BNA_G2_Business Model – A Value Ecosystem
Value Proposition
Customer Segment
G2 Members
IBS 108212003 王品淳 Abby
IBS 109212047 王霆虎 Albert
IBS 109212009 汪昱昕 Irene
IBS 108212505 葉尊瑩 Clare
IBS 106212006 陳孟傑 MJ
IBS 109212059 楊愛嘉 Stansia
Customer Relationship
Channels
Cost Stucture
Revenue Stream
Key Activities
Key Resources
Key Partnerships
Target customer that company service for
Ensure the operation of the business model
Uber
The reason why people choose us compared to them
The relationships between company and customer
- data analysis
- recruit and select
Uber
- White-collar worker
- Business man
- Students
- The man who has special requirements of transportation
Create Infrastructure
Uber
- System platform
- IT technology
- High quality drivers and cars
Who will benefit your business model
Uber
- Social media
- Map provider
- Online payment
- App designer
Uber
The monetary value that a company has spent in order to produce something
Uber
Source of revenue of a company or organization
Uber
- Commission
- Dynamic pricing
Uber
- Competitive Pricing (less expensive than traditional taxis and car services)
- Have Professional Services
- Convenient and Cashless
Business Model Canvas
- A organizations on their way to create value, profit, revenue.
- Value proposition-most important in business model
- Honorable service
- Elite service
- Dynamic toll
Uber
- Founded in 2009
- Sharing economy
- Disruptive Innovation
- Salaries to employees
- Driver payments
- Technology development
- R&D
- Marketing
- Legal activities
- Salaries to employees
- Driver payments
- Technology development
- R&D
- Marketing
- Legal activities
- Advertisement
- Word of mouth
- Champaign
- Media Coverage
Use the way to transfer the value to Customer