Streaming media Business developments Microsoft developed a media player known as ActiveMovie in 1995 that allowed streaming media and included a proprietary streaming format which was the precursor to the streaming feature later in Windows Media Player 64 in 1999 ID: 782157
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Slide1
Business Development
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Slide2Streaming media - Business developments
Microsoft developed a media player known as ActiveMovie in 1995 that allowed streaming media and included a proprietary streaming format, which was the precursor to the streaming feature later in Windows Media Player 6.4 in 1999
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Slide3Streaming media - Business developments
Around 2002, the interest in a single, unified, streaming format and the widespread adoption of Adobe Flash prompted the development of a video streaming format through Flash, which is the format used in Flash-based players on many popular video hosting sites today such as YouTube
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Slide4Technology roadmap - Planning and Business Development Context for Technology Roadmapping
The process of technology roadmapping fits into corporate strategy, corporate strategic planning, technology planning and the business development context. Three critical elements should be connected: needs, products and technology.
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Slide5Streaming video - Business developments
Microsoft developed a media player known as ActiveMovie in 1995 that allowed streaming media and included a proprietary streaming format, which was the precursor to the streaming feature later in Windows Media Player6.4 in 1999
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Slide6Proof of principle - Business development
In the field of business development and sales, a vendor may allow a prospect customer to trial a product. This use of proof-of-concept helps to establish viability, to isolate technical issues, and to suggest overall direction, as well as providing feedback for budgeting and other forms of internal decision-making processes.
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Slide7Proof of principle - Business development
In these cases, the proof of concept may mean the use of specialized sales engineers to ensure that the vendor makes a best-possible effort.
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Slide8Tompkins Cortland Community College - Business Development
TC3.biz is the College's business development and training center. TC3.biz works with regional businesses and organizations to design and develop training programs, often helping secure funding for the training. In addition to customized training, a complete schedule of dozens of non-credit professional development programs is offered to individuals. Both on-campus and online classes are offered to help people learn skills needed to improve their positions in the workforce.
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Slide9Business Development Asia
'Business Development Asia LLC' ('BDA') is an investment banking firm that advises on cross-border MA (mergers and acquisitions), distressed situations, private placements, capital raising, valuations and financial restructurings. BDA provides advisory services on crossborder transactions involving Asia, including the Middle East, typically with transaction values between US$30 million and US$5 billion.
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Slide10Business Development Asia
BDA is headquartered in New York with offices in Tokyo, Seoul, Shanghai, Beijing, Hong Kong, Ho Chi Minh City, Mumbai, Bahrain, and London. BDA has seven partners and 85 full-time professional staff across its nine offices, supplemented by senior advisors around the world. BDA advertises itself as the leading independent pan-Asian MA advisory firm.
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Slide11Business Development Asia
BDA carries out its US securities business through BDA Advisors Inc. BDA Advisors Inc. is a broker-dealer, registered with the US Securities and Exchange Commission (SEC) and is a member of the Financial Industry Regulatory Authority (FINRA) and the Securities Investor Protection Corporation. BDA Advisors Inc. is managed by Euan Rellie and Justine Mannering in New York.
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Slide12Business Development Asia - History
BDA was founded by Euan Rellie and Charles Maynard in 1996
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Slide13Business Development Asia - History
BDA has experience in the chemicals, automotive, pharma, consumer luxury, agriculture, and advanced manufacturing industries
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Slide14Business Development Asia - History
BDA was the Asian associate firm 1997-2009 in the Close Brothers Group, until Daiwa Securities Capital Markets acquired Close Brothers Corporate Finance in 2009. BDA has co-operated internationally with Houlihan Lokey, Harris Williams, Jefferies Company|Jefferies, Lincoln International, Morgan Stanley, Greene Holcomb Fisher, Daewoo Securities, WestLB, and other investment banks.
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Slide15Business Development Asia - History
In October 2011, William Blair Co. formed an alliance with BDA and acquired a 10% stake in BDA, with the goal of increasing the number of cross-border deals from emerging markets. Chicago-based William Blair saw strong strategic advantages in building its investment banking business in Asian markets, establishing a new presence in Tokyo, Seoul, Mumbai, Hong Kong and Bahrain, while strengthening its existing teams in Shanghai, London and New York.
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Slide16Business Development Asia - History
BDA publishes Quarterly newsletters covering Asian industry and MA news covering several sectors: Automotive, Chemicals, Consumer Luxury, Health, Transport and Logistics, and Technology. BDA's senior management is frequently quoted in media such as The Wall Street Journal and the Financial Times.
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Slide17Business Development Asia - Awards and recognition
*Dealmaker of the Year (Euan Rellie)
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Slide18Business Development Asia - Awards and recognition
*Corporate/Strategic Acquisition of the Year
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Slide19Business Development Asia - Awards and recognition
*Industrial Manufacturing/Distribution Deal of the Year
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Slide20Business Development Asia - Awards and recognition
*Industrial Goods and Basic Resources Deal of the Year
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Slide21Business Development Asia - Awards and recognition
*US Private Placement Investment Banking Firm of the Year
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Slide22Business Development Asia - Awards and recognition
*Boutique Investment Banking Firm of the Year
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Slide23Business Development Asia - Awards and recognition
*Asian Boutique Investment Bank Deal Team of the Year
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Slide24Business Development Asia - Awards and recognition
*Industrials and Resources Deal of the Year
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Slide25Business Development Asia - Sector experience
*Automotive
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Slide26GoToMyPC - Technology and business development
GoToMyPC was originally developed by Expertcity of Santa Barbara, California|Santa Barbara, California, founded in 1997 to provide third-party tech support|tech-support services
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Slide27GoToMyPC - Technology and business development
In December 2003, Citrix Systems of Fort Lauderdale, Florida, acquired the GoToMyPC service and its developer, Expertcity, for $225 million, half cash and half stock
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Slide28GoToAssist - Technology and business development
GoToAssist was originally developed by Expertcity, which was founded in Santa Barbara, California in 1997
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Slide29GoToAssist - Technology and business development
June 2000 saw the initial debut of DesktopStreaming (now GoToAssist Corporate)
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Slide30GoToAssist - Technology and business development
In December 2003, Citrix Systems of Fort Lauderdale, Florida, acquired the GoToAssist service and its developer, Expertcity, for $225 million, half cash and half stock.
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Slide31Discover Card - Business developments
In October 2004, the Supreme Court of the United States|Supreme Court upheld a ruling in Discover Card's favor that challenged exclusionary policies of Visa and MasterCard
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Slide32Discover Card - Business developments
Shortly after the 2004 Supreme Court of the United States|Supreme Court ruling, Discover struck its first deal to have its card issued by another bank, GE Consumer Finance, which now issues three cards for retailer Wal-Mart and its wholesale warehouse stores, Sam's Club. Transactions for both cards are processed on the Discover Network. Sam's Club exclusively accepted Discover Card for many years; since November 2006, it has also accepted MasterCard for purchases.
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Slide33Discover Card - Business developments
HSBC has issued credit cards processed through the Discover Network, and branded with the Discover logo, since its acquisition of card issuer Metris in late 2005. Metris had originally signed an agreement with Discover in September 2005, three months prior to the HSBC acquisition.
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Slide34Discover Card - Business developments
Morgan Stanley had long desired to sell the Discover Card business, and in April 2005, announced that it would divest Discover Financial Services as an independent company within six months
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Slide35Discover Card - Business developments
In September 2012, Discover was ordered to pay over $200 million in fines and customer reimbursements to settle accusations by U.S. federal regulators that it had engaged in deceptive telemarketing tactics.cbsnews.commoneynews.com
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Slide36Solutions architect - Business Development
* Help marketing departments develop marketing materials and position strategies for product area, in conjunction with overall marketing message framework
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Slide37Solutions architect - Business Development
* Help business development life cycle by serving as a product Subject Matter Expert|SME to help identify and qualify business development opportunities
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Slide38Solutions architect - Business Development
* With Channel Development team, develop and maintain vendor relationships within the product
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Slide39Solutions architect - Business Development
* Provide end to end solution and design details
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Slide40Business development
'Business development' comprises a number of tasks and processes generally aiming at developing and implementing growth opportunities between multiple organizations. It is a subset of the fields of business, commerce, and organizational theory. Business development is the creation of long-term value for an organization from customers, markets, and relationships.http://www.forbes.com/sites/scottpollack/2012/03/21/what-exactly-is-business-development/
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Slide41Business development - Overview
In this perspective, business development refers to:
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Slide42Business development - Overview
the tasks and processes concerning analytical preparation of potential growth opportunities, the support and monitoring of the implementation of growth opportunities, but does not include decisions on strategy and implementation of growth opportunities (Sørensen, 2012, p.26).Sørensen, Hans Eibe (2012). Business Development: a market-oriented perspective. John Wiley Sons.Business Development in D. Teece and M. Augier (Eds.) Palgrave Encyclopedia of Strategic Management (forthcoming)
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Slide43Business development - Overview
These tasks and processes are performed by Business_development#The Business Developer|business developers. Given the nature of business development activities, the business development function is typically organized as a staff function.
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Slide44Business development - Background
Business development had its origins in the Industrial Revolution
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Slide45Business development - Professionals
The business developers' tools to address the business development tasks are the business model answering how do we make money and its analytical backup and roadmap for implementation, the business plan.
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Slide46Business development - Professionals
Business development professionals frequently have had earlier experience in financial services, investment banking or management consulting; although many find their route to this area by climbing the corporate ladder in functions such as operations management or sales. Skill sets and experience for business-development specialists usually consist of a mixture of the following (depending on the business requirements):
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Slide47Business development - Professionals
* Mergers and acquisitions
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Slide48Business development - Professionals
Sometimes business development specialists manage and analyze the data to produce sales Management information system|management information (MI)
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Slide49Business development - Professionals
* progress of opportunities in relation to the sales process
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Slide50Business development - Professionals
* sales of services/products
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Slide51Business development - Professionals
For larger and well-established companies, especially in technology-related industries, the term business development often refers to setting up and managing strategic relationships and strategic alliance|alliances with other, third-party companies
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Slide52Chief business development officer
A 'chief business development officer' ('CBDO') is a function within a company (law)|company established beside the other executive functions like Chief executive officer|CEO or Chief operating officer|COO.
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Slide53Chief business development officer
The title is used to define a high ranking position alongside the CEO. The CBDO is expected to have a broad and comprehensive knowledge of all matters related to the business of the organization with an eye towards identifying new sales prospects and driving business growth and requirements for product development that will be coordinated with RD functions.
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Slide54Chief business development officer
Responsibilities can include:
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Slide55Chief business development officer
* Elaborate business development plans, design and implement processes to support business growth, through customer and market definition.
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Slide56Chief business development officer
* Facilitate business growth by working together with clients as well as business partners (suppliers, subcontractors, JV partners, technology providers, etc.).
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Slide57Chief business development officer
* Build and maintain high-level contacts with current and prospective customer and other business and project partners.
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Slide58Chief business development officer
* Drive prospects through to contract award (including identifying new customers and markets, developing approaches to the market, identifying prospects, proposal preparation, etc.)
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Slide59Chief business development officer
* Develop marketing strategy, manage proposal teams and client account managers.
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Slide60Business Development Company
A Business Development Company (BDC) is a form of publicly registered company in the United States that invests in small and mid-sized businesses. This form of company was created by Congress in 1980 as amendments to the Investment Company Act of 1940. Publicly filing firms may elect regulation as BDCs if they meet certain requirements of the Investment Company Act.
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Slide61Business Development Company - Regulation and tax structure
Election means the BDC must subject itself to all relevant provisions of the Investment Company Act, which (a) limits how much debt a BDC may incur, (b) prohibits most affiliated transactions, (c) requires a code of ethics and a comprehensive compliance program, and (d) requires regulation by the Securities and Exchange Commission (SEC) and subject to regular examination, like all mutual funds and closed-end funds
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Slide62Business Development Company - Regulation and tax structure
BDCs are usually taxed as regulated investment companies (RIC) under the Internal Revenue Code
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Slide63Business Development Company - Regulation and tax structure
Because income is not taxed at the corporate level, distributions to investors are generally taxable for investors based on the type of income earned by the BDC. For example, ordinary income to the BDC is taxable for investors at ordinary income rates, while capital gains income to the BDC is generally taxable for investors at capital gains rates.
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Slide64Business Development Company - Regulation and tax structure
Historically, BDCs are listed on a national stock exchange like the NYSE or NASDAQ. Recently, as is common for REITs, some BDCs have declined listing on an exchange. Unlisted BDCs are required to follow the same regulatory structure as listed BDCs.
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Slide65Business Development Company - Uniqueness of BDCs
BDCs are similar to venture capital (VC) or private equity (PE) funds since they provide investors with a way to invest in small companies and participate in the sale of those investments
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Slide66Business Development Company - Larger BDCs
Among the largest BDCs by market value, are (in alphabetical order):
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Slide67Business Development Company - Larger BDCs
* [http://www.htgc.com Hercules Technology Growth Capital] ()
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Slide68Small Business Investment Act of 1958 - Small Business Development Centers
Approximately 900 Small Business Development Center sites are funded through a combination of state and SBA support in the form of matching grants. Typically, SBDCs are co-located at community colleges, state universities, and/or other entrepreneurial hubs.
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Slide69Small Business Investment Act of 1958 - 8(a) Business Development Program
The 8(a) Business Development Program assists in the development of small businesses owned and operated by individuals who are socially and economically disadvantaged, such as women and minorities
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Slide70Publicly traded private equity - Business Development Companies
Historically, in the United States, there had been a group of publicly traded private equity firms that were registered as business development companies (BDCs) under the Investment Company Act of 1940.Companies must elect to be treated as a business development company under the terms of the Investment Company Act of 1940 ([http://www.law.uc.edu/CCL/InvCoAct/sec54.html Investment Company Act of 1940: Section 54 -- Election to Be Regulated as Business Development Company])
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Slide71Publicly traded private equity - Business Development Companies
Typically, BDCs are structured similar to real estate investment trusts (REITs) in that the BDC structure reduces or eliminates corporate income tax. In return, REITs are required to Distribution (economics)|distribute 95% of their income, which may be taxable to its investors.
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Slide72Publicly traded private equity - Business Development Companies
As of the end of 2008, among the largest BDCs (by market value, excluding Apollo Global Management|Apollo Investment Corp, discussed elsewhere) are: American Capital Strategies (), Ares Capital Corp. (), BlackRock Kelso Capital Corp, Gladstone Investment Corp () and Kohlberg Company|Kohlberg Capital Corp ().
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Slide73Private sector development - Business development services
This approach seeks to build markets in services that improve the performance of individual enterprises
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Slide74Private sector development - Business development services
However, business development services are also found in developed countries where the argument advanced is that the market for business development fails and therefore the government should enable this market Mole, K
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Slide75Mobile business development
This incorporates designing several models: the Value network, a Value proposition, a Revenue model and a Mobile business development#Technological architecture|Technological architecture.
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Slide76Mobile business development - Economic value
Together contributors need to create a business model that forms the blueprint of the cooperating network of organisations intends to create economic value from technological innovation. Therefore, it is useful to define the different relevant issues: Customer Value of services, Organizational arrangements, Technological architecture, and possible financial arrangements.
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Slide77Mobile business development - Economic value
# An architecture for the product, service and information flows, including a description of the various business actors and their roles.
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Slide78Mobile business development - Economic value
# A description of the potential benefits for the various business actors.
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Slide79Mobile business development - Collaboration engineering
To facilitate the collaboration between the contributors, the methods can be used to act as a guideline for successful innovation during the pre-product phase. Most methods are based on the innovation prototyping method (3), which emphasizes on the balance between different viewpoints.
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Slide80Mobile business development - Organizational arrangements
The relative large amount of contributing organisations in innovative ICT services has been the cause of important changes that took place in the value chain of these services.
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Slide81Mobile business development - Organizational arrangements
Traditionally, one company would perform all necessary activities that make the service work. Nowadays, this is often divided between specialized contributors. This invokes the creation of and ad hoc value net, which replaces the more traditional value chain. In this value web there is less hierarchy and it is more adaptable to changes in roles or contributors. There are also no restrictions on the flow of data between the value net, instead it can flow in all directions all the time.
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Slide82Mobile business development - Organizational arrangements
The following definition of a value net can be found in the book “Value Nets: Breaking the Supply Chain to unlock hidden profits”, by David Bovet and Joseph Martha, John Wiley Sons, Inc, 2000:
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Slide83Mobile business development - Organizational arrangements
A value net is a business design that uses digital supply chains to achieve both superior customer satisfaction and company profitability. It is a fast, flexible system that is aligned with and driven by new customer choice mechanisms. A value net is not what the term supply chain conjures up. It is no longer just about supply, but it is also about creating value for customers, the company and its suppliers.
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Slide84Mobile business development - Organizational arrangements
The value net differs from the traditional value chain in the sense that it is not a sequential, rigid chain. Instead, it is a dynamic, high performance network of customer/supplier partnerships and information flows.
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Slide85Mobile business development - Customer value of services
The Value Proposition model is used to represent the value of the service from the perspective of the end-user (Customer, Consumer). This model is often surprisingly complex for the design of mobile ICT services. This is because the characteristics are very different from physical products. The 'SHIP-acronym' can be used to define four important characteristics of mobile ICT services (3):
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Slide86Mobile business development - Customer value of services
# 'S'imultaneously produced and consumed. This mean that the end-user is part of the production of content, and that the producer is also present during the transaction.
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Slide87Mobile business development - Customer value of services
# 'H'eterogeneous. This means that there is a (almost) unique instance of the service made for each end-user.
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Slide88Mobile business development - Customer value of services
# 'I'ntangible. Although the service is intangible, they are often coupled to physical products.
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Slide89Mobile business development - Customer value of services
# 'P'erishable. The value of the service disappears after consumption by the end-user.
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Slide90Mobile business development - Customer value of services
A value proposition model incorporates the consequences of these characteristics into the development process. This model can be in the form of a textual/graphic model, or even a demonstration version of the proposed service. The composition of the Value Proposition forces the designers to think about different important characteristics of mobile ICT services, the FBBM method addresses the following issues in this context 10:
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Slide91Mobile business development - Customer value of services
# The proposed target group, e.g., ‘museum visitors’, or ‘travelling business people’.
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Slide92Mobile business development - Customer value of services
# Added value in comparison of existing services, ‘easier to use’, or ‘gives more information’.
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Slide93Mobile business development - Customer value of services
# Estimation of its use, e.g., ‘how often will consumers use it?’, and ‘what does it mean to the user?’.
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Slide94Mobile business development - Customer value of services
The information about service-characteristics that are gathered in this part of the Method is usually sketched in use-cases diagrams. This illustrates the part how the proposed services would interact with the end-user.
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Slide95Mobile business development - Financial arrangements
A Revenue model is used to identify all cash flows concerning the service
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Slide96Mobile business development - Technological architecture
The Technological Architecture model is used to give an overview of the technical functions, and infrastructure needed to provide the service. For example, the way information is stored, or content is generated and broadcast. Although will be a high-level view of the technological architecture, it can be passed to technical developers who add more detail at a later stage of the development the ICT service.
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Slide97Mobile business development - The meta model
After exploring possible or desired Customer value of services model, Organizational arrangements model, financial arrangements Model and Technological Architecture model, are finalized.
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Slide98Mobile business development - The meta model
This means that they take on their concrete form by actual companies and organizations. This means that the contributing organizations have to fill-in their positions in the value net and decide and negotiate the various design choices for the models.
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Slide99Mobile business development - The meta model
A good mobile business development method should have a metadata model can be similar to the meta models below.
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Slide100Mobile business development - The meta model
The outcome, in the form of a business model can be used to communicate an innovative ICT project outline to investors/participants
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Slide101Mobile business development - Situational method engineering
Methods can be designed with the use of Situational method engineering. Situational method engineering can be described as the creation of an ad hoc method from fragments (method fragments) from known methods. This enables the creation of development methods to be me suitable for any development situation.
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Slide102Mobile business development - Situational method engineering
In case of mobile business development, there are methods available for specific parts of the business model design process and ICT development. Situational method engineering can be used to combine these methods into one unified method that adopts the characteristics of mobile ICT services.
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Slide103Mobile business development - Situational method engineering
The method fragments frequently used in mobile development are (6):
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Slide104Mobile business development - Situational method engineering
#Quality Function Deployment — Quality function deployment (QFD) is a structured methodology that incorporates mathematical tools used to identify and quantify customers' requirements and translates them into key critical parameters. For a complete description of the QFD method, see this page in Wikipedia.
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Slide105Mobile business development - Situational method engineering
#Brainstorm Techniques — The FBBM method uses some brainstorm techniques known for a long time in application development. They are used in development sessions.
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Slide106Mobile business development - Situational method engineering
#Financial Analysis — The methods incorporated in financial analysis are targeted at calculating the prospects of a firm. By including financial analysis methods in a method, business can calculate important factors like the consumer-price of their services and their Return on Investment (ROI) beforehand.
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Slide107Mobile business development - Shopping mall
Shop owners in all large shopping mall have a plan to enrich the shopping experience in their mall. They want to develop a wireless application to be used on smart phones or on PDAs, which will be made available for rent at the entrance. The application will have an informative and an entertainment component. This way, the shop owners hope that they will create added value for their customers and improve their competitiveness.
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Slide108Mobile business development - Shopping mall
Because there are many contributors to the development of the application (shop owners, (wireless) network provider, hardware provider), the business model is very complex in this case.
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Slide109Mobile business development - Shopping mall
The contributors have composed their interpretation of the Value Proposition, the Value Network, the Revenue model and the Technological architecture in a first quick scan
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Slide110Mobile business development - Museum
The museum of modern arts has become inspired by other museums to use modern technology to guide its visitors through the museum. It plans to develop a wireless application that runs on museum owned pda’s that are lent out to visitors at the entrance. The application uses gps to determine the position of the visitor and streaming video and audio to take on the role as museum guide.
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Slide111Mobile business development - Museum
The museum board has demanded the creation of a solid business model. The business model will be the basis for future decisions about the project and to explain the project to the museums donators.
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Slide112Mobile business development - Museum
The museum has found a partner for it’s project, a wireless Internet provider (WISP) will provide the network and hardware for the application. The WISP can use the museum for promotional activities in return.
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Slide113Mobile business development - Museum
Together they have composed their interpretation of the Value Proposition, the Value Network, the Revenue model and the Technological architecture in a first quick scan
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Slide114Dharwar - Industrial business development
One of the largest automotive giants Tata Motors has a commercial vehicle manufacturing facility at Dharwad. The unit produces small and intermediate commercial vehicles for the Indian market. The plant is situated on NH4, 8−10km from Dharwad near Belur industrial estate, next to high court bench of Dharwad.
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Slide115Dharwar - Industrial business development
Hubli-Dharwad is a developing industrial hub in Karnataka after Bangalore, with more than 1000 allied small and medium industries already established basically located in Gokul Roadhttp://wikimapia.org/186801/Gokul-Road Tarihalhttp://maps.google.co.in/maps?hl=ensafe=activeq=tarihal+hublium=1ie=UTF-8hq=hnear=Tarihal,+Hubli,+Karnatakagl=inei=3ShHS9z-MpGQjAeHyqmBBwsa=Xoi=geocode_resultct=titleresnum=1ved=0CAgQ8gEwAA regions of Hubli
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Slide116Dharwar - Industrial business development
To promote the overall economic development of varied industries, institutions and business houses Karnataka Chamber of Commerce Industryhttp://www.kccihubli.org/images/mainbuilding.jpg was formed, it is one of the premier associations, which has been gaining momentum in achieving potential growth and prosperity in Hubli region.[http://www.kccihubli.org/index.htm] And one more key aspect of industrialisation for Hubli-Dharwad was foundation of
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Slide117Dharwar - Industrial business development
Agricultural Produce Market Committee, which aimed at providing hassle free market conditions for farmers, to establish regulated stimulated production of various agricultural related commodities goods.Agricultural Produce Market Committeehttp://agmarknet.nic.in/profile/profile_online/displayformdetails.asp?mkt=116[http://wikimapia.org/10879849/APMC-Hubli]
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Slide118Dharwar - Industrial business development
Establishment of new generation Diesel loco shed in the city by Indian railways[http://www.southwesternrailway.in/hq_mechanical.htm] was another major boost for development of Industries in this region as this was first of its kind in Indian Railways history, this has created a lot of job opportunities for Diploma Engineering students of this region.
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Slide119Dharwar - Industrial business development
Hubballi Software IT Park is situated in the heart of the city and is promoted by the Government of Karnataka IT Department and KEONICS acts as the modal agency for maintaining and marketing of IT Park Hubli
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Slide120Workspace - Business development
Workspace refers to small premises provided, often by local government|local authorities or economic development agencies, to help startup company|new businesses to establish themselves
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Slide121ZF Friedrichshafen - Business development
In 1999 the steering systems division was made separate and became the new ZF Lenksysteme GmbH, an independent, 50:50 joint venture between ZF Friedrichshafen AG and Robert Bosch GmbH.
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Slide122ZF Friedrichshafen - Business development
In 2007 ZF Friedrichshafen AG managed to increase its business volume about 8% to €12.65 billion
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Slide123ZF Friedrichshafen - Business development
Due to the financial crisis ZF received a credit of about €250 million by KfW. At the end of the term, it has to be paid back with interest. Being a state bank, the KfW aid is not considered governmental support. ZF is about to save €600 million without reducing its permanent staff. Contracts of short-term employees were not extended. Total number of employees was reduced from 63,000 to 59,000 worldwide. According to CEO Härter, there is no need for further employee reduction.
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Slide124ZF Friedrichshafen - Business development
On September 16, 2014, the Wall Street Journal reported that ZF agreed to acquire TRW Automotive Holdings for $11.7 billion. The acquisition would create the world's second largest automotive parts concern, ranked just behind Robert Bosch GmbH.
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Slide125Hubli - Industrial and business development
Hubli has wide cluster of Industries and is also called the commercial hub of Karnataka. Hubli-Dharwad region is emerging as small and medium industries hub with more than a lakh small and medium industries.http://articles.timesofindia.indiatimes.com/2013-09-15/hubli/42080789_1_region-swr-karnataka-chamber
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Slide126Hubli - Industrial and business development
The Government of India has set up a Software Technology park on Pune-Bangalore Road or NH-4. The Government of Karnataka has set up Aryabhatta Tech Park in Navanagar region of Hubli, which is occupied by 7 IT and IT-services related companies.
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Slide127Hubli - Industrial and business development
It also has a cotton mill which is the official producer of the Indian National Flag and is outsourced to the Government of India and Karnataka and to the Rest of the world.
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Slide128Hubli - Industrial and business development
Hubli is a developing industrial hub in Karnataka after Bangalore, with more than 1000 allied small and medium industries already established basically located in Gokul regions of Hubli. There are machine tools industries, electrical, steel furniture, food products, Pharma, rubber and leather industries and tanning industries. Hubli City is Home to the Asia's largest logistics firm, VRL Logistics. The city has a manufacturing unit of TATA Motors in Belur industrial area.
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Slide129Hubli - Industrial and business development
Major companies/industries present in Hubli are Tata Motors, Telcon, Tata Marcopolo, Kirloskar Group, Spicer India, JMT Auto ( I.A.L
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Slide130Irving Azoff - Business developments
In October 2008, ticketing and marketing company Ticketmaster announced that they would acquire the management company, Front Line Management Group Inc. As part of the deal, Azoff, who was founder and Chief Executive Officer of Front Line, became Chief Executive Officer of Ticketmaster and was named Chairman of Live Nation in February 2011.
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Slide131Irving Azoff - Business developments
In September 2013, Azoff Music Management unveiled a new venture with the Madison Square Garden Co
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Slide132Medienboard Berlin-Brandenburg - Funding for Media Business Development
The Medienboard funds projects and measures designed to promote the ongoing development, professionalization and showcasing of the film and media industry in Berlin and Brandenburg
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Slide133Boardman, Ohio - Notable business developments
Edward DeBartolo, Sr., a shopping mall developer, began his company in Boardman. Boardman Plaza on U.S. Route 224 (west of Market Street) was one of the first strip malls in the country. Established in 1950 by DeBartolo, the plaza had three full-service grocery stores within a few hundred feet of each other. Today one must travel at least to get the same food service. Later, circa 1970, DeBartolo opened the more contemporary Southern Park Mall, near the intersection of US 224 and Market Street.
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Slide134Boardman, Ohio - Notable business developments
The fast food chain Arby's opened its first location in Boardman in 1964. The original Arby's store — with the distinctive round roof architecture — remains open as a bird seed store, with a new Arby's right across the street on Route 224 near the Southern Park Mall, owned and operated by the now internationally-known chain.
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Slide135Boardman, Ohio - Notable business developments
Also around 1950, the Youngstown Sheet and Tube Company, one of the great steel makers in the country, opened a modern new suburban headquarters in Boardman (right across Market Street from the DeBartolo Corporation). Here, a whole new suburban work environment was started; with a white shirt dress code, it was antiseptic and wholly removed from the dirt and grit of the Mahoning Valley farther north.
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Slide136Boardman, Ohio - Notable business developments
When Youngstown Sheet and Tube closed around 1980, a nice campus was left for others to develop. Today, the former headquarters is the center of many medical offices, a Dunkin Donuts and a branch of Youngstown State University.
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Slide137Appalachian Ohio - Recent Business Developments
Working with business development entities in the region, ECOTAF provides assistance to Ohio entrepreneurs in: creating business plans, conducting market research, performing executive searches and preparing presentations for investors and bankers
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Slide138Karstadt (Bremen) - Business development
Karstadt was involved when the Grosse Hundestrasse was converted into the Lloyd-Passage pedestrian zone. After its expansion, Karstadt became the largest department store in Northern Germany. In terms of variety of goods, it was Germany's fourth largest. In its building on Obernstrasse, there are seven floors covering of sales area. In the basement, there is a sizeable foodstuffs area. Up to 1,000 employees are employed in the Karstadt branch.
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Slide139Confederation of Indian Industry - International Business Development
CII aims to sustain India’s international engagement worldwide and also perform towards building CII as the first port of call for foreign delegations that wish to enlist with India and for the national industry that wish to approach traditional and emerging markets overseas.
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Slide140Confederation of Indian Industry - International Business Development
CII International works under CII International Policy and Trade Council
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Slide141Confederation of Indian Industry - International Business Development
The CII International works at close proximity with the Ministry of External Affairs (India)|Ministry of External Affairs, the Ministry of Commerce and Industry and the Indian embassies / missions’ overseas for creating helpful policies and agendas for trade and investment.They also work closely with the foreign embassies / missions in India, international institutions / multilateral agencies, think tanks and the various universities.
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Slide142Confederation of Indian Industry - International Business Development
From 2013, CII has broadened its focus of work through more Regional and Country Committees like: Africa, ASEAN + ANZ, East Europe, Cooperation Council for the Arab States of the Gulf|GCC, Latin America and the Caribbean|LAC, Bangladesh, Canada, China, Germany, Italy, Japan, Maldives, Nepal, Pakistan, Russia, South Korea and Sri Lanka.
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Slide143Confederation of Indian Industry - International Business Development
CII's International work is backed by seven overseas offices in Australia, China, Germany, France, Singapore, USA and UK that helps us propagate important information pertaining to markets and joint venture possibilities to both Indian and global companies.
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Slide144Haaga-Helia University Of Applied Sciences - Research and Business Development Centre
Helia's Research and Business Development Centre is producing training services to associations and companies. The training is tailored to meet the needs of the individual company by a variety of short-term courses and longer programmes for business operations development, sales training and IT training. The majority of the programmes are executed in cooperation with customers.
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Slide145Borough Park, Brooklyn - Business development
Local stores and businesses are currently gaining economically
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Slide146Borough Park, Brooklyn - Business development
The community has achieved global recognition, especially among Israeli expatriates and tourists
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Slide147Borough Park, Brooklyn - Business development
Banks include HSBC (formerly Republic National Bank formerly Bank Leumi), Washington Mutual (formerly Dime Bancorp, and now part of JPMorgan Chase), and Citibank, all of whom have had local branches for decades
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Slide148For More Information, Visit:
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The Art of Service
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