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MIS and Value - Coggle Diagram
MIS and Value
Business Model Canvas
Key Partnerships
Key Activities
Value Propositions
Customer Relationships
Customer Segments
Key Resources
Channels
Cost Structure
Revenue Streams
Value
Value Sources
Creators
Stakeholders
Employees
Vendors
Providers
Value Sinks
Consumers
Value Adders
POS systems
Third Party Adding Information from
Other Retailers
Stakeholders
Value Behavior
Use Value
Exchange Value
Value Types
Efficiency Value
Value Missed
Opportunities of Value Creation
Value Destroyed
Efficacy Value
Evidentiary Value
Perceived Value
Desired Value
Personal Value
12 Standard Forms of Value
Product
Service
Shared Resource
Subscription
Resale
Lease
Agency
Audience Aggregation
Loan
Option
Insurance
Capital
Successful Value Creation Strategies
Product and Process Innovation
Real-time Understanding
Of Customer's Changing Needs
Database Enabled
Leveraging Emerging Technologies
Information Technology
Leveraging Technology and Regulatory Changes
To Create New Markets
Reconfiguration of Value Chains
Creating Win / Win
Partnerships With
Customers
Employees
Suppliers
Competition
Provide Benefits
To the Customer
Greater than Competition
Willing to Pay a Premium For
Most Successful Responses
Innovation
Understanding Customer Changing Needs
Fundamental Weakness Of
Win / Lose Responses
Divert Management From
Value Creating Engines
Innovation
Imagination
Cooperation
Knowledge
Win / Win
Providing More Value than the Competition
Increases Customer Satisfaction
Pushes Competition to Do the Same
Expanding the Pie
Management's Scarcest Resources
Time
Creativity
Imagination
Energy
Tragedy of the Commons
Self Regulation
Shared Resources
Balancing
Production Capability
And
Production
Limiting Resource Usage
For Resource Sustainability
And Long Term Benefits For All
Value Chain
Collaborating Players
Work Together
To Satisfy Market Demands
For Specific
Products or Services
Intent
Increase Value For
A Product or Service
Porter's Value Chain
Primary Activities
Inbound Logistics
Operations
Outbound Logistics
Marketing and Sales
Service
Support Activities
Procurement or Purchasing
Obtaining Resources to Operate
Human Resource Management
Obtaining Quality Workers
Technological Development
Managing and Processing Information
Infrastructure
Support Systems
Value Stream
Sequence of Activities Required To
Design
Produce
And Deliver
Good or Service
To The Market
Encompasses
Raw Material Supplier
Manufacturer
Distribution Network
For a Service
Includes
Suppliers
Technology
Service Producer
Distribution
Business Purpose
Creating Value
For
Customers
Employees
Rewarded with Financial Performance
And Expanding The Pie
Win / Win
Well Designed Value Creating System
Any Transaction Over Long Time
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Focuses On
Creating Opportunity
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Investors
Financial Gain
Least Likely To
Maximize it's Returns Long Term
Managers
Identify the Strategic Assets
Belonging To
The Various
And
Articulate the Relationships
Between
Value Proposition Canvas
Customer Profile
Jobs
Functional
Social
Emotional
Pains
Gains
Value Map
Product and Maps
Pain Relievers
Fit
Gain Creators
Fit
Why Do Manager's
Not Focus On
Value Creation
One Reason
Education and Training
Create a Narrow Organizational View
And Supported By
Financial Accounting Systems
Designed For
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Instead of
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Win / Lose
Contribution To
Profit Loss
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Thinking and Acting
Could lead To Downward Spiral Of
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Any Transaction
In A Moment In Time
Strategic Balance Sheets
Focused On
Customers
Employees
Processes
Investors
First Focus On
Expanding the Pie
Then Focus On
Dividing the Pie
Principles for Managing
With System's View of Business
Create Most Value
Capture Part of That Value
As Profit
Think of the Value
Of The Product or Service
What would Customer Pay
Having Perfect Information
Total Costs and Benefits
Of The Product or Service
Gartner Hype Cycle
Technology Trigger
Peak of Inflated Expectations
Trough of Disillusionment
Slope of Enlightenment
Plateau of Productivity
Understanding the Job a Product Does
Makes it Simpler to Improve