Modele de

afaceri
Curs 2

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Definiție:
“Un model de afaceri descrie modalitatea în care o organizația creează,
livrează și capturează valoarea.”

Alte modalitati de definire:

▪ “The business model is the manager’s logic that will allow a venture
to:
▪ Capture the market opportunity;
▪ Mitigate risks;
▪ Identify the required resource set;
▪ Create value for investors and founders.”
Business Model Analysis, Glenn A. Okun
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Alte modalitati de definire:
▪ “A business model describes how an idea will create value”

MARS Business Model & Idea Canvasses

▪ “a business model describes the rationale of how an organization

creates, delivers, and captures value”
▪ How a company intends to make money / the logic by which it sustains
itself financially
▪ How your idea actually becomes a business

Alexander Osterwalder – “Business Model Generation”

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4
➢ Structura modelului de afaceri:
➢ Segmentele de clienți
➢ Propunerile de valoare
➢ Canalele de distibuție
➢ Relația cu clienții
➢ Fluxuri de venituri
➢ Resurse cheie
➢ Activități cheie
➢ Parteneriate cheie
➢ Structura costurilor

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https://www.bcg.com/documents/file36456.pdf 6
Business Model Analysis, Glenn A. Okun
▪ Modelele de afaceri pot fi construite prin raspunsul la o serie de
întrebări:
▪ Care este propunerea de plus-valoare?
▪ Care sunt piețele țintă?
▪ Cine sunt membrii critici ai echipei?
▪ Unde se identifica avantajul competitiv?
▪ De ce există un avantaj competitiv?
▪ Când va avea loc dezvoltarea si lansarea?
▪ Când va creste fluxul de numerar?

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Exemple de intrabari pot include:

1. How do you acquire customers?

2. After you have landed a new customer, how do you plan to relate to that customer
and manage the relationship (if at all)?

3. How do you charge your customers? What is your revenue model?

4. How much do you charge your customers? Can you calculate your revenues for the
next month, quarter and year?

5. What assets are available to you or under your control?

Ref. Fundamentals of Entrepreneurial Management Series

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6. Who are your key partners?

7. What key activities do you need to engage in to deliver your value

proposition?
8. What are your fixed costs?

9. What are your variable costs? Can you calculate your total cost for
the next month, quarter and year?

10. Does your revenue forecast demonstrate increased profitability

towards the end of the forecast period?

Ref. Fundamentals of Entrepreneurial Management Series

10
 A business plan is a written document that describes a business, its objectives,
its strategies, its market and its financial forecasts. It states business goals,
argues why they are believed attainable and shows a plan to reach them. It is
also a helpful tool to monitor the business performance to stay on track.
Ref. GENERAL GUIDELINES FOR DEVELOPING A BUSINESS PLAN
https://ec.europa.eu/environment/eco-innovation/files/docs/getting-funds/business_plan_guidelines.pdf

▪ Structura generica a unui ▪ Echipa de management

plan de afaceri: ▪ Finanțarea
▪ Introducere ▪ Proiecții financiare
▪ Problemă ▪ Cronologie
▪ Soluţie ▪ Descriere produs
▪ Piață, clienți ▪ Marketing
▪ Competitori ▪ …
▪ Modele de afaceri și venituri
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▪ Surse de venit:
▪ Single stream
▪ O singura sursa predominanta de venit de la un produs sau serviciu
▪ Multiple stream
▪ Mai multe surse de venit de la un produse sau servicii diferite
▪ Interdependente
▪ O organizatie vinde produse sau servicii pentru a stimula vanzarea altor
produse
▪ Loss leader
▪ produsul este vândut la un preț sub costul său de piata pentru a stimula
alte vânzări de bunuri sau servicii mai profitabile ale organizatiei.
▪ Exemplu: vanzarea de imprimante ieftine stimuleaza vanzarea de
consumabile scumpe

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▪ Modele de venit:
▪ Subscriptie / abonament
▪ Model unitar sau la volum
▪ Vanzarea la bucata cu pret fix
▪ Pubicitate
▪ Publicitate platita pentru vizualiare sau la accesare (click)
▪ Licentiere / sindicalizare
▪ O taxa pentru utilizare / revanzare
▪ Eng: Royalty fee / syndication / licensing
▪ Tranzactional
▪ Se achita o taxa in urma unei tranzactii
▪ Sponsorizare / co-marketing
▪ Sponsorul plateste pentru marketing direct si access la clienti

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▪ Structuri de cost:
▪ Salarii
▪ Directe (angajati direct implicati in productie)
▪ Indirecte (angajati suport)
▪ Stocuri
▪ Locatii
▪ Marketing

▪ Modele de cost
▪ Cost fix, variablil sau semi-variabil
▪ Dimeniuni ale modeleleor de cost
▪ Schibari anticipate ale modelelor de cost

Business Model Analysis, Glenn A. Okun

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▪ Predictia volumelor de vanzarilor
▪ Interval de timp (de obicie anual sau 2-3 ani)
▪ Ipoteze
▪ Vanzari per client
▪ Numar de clienti
▪ Rata de cestere a vanzarilor

▪ Predictia costurilor
▪ Costuri de operare și costuri de vânzare

▪ Situația veniturilor și bilanțul

▪ Prognoza fluxurilor de numerar
▪ Situația sumară a surselor și utilizărilor numerarului
Business Model Analysis, Glenn A. Okun
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▪ Fluxurile de numerar = venituri totala – cheltuieli de operare
▪ suma netă (numerar) primită sau plătită într-o anumită perioadă de timp.

▪ Metoda directă pentru calcularea presupune deducerea din vânzări

numai a acelor cheltuieli de exploatare care au consumat numerar.
▪ adăugați vânzări nete
▪ adăugați conturi finale de primit
▪ scade conturile de început de primit
▪ adăugați active finale (chirie preplătită, inventor, etc)
▪ scade activele de început (chirie preplătită, inventar , etc)
▪ scădem datoriile care se încheie (impozit, dobânzi, salarii, conturi plătibile
și alții)
▪ adăugați datoriile de început (impozit, dobânzi, salarii, conturi plătite etc)

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 Studiu de caz

▪ PLATFORM-BASED BUSINESSES
▪ Platform-based businesses, two-sided or multi-sided markets, are digitally
enabled marketplaces for directly matching buyers and sellers.
▪ The platform owner typically receives a fee from the platform users.
Platforms serve specific communities and customers and in most cases
benefit from scale and network effects.
▪ Ex:
▪ Airbnb is an online marketplace for people wanting to list or rent short-term
lodging in residential properties. The company receives percentage service fees
from both guests and hosts in connection with every booking (Airbnb n.d.).

ESRC - Business models of the future: emerging value creation

http://www.accaglobal.com/content/dam/ACCA_Global/Technical/Future/pi-emerging-business-models-FINAL-26-01-
2017.pdf
 Studiu de caz

▪ MASS CUSTOMISATION 2.0

▪ First-generation customisation involved businesses tailoring their
products to the specific needs of their customers.
▪ For example, PC maker Dell, offering a limited range of specifications for
customers to choose from to build a computer that suits their needs.
▪ Increasingly sophisticated personalisation and assembly can now happen
at home, or not far from it.
▪ Today, ‘on-demand’ is replacing ‘in-stock’
▪ Ex:
▪ Opendesk is a global network of makers and a collection of furniture created by
a range of international designers. Because pieces of furniture are designed for
digital fabrication, they can be downloaded as a digital file and made locally –
on demand, anywhere in the world. A chair designed in Sao Paulo, for instance,
can be bought by a customer in downtown Shanghai and can be manufactured
and assembled at a local co-working space (Opendesk n.d.).

http://www.accaglobal.com/content/dam/ACCA_Global/Technical/Future/pi-emerging-business-models-FINAL-26-
01-2017.pdf
 Studiu de caz

▪ FRUGAL
▪ ‘Frugal’ originated as low-cost fixes in lower-income economies, where a
lack of resources drives people to use their ingenuity and what they have
to hand to solve their problems.
▪ business models of some of the world’s largest companies.
▪ Frugal businesses can respond to new customer demand for affordable,
high-quality products and services and create entirely new market
segments.
▪ Example:
▪ Renault Renault’s ‘no-frills’ $6000 Logan car, launched in 2004, embraced frugal
design, assembly and maintenance principles. It has gone on to become a
leading seller in Europe, making a new market segment for an affordable car. In
2015 Renault launched the $4700 Kwid. This was the culmination of a frugal
innovation challenge to design and build a car in Chennai, India, for the highly
competitive Indian compact-car market. Renault adopted much of the learning
from its experience of developing the Logan to keep the costs down and
produce a desirable vehicle (Radjou and Prabhu 2015)

http://www.accaglobal.com/content/dam/ACCA_Global/Technical/Future/pi-emerging-business-models-FINAL-26-
01-2017.pdf
 Studiu de caz

▪ MODERN BARTER
▪ Exchanging goods or skills with others instead of paying for something, or
using digital and alternative currencies to transact instead of central-
bank-backed money is on the rise.
▪ Benefits include the ability to access products and services without
affecting personal and household finances and the building of a sense of
community that non-pecuniary exchange can engender.
▪ Example:
▪ TimeRepublik is an online timebanking community. Users earn ‘timecoins’ for
completing a task which they can then spend on services that they desire. Users
can post requests describing the service that they need and posting skills
sought to fulfil that request. The service relies on trust and reciprocity
between users and the value of their reputation. Users exchanging services are
encouraged to actively communicate with each other to ensure expectations
are met. All feedback is public to the rest of the community (TimeRepublik n.d)

http://www.accaglobal.com/content/dam/ACCA_Global/Technical/Future/pi-emerging-business-models-FINAL-26-
01-2017.pdf
 Studiu de caz

▪ ‘PAY WHAT YOU WANT’

▪ Customers pay what they think is right, or want to pay, for a product or service.
This can be anything from 0 to any amount
▪ Profitability is based on attracting new customers and on the desire of customers
to become a part of the success of the business.
▪ ‘Pay what you want’ can be employed in a number of digital forums. For
example, it can be used as part of a ‘freemium’, or tier-based, model whereby a
basic version is offered free of charge but subsidised by a premium version, with
more features offered at a higher cost.
▪ Example:
▪ Humble Bundle offers customers video games for download, often made by independent
developers. These are grouped together in ‘bundles’. At the checkout customers are given
a range of suggested payment options, for example, $1 and over, $5 and over and $10 and
over. Each tier accesses a larger bundle of games. Customers are then able, via a set of
sliding bars that they control, to allocate the amount of money they wish to distribute
between the game developers, a chosen charity and to Humble Bundle itself
(HumbleBundle n.d.).

http://www.accaglobal.com/content/dam/ACCA_Global/Technical/Future/pi-emerging-business-models-FINAL-26-
01-2017.pdf
 Studiu de caz

▪ MEGA-HYPERLOCAL
▪ First-generation hyperlocal businesses are typically digitally enabled local delivery or
home utility services.
▪ pre-digital days: local classified advertising or word of mouth.
▪ Components for a product or service are (part or wholly) sourced and assembled within
a local area and then also sold locally.
▪ Mega-hyperlocal businesses can create brands with a strong local identity, build
genuine ecosystems of local economic opportunity, cultivate strong personal
relationships with customers, enhance neighbourhood quality of life and have a low
environmental footprint.
▪ Example:
▪ Kernel Brewery Based in central London, less than a mile from Tower Bridge, the Kernel Brewery,
a pioneer of a micro-cluster of London breweries based on the banks of the Thames, values its
position in the community over scale. Its founder has remained resolutely connected to the
firm’s roots and has resisted expansion to larger premises even though demand has outstripped
its over 10,000 bottles per week sales. According to its founder, where it is from is what matters:
‘We’ve got to take into account the community that has built up around the brewery. We’ve
limited space but we’ve [good] neighbours and this is really important to us. It’s like terroir’2
(Kernel Brewery n.d.).

http://www.accaglobal.com/content/dam/ACCA_Global/Technical/Future/pi-emerging-business-models-FINAL-26-
01-2017.pdf