TEchNOLOGy TRaNSFER MODEL - Javna agencija

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1 Technology Transfer Model 1.10 Helpful addresses and links www.technologie.at http://www.technologie.at/steirische_partner/index.php http://www.technologie.at/partnersuche_eu/index.php http://www.technologie.at/partnersuche_eu/enterprise_europe_network.php http://www.technologie.at/technologietransfer/erfolgreich_in_zehn_schritten.php http://www.ttn.sg/ 17
KNOWLEDGE FOR BUSINESS IN BORDER REGIONS 2 Module 2: BUSINESS <strong>MODEL</strong>S Mag. Pascale Koo Developing and assessing business model alternatives is a core success factor when you want to commercially exploit a technological or scientific invention. Therefore knowledge on business models, their components and their possibilities is of vital importance for every technology transfer manager. 2.1 Learning objectives and learning content of the module The information in the following chapter is aimed at technology transfer managers who want to deepen their understanding on business models and want to generate competitive advantages by applying methods of business modeling in their daily work. 2.1.1 Learning objective: At the end of this chapter, the reader knows what business models are, why they are needed and what components they are made of. In addition he/she understands how successful competitive strategies can be derived from business models and is provided with some tools on how to apply these steps in his/her daily work. 2.1.2 Learning content: • What business models are and why we need them. • The 7-C Model to describe business models. - Strategic Core - Customer Perception - Customer Interface - Value Chain - Co-operations - Concepts for the future - Human Capital & Corporate Culture • Deriving a successful competitive strategy based on a company’s business model. • Monitoring and controlling the implementation success via the balanced scorecard model. • Examples and useful tips 2.2 Keywords Business Model, Competitive Strategy, The 7-C Model, Strategic Core, Customer Perception, Customer Interface, Value Chain, Co-operations, Concepts for the future, Human Capital & Corporate Culture, Balanced Scorecard 2.3 What business models are and why we need them The starting point for any good discussion, meeting, or workshop on business models should be a shared understanding of what a business model actually is. 2.3.1 What business models are: Business models really originated in the past century as publicly traded companies emerged, as the availability of public information about these companies emerged and as the study of efficient use of capital moved to the forefront in both business and economics. Especially in the start-up era, on Internet, financers required from entrepreneurs an extra effort to help them to understand the proposed business. When the human mind does not understand an object, or a situation, or a phenomenon, it implements artifices to make it understandable. This intelligibility passes by visualization, i.e. a representation of the object/situation/phenomenon, as if human being necessarily wanted to see what cannot be seen directly. It is what is called a model. Business models reflect the architecture of a business, describe, as a system, how all of its pieces fit together and show how its structure creates value. In the boxes below, you find two additional definitions of business models that will help you to further understand the concept of business models. „A business model describes the rationale of how an organization creates, delivers and captures value. “ Business Model Generation, A. Osterwalder, Yves Pigneur, Alan Smith, and 470 practitioners from 45 countries, self published, 2009 18
Page 1 and 2: Spoštovani! Pred vami je priročni
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5 Technology Management Dodgson, Ma
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6 KNOWLEDGE TRANSFER Figure 2: Proc
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6 KNOWLEDGE TRANSFER The empirical
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6 KNOWLEDGE TRANSFER The second pha
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6 KNOWLEDGE TRANSFER In order to se
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8 Učinkovito upravljanje intelektu
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9 Product and Service Dissemination
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TEchNOLOGy TRaNSFER MODEL - Javna agencija

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