Business | Insight Maker

HW 8 Business Revenue Model

Joseph Dorsey

Grocery Store System - Stock & Flow Diagram/SD Model

Erick Daniel Moreno Rangel

21 4 months ago

System Dynamics

Chan Kian Quan

simple diagram to illustrate short term fix

short term fix

gordon kennedy

Dinámica de la gestión de proyectos de I+D para la solución de una oportunidad o una necesidad de la sociedad. Jymmy Saravia

Dinámica de la Gestión de I+D

JYMMY SARAVIA

This model is based off Meadows economic capital with reinforcing growth loop constrained by a renewable resource model.

Tourism Simulator

JP Burklow

4

A simple model for market sizing and sigmoidal growth over time

TAM, SAM, SOM

Robert Koshinskie

Simple model used to assess the likely outcome of Revenue and Profit due to variability of purchase price, price impact on Units Sold, and Units Sold impact on Unit Cost.

Impact of variable price on revenue & profit

Robert Koshinskie

8

From Kodama's 2018 article Business Innovation Through Holistic Leadership‐Developing Organizational Adaptability

linked with Heifetz' Adaptive Leadership Model See also Teece's Dynamic Capability IM andExplore Exploit March IM

Holistic and Adaptive Leadership

Geoff McDonnell

Inventarios

Jose Antonio Medrano Garcia

15

Causal loop diagram based on Jack Homer's Worker burnout: a dynamic model with implications for prevention and control See IM-333 for simulation model and IM-641 for Rich Picture CLD

System Dynamics Review 1985 1(1)42-62

Burnout Dynamics CLD

Geoff McDonnell

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

Clone of Bottom-up Sales Forecasting

Michael Bode

Transition Matrix:

G R B P

G .7 .05 .03 .22

R .05 .55 .35 .05

B 0 0 1 0

P 0 0 0 1

Project 3 - Predicting Loans based on risk

Travis Tyler Stitt

The Problem:

What is the true cost of escalating too many Tier 1/Level 1 tickets to Level 2/3 engineers?

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?

OSCON 2017: Help Desk - True Cost Impact of Improper Escalation

Kishau Rogers

19

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

Clone of Business Growth and Stability

David Horgan

Harvested fishery with endogenous investment and ship deployment policy. Ch 9 p345-360 John Morecroft (2007) Strategic Modelling and Business Dynamics. See simpler models at IM-2990 and IM-2991

Fishery Dynamics with Ship Deployment Policy

Geoff McDonnell

3

Factors influencing strategy implementation

Ahmad Salih

Example from David Lane's Systems Research 2016 article abstract

Unintended effects of cutting wages

Geoff McDonnell

from Teece's 2007, 2017-19 articles and see wikipedia. See also Panarchy esp Institutional Adaptive Cycles insight

Dynamic capability and performance

Geoff McDonnell

6 months ago

The Simple Retail Sector model from Section 1.7 of DYNAMO User's Manual by Alexander L Pugh III, which is adapted from one from Industrial Dynamics by Jay Forrester.

http://www.amazon.com/DYNAMO-Manual-Edition-System-Dynamics/dp/0262660296 (I bought the 5th edition without realising there was a later one, hopefully it's still the same model in there.)

A tweaked version with slightly more explicit stocks is here: http://insightmaker.com/insight/14467

Clone of Simple Retail Sector

niyi,wu

Causal loop diagram illustrating one of the contributing factors to employee hiring.

Hiring Cycle (1-Loop; Balancing)

Franz Weismann

According to:

System Dynamics Modeling

of Gartner’s Hype Cycle

KAIST

Industrial & Systems Engineering

Ahn Hyunsoup

Gartner Hype Cycle

Roland Kofler

This is the model I developed within the scope of my article titled "System dynamics and geometric compromise programming: assessing the impact of entrepreneurship wage subsidies on macroeconomic objectives".

You can access my published article via this link: http://doi.org/10.1111/itor.13601

System dynamics and geometric compromise programming: assessing the impact of entrepreneurship wage subsidies on macroeconomic objectives (Article)

yusufziya gövce

3 months ago

The Simple Retail Sector model from Section 1.7 of DYNAMO User's Manual by Alexander L Pugh III, which is adapted from one from Industrial Dynamics by Jay Forrester.

http://www.amazon.com/DYNAMO-Manual-Edition-System-Dynamics/dp/0262660296 (I bought the 5th edition without realising there was a later one, hopefully it's still the same model in there.)

A tweaked version with slightly more explicit stocks is here: http://insightmaker.com/insight/14467

Clone of Simple Retail Sector

niyi,wu

Business Models