Preparing a Business Model using Flowcharts

“A business model describes how your company creates, delivers, and captures value.” – Steve Blank

Modern enterprise represents an intensely competitive domain – wherein profit, expansion and market share remain the primary indicators of success. Entrepreneurs must also focus on aspects such as selling activity, customer engagement, marketing campaigns, business development, the creation of new customer segments, a continuing analysis of business activity, and development of new products and services.

  • Why Firms Need Business Model?

In this overarching context, a business model remains a crucial construct, indeed a device that allows businesses to drive a sharp focus on operational activities, build relevance in commercial landscapes, enable conformity to regulatory stances, and deliver tangible value to various segments of buyers/customers. Unique versions of such model may emerge in the minds of business operators in response to the contours of commerce and the rhythms of regional or international trade. These models may also appear as a derivative that traces its origins to established models of conducting business, or may represent a radical departure from the conventions of commerce and ongoing entrepreneurial activity.

  • Crafting a Value Proposition

Interesting value propositions could comprise the core of ideas deployed to create an outstanding instance of modern business model. This stance could be viewed as a cornerstone of effective entrepreneurial activity, a response to the emerging requirements of customers, a means to develop (and sustain) a unique competitive edge, a method that enables the attainment of excellence in business, and also a means to establish and expand commercial footprints in modern markets. Pursuant to this, entrepreneurs could develop contours of value propositions inside the graded spaces of flowcharts or similar diagrams. For instance, value could emerge when businesses develop custom processes that locate and service under-served areas of customer requirements. The flowchart acts as an enabler in such scenario, allowing operators to fashion and operate a business model.

  • The Power of Partnerships

Partnerships with manufacturers and retailers may emerge as fulcrums that empower businesses to thrive and compete effectively. In such instance of business model, operators may elect to share revenues with partners as a means to drive commercial collaboration between various segments of business ecosystems. This stance is thus a technique that enables business expansion at various levels, allows entrepreneurs to scale the scope of business activity, ideate on the creation of new forms of commercial value, and build resilience into the underlying fabric of a business model. Additionally, such model may require manufacturers and retailers to develop sub-editions of business activity that enables their own expansion and growth in local commercial landscapes. However, such diversification may add complexity to this iteration of modern business blueprints.

  • Focusing on Cost Structures

A refined cost structure could emerge as centerpiece in a business model designed to progressively lower the costs of conducting commercial operations. This stance could require business operators to constantly re-visit the components of cost structures, develop new forms of operational efficiency, negotiate with suppliers and contractors, and position a sharp eye on operating metrics. A flowchart could empower businesses to envisage such instance of business model, develop various aspects of such model, and survey the outcomes at various levels. Sections of flowchart could find expression in tabular formats, wherein operators input quantitative information that emerges from an ongoing analysis of such activity. Subsequently, cost structures could register significant progress in terms of reinforcing the ability of businesses to compete in different landscapes.

  • Deriving Value from Data

User data is a contemporary driver that expands the scope, structure and operational dynamics of a business model. In this instance, we may position user data at the core and develop new versions of model within flowcharts. For instance, an Internet retailer could utilize user data as a prime factor that shapes (and spurs) online marketing campaigns and sales activity on different channels mediated by digital. User data also bears potential to elevate the quality of ancillary business activities that complement the core operations of the Internet retailer. Business operators could ideate on new techniques of harvesting and utilizing user data in a bid to enrich/expand certain aspects of business model. Such stance can assist businesses stay relevant to online audiences, build subsidiary versions of primary value propositions – and infuse fresh energies into strategies that underlie their operations.

  • Re-Imaging Business Activities

A spatial distribution (of representations) of key business activities could emerge in various sections of an expansive flowchart. Business operators may develop this method to survey the scope and range of business activities – with a view to generate new efficiencies. Such method is thus a means to review and develop the idea of a business model in response to changes that emerge in commercial and market landscapes. Subsequently, operators may sharpen the focus of business activities, cut the scope of waste in resource usage, find locations that can spur synergies in business activity, etc. This stance could produce outstanding instances of business innovation and process re-engineering, in the ideation of new forms of business model, as also in terms of generating efficient new practices that uphold and promote enlightened business activities.

  • The Flexible Model

Expanding product lines and deploying proprietary technologies – these prongs could power the development and diversification of a flexible business model. We may consider this technique as key to the operation of, for instance, the modern manufacturing enterprise. Such stances, when integrated into the fabric of business model may enable enterprises to escape obsolescence, bring new value propositions to market on a consistent basis, and gain better operating efficiencies (and the beneficial downstream effects). Pursuant to this, manufacturers could design flowcharts that incorporate gaps in the design of business model. These spaces could be subsequently populated by new product lines and tech-driven deployments, thereby creating an output of a full-fledged, validated instance of model. Interesting variations may arise based on the nature of industry and enterprises that endorse this technique.

  • Ideating Afresh, Ideating Anew

These readings need investigation to acquire a deeper grasp on the nuances of building business model (and variations thereof) via agency of flowcharts. Each instance encased in the texts above refreshes and enriches our understanding of the headline topic, and may spark creative lines of thought into the design and construction of such models. The intelligent entrepreneur could invest cranial capacities to ideate on subsequent refinements, build new sub-structures that reinforce the rationale inside models, and develop faster connections that spur commerce toward new horizons. Additionally, flow-based diagrams could prove instrumental in developing new modes of efficiency into the ancillary areas of models, allowing commercial constructs to attain new levels of performance.

  • To Conclude

Further, we could break new ground by merging business re-engineering programs into the ongoing structural interventions (and revisions) aimed at a business model. This stance could gain wide remit when corporate chieftains set out to re-align business structures and strategies to resonate better with market conditions and the emerging imperatives of trade and commerce. The processes and protocols of such merger must find representation inside flowcharts prior to their application in real-world conditions. Hence, business re-engineering would be a part of definitive method designed to, for instance, calibrate the use of resources in various contexts of business operation. Consultants and process specialists could assist in the execution of such endeavors; this technique could gain further boosts when enterprises expand their conception of a business model to include variables and certain versions of the intangible, such as disruptions in the traditional narratives underlying modern commerce.

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