engage 9 blocks business model case study

Engage

Written & designed by:AbdelRhman Tantawy

Digital Publishing & Marketing خطة عمل - التسويق و األعالم اإللكتروني

Business Model

We aim to creating unique, regionally relevant and trusted content in Middle east.

While helping brands, non-profits and start-ups to reach targeted audiences on both the web, social media and mobile.

هدفنا انشاء مصادر مميزة و موثوقة للمنطقة العربية و خاصتًا مصر و الخليج.

و خالل ذلك نعمل علي مساعدة العالمات التجارية المحلية و الجمعيات الخيرية للوصول إلي عمالئهم عن طريق األنترنت, شبكات التواصل

االجتماعي و الموبايل . و أيضا مساعدة الشركات العالمية للوصول لعمالئهم و في المنطقة بالطريقة و اللغة المناسبة.

#1 The 9 Building Blocks #2 Process

#3 Digital Projects

Table of Contents

Table of Contents

A shared language for describing, visualizing, assessing, and changing business models

#1 The BusinessModel 9 Building Blocksالنقاط التسع لخطة العمل

العمالءالخدات المقدمة القنوات العالقة بين العالمة

التجارية و المستخدم

األدوات و مصادر العمل الدخل

المشاريع األساسية

الشركاء التكلفة

KRKey Resources

KPKey Partners

KAKey Activities

C$ Cost Structure

CSCustomer Segments

CRCustomer Relationships

VPValue Propositions

CHChannels

R$Revenue Streams

العمالء

الخدات المقدمة

القنوات

العالقة بين العالمةالتجارية و المستخدم

الدخل

األدوات و مصادر العمل

المشاريع األساسية

الشركاء

التكلفة

The Customer Segments Building Block defines the deferent groups of people or organizations an enterprise aims to reach and serve

يعبر المستهلك عن مجموعة من المستهلكين و المنظمات التي نهدف للوصول إليها . نتشارك نحن و المستهلك ذات األهداف و نشارك المعلومات و الخدمات

We aim to target Multi-sided platforms starting from direct consumer to world wild organization aim to reach our consumers of our network.

Customer groups represent separate segments as they:• Their needs require and justify a distinct offer• They are reached through different Channels• They require different types of relationships• They have substantially different profi tabilities• They are willing to pay for different aspects of the offer

Direct consumerOrganizationsPartnerships

املستهلك املباشراملنظمات و الشركاتالشركاء

we aim to reach all arabic speaking consumer in middle east and north africa espcially Gulf and Egypt

The Value Propositions Building Block describes the bundle of products and services that create value for a specific Customer Segment

الخدامات المقدمة تصف الخدامات التي تأدي إلي فائدة إلي المستهلكين

What value do we deliver to the customer?Which one of our customer’s problems are we helpingto solve? Which customer needs are we satisfying?What bundles of products and services are we offeringto each Customer Segment?

CustomizationTailoring products and services to the specificneeds of individual customers or CustomerSegments creates value. In recent years, theconcepts of mass customization and customerco-creation have gained importance. This approachallows for customized products and services,while still taking advantage of economies of scale.

Consumers:Entertainment, knowledge, improve performance ... etc

Organizations: Reach, communicate, send message, advertising, Accessibility .

Partners:Localization, Accessibility, communicate, new market and regional penetration, Cost reduction...

المستهلك المباشر:الترفية, معلومات, تسهيل الوصول إلي خدمات

أخري

المنظمات و الشركات : التواصل مع املستهلك و الدعاية.

الشركاء:الوصول إلي السوق احمللي

The Channels Building Block describes how a company communicates with and reaches its Customer Segments to deliver a Value Proposition

القنوات المقترحة لألتصال بالمستهلك تصف الطرق التي يمكاستخدامها للوصول للمستهلك و إيصال خدمات الشركة و الدفع Web sales

Sales forceاألنترنت

Through which Channels do our Customer Segmentswant to be reached? How are we reaching them now?How are our Channels integrated? Which ones work best?Which ones are most cost-efficient? How are weintegrating them with customer routines?

التعريف بالمنتج معرفة رأي المستهلكبالخدمة

شراء الخدمةالتنفيز

المتابعة

The Customer Relationships Building Block describes the types of relationships a company establishes with specific Customer Segments.

We should clarify the type of relationship it wants toestablish with each Customer Segment.

Automated servicesThis type of relationship mixes a more sophisticated form of customer self-service with automated processes.

CommunitiesIncreasingly, companies are utilizing user communities to become more involved with customers/prospects and to facilitate connections between community members.

Co-creationMore companies are going beyond the traditional customer-vendor relationship to co-create value with customers.




The Revenue Streams Building Block represents the cash a company generates from each Customer Segment (costs must be subtracted from revenues to create earnings)

For what value are our customers really willing to pay?For what do they currently pay? How are they currentlypaying? How would they prefer to pay? How much doeseach Revenue Stream contribute to overall revenues?

AdvertisingThis Revenue Stream results from fees for advertisinga particular product, service, or brand. Traditionally,the media industry and event organizers relied heavilyon revenues from advertising.

Asset saleThe most widely understood Revenue Stream derivesfrom selling ownership rights to a physical product.

Subscription feesThis Revenue Stream is generated by selling continuousaccess to a service. A gym sells its membersmonthly or yearly subscriptions in exchange foraccess to its exercise facilities.

LicensingThis Revenue Stream is generated by giving customerspermission to use protected intellectual property inexchange for licensing fees. Licensing allows rightsholdersto generate revenues from their property withouthaving to manufacture a product or commercializea service.

The Key Resources Building Block describes the most important assets required to make a business model work

PhysicalThis category includes physical assets such asmanufacturing facilities, buildings, vehicles, machines,systems, point-of-sales systems, and distributionnetworks.

HumanEvery enterprise requires human resources, butpeople are particularly prominent in certain businessmodels.

IntellectualIntellectual resources such as brands, proprietaryknowledge, patents and copyrights, partnerships,and customer databases are increasingly importantcomponents of a strong business model.

1

2

3

Physical1

usine the minimum office size and special requirments needed to activate this project

Human2the most important assests in our company in our team, we need to select the best to develop the best

General Manager

Operation manager

Development Team Leader

UI Designer Web-developer Web-developer

Art Director

2D designer 2D designer 3D Designer and video editor

Content supervisor

Social media specialist

(translator)


(translator)


(Freelancer)


Financial Manager Legal consultant

Marketing and sales Team

Leader

Account executive

Account executive

PA

Human2Salary Forecasting for the 1st two years

The Key Activities Building Block describes the most important things a company must do to make its business model work Every business model calls for a number of Key Activities. Theseare the most important actions a company must take to operatesuccessfully. Social Media channels

websites and applications localization

Application development

Platform/networkBusiness models designed with a platform as a KeyResource are dominated by platform or networkrelatedKey Activities.

Problem solvingKey Activities of this type relate to coming up withnew solutions to individual customer problems.

Social websites Facebook pages

mobile apps

youtube channels

The Key Partnerships Building Block describes the network of suppliers and partners that make the business model workCompanies forge partnerships for many reasons, and partnershipsare becoming a cornerstone of many business models. Companiescreate alliances to optimize their business models, reduce risk, oracquire resources.

Optimization and economy of scaleThe most basic form of partnership or buyer-supplierrelationship is designed to optimize the allocation ofresources and activities.

Reduction of risk and uncertaintyPartnerships can help reduce risk in a competitiveenvironment characterized by uncertainty.

Acquisition of particular resources and activitiesFew companies own all the resources or perform allthe activities described by their business models.

We can distinguish between four different types of partnerships:1. Strategic alliances between non-competitors2. Coopetition: strategic partnerships between competitors3. Joint ventures to develop new businesses4. Buyer-supplier relationships to assure reliable supplies

The Cost Structure describes all costs incurred to operate a business modelThis building block describes the most important costs incurredwhile operating under a particular business model. Creating and deliveringvalue, maintaining Customer Relationships, and generatingrevenue all incur costs.

Fixed costsCosts that remain the same despite the volume ofgoods or services produced. Examples include salaries,rents, and physical manufacturing facilities. Somebusinesses, such as manufacturing companies, arecharacterized by a high proportion of fixed costs.

Total investment budget for two years = $368,857

Starting with minimum

investment =$250,000

Stretching budget to $400,000

Direct consumerOrganizationsPartnerships




Sales forceWeb sales

Automated services

Communities

Co-creation

AdvertisingAsset saleSubscription feesLicensing

Physical

Human

Intellectual

1

2

3

Social Media channels

websites and applications localization

Application development

Optimization and economy of scale

Reduction of risk and uncertainty

Acquisition of particular resources and activities

Total investment budget for two years = $368,857

we are in this phase right now