commonly applied throughout our economy. In the last years, several companies have moved a step further by offering an experience to customers. BMW does not sell a car with a service in this case, but a driving experience.

    10. Money
    The typical currency that clients pay with, is money which is critical to company s revenue models. This is in contrast to exchange. The building blocks make a differentiation between two types of money. This first icon represents the normal value of a good, including profit.

    11. LESS MONEY
    This second icon represents money as well, but less than the normal amount covering cost and profit of what is offered. Usually this transaction implies that other revenue streams are added to the traditional business model.

    12. REPUTATION
    Today, the next upgrade to reputation can only be found in a few sectors. In these cases, ‘reputation’ selling can be described as the most essential brand experience. If you take the example of BMW, then you could say that some people don’t see their BMW as a driving experience but as the core values and reputation of the brand as such. Hereby, customers are able to shape their own identity with that of the company. Typically reputation will be placed in the top of Maslow’s hierarchy of needs, which makes this type of transaction extremely valuable to companies.

    13. EXPOSURE/ATTENTION
    Active exposure or attention is the next step in the evolution of currency. People are not only offering their own attention, but also that of their peers in their social environment. For some businesses the spreading of their ideas and brand values becomes more important than the immediate return in money. Of course, companies can’t just rely on active exposure, so their business model should include more players and other transactions. Many start-ups and even big web 2.0 companies are still struggling with this. There is a lot of exposure and value offered to clients, but there is no sustainable business model to capture that value in revenues and profit.

    14. CREDITS
    (Virtual) credit systems are on the rise. Therefor we have to add them to the business model blocks as well. Loyalty cards and similar are also covered

    15. DATA
    Information is one of the key items that’s being transfered in modern business models. Depending on the context a mixture of ‘information’ related items (content, data, knowledge, articles. ) are being used in relation to this block.

    16. RIGHT
    Ownership rights, IP and even the right to emit CO2 are items that stakeholders can exchange between each other. This must be the most abstract block but is necessary to illustrate the innovativeness of several models.

    These giants already found new business ideas with our kit:





    Using a SQL Server Logon Trigger #sql #server #consulting, #database #administration, #sql


    #

    One of my customers has an instance where many people log in as sa. We’re planning to change the password and rename the sa login, but we first need to know who is using it, and for what. To do this, I’ve put together an sa Logon Trigger. While I typically avoid triggers, I believe this one is very manageable because it is specific to only one login, and it is only collecting details from each login attempt.

    First I create a LogonAudit table to collect the logon details.

    CREATE TABLE LogonAudit

    But wait. We logged in one time, and we have more than one entry recorded in our LogonAudit table. Why? This happens because there are multiple SQL Server Services running in parallel. If you were to go in and stop all SQL Server Services except for SQL Server (MSSQLSERVER). then you would only capture one entry in the table for each login attempt.

    Maybe you want to disable it for some reason? Rather than deleting it, you can just DISABLE/ENABLE with these statements:

    DISABLE TRIGGER tr_LogonTrigger ON ALL SERVER

    ENABLE TRIGGER tr_LogonTrigger ON ALL SERVER

    See more details here regarding the SQL Server Logon Trigger:

    4 comments:

    Thanks for your post, in my experience logon triggers can become really expensive to the point of creating serious performance issues depending on the number of logon events happening.

    A small improvement you can do in this trigger is first of all validate

    that way you can exit the trigger without further action in 99.9% of the cases. (unless you have everyone using sa , of course)

    Processing the xml and then asking would be a waste of resources.

    Great script, but instead of logging it to a table we put it into the SQL logs. This change meant I would not need to manage another db on my servers; by using exec xp_logevent we achieve the same as a table and it seems to work quite well for our means and tracks the users that need to be tracked.


    Business Model Definition #veteran #business #loans

    #business models

    #

    Business Model

    What is a ‘Business Model’

    A business model is the way in which a company generates revenue and makes a profit from company operations. Analysts use the metric gross profit as a way to compare the efficiency and effectiveness of a firm’s business model. Gross profit is calculated by subtracting the cost of goods sold from revenues .

    VIDEO

    Loading the player.

    BREAKING DOWN ‘Business Model’

    During the dotcom boom analysts went in search of net income. The internet is a disruptive technology with the ability to revolutionize certain industries, but where was the cash flow? When analysts couldn’t find the cash flow, they settled for the business model to legitimize the industry. Instead of looking at net income, calculated as gross profit minus operating expenses, analysts concentrated on gross profit. If the gross profit was high enough, analysts theorized, the cash flow would come.

    Business Model Components

    The two primary levers of a company’s business model are pricing and costs. A company can raise prices and it can find inventory at reduced costs. Both actions increase gross profit. Gross profit is often considered the first line of profitability because it only considers costs, not expenses. It focuses strictly on the way in which a company does business, not the efficiency of management. Investors that focus on business models are leaving room for an ineffective management team. They believe the best business models can run themselves.

    Comparing Business Models

    As an example, assume there are two companies and both companies rent movies. Prior to the internet, both companies made $5 million in revenues and the total cost of inventory sold was $4 million. Gross profit is calculated as $5 million minus $4 million, or $1 million. Gross profit margin is calculated as gross profit divided by revenues, or 20%.

    After the advent of the internet, company B decides to offer movies online instead of renting or selling a physical copy. This change disrupts the business model in a positive way. The licensing fees do not change, but the cost of holding inventory is down considerably. In fact, the change reduces storage and distribution costs by $2 million. The new gross profit for the company is $5 million minus $2 million, or $3 million. The new gross profit margin is 60%, which is much higher than 20%.

    Company B isn’t making more in sales, but it figured out a way to revolutionize its business model, which greatly reduces costs. Managers at company B have an additional 40% more in margin to play with than managers at company A. Managers at company A have little room for error.





    BPMN Specification – Business Process Model and Notation #business #degrees

    #business process

    #

    Object Management Group
    Business Process Model and Notation

    Charter

    A standard Business Process Model and Notation (BPMN) will provide businesses with the capability of understanding their internal business procedures in a graphical notation and will give organizations the ability to communicate these procedures in a standard manner. Furthermore, the graphical notation will facilitate the understanding of the performance collaborations and business transactions between the organizations. This will ensure that businesses will understand themselves and participants in their business and will enable organizations to adjust to new internal and B2B business circumstances quickly.

    Current BPMN Specification

    BPM Certification

    The OCEB program consists of five examinations, granting five Certifications. Above the single Fundamental level, the program splits into two tracks – one Business-oriented. the other Technically oriented.

    Credentials are important in the BPM world, where practitioners may work on many projects for different clients or employers over time. The twenty-five experts from top BPM companies and well-known independent consultants who designed the OCEB topical coverage and wrote the exam questions want peers and prospective employers to feel confident about a certified candidate’s ability to participate in or lead real-world initiatives in enterprise BPM. Your status as an OCEB Certified Professional shows current and future employers or clients that you have the required knowledge and skills, making you a more attractive candidate for hiring and promotion.

    Frequently Asked Questions (FAQ)

    The Business Process Modeling Notation (BPMN) is a graphical notation that depicts the steps in a business process. BPMN depicts the end to end flow of a business process. The notation has been specifically designed to coordinate the sequence of processes and the messages that flow between different process participants in a related set of activities.

    Why is BPMN important?

    The world of business processes has changed dramatically over the past few years. Processes can be coordinated from behind, within and over organizations natural boundaries. A business process now spans multiple participants and coordination can be complex. Until BPMN, there has not been a standard modelling technique developed that addresses these issues. BPMN has been developed to provide users with a royalty free notation. This will benefit users in a similar manner in which UML standardised the world of software engineering. There will be training courses, books and a body of knowledge that users can access in order to better implement a business process.

    Who is BPMN targeted at?

    BPMN is targeted at a high level for business users and at a lower level for process implementers. The business users should be able to easily read and understand a BPMN business process diagram. The process implementer should be able to adorn a business process diagram with further detail in order to represent the process in a physical implementation. BPMN is targeted at users, vendors and service providers that need to communicate business processes in a standard manner.

    What does this mean for UML users?

    The unified modelling language (UML) takes an object-oriented approach to the modeling of applications, while BPMN takes a process-oriented approach to modelling of systems. Where BPMN has a focus on business processes, the UML has a focus on software design and therefore the two are not competing notations but are different views on systems. The BPMN and the UML are compatible with each other. A business process model does not necessarily have to be implemented as an automated business process in a process execution language. Where this is the case, business processes and participants can be mapped to constructs such as use cases and behavioural models in the UML. Further white papers will follow on the mapping between these techniques.

    Will there be a major rewrite?

    Not for 2 or 3 years.

    What is the relationship between BPMN and BPEL?

    BPEL is an XML-based language for describing a business process in which most of the tasks represent interactions between the process and external Web services. The BPEL process itself is represented as a Web service, and is realized by a BPEL engine which executes the process description. BPMN is a standard set of diagramming conventions for describing business processes. It is designed to visualize a rich set of process flow semantics within a process and the communication between independent processes. It is intended to support capture of sufficient detail to allow it to be the source of an executable process description. Since BPEL is currently considered the most important standard for execution languages, a translation to BPEL is specified in the BPMN standard. By design there are some limitations on the process topologies that can be described in BPEL, so it is possible to represent processes in BPMN that cannot be mapped to BPEL. There are a few concepts, such as Ad-Hoc sub-proceses, that BPMN can represent that may not be implemented with any technology.

    Click here to get your own BPMN Quick Guide.





    Canada’s Business Model Competition #local #business #listing

    #canadian business

    #

    Dalhousie University’s Norman Newman Centre for Entrepreneurship is home for two real movers and shakers: Dr. Ed Leach, the Director, and Dr. Mary Kilfoil, the Academic Lead. Ed and Mary have created a collaborative space for students from all faculties to grow as entrepreneurs and innovators. With their Launch Dal programming, Ed and Mary have [ ]

    Callum Mayer grew up in the Maritimes and studied at Dalhousie University where he completed his Bachelor of Commerce with a major in Finance. Callum wanted to become an entrepreneur from an early age, especially when he saw the success of local entrepreneurial ventures, such as Pete’s Fr00tique. For his third co-op, Callum undertook an [ ]

    Megan McCarthy is originally from Calgary, Alberta. She did three years of an engineering degree and a stint in the oil and gas industry before relocating to Halifax, NS. Megan completed a Bachelor of Management, Environment, Sustainability, and Society at Dalhousie University where she met Ed while taking one of his classes. Ed encouraged her [ ]

    The Starting Lean Initiative in collaboration with Deloitte, McInnes Cooper, Dalhousie University and the Rowe School of Business is excited to announce they will be hosting Canada’s Business Model Competition (CBMC) again! The event will take place at Dalhousie University in Halifax, Nova Scotia from March 13-14. Student entrepreneurs from across Canada are invited to [ ]

    Of course you can teach entrepreneurship, but the real question[ ] is who can you teach it to? I believe that you can only teach it to the segment of the population who raise their hand and desperately want to learn it Steve Blank On Friday, March 14th over 100 entrepreneurs, students, academics, government employees [ ]

    Media Release March 16, 2014 Student Entrepreneurs Compete for Seat at Brigham Young A team of student entrepreneurs from Wilfrid Laurier University has won first prize at the second annual Canada’s Business Model Competition held March 14-15 at Dalhousie University’s Rowe School of Business. Canada’s Business Model Competition is the national qualifier competition [ ]

    Dr. Ted Zoller Director of the Centre for Entrepreneurial Studies and Associate Professor of Strategy and Entrepreneurship University of North Carolina Chapel Hill A senior fellow for the Ewing Marion Kauffman Foundation, Ted Zoller performs research and advises Foundation leaders on entrepreneurship strategies and programs. Zoller was director of the Center for Entrepreneurial Studies at the Kenan-Flagler [ ]

    Please Join us on March 14 – 15, 2014 at the Dalhousie Faculty of Management for the second annual Canada’s Business Model Competition®. Canada’s Business Model Competition® is the national qualifier competition for the International Business Model Competition and is organized by the Starting Lean Initiative, a project of the Norman Newman Centre for Entrepreneurship. [ ]

    As part of this year s Canada s Business Model Competition, the Starting Lean Initiative and Dalhousie University are excited to announce that we will be hosting a fireside chat with Steve Blank. This will be held in the Potter Auditorium at the Kenneth Rowe School of Business at 4 pm on Friday, March 14th. Steve Blank is a [ ]

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    Canada’s Business Model Competition #free #business #checking

    #canadian business

    #

    Dalhousie University’s Norman Newman Centre for Entrepreneurship is home for two real movers and shakers: Dr. Ed Leach, the Director, and Dr. Mary Kilfoil, the Academic Lead. Ed and Mary have created a collaborative space for students from all faculties to grow as entrepreneurs and innovators. With their Launch Dal programming, Ed and Mary have [ ]

    Callum Mayer grew up in the Maritimes and studied at Dalhousie University where he completed his Bachelor of Commerce with a major in Finance. Callum wanted to become an entrepreneur from an early age, especially when he saw the success of local entrepreneurial ventures, such as Pete’s Fr00tique. For his third co-op, Callum undertook an [ ]

    Megan McCarthy is originally from Calgary, Alberta. She did three years of an engineering degree and a stint in the oil and gas industry before relocating to Halifax, NS. Megan completed a Bachelor of Management, Environment, Sustainability, and Society at Dalhousie University where she met Ed while taking one of his classes. Ed encouraged her [ ]

    The Starting Lean Initiative in collaboration with Deloitte, McInnes Cooper, Dalhousie University and the Rowe School of Business is excited to announce they will be hosting Canada’s Business Model Competition (CBMC) again! The event will take place at Dalhousie University in Halifax, Nova Scotia from March 13-14. Student entrepreneurs from across Canada are invited to [ ]

    Of course you can teach entrepreneurship, but the real question[ ] is who can you teach it to? I believe that you can only teach it to the segment of the population who raise their hand and desperately want to learn it Steve Blank On Friday, March 14th over 100 entrepreneurs, students, academics, government employees [ ]

    Media Release March 16, 2014 Student Entrepreneurs Compete for Seat at Brigham Young A team of student entrepreneurs from Wilfrid Laurier University has won first prize at the second annual Canada’s Business Model Competition held March 14-15 at Dalhousie University’s Rowe School of Business. Canada’s Business Model Competition is the national qualifier competition [ ]

    Dr. Ted Zoller Director of the Centre for Entrepreneurial Studies and Associate Professor of Strategy and Entrepreneurship University of North Carolina Chapel Hill A senior fellow for the Ewing Marion Kauffman Foundation, Ted Zoller performs research and advises Foundation leaders on entrepreneurship strategies and programs. Zoller was director of the Center for Entrepreneurial Studies at the Kenan-Flagler [ ]

    Please Join us on March 14 – 15, 2014 at the Dalhousie Faculty of Management for the second annual Canada’s Business Model Competition®. Canada’s Business Model Competition® is the national qualifier competition for the International Business Model Competition and is organized by the Starting Lean Initiative, a project of the Norman Newman Centre for Entrepreneurship. [ ]

    As part of this year s Canada s Business Model Competition, the Starting Lean Initiative and Dalhousie University are excited to announce that we will be hosting a fireside chat with Steve Blank. This will be held in the Potter Auditorium at the Kenneth Rowe School of Business at 4 pm on Friday, March 14th. Steve Blank is a [ ]

    Post navigation





    Model articles of association for limited companies – Detailed guidance #business #advertising

    #business articles 2010

    #

    Model articles of association for limited companies

    Contents

    Amendments to model articles

    The model articles were amended by the Mental Health (Discrimination) Act 2013 on 28 April 2013 to remove the provision for terminating a director’s appointment on grounds of mental health. This provision could be found in:

    • paragraph 18(e) of the model articles for private companies limited by shares or by guarantee
    • paragraph 22(e) of the model articles for public companies

    You don’t have to remove the provision if it’s in your articles, but you can do so by amending your articles or by adopting the newer model articles.

    Which versions apply

    The latest model articles apply by default to all private and public limited companies incorporated on or after 28 April 2013.

    The older model articles continue to apply by default to all companies incorporated between 1 October 2009 and 27 April 2013 (inclusive).

    Table A

    Table A is the name given to the prescribed format for articles of association of a company limited by shares under the Companies Act 1985 and earlier legislation.

    When a company limited by shares was incorporated, it didn’t need to file articles if it used ‘Table A’ as its articles. If you want to see the regulations that govern the management of the company, you’ll need to refer to the relevant ‘Table A’ – the version which was in force at the date of the company’s incorporation.

    Later versions of ‘Table A’ don’t affect a company registered before the new versions took effect.

    The first prescribed format, made in The Joint Stock Companies Act, 1856, were called ‘Table B’, because they were preceded by a form of Memorandum of Association called ‘Form A’.

    The articles were first called ‘Table A’ in The Companies Act 1862 and the naming convention continued for the acts which followed.

    List of Table A

    The following are versions of ‘Table A’ prescribed by:

    Disclaimer

    The ‘Table A’ documents provided above have been reproduced from the original published Acts, Order or Instruments listed above and are correct to the best of our knowledge. Companies House accepts no responsibility for any errors or omissions. Reliance should be placed solely on the relevant legislation as published by Office of Public Sector Information .

    Published: 21 November 2014 Updated: 3 March 2015

    + full page history

    3 March 2015 11:46am Welsh translation added 12 December 2014 12:30pm Updated with information and access to Table A. 21 November 2014 1:34pm First published.





    Business Model Definition #business #insurance #quote

    #business models

    #

    Business Model

    What is a ‘Business Model’

    A business model is the way in which a company generates revenue and makes a profit from company operations. Analysts use the metric gross profit as a way to compare the efficiency and effectiveness of a firm’s business model. Gross profit is calculated by subtracting the cost of goods sold from revenues .

    VIDEO

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    BREAKING DOWN ‘Business Model’

    During the dotcom boom analysts went in search of net income. The internet is a disruptive technology with the ability to revolutionize certain industries, but where was the cash flow? When analysts couldn’t find the cash flow, they settled for the business model to legitimize the industry. Instead of looking at net income, calculated as gross profit minus operating expenses, analysts concentrated on gross profit. If the gross profit was high enough, analysts theorized, the cash flow would come.

    Business Model Components

    The two primary levers of a company’s business model are pricing and costs. A company can raise prices and it can find inventory at reduced costs. Both actions increase gross profit. Gross profit is often considered the first line of profitability because it only considers costs, not expenses. It focuses strictly on the way in which a company does business, not the efficiency of management. Investors that focus on business models are leaving room for an ineffective management team. They believe the best business models can run themselves.

    Comparing Business Models

    As an example, assume there are two companies and both companies rent movies. Prior to the internet, both companies made $5 million in revenues and the total cost of inventory sold was $4 million. Gross profit is calculated as $5 million minus $4 million, or $1 million. Gross profit margin is calculated as gross profit divided by revenues, or 20%.

    After the advent of the internet, company B decides to offer movies online instead of renting or selling a physical copy. This change disrupts the business model in a positive way. The licensing fees do not change, but the cost of holding inventory is down considerably. In fact, the change reduces storage and distribution costs by $2 million. The new gross profit for the company is $5 million minus $2 million, or $3 million. The new gross profit margin is 60%, which is much higher than 20%.

    Company B isn’t making more in sales, but it figured out a way to revolutionize its business model, which greatly reduces costs. Managers at company B have an additional 40% more in margin to play with than managers at company A. Managers at company A have little room for error.





    Tutorial: Business Model Brainstorm Tool – Template – Board of Innovation #small

    #business models

    #

    Design your business model:

    Excel is not the most engaging innovation tool, is it? Discussions on business models often end up in total confusion. You re talking about multiple revenue streams, tens of partners, and many transactions going back and forth. It s pretty hard to keep all information top of mind, let alone be creative. That s why we developed a visual brainstorm method for this kind of challenges! Perfect for individual and team brainstorms about new business ideas. For those who are familiar with the Business Model Canvas by Alex Osterwalder. this methods works in perfect harmony!

    “If you think designing a business model is complex, difficult or boring…you must try the Business Model Toolkit from the Board of Innovation! It is simply brilliant, easy and flexible at the same time. The toolkit is an amazing way of seeing and designing business models.” Maria Ana Neves, Sintese Azul (UK)

    UPDATE:Get on the waiting list and be first in line to receive our new business model kit! We ll send you a notification once they are ready to ship!

    So how will this tool help me?

    This brainstorm kit visualizes how you plan to make money. You can set up different revenue models to compare during your brainstorm sessions. The kit is perfect to present your business idea to a large group. This tool has been developed by the Board of Innovation to bring you one step closer to bringing your idea to reality.

    How do I use this tool?

    Find an inspiring spot and ideally some bright minds
    Start by naming all the (potential) actors in your ecosystem
    Map out the initial transactions with your customers
    Add other transactions with suppliers, partners, and other stakeholders
    Design new business model scenarios and play around with it
    Find inspiration in successful business model examples

    16 BLOCKS TO VISUALIZE YOUR BUSINESS MODEL

    All our business model examples are visualized with this set of 16 building blocks. To give more insight in how this works, we give a brief overview of the different building blocks. Using a common, visual language enables you to easily communicate business models to different audiences, to learn from successful models in other industries, and to quickly generate new variations and business models of the future.

    Once you grasp the building blocks below, check out our business model tools to design your own business model in seconds. Share the results in your organization and let us know what you think about this method.

    1. YOUR ORGANIZATION
    This is where your business model starts to get shape. Place this block in the center and build your model around it.

    2. THE COMPANY
    The second most important block is the company. In most models this will be the actor that offers a product or service.

    3. THE CONSUMER
    The one that receives the product and gives something in return, is the consumer. In B2B models, the client is a company and will therefore be illustrated with the previous company icon. The general company-client relation is the same in both business systems.

    4. SUPPLIER
    Although we prefer not to include much of the secondary stakeholders, sometimes it is relevant to show how the supplier side of a business system works. This icon can also be used for service suppliers like web or marketing agencies.

    5. NON-PROFIT
    Unions or charity organizations are not focused on making money but often they do haven an impact on your organization. If relevant you can add this player to the system.

    6. GOVERNMENT
    Many companies do not like the involvement of a government on their business model, except when they have some money to offer.

    7. PRODUCT
    The first, most straightforward offer to clients is an actual product, ranging from basic commodities up to finished goods. A BMW car is one example, but today also digital products can be included.

    8. SERVICE
    A first way to upgrade your business model is to offer a service next to the product. BMW in this case will not only sell you a car, but will include maintenance and other services around the product. Of course, a lot of companies offer only services without product.

    9. EXPERIENCE
    The two concepts of product and service are commonly applied throughout our economy. In the last years, several companies have moved a step further by offering an experience to customers. BMW does not sell a car with a service in this case, but a driving experience.

    10. Money
    The typical currency that clients pay with, is money which is critical to company s revenue models. This is in contrast to exchange. The building blocks make a differentiation between two types of money. This first icon represents the normal value of a good, including profit.

    11. LESS MONEY
    This second icon represents money as well, but less than the normal amount covering cost and profit of what is offered. Usually this transaction implies that other revenue streams are added to the traditional business model.

    12. REPUTATION
    Today, the next upgrade to reputation can only be found in a few sectors. In these cases, ‘reputation’ selling can be described as the most essential brand experience. If you take the example of BMW, then you could say that some people don’t see their BMW as a driving experience but as the core values and reputation of the brand as such. Hereby, customers are able to shape their own identity with that of the company. Typically reputation will be placed in the top of Maslow’s hierarchy of needs, which makes this type of transaction extremely valuable to companies.

    13. EXPOSURE/ATTENTION
    Active exposure or attention is the next step in the evolution of currency. People are not only offering their own attention, but also that of their peers in their social environment. For some businesses the spreading of their ideas and brand values becomes more important than the immediate return in money. Of course, companies can’t just rely on active exposure, so their business model should include more players and other transactions. Many start-ups and even big web 2.0 companies are still struggling with this. There is a lot of exposure and value offered to clients, but there is no sustainable business model to capture that value in revenues and profit.

    14. CREDITS
    (Virtual) credit systems are on the rise. Therefor we have to add them to the business model blocks as well. Loyalty cards and similar are also covered

    15. DATA
    Information is one of the key items that’s being transfered in modern business models. Depending on the context a mixture of ‘information’ related items (content, data, knowledge, articles. ) are being used in relation to this block.

    16. RIGHT
    Ownership rights, IP and even the right to emit CO2 are items that stakeholders can exchange between each other. This must be the most abstract block but is necessary to illustrate the innovativeness of several models.

    These giants already found new business ideas with our kit:





    Canada’s Business Model Competition #business #accounting

    #canadian business

    #

    Dalhousie University’s Norman Newman Centre for Entrepreneurship is home for two real movers and shakers: Dr. Ed Leach, the Director, and Dr. Mary Kilfoil, the Academic Lead. Ed and Mary have created a collaborative space for students from all faculties to grow as entrepreneurs and innovators. With their Launch Dal programming, Ed and Mary have [ ]

    Callum Mayer grew up in the Maritimes and studied at Dalhousie University where he completed his Bachelor of Commerce with a major in Finance. Callum wanted to become an entrepreneur from an early age, especially when he saw the success of local entrepreneurial ventures, such as Pete’s Fr00tique. For his third co-op, Callum undertook an [ ]

    Megan McCarthy is originally from Calgary, Alberta. She did three years of an engineering degree and a stint in the oil and gas industry before relocating to Halifax, NS. Megan completed a Bachelor of Management, Environment, Sustainability, and Society at Dalhousie University where she met Ed while taking one of his classes. Ed encouraged her [ ]

    The Starting Lean Initiative in collaboration with Deloitte, McInnes Cooper, Dalhousie University and the Rowe School of Business is excited to announce they will be hosting Canada’s Business Model Competition (CBMC) again! The event will take place at Dalhousie University in Halifax, Nova Scotia from March 13-14. Student entrepreneurs from across Canada are invited to [ ]

    Of course you can teach entrepreneurship, but the real question[ ] is who can you teach it to? I believe that you can only teach it to the segment of the population who raise their hand and desperately want to learn it Steve Blank On Friday, March 14th over 100 entrepreneurs, students, academics, government employees [ ]

    Media Release March 16, 2014 Student Entrepreneurs Compete for Seat at Brigham Young A team of student entrepreneurs from Wilfrid Laurier University has won first prize at the second annual Canada’s Business Model Competition held March 14-15 at Dalhousie University’s Rowe School of Business. Canada’s Business Model Competition is the national qualifier competition [ ]

    Dr. Ted Zoller Director of the Centre for Entrepreneurial Studies and Associate Professor of Strategy and Entrepreneurship University of North Carolina Chapel Hill A senior fellow for the Ewing Marion Kauffman Foundation, Ted Zoller performs research and advises Foundation leaders on entrepreneurship strategies and programs. Zoller was director of the Center for Entrepreneurial Studies at the Kenan-Flagler [ ]

    Please Join us on March 14 – 15, 2014 at the Dalhousie Faculty of Management for the second annual Canada’s Business Model Competition®. Canada’s Business Model Competition® is the national qualifier competition for the International Business Model Competition and is organized by the Starting Lean Initiative, a project of the Norman Newman Centre for Entrepreneurship. [ ]

    As part of this year s Canada s Business Model Competition, the Starting Lean Initiative and Dalhousie University are excited to announce that we will be hosting a fireside chat with Steve Blank. This will be held in the Potter Auditorium at the Kenneth Rowe School of Business at 4 pm on Friday, March 14th. Steve Blank is a [ ]

    Post navigation





    Business Model vs #business #proposal #examples

    #business plan model

    #

    Business Model vs. Business Plan vs. Business Planning

    What s a business model? How does it relate to a business plan? Or, better yet, business planning? They live together. They synchronize. Your business planning makes your business model happen. And your business plan is a regular step in your business planning. It isn t business plan vs. business model, the way some people seem to think. The business model is like a destination. The planning is how you re going to get there.

    Alan Gleeson sent me a copy of the book shown here, Business Model Generation. It s also a website. and perhaps most important, a collective work on what a business model is and how to use it. With an excellent website and a very intriguing way of sharing the work, the thoughts, and the collective creativity. That part of it is fascinating, well worth the visit, even if it weren t also an excellent summary of the business model.

    Just to give you the idea, here below I ve taken just a blog-sized clip from a proposed one-page business model summary. That s. taken from the web (you can click it to go to the full-size original ):

    I m so glad to see this new work on business model. I confess, I ve thought of the phrase business model as just a trendy buzzword for how you make money in the business. While I think that s still true, at least to some extent, this kind of organized thinking is obviously valuable, if you use it right.

    Alan, who is managing director of Palo Alto Software s UK Subsidiary, recently answered the business model vs. business plan question in a quest post on TechCrunch :

    it is worth clarifying the difference between a business plan and a business model. A business plan details the business opportunity you are seeking to exploit. A business model takes the form of either a simple verbal description or a one page visual representation.

    Alan also adds this important note about what a business plan really is:

    modern business planning is flexible, agile and concise, and more about goal setting than bound physical documents. This planning process brings numerous benefits for the entrepreneur, not least an ability to look at the operation holistically, to ensure internal focus and to ensure that cash flow management is a key priority.

    I said above that the business model is like a destination, and the planning is how you get there. Let me add that the planning I recommend isn t just a map, or a route; it s that plus a GPS and real-time traffic and weather information. And in that analogy, the business model is the destination.

    Thanks for the reminder. I actually got a copy of this book a few months ago and it promptly got buried under more books. This makes me want to use for a new project I m working on.

    I think business planning needs to take a step beyond both business plans and the business model concept.

    My understanding is that business models are that which establishes a business mission, process, marketing strategy and executes them to test viability strengths and ultimately success. Once the test is done return to the model to improve it.

    That said I believe one should simply make use of a tried business plan build the model, around it restructure retry until it is found sound. Such a model can be used and reused as a template for businesses in that particular industry/market.

    The one-page Business Model contains no numbers or mention of competitors or risks. Its purpose is to explain the landscape and the mission. The Business Plan s purpose is to convince (e.g. potential investors and partners) that the mission is attainable (despite the competitors and risks). The Strategic Plan provides the details of the how to achieve the goal the actual path and timeline. I would like to see a unified process defined for creating the three documents in sequence.

    simplulo, thanks for the comment, but I disagree with the business plan s purpose is to convince . The situation and context defines the purpose of a business plan. For example, my favorite business plans have the purpose of setting the steps into the right sequence, and defining the metrics, and layout out meaningful projections, to help manage and steer the business; to be used by the business owners. Of course some business plans do, indeed, have the purpose you suggest; but that s far from universal. And a lot of us would define a strategic plan differently than you do, but there again, you re definition is as right as anybody else s, as long as you don t try to say that s universal. I don t think of a strategic plan as defining the actual path and timeline. My point: it s not as simple and well defined as you suggest.

    Agreed, but it wasn t my intention to provide details, rather to express the need that led me to this page (and many others). I gave three sentences, one for each document in a sequence, followed by the takeaway: I would like to see a unified process for creating the three documents. Among the many business-plan structures I found was one whose sections mapped neatly to regions of the Business Model Canvas: 1. Marketing Plan, 2. Operational Plan, 3. Financial Plan. That was a start.

    How LivePlan makes your business more successful

    If you re writing a business plan you’re in luck. Online business planning software makes it easier than ever before to put together a business plan for your business.

    As you ll see in a moment LivePlan is more than just business plan software though. It s a knowledgable guide combined with a professional designer coupled with a financial wizard. It ll help you get over the three most common business hurdles with ease.

    Let s take a look at those common hurdles and see how producing a top notch business plan sets your business up for success.