Overview: You Are Excited To See The Possibilities After Fin

Overviewyou Are Excited To See The Possibilities After Finishing The B

You are excited to see the possibilities after finishing the Business Model Canvas Template. The next step is the development of the BMC slide deck for review by the experienced former project manager mentioned in the Module Four assignment. Scenario In the BMC slide deck, you will make educated assumptions (based on research in Marketline, Yahoo Finance, or the company’s website) about your selected company’s resources, partnerships, cost structures (what needs to be paid for), how the product or service will be marketed, value delivery (product sold online, in-store, or both), and the unique value proposition for a specific targeted market segment. All 9 segments of your redeveloped BMC must encompass elements to achieve new product/service feasibility.

Beyond profitability, other key elements that the experienced project manager stressed were diversity, equity, and inclusion (DEI), as well as corporate social responsibility (CSR). In the marketplace, companies that have diverse project teams get varied perspectives that help the overall project. Just as important, companies that “give back” to the communities they serve do better and are supported by millennial buyers—a big target segment for many companies. Financials, DEI, and CSR must be addressed in the funding pitch, which you will complete as your course project, due in Module Seven. Prompt You will create a slide deck that will help you expand on your BMC chart in detail as you refine how your selected company will create value for itself while delivering a new product or service for customers.

Complete the Milestone Two Template linked in the Guidelines for Submission section for this assignment. Specifically, you must address the following rubric criteria: Deliver a unique value proposition. Leveraging the blue ocean strategy, what makes the product or service unique? How does it provide a strategic advantage in the marketplace? Answer key business model questions about the customer. Customer acquisitions Revenue models Price points for the product/service Key activities for the value proposition (product or service) Answer key business model questions about assets, partners, and cost. Assets available Key partners Cost structures Import your existing business model canvas chart from Module Four. Clarify your business model assumptions. Check your assumptions Complete the assumptions chart Prepare to meet customers. Highlight the materials needed Update your documentation.

Paper For Above instruction

The development of a compelling Business Model Canvas (BMC) is essential for transforming a conceptual product or service into a viable market proposition. Building upon the foundational BMC template previously created, this paper explores the strategic elaboration necessary to align business components for optimal market entry and sustainability. It emphasizes the importance of a distinctive value proposition through the application of blue ocean strategy, elucidating how the product or service can carve out uncontested market space and establish a competitive advantage. Further, this analysis addresses critical aspects such as customer segmentation, acquisition strategies, revenue models, pricing points, and key activities that underpin value delivery.

Central to the BMC is a clear articulation of the unique value proposition (UVP), which distinguishes the product/service in the marketplace. Leveraging blue ocean strategy allows the business to focus on differentiation and low cost, creating new demand rather than competing in saturated markets (Kim & Mauborgne, 2005). For example, the company might introduce innovative features or service delivery methods that appeal specifically to an underserved customer segment, granting strategic advantage and forging new market space.

Understanding the customer segment is vital. This entails identifying the targeted demographic, psychographics, and behavioral traits that influence purchasing decisions. Customer acquisition strategies should be crafted around these insights, employing channels such as digital marketing, social media, direct sales, or partnerships. The revenue model hinges on how the company plans to generate income—whether through direct sales, subscriptions, leasing, or service fees—and at what price points. Pricing strategies should reflect perceived value, competitive analysis, and cost structures, ensuring both profitability and market competitiveness (Nagle & Müller, 2018).

Critical activities include manufacturing, marketing, customer service, and technological platforms that facilitate value delivery—whether online, in-store, or hybrid. The key resources, such as human capital, technological infrastructure, and intellectual property, must be aligned with these activities. Partnerships and alliances — including suppliers, distributors, or strategic alliances — bolster the business's capabilities and market reach. Cost structures encompass all expenses necessary to operate the business, including production, marketing, administrative costs, and partner fees. Accurate mapping of these elements ensures financial feasibility and operational efficiency (Osterwalder & Pigneur, 2010).

Importantly, the revised BMC should incorporate updated assumptions based on current market research and internal evaluation. These assumptions should be verified through further analysis, such as testing prototype offerings or pilot programs. Materials required for delivering the value proposition, including raw materials, technology, or human resources, should be clearly defined and planned for. Additionally, the company's approach to diversity, equity, and inclusion (DEI) and corporate social responsibility (CSR) should be integrated into the business strategy, highlighting how these elements contribute to stakeholder engagement and long-term sustainability. Companies with diverse leadership and active CSR initiatives tend to experience enhanced innovation, brand loyalty, and community support (Cox & Blake, 1991; Porter & Kramer, 2006).

In conclusion, expanding upon the foundational BMC with strategic insights into differentiation, customer targeting, and sustainable practices enhances the potential for successful product or service deployment. By aligning key components—value proposition, customer segments, revenue streams, resources, partnerships, and cost structures—businesses can position themselves competitively and responsibly in their respective markets.

References

• Cox, T., & Blake, S. (1991). Managing cultural diversity: Implications for organizational competitiveness. Academy of Management Executive, 5(3), 45-56.
• Kim, W. C., & Mauborgne, R. (2005). Blue ocean strategy: How to create uncontested market space and make the competition irrelevant. Harvard Business Review Press.
• Nagle, T. T., & Müller, G. (2018). The strategy and tactics of pricing: A guide to growing more profitably. Routledge.
• Osterwalder, A., & Pigneur, Y. (2010). Business model generation: A handbook for visionaries, game changers, and challengers. Wiley.
• Porter, M. E., & Kramer, M. R. (2006). Strategy & society: The link between competitive advantage and corporate social responsibility. Harvard Business Review, 84(12), 78-92.
• Kim, W. C., & Mauborgne, R. (2005). Blue ocean strategy: How to create uncontested market space and make the competition irrelevant. Harvard Business Review Press.
• Porter, M. E. (1985). Competitive advantage: Creating and sustaining superior performance. Free Press.
• Barney, J. B. (1991). Firm resources and sustained competitive advantage. Journal of management, 17(1), 99-120.
• Grant, R. M. (2019). Contemporary strategy analysis. John Wiley & Sons.
• Prahalad, C. K., & Ramaswamy, V. (2004). Co-creating unique value with customers. Strategic Management Journal, 25(11), 1-14.