Business Models

These models and simulations have been tagged “Business”.

Related tagsTechnology

 Causal loop diagram based on Jack  Homer's  Worker burnout: a dynamic model with implications  for prevention and control 
 System Dynamics Review 1985 1(1)42-62 
  

Causal loop diagram based on Jack  Homer's  Worker burnout: a dynamic model with implications  for prevention and control

System Dynamics Review 1985 1(1)42-62

 

​The Problem:  What is the true cost of escalation?    Things to measure: How does this impact:1. (MONEY) Cost per incident - what does this cost the business? 2. (TIME) Service Level - how does this impact desired service levels/SLAs? 3. (PEOPLE) Agent utilization - how does this impact backlog? ar
​The Problem: 
What is the true cost of escalation?

Things to measure: How does this impact:1. (MONEY) Cost per incident - what does this cost the business? 2. (TIME) Service Level - how does this impact desired service levels/SLAs? 3. (PEOPLE) Agent utilization - how does this impact backlog? are we overworking engineers? Does this contribute to staff burnout?

 Bottom-Up Sales Forecasting for Startups     The purpose of this simulation is to demonstrate the implications of forecasting sales without consideration for how much it cost you to acquire a lead and how much you have available to spend. A common mistake in sales forecasting is to define your # of
Bottom-Up Sales Forecasting for Startups

The purpose of this simulation is to demonstrate the implications of forecasting sales without consideration for how much it cost you to acquire a lead and how much you have available to spend. A common mistake in sales forecasting is to define your # of expected sales leads based on your total market size and your assumption regarding the % of that market you can reach. 

This model demonstrates the forecasting impact to defining the # of expect leads based on how much it cost you to acquire a lead and how much you have available to spend. 

Important Variables:
1. [UseLAC?] (set to 1 to use the lead acquisition cost to define your reachable market; use 0 to set the reachable market to equal the total available market size)
2. LAC (should equal what it cost you to acquire a lead)
3. SalesMarketingBudget : how much you have available to spend on customer acquisition

Other Variables:
4. Price : Avg spending amount per new customer
5. Total Available Market : Total available market size
6. Conversion Rate : the % of your target market that will become a lead


​The Problem:  What is the true cost of escalation?    Things to measure: How does this impact:1. (MONEY) Cost per incident - what does this cost the business? 2. (TIME) Service Level - how does this impact desired service levels/SLAs? 3. (PEOPLE) Agent utilization - how does this impact backlog? ar
​The Problem: 
What is the true cost of escalation?

Things to measure: How does this impact:1. (MONEY) Cost per incident - what does this cost the business? 2. (TIME) Service Level - how does this impact desired service levels/SLAs? 3. (PEOPLE) Agent utilization - how does this impact backlog? are we overworking engineers? Does this contribute to staff burnout?

ABM approach to Bass Model of diffusion with a detractor state.    Still a work in progress.
ABM approach to Bass Model of diffusion with a detractor state.

Still a work in progress.
 Dynamic system underlying project life cycles From Roberts Edward B The Dynamics of Research and Development p5 Harper & Row NY 1964

Dynamic system underlying project life cycles From Roberts Edward B The Dynamics of Research and Development p5 Harper & Row NY 1964

Two loop structure which reflects the reinforcing effects of profits/investment, as well as profits/employee retention.
Two loop structure which reflects the reinforcing effects of profits/investment, as well as profits/employee retention.


 This BSC is a
conceptual framework which translates an organization’s vision into a set of
performance indicators distributed among four perspectives: Operational
Efficiency, Customer, Internal Business Processes, and Learning and Growth. It
identifies key variables and how to simulate these vari

This BSC is a conceptual framework which translates an organization’s vision into a set of performance indicators distributed among four perspectives: Operational Efficiency, Customer, Internal Business Processes, and Learning and Growth. It identifies key variables and how to simulate these variable by taking into consideration the four perspective to achieve the desired goal.

 The issue is how to select and keep optometry students. The main theme is balance out expectations with reality especially when many students use optometry as a proxy for later entry into a medical course. The second problem is that the current entry demographic does not meet the needs in terms of

The issue is how to select and keep optometry students. The main theme is balance out expectations with reality especially when many students use optometry as a proxy for later entry into a medical course. The second problem is that the current entry demographic does not meet the needs in terms of culture and expected practice location

 ​Purpose  Enables the different components in the 5 capability model in a visual manner for Enterprise and Business Architecture stakeholders.      Enter volumes based on transactions from all your applications based on the business process layer.  Actual transaction volumes recorded for your expen
​Purpose
Enables the different components in the 5 capability model in a visual manner for Enterprise and Business Architecture stakeholders.  

Enter volumes based on transactions from all your applications based on the business process layer.  Actual transaction volumes recorded for your expense or revenue stream.  Example; how many applications are sponsored by engineering that allow CREATE and UPDATE of a supplier or customer.  Enter the number of transactions in the engineering variable.  The engineering group has no authority to create either a supplier or customer.  All organizations are allowed to submit a certain set of inputs for a super user group to review and then those super users create and update the master record.  

Food for thought, the difference between the records created by the super user group and the volume of created party management records is the opportunity to scale and protect the reputation of your client.  

Now lets do the same for every update to a party management record.  All changes to a supplier or customer could effect pricing and tax or duty fees and each must use the formal change management process with many changes needing to have an authorized representative from the supplier or customer.  Digital records are in need of key control designs.  These are monitored and reported to the SEC.  

BUSINESS ARCHITECTURE 

5 Capability Model
The 5 capability model has many stock and flow children which each organization will need to model based on their current state.  

  • Aligns to APQC Process Framework
  • Aligns to Principles in ISO 9001, 26000 and 27001 

ENTERPRISE ARCHITECTURE 
Aligns Zachman Framework Enterprise and Business Architecture with Executive and Leaders from a business management level across any organization.  

A method in which to align and benchmark any organization or agency, with the system(s) logic required from Architects in Row 3, to enable Row 4 engineers who need to supply physics. 


Semantic
Getting terms to align to the generic objects can be a trying task, unless you simply list the stakeholders "semantic" term below the stakeholder in the presentation layer by order shown in the business process management section above the capability management group.  



 Bottom-Up Sales Forecasting for Startups     The purpose of this simulation is to demonstrate the implications of forecasting sales without consideration for how much it cost you to acquire a lead and how much you have available to spend. A common mistake in sales forecasting is to define your # of
Bottom-Up Sales Forecasting for Startups

The purpose of this simulation is to demonstrate the implications of forecasting sales without consideration for how much it cost you to acquire a lead and how much you have available to spend. A common mistake in sales forecasting is to define your # of expected sales leads based on your total market size and your assumption regarding the % of that market you can reach. 

This model demonstrates the forecasting impact to defining the # of expect leads based on how much it cost you to acquire a lead and how much you have available to spend. 

Important Variables:
1. [UseLAC?] (set to 1 to use the lead acquisition cost to define your reachable market; use 0 to set the reachable market to equal the total available market size)
2. LAC (should equal what it cost you to acquire a lead)
3. SalesMarketingBudget : how much you have available to spend on customer acquisition

Other Variables:
4. Price : Avg spending amount per new customer
5. Total Available Market : Total available market size
6. Conversion Rate : the % of your target market that will become a lead


​The Problem:  What is the true cost of escalation?    Things to measure: How does this impact:1. (MONEY) Cost per incident - what does this cost the business? 2. (TIME) Service Level - how does this impact desired service levels/SLAs? 3. (PEOPLE) Agent utilization - how does this impact backlog? ar
​The Problem: 
What is the true cost of escalation?

Things to measure: How does this impact:1. (MONEY) Cost per incident - what does this cost the business? 2. (TIME) Service Level - how does this impact desired service levels/SLAs? 3. (PEOPLE) Agent utilization - how does this impact backlog? are we overworking engineers? Does this contribute to staff burnout?

We want to know the estimated projected Earnings before tax of a 5 year project. For this we have modeled Sales Growth, Cost of goods sold and Admin. expenses applying sensitivity testing by using probability distributions.
We want to know the estimated projected Earnings before tax of a 5 year project. For this we have modeled Sales Growth, Cost of goods sold and Admin. expenses applying sensitivity testing by using probability distributions.
 ​Purpose  Enables the different components in the 5 capability model in a visual manner for Enterprise and Business Architecture stakeholders.      Enter volumes based on transactions from all your applications based on the business process layer.  Actual transaction volumes recorded for your expen
​Purpose
Enables the different components in the 5 capability model in a visual manner for Enterprise and Business Architecture stakeholders.  

Enter volumes based on transactions from all your applications based on the business process layer.  Actual transaction volumes recorded for your expense or revenue stream.  Example; how many applications are sponsored by engineering that allow CREATE and UPDATE of a supplier or customer.  Enter the number of transactions in the engineering variable.  The engineering group has no authority to create either a supplier or customer.  All organizations are allowed to submit a certain set of inputs for a super user group to review and then those super users create and update the master record.  

Food for thought, the difference between the records created by the super user group and the volume of created party management records is the opportunity to scale and protect the reputation of your client.  

Now lets do the same for every update to a party management record.  All changes to a supplier or customer could effect pricing and tax or duty fees and each must use the formal change management process with many changes needing to have an authorized representative from the supplier or customer.  Digital records are in need of key control designs.  These are monitored and reported to the SEC.  

BUSINESS ARCHITECTURE 

5 Capability Model
The 5 capability model has many stock and flow children which each organization will need to model based on their current state.  

  • Aligns to APQC Process Framework
  • Aligns to Principles in ISO 9001, 26000 and 27001 

ENTERPRISE ARCHITECTURE 
Aligns Zachman Framework Enterprise and Business Architecture with Executive and Leaders from a business management level across any organization.  

A method in which to align and benchmark any organization or agency, with the system(s) logic required from Architects in Row 3, to enable Row 4 engineers who need to supply physics. 


Semantic
Getting terms to align to the generic objects can be a trying task, unless you simply list the stakeholders "semantic" term below the stakeholder in the presentation layer by order shown in the business process management section above the capability management group.