Business Models

These models and simulations have been tagged “Business”.

Related tagsTechnology

​Purpose Enables the different components in the 5 capability model in a visual manner for Enterprise and Business Architecture stakeholders.   BUSINESS ARCHITECTURE  5 Capability Model The 5 capability model has many stock and flow children which each organization will need to model based
Business Enterprise And Business Architecture To Be As Is Application 5 Capability Model Quality Technology
​Purpose
Enables the different components in the 5 capability model in a visual manner for Enterprise and Business Architecture stakeholders.  


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.  



Clone of To Be Business and Technology Architecture
Adib Sid
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
Startup Forecasting Sales Business
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
Nilo Guimaraes
This model shows the flow for a startup and how it flows based on the idea found and then further development
Business
This model shows the flow for a startup and how it flows based on the idea found and then further development
StartUp
Shankar Rao Mata
Insight diagram
Stock Management Business
Clone of Inventarios
Katherine Calderón
Two loop structure which reflects the reinforcing effects of profits/investment, as well as profits/employee retention.
Sales Research Commissions Business Retention
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
​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. (PEOPL
Technology Business Help Desk
​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?

Clone of OSCON 2017: Help Desk - True Cost Impact of Improper Escalation
Simon Heikkila
Areas with unmet needs
Antimicrobial Resistance Business Health Care
Areas with unmet needs
Opportunity areas for antrimicrobial resistance
Brenda Miranda Xicotencatl
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
Startup Forecasting Sales Business
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
Nilo Guimaraes
Two loop structure which reflects the reinforcing effects of profits/investment, as well as profits/employee retention.
Business Sales Commissions Retention Research
Two loop structure which reflects the reinforcing effects of profits/investment, as well as profits/employee retention.
Clone of Business Growth and Stability
Dr. Henry Grech-Cini
Process of petrol from a petrol pump being used to fuel vehicles
Business
Process of petrol from a petrol pump being used to fuel vehicles
Petrol Station Story/Simulation Week 7
Austin Fiddling
3
​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. (PEOPL
Business Help Desk Technology
​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?

Clone of OSCON 2017: Help Desk - True Cost Impact of Improper Escalation
Simon Heikkila
This insights explores the organizational factors influencing strategy implementation and the interrelationship among some of the factors.
Business Strategy Implementation
  • This insights explores the organizational factors influencing strategy implementation and the interrelationship among some of the factors.
Clone of Strategy implementation remake
David Hartmann
Insight diagram
Stock Management Business
Clone of Inventarios
Gabriel Márquez Sagastume
​Purpose Enables the different components in the 5 capability model in a visual manner for Enterprise and Business Architecture stakeholders.   BUSINESS ARCHITECTURE  5 Capability Model The 5 capability model has many stock and flow children which each organization will need to model based
Enterprise And Business Architecture To Be As Is Application 5 Capability Model Quality Technology Business
​Purpose
Enables the different components in the 5 capability model in a visual manner for Enterprise and Business Architecture stakeholders.  


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.  



Clone of To Be Business and Technology Architecture
Te Kou Gage
Insight diagram
Health Money App Business
EEIS Health App
Mona
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
Startup Business Forecasting Sales
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
Pagandai V Pannir Selvam
WIP Summary of Froud et al 2017  article  from special Theory Culture and Society issue on Elites and Power after Financialization with WIP SIB social impact bonds katz AmJPH 2018  article
Neoliberal Politics Culture Policy Society Social Impact Bonds Business
WIP Summary of Froud et al 2017 article from special Theory Culture and Society issue on Elites and Power after Financialization with WIP SIB social impact bonds katz AmJPH 2018 article
Outsourcing the State
Geoff McDonnell
Insight diagram
Business
Build-Measure-Learn Feedback Loop
Alexander Kahle
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
Forecasting Business Startup Sales
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 Clone of Bottom-up Sales Forecasting
Pagandai V Pannir Selvam
Process of petrol from a petrol pump being used to fuel vehicles
Business
Process of petrol from a petrol pump being used to fuel vehicles
Clone of Petrol Station Story/Simulation Week 10
Austin Fiddling
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 w
Retail Business DYNAMO
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 Clone of Simple Retail Sector
Hoa Nguyen
Rich Picture with Simulation
Business
Rich Picture with Simulation
Clone of Rich Picture Cafe + Simulation
uc student
Rich picture version of Causal loop diagram based on Jack  Homer's paper Worker burnout: a dynamic model with implications  for prevention and control System Dynamics Review 1985 1(1)42-62 See IM-333  for the Simulation model and  IM-2178  for a related Causal Loop Diagram of Project Turnover  
Work Clinical Care Services Business Health Care

Rich picture version of Causal loop diagram based on Jack  Homer's paper Worker burnout: a dynamic model with implications  for prevention and control System Dynamics Review 1985 1(1)42-62 See IM-333 for the Simulation model and IM-2178 for a related Causal Loop Diagram of Project Turnover

 

Clone of Burnout Dynamics CLD rich pic
antti koura
Insight diagram
Resilience Business Systems
Resilient systems
Graeme Doole