Business Model Innovation for Management Consultants

Business Model Innovation for Management Consultants

What you’ll learn

How to Innovate the Business Model
Understand the Business Model Canvas
Design Innovative Business Model
Master Different Types of Innovation
How to estimate in Excel whether the innovation makes sense
How Tesla, Disney, Apple, Google have innovated
Create Innovative Revenue Streams
Deliver Innovative Value Proposition
Practical Strategies that will accelerate the growth of your business
Apply in practice the Blue Ocean Strategy

Requirements

Basic or intermediate Excel
Basic knowledge of economics

Description

What is the aim of this course?Consulting firms are hired very often to help to change the Business Model. Those projects are difficult as you have to generate innovation and convince the firm to change. There is no one recipe for how to innovate. However, there are some proven techniques, frameworks, and approaches that will help you find a way to innovate the Business Model. In this course, I will teach you how to pick the right Business Model Innovation technique during consulting projects.In the course you will learn the following things:What frameworks, tools techniques you can use to Innovate your Business ModelHow others have implemented the InnovationHow to estimate the potential impact of the Business Model Innovation in ExcelThis course is based on my 15 years of experience as a consultant in top consulting firms and as a Board Member responsible for strategy, performance improvement, and turn-arounds in the biggest firms from Retail, FMCG, SMG, B2B, and services sectors that I worked for. I have carried out or supervised over 90 different performance improvement projects in different industries that generated a total of 2 billion in additional EBITDA. On the basis of what you will find in this course, I have trained in person over 100 consultants, business analysts, and managers who now are Partners in PE and VC funds, Investment Directors and Business Analysts in PE and VC, Operational Directors, COO, CRO, CEO, Directors in Consulting Companies, Board Members, etc. On top of that my courses on Udemy were already taken by more than 181 000 students including people working in EY, Walmart, Booz Allen Hamilton, Adidas, Naspers, Alvarez & Marsal, PwC, Dell, Walgreens, Orange, and many others.I teach through case studies, so you will have a lot of lectures showing examples of analyses, and tools that we use. To every lecture, you will find attached (in additional resources) the Excels as well as additional presentations, and materials shown in the lectures so as a part of this course you will also get a library of ready-made analyses that can, with certain modifications, be applied by you or your team in your work.Why have I decided to create this course?Business Model Innovation is extremely hard. You not only have to come up with a good business idea but also it has to make economical sense. On top of that, you have to convince the customer to sacrifice short-term profits for the long-term perspective. Most consulting firms, don’t give you the full toolbox that you need. This may lead to huge frustration during consulting projects and a lot of inefficiencies.Therefore, I have decided to create this course that will help students understand the main methods to innovate. The course will give you the knowledge and insight into real-life case studies that will make your life during a consulting project much easier. Thanks to this course, you will know what and how to do during consulting projects, devoted to business model innovation. You will master how to generate potential innovations, analyze data and draw conclusions from the analyses. On top of that, you see how other famous firms have used the tools that we will talk about.To sum it up, I believe that if you want to become a world-class Management Consultant or Business Analyst you have to have a pretty decent understanding of business model innovation. That is why, I highly recommend this course to Management Consultants or Business Analysts, especially those who want to specialize in strategy or develop their own business. The course will help you become an expert in business model innovation on the level of McKinsey, BCG, Bain, and other top consulting firms.In what way will you benefit from this course?The course is a practical, step-by-step guide loaded with tons of analyses, tricks, and hints that will significantly improve the speed with which you understand, and analyze businesses. There is little theory – mainly examples, a lot of tips from my own experience as well as other notable examples worth mentioning. Our intention is that thanks to the course you will learn:What frameworks, tools techniques you can use to Innovate your Business ModelHow others have implemented the InnovationHow to estimate the potential impact of the Business Model Innovation in ExcelYou can also ask me any question either through the discussion field or by messaging me directly.How the course is organized?The course is divided currently into the following sections:Introduction. We begin with a little introduction to the course as well as some general info on how the course is organizedThe Business Model Canvas. To describe business models, you can use many tools. One of the most popular ones is the so-called Business Model Canvas. We will discuss it in this section.Innovation in Customer Segments. One of the biggest sources of innovation is to play with customer segments. In this section, we will discuss techniques that you can use to innovate in customer segments.Value Proposition Innovation. Another great source of innovation is to work on the Value Proposition. We will discuss in this section, what techniques you can use to innovate the Value Proposition.Modeling the Business in Excel. During M&A projects you will quite often have to create a model of the business in Excel. I will show you how to do that using a few examples.Valuation. During consulting projects, especially devoted to M&A or due diligence you will have to evaluate a specific business. In this section, I will show you examples of how to do it in practice.Innovation in Key Resources. Some firms resort to Innovation in the Key Resources department. We will discuss in this section how you can beat your competition by innovating in this area.Innovation in Key Activities. You can also look at Key Activities and innovate in this area as well. In this section, we will see how you can do that in practice.Innovation in Cost Structure. Firms, unfortunately, overlook innovations that can be done on the cost side. In this section, we will see what techniques can be used in this area and what have done some bold firms in this area.Innovation in Revenue Streams & Sales channels. Fast effects can be achieved by innovating Revenue Streams or playing with the Sales Channels. In this section, we will look at examples of techniques and case studies.Innovation in Key Partners. Some industries require you to innovate also in the area of Key Partners. Thanks to that you can build a powerful competitive advantage. In this section, we will look at some examples.Innovation in Customer Relationship. In many industries, we have seen many innovations in Customer Relationships. In the last section, we will look at some examples and techniques that may prove useful.You will be able also to download many additional resourcesUseful frameworks and techniquesAnalyses shown in the courseAdditional resourcesLinks to additional presentations, articles, and moviesLinks to books worth readingAt the end of my course, students will be able to…How to innovate the business modelUnderstand the Business Model CanvasHow to estimate in Excel whether the innovation makes senseDesign Innovative Business ModelsHow Tesla, Disney, Apple, and Google have innovatedMaster Different Types of InnovationCreate Innovative Revenue StreamsCreate Innovation on the Cost SideDeliver Innovative Value PropositionCreate Innovation related to Key Resources & Key PartnersPractical Strategies that will accelerate the growth of your businessApply the Blue Ocean StrategyWho should take this course? Who should not?Management Consultants and Business AnalystsManagersStartup FoundersInvestment AnalystsManagers responsible for Acquisitions and MergersWhat will students need to know or do before starting this course?Basic or intermediate ExcelBasic knowledge of economicsBasic or intermediate knowledge of finance & accounting

Overview

Section 1: Introduction

Lecture 1 Introduction

Lecture 2 A little bit about me

Lecture 3 How the course is organized

Lecture 4 How to deal with Blurry image

Lecture 5 How to reach additional resources

Section 2: The Business Model Canvas

Lecture 6 The Business Model Canvas – Introduction

Lecture 7 What is the Business Model Canvas

Lecture 8 McDonalds business model

Lecture 9 Change the business model – Netflix – General

Lecture 10 Change the business model – Netflix – Details Part 1

Lecture 11 Change the business model – Netflix – Details Part 2

Section 3: Innovation in Customer Segments

Lecture 12 Innovation in Customer Segments – Introduction

Lecture 13 Blue Ocean – Introduction

Lecture 14 Blue Ocean – Non Users

Lecture 15 4 frameworks

Lecture 16 Blue Ocean Strategy – 6 paths to achieve it

Lecture 17 Blue Ocean – Starbucks

Lecture 18 Blue Ocean – Citizen M

Lecture 19 Blue Ocean – Zappos

Lecture 20 Jobs to be done framework – Introduction

Lecture 21 Jobs To Be Done – Definition

Lecture 22 Jobs to be done – Examples

Lecture 23 Jobs to Be Done – How to use it to improve an existing product

Lecture 24 Jobs to Be Done – How to use it to create a new product

Lecture 25 Jobs to Be Done – How to find them

Lecture 26 Who is your competitor?

Lecture 27 Enabling Investments – Introduction

Lecture 28 Enabling Investments – Examples

Section 4: Value Proposition Innovation

Lecture 29 Value Proposition Innovation – Introduction

Lecture 30 Expand the brand

Lecture 31 New products within old categories – Introduction

Lecture 32 New products within old categories – Case Introduction

Lecture 33 New products within old categories – Case Solution – Vaccum Cleaners estimation

Lecture 34 New products within old categories – Case Solution – the rest of estimation

Lecture 35 New products within old categories – Case Solution – PowerPoint

Lecture 36 New products expanding brand – Introduction

Lecture 37 How to expand the brand – Milk Producer – Introduction

Lecture 38 How to expand the brand – Solution – Part 1

Lecture 39 How to expand the brand – Solution – Part 2

Lecture 40 How to expand the brand – Solution – Scatter Graph

Lecture 41 Does it make sense to introduce new services or product – Introduction

Lecture 42 Does it make sense to introduce new services or product – Solution – Coffee only

Lecture 43 Does it make sense to introduce new services or product – Solution – Soups

Lecture 44 Expand the product

Lecture 45 Simplify the product

Lecture 46 Integrate products

Lecture 47 Divide the products into smaller pieces

Lecture 48 Bundle Products

Lecture 49 Digitalize the product

Section 5: Innovations in Key Resources

Lecture 50 Innovation in Key Resources – Introduction

Lecture 51 Own Key Resources

Lecture 52 Crowdsource resources

Section 6: Innovations in Key Activities

Lecture 53 Innovation in Key Activities – Introduction

Lecture 54 Automation – General approach

Lecture 55 Make the Process Scalable – General Approach

Lecture 56 Make the Process Scalable – Case Introduction

Lecture 57 Make the Process Scalable – Case – Current Situation

Lecture 58 Make the Process Scalable – Case – Future Situation & Comparison

Lecture 59 Cost reduction Investment – Ceramic Tiles – Introduction

Lecture 60 Cost reduction Investment – Ceramic Tiles – Current Costs

Lecture 61 Cost reduction Investment – Ceramic Tiles – Future Costs

Lecture 62 Cost reduction Investment – Ceramic Tiles – NPV

Lecture 63 Cost reduction Investment – Ceramic Tiles – Solution in Power Point

Section 7: Innovation in the Cost Structure

Lecture 64 Innovation in the Cost Structure – Introduction

Lecture 65 Transfer costs to customers

Lecture 66 Transfer costs to suppliers

Lecture 67 Turn costs into revenues

Section 8: Innovations in Revenue Streams & Sales channels

Lecture 68 Innovation in Revenue Streams & Sales channels – Introduction

Lecture 69 Experiment with different sales channels

Lecture 70 Experiment with different revenue streams

Lecture 71 Innovative selling / revenue streams – Introduction

Lecture 72 Innovative selling / revenue streams – Milk example

Lecture 73 When to use specific revenue streams – Part 1

Lecture 74 When to use specific revenue streams – Part 2

Lecture 75 Ryanair

Lecture 76 Legimi

Lecture 77 DollarShaveClub

Lecture 78 Canva

Section 9: Innovation in Key Partners

Lecture 79 Innovation in Key Partners – Introduction

Lecture 80 Go up / down the value chain – Introduction

Lecture 81 Go up / down the value chain – When it makes sense

Lecture 82 Go up / down the value chain – Benefit System

Lecture 83 Go up / down the value chain – Zara

Section 10: Innovation in Customer Relationship

Lecture 84 Innovation in Customer Relationship

Lecture 85 3F

Lecture 86 Freemium

Lecture 87 Free Trial

Lecture 88 Free

Lecture 89 Freemium vs Free Trial vs Free – Case Introduction

Lecture 90 Freemium vs Free Trial vs Free – Examples of SaaS businesses

Lecture 91 Freemium vs Free Trial vs Free – Solution – Part 1

Lecture 92 Freemium vs Free Trial vs Free – Solution – Part 2

Lecture 93 Referral programs

Lecture 94 Affiliate programs

Lecture 95 How to scale up a business – best practices from top firms and Consulting

Section 11: Conclusions

Lecture 96 Bonus Lecture

Management Consultants,Managers,Startup Founders,CEO,Directors responsible for Strategy & Innovation,Directors responsible for M&A,Business Analysts,Investment Analysts

Course Information:

Udemy | English | 4h 48m | 1.27 GB
Created by: Asen Gyczew

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