5 stories about how startups change their business model

The authors of the book "Search business model" John Mullins and Randy Komisar examples of the transition from a sluggish plan and to the energetic plan b.

Apple-from innovation, but barely live PC manufacturer in the consumer electronics industry locomotive

In 2000 year, every young man to 25 years downloaded from online music. Piracy flourished. Ways to make paying for music, in addition to going to court, it seemed, did not exist. Besides, according to Steve jobs, design products for playing digital music did not exist.

It was a perfect moment to enter the music market with a new product. What did Apple, which was at the time producer of computers that barely put to make ends meet.

Apple studied analogues, such as Sony Walkman. Selling more than 330 million players, Sony has proved that people in any country like listen to music itself and pay for it. The Walkman also proved that listening to music in a way acceptable-electronics manufacturers in this doubt.

Experience the scandalous pirate service Napster showed that music downloading more attractive hike in store and can be downloaded and a single song, not just the album. Experience paid services MusicNet and Pressplay proved that music does not want to "rent", and buy, and all in one place, rather than different on various sites.

Another antithesis was the Diamond company Media Systems, which released on market player Rio. This project failed due to ill-advised interface insufficient memory for storing music and its slow transfer from your computer to your player. All these problems need to be addressed when outputting to market the new device.

Inner conviction of Steve Jobs was that people will pay for a fashionable portable device and buy at least a small part of what previously stolen (the player is bound to the online App Store, which sells music). It turned out to be true. For the first six years after the launch of the iPod, Apple earned $9.6 billion.

Now Apple is primarily a manufacturer of consumer electronics, not computers.

Pantaloon-clone of the American chain Wal-Mart's distinctive trading company is leader of the Indian market

In the year 1987, the son of a merchant of the Mumbai fabrics Swarming Bijani founded Pantaloon. First, the company engaged in the manufacture of men's wear, which is then sold in family shops. Then Bijani decided to turn it into a trading company, copying the experience of world retail leader Wal-Mart.

Opening supermarkets Big Bazaar with the same orderly laying out goods as at Wal-Mart, he found that buyers don't stop, continue to walk and walk and a little buying.

Then he realized that the experience of the American retailer can be applied only in organization of processes that are not visible to buyers. And the visible part of the need to make like the Indian markets, where there is a cry, untidiness and chaos.

He experimented with various goods, location of shops and halls planning stylizing them under markets and won. After 11 years after the founding of the company in the year 2008, the company became the largest retail network in India.

Amazon.com-from problematic dotcom, pozhirajushhego money, high performance trading business

The first four years, starting in the year 1995, the online store Amazon.com has followed a strategy of rapid growth. The store's founder Jeff Bezos has put at the heart of three properties that are attractive to the client: a rich assortment, low prices and convenient delivery. This allowed to grow to 1999 to $16 billion turnover. But losses for the year 2000 amounted to $1.4 billion.

To become a well-established high-performance business, Amazon has done a lot of experimentation. The plan worked, probably can be called plan e. Online shop became the embodiment of the ideas of the authors of the book "Search business model» John Metro and Randy Komisara on looking for a new plan that never stops.

At first the company has automated everything possible, and order processing has become take several hours. Then there were the revised conditions of cooperation with suppliers, and decreased inventory volumes and terms the Payables rose.

Then Amazon became a platform for electronic commerce for other companies. For the 2008 year, their sales accounted for one third of sales from Amazon.

Each revision of business models brought to fruition. Profitable online shop became already in 2003 year, earning $35 million while turnover of $5.3 billion. A year later, when turnover of $6.9 billion Amazon received $588 million profit.

Skype-from a mass of free service in an attractive investment object with a bunch of paid premium services

The first version of Skype was presented as telephone service through which people worldwide can make free calls over the Internet with excellent quality. After downloading Skype needed only headphones, microphone, high-speed Internet, and could call another Skype user same.

The meaning was to persuade as many people as possible to use Skype, and to this end calls done absolutely free. For example, Thai students in London asked their relatives in Bangkok download Skype, and talking with the family, located thousands of miles away.

The creators of Skype-Nicholas Zennstrem and Janus Friis-could not afford to lose money on calls, because Skype is built on peer-to-peer network for connection does not need special equipment-only users ' computers.

In the three months since the start of the Skype dialed 2.6 million users. Then it is time to plan b. First, the company has evolved without third-party investment. Now Skype's creators decided to run the the SkypeOut service (outgoing calls to landlines and mobile phones) and SkypeIn (incoming calls).

For the ability to make these Skype had to pay regular phone networks, and the company raised $19 million investment. Plan b worked. To use paid services have become 5 percent of customers. Three years after the launch of paid services to the company's revenues amounted to $600 million.

Toyota-manufacturer of inexpensive and quality vehicles in the luxury cars segment leader

In the 1950-ies Chief Engineer-technologist of company Toyota Taichi It took a course on reducing production cycle by minimizing the losses at each stage of the process.

The company's production system was based on three pillars: kanban-system "just in time" jidoka-integrated quality control system and reduction of unnecessary muda Trat. Since then, reduce losses in all possible forms is the main secret of the company.

By mid-1980-ies this plan has had tremendous success. Revenue grew, self-cost effectively monitored, and gross margin gradually increased. At the same time the most successful models were small and still have a lower return on sales than large cars in the important for Toyota North America.

At Toyota appeared the fourth principle of the system of production-kaizen-striving for continuous improvement. But for maximum hardening on the world market need was a coup. Then plan b appeared.

The company entered the market for luxury cars, but with the same principles that Toyota used in the production of massive machines, not coming up with anything new-luxury items added to existing models of Toyota (Camry), naming their new-Lexus.

Thanks to efficient production processes Toyota luxury cars produced, not inferior to German competitors, with less labour and materials. In the first year after the start of sales of Lexus, the company overtook Mercedes in the U.S. market.

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Автор статьи: Максим Миллер - о авторе.
Бизнесмен, инвестор, финансовый консультант Facebook
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