Ideation

By : Loay Qabajeh www.trainer.ps
IDEATION

Introduce your self
 Name
 Education
 Greetings
2

Trainer / Facilitator
 Certified master trainer
 Business Mentor.
 17+ years in training
 700+ training hours.
 4000+ Trainees.
3
Loayqps
loayq
loayq
loayq
Loay.qabajeh

Expectations
Why you are here?4

Training Agenda
 What is IDEATION
 Benefits of Ideation
 Ideation Techniques
 Idea validation

NEW Idea
Developing Project
Completing Project
8
Project/ Start-Up Could BE

Where do we get project ideas?9

Where to find ideas ??
Source of IDEAS11

 Personal contacts with family, friends, co-
workers and colleagues.
 Read specialized newspapers or magazines.
 Visit exhibitions and local markets.
 Visit SME development organizations
 Internet and TV channels .
 Review the list of imported/exported goods.
 …..
12
Source of Ideas

13
Ideas came from
Problem
we
notice
Needs
Society
request
Skills
we have
Stuff we
owned

Your Project could be
14
Solution
Missed
Service or
Product
Hoppy
Upgrading a
project
Complementary
commodity
Society
Needs
.....
New market
product
Innovation

SME could be :
 New business
 Acquiring old business
 Change business model
 Partnership
 Franchise
15

NEWSPAPER .. Group exercise
5 Start-ups
5 Ideas
16

What is Ideation?
 Ideation is about exploring possibilities,
generating new concepts and discovering
new opportunities.
 It is the creative process of generating,
developing, and communicating new
ideas, where an idea is understood as a
basic element of thought that can be either
visual, concrete, or abstract
 One step in the Innovation process
19

What isn’t?
 Not Innovation
 Subset of Innovation
 Not Traditional Brainstorming
 Traditional Brainstorming is involves
validating ideas, weeding out bad
concepts, and correcting current
concepts
20

Benefits of IDEATION
 When applied correctly, the techniques can
add a high level of energy and fun to your
planning activities as well as generate a
large number of exciting ideas.
 The quality of ideas is directly correlated to
the quantity of ideas at a SME’s disposal.
 Ideation provides a mechanism for the
discussion and building of all known
possibilities.
21

Benefits of IDEATION
 Ideation uncovers or “discovers” new
high-potential products, markets, needs,
and features.
 Ideation adds significant confidence and
efficiency to the product development
funnel.
 Ideation can help any SME develop new
methods for uncovering the best ideas
within the company.
22

The most successful companies
have recognized that ideation is
an integral part of their overall
strategic portfolio.
Did you know23

Seasonal Ideas … Group Exercise
Ramadan
EID
24

Before Ideation Success, Decide 5
Things Before You Start
 What's your purpose?
 Who needs to be at the table?
 Can you find someone who knows
creative process and can be an objective
facilitator?
 How are you going to measure success?
 Who is your ultimate decision-maker?
25

Ideation is a process
 Ideation is the process where you generate
ideas and solutions through sessions such
as : Sketching, Prototyping, Brainstorming,
Brainwriting, Worst Possible Idea, and a
wealth of other ideation techniques.
27

Ideation = Idea Generation
 Ideation is the mode of the design process
in which you concentrate on idea
generation.
 Mentally it represents a process of ‘going
wide’ in terms of concepts and outcomes.
 Ideation provides both the fuel and also the
source material for building prototypes and
getting innovative solutions into the hands
of your users.”
28

Ideation Will Help You:
 Ask the right questions and innovate
with a strong focus on your customers,
their needs, and your insights about
them.
 Step beyond the obvious solutions and
therefore increase the innovation
potential of your solution.
 Bring together perspectives and
strengths of your team members.
29

Ideation Will Help You:
 Uncover unexpected areas of innovation.
 Create volume and variety in your
innovation options.
 Get obvious solutions out of your heads,
and drive your team beyond them.
30

It’s not about coming up with
the ‘right’ idea, it’s about
generating the broadest range
of possibilities.
31

Characteristics Required for
Successful Ideation
 Ideation requires purposefully adopting
certain characteristics, whether they are
natural or whether they need to be
encouraged and learnt.
 Regardless of one's personality or way of
thinking, we all fall into the trap of sticking to
patterns and familiar ground, and tend to
use the same recipes for solving problems.
32

Experts and Novice are the same
 Experts and novices alike need to be
constantly self-aware and purposely
intend to adopt some of the following
characteristics, which create an open
mind and fertile ground for sparking
unconventional ideas.
33

Characteristics …1
 Adapting: Be able to switch how you see,
understand, and extend thinking as new
input gets generated.
 Connecting: Be able to connect seemingly
unrelated concepts, attributes or themes in
order to create new possibilities.
 Disrupting: Be able to overturn commonly
held beliefs, assumptions or norms in order
to re-think conventional approaches.
34

 Flipping: Turn dead-ends or deadlocks into
opportunities by flipping them over or rapidly
changing direction towards greater viability.
 Dreaming and Imagining: Be able to visualize a
new picture of reality by turning abstract needs into
tangible pictures or stories, thereby allowing the
space required for inventing bridges to that reality.
 Experimental: Be open and curious enough to
explore possibilities and take risks; be willing and
eager to test out ideas and eager to venture into the
unknown.
35

 Recognize Patterns: Seek to spot common
threads of meaning, and ways of seeing, doing
and behaving; be able to recognize attributes
or shared values across a spectrum of
influence and input; and finally be able to
utilize these commonalities to build solutions.
 Curiosity: Be willing to ask uncomfortable,
silly or even crazy questions. Be willing to
explore and experience, in order to understand
and learn something new and different.
36

Different Use … Group Exercise
37

11 Dos and Don’ts for Ideation Sessions
1) Choose a diverse group. Six to ten people is ideal.
If at all possible bring in some provocative outsiders
to challenge the conventional thinking in your team.
2) Appoint a facilitator. Ideally the facilitator should be
external to the group. They can use different
techniques to manage the process. The manager is
often a poor choice for this role as they cannot stop
themselves shaping the content.
3) Meet off-site. Getting away from the office somehow
helps to break conventional thinking. Unusual
locations are good.
38

4) Suspend judgment. No one is allowed to criticize or even
discuss an idea. As ideas are expressed they are simply
recorded. This can be done on post-its, lap-tops or flip
charts but no fault-finding or comments are allowed to
slow the process of idea flow.
5) Go for quantity. Quantity leads to quality in brainstorms
so don’t stop until you have a large number of ideas –
typically 60 to 100 or more.
6) Go beyond reason. Wild ideas are useful because they
challenge boundaries and provoke other fresh ideas. It is
easier to tame a wild idea than to inject something radical
into a bland one.
39

7) Ride on other people’s Ideas. When one person
suggests a creative concept others should chip in
with extensions, developments and specific ways
to make it happen. Piggyback on each other’s
notions.
8) Displace people out of routine thinking. There
are many good techniques to do this – some of
my favorites are Random Word, Similes, Pass
the Parcel or SCAMPER.
40

9) Set criteria. Make an initial sift of the ideas using some broad
criteria agreed with the group. For example we want ideas that
will please customers, increase awareness and can be
implemented in the next 12 months.
10) Discuss the short list. When you are down to say 10 or 12
good ideas then discuss them constructively. Sometimes there is a
clear consensus as to which are the best. Sometimes you might
want to vote to see which are the most popular. Whittle the list
down to a handful of really good ideas.
11) Assign actions. Start the ball rolling by assigning follow-up
actions for the best ideas. Add them to your to do list and make
sure they are expedited. The brainstorm is worthwhile only if it
delivers actions.
41

Different techniques .. ONE aim
43
Brainstorm Braindump Brainwrite
Brainwalk Mind
Mapping SCAMPER

Mindmap
 Mind mapping is a graphical technique in which
participants build a web of relationships.
 To get started with the simplest form of mind
mapping, the participants write a problem
statement or key phrase in the middle of the
page.
 Then, they write solutions and ideas that
comes to their mind on the very same page.
After that, participants connect their solutions
and ideas by curves or lines to its minor or
major (previous or following) fact or idea.
45

Applications for Mind Maps
 Note Taking
 Problem Solving
Innovation and Ideation
 Prepare for Presentations
 …..

Mind Maps Software
 Mindjet
 Edraw
 Mindmeister
Ms-Visio
Power Point

BRAIN Activities
53
Storming
Dumping
Walking
Writing

Brain Storming
 Brainstorming is a method for generating
ideas to solve a design problem.
 It usually involves a group, under the
direction of a facilitator.
 The strength of brainstorming is the
potential participants have in drawing
associations between their ideas in a free-
thinking environment, thereby broadening
the solution space.
54

It is easier to tone down a
wild idea than to think up a
new one.
- Alex Osborn
Good Quote55

Constraints vs Rules
 Brainstorming may seem to lack
constraints, but success depends
on the observance of eight house
rules and someone acting as
facilitator.

56

Brain Storming Rules
 Set a time limit – depending on the
problem’s complexity, 15–60 minutes is
normal.
 Begin with a target problem/brief –
members should approach this sharply
defined question, plan or goal and stay on
topic.
 Refrain from judgment/criticism – no-one
should be negative (including via body
language) about any idea.
57

 Encourage weird and wacky ideas – further to
the ban on killer phrases like “too expensive”,
keep the floodgates open so everyone
feels free to blurt out ideas, as long as they’re on
topic.
 Aim for quantity – remember, “quantity breeds
quality”; the sifting-and-sorting process comes
later.
 Build on others’ ideas – it’s a process
of association where members expand on
others’ notions and reach new insights, allowing
these ideas to trigger their own.
58

 Stay visual – diagrams and Post-Its help
bring ideas to life and help others see
things in different ways.
 Allow one conversation at a time –
keeping on track this way and showing
respect for everyone’s ideas is essential
for arriving at concrete results.
59

Let us do it
60
The CAMPUS Project

Braindump
 Braindump is very similar to Brainstorm,
however it’s done individually. The
participants write down their ideas on
post-it notes and share their ideas later
with the group.
61

Brainwriting
 Brainwriting is also very similar to a Brainstorm
session.
 However, the participants write down their ideas on
paper and, after a few minutes, they pass on their
own piece of paper to another participant who’ll then
elaborate on the first person’s ideas and so forth.
 Another few minutes later, the individual participants
will again pass their papers on to someone else and
so the process continues.
 After about 15 minutes, you will collect the papers
and post them for instant discussion.
62

Brainwalk
 Brainwalk is similar to
Brainwriting. However,
instead of passing around
the paper, the participants
walk around in the room
and continuously find new
“ideation stations” where
they can elaborate on other
participants’ ideas.
63

What is SCAMPER
65
SCAMPER is an idea generation technique that utilizes
action verbs as stimuli. It is a well-known kind of checklist
developed by Bob Eberie that assists the person in coming
up with ideas either for modifications that can be made on an
existing product or for making a new product. SCAMPER is
an acronym with each letter standing for an action verb
which in turn stands for a prompt for creative ideas.
S – Substitute
C – Combine
A – Adapt
M – Modify
P – Put to another use
E – Eliminate
R – Reverse

S and C
68
S Substitute
Think about substituting part of your product/process for something else. By
looking for something to substitute you can often come up with new ideas.
Typical questions: What can I substitute to make an improvement? What if I
swap this for that and see what happens? How can I substitute the place, time,
materials or people?
C Combine
Think about combining two or more parts of your opportunity to achieve a
different product/process or to enhance synergy.
Typical questions: What materials, features, processes, people, products or
components can I combine? Where can I build synergy?

A & M
69
A Adapt
Think about which parts of the product/process could be adapted to remove the
probortunity or think how you could change the nature of the product/process.
Typical questions: What part of the product could I change? And in exchange
for what? What if I were to change the characteristics of a component?
M Modify/distort
Think about changing part or all of the current situation, or to distort it in an
unusual way. By forcing yourself to come up with new ways of working, you
are often prompted into an alternative product/process.
Typical questions: What happens if I warp or exaggerate a feature or
component? What will happen if I modify the process in some way?

P & E
70
P
Put to other
purposes
Think of how you might be able to put your current solution/ product/process to
other purposes, or think of what you could reuse from somewhere else in order
to solve your own probortunity. You might think of another way of solving your
own probortunity or finding another market for your product.
Typical questions: What other market could I use this product in? Who or what
else might be able to use it?
E Eliminate
Think of what might happen if you eliminated various parts of the
product/process/probortunity and consider what you might do in that situation.
This often leads you to consider different ways of tackling the probortunity.
Typical questions: What would happen if I removed a component or part of it?
How else would I achieve the solution without the normal way of doing it?

R
71
R
Think of what you would do if part of your probortunity/product/process worked
in reverse or done in a different order. What would you do if you had to do it in
reverse? You can use this to see your probortunity from different angles and
come up with new ideas.
Typical questions: What if I did it the other way round? What if I reverse the
order it is done or the way it is used? How would I achieve the opposite effect?

SSUBSTITUTE‫بدل‬
‫ا‬‫ل‬‫بد‬ ‫نستخدم‬ ‫أن‬ ‫يمكن‬ ‫ماذا‬ ‫ــ‬‫؟‬ ‫األجزاء‬ ‫أحد‬ ‫من‬
‫،الزمان؟‬ ‫المكان‬ ، ‫الطريقة‬ ، ‫للمكونات‬ ‫البديل‬ ‫ما‬ ‫ـــ‬
CCOMBINE‫ربط‬‫يمكن‬ ‫هل‬‫؟‬ ‫أخرى‬ ‫مكونات‬ ‫وإضافة‬ ، ‫مختلفة‬ ‫مواد‬ ‫ربط‬
AADAPT‫تكييف‬
‫متعددة‬ ‫ا‬‫ا‬‫وأغراض‬ ‫معينة‬ ‫حالت‬ ‫يناسب‬ ‫بحيث‬ ‫نعدل‬ ‫أن‬ ‫يمكننا‬ ‫هل‬،
‫؟‬ ‫مغاير‬ ‫موقف‬ ‫في‬ ‫أو‬ ، ‫مشابهة‬ ‫فكرة‬ ‫أو‬
MMODIFY‫عدل‬‫التغيير‬ ‫يمكننا‬ ‫هل‬:‫؟‬ ‫الخارجية‬ ‫الخصائص‬ ، ‫التكبير‬ ، ‫التصغير‬
P
PUT TO
OTHER
USES
‫استخدامات‬
‫بديلة‬
‫تتالءم‬ ‫الستخدام‬ ‫في‬ ‫جديدة‬ ‫طريقة‬ ‫أو‬ ‫أخرى‬ ‫استخدامات‬ ‫هناك‬ ‫هل‬
‫؟‬ ‫معين‬ ‫موقف‬ ‫مع‬
EELELIMINATE‫ا‬‫حذف‬‫؟‬ ‫نحذف‬ ‫أن‬ ‫يمكن‬ ‫وماذا‬ ، ‫الضرورية‬ ‫غير‬ ‫األجزاء‬ ‫هي‬ ‫ما‬
RREARRANGE‫أو‬ ‫السترجاع‬
‫الترتيب‬ ‫إعادة‬
، ‫النظام‬ ‫ترتيب‬ ‫في‬ ‫نغير‬ ‫أن‬ ‫يمكن‬ ‫ماذا‬‫؟‬ ‫النموذج‬ ‫قلب‬ ‫عند‬ ‫أو‬
‫النموذج‬ ‫أسئلة‬ ‫ملخص‬

Modern Nargela
 Modern
 Environmental Friendly
 Healthy
 Digital
 Accepted socially
 Economic
 Beautiful
 Revenue Generation
73

Business Model Canvas
‫األعمال‬ ‫بوصلة‬ ‫نموذج‬74

Business Model Canvas… Example
77

Business Model Canvas
 Customers Segments
 Customer Relation
 Channels
 Value Preposition
78
 Key Resources
 Key Partners
 Revenue Streams
 Cost Structure
 Key Activities

‫الكوكتيل‬ ‫مشروع‬79

‫العمالء‬ ‫شرائح‬
80

‫العمالء‬ ‫شرائح‬
‫عند‬‫البدء‬‫بتطبيق‬‫نموذج‬‫العمل‬‫الخاص‬،‫بك‬‫من‬‫الضروري‬‫البدأ‬
‫بشرائح‬‫العمالء‬‫ألنهم‬‫هم‬‫من‬‫يمثلون‬‫حجر‬‫األساس‬.
‫من‬‫دون‬‫عمالء‬‫يمكن‬‫للشركة‬‫الربح‬،‫منهم‬‫ل‬‫يمكن‬‫ألي‬‫شركة‬‫الصمود‬
‫على‬‫المدى‬‫الطويل‬.
‫من‬‫خالل‬‫تقسيم‬‫العمالء‬‫إلى‬‫شرائح‬‫مختلفة‬‫ذات‬‫احتياجات‬‫مشتركة‬‫أو‬
‫تصرفات‬‫متشابهة‬‫يمكن‬‫للشركة‬‫أن‬‫تضمن‬‫رضا‬‫العمالء‬‫من‬‫خالل‬
‫التعامل‬‫مع‬‫كل‬‫شريحة‬‫على‬‫حدة‬.
‫يمكن‬‫لشركة‬‫واحدة‬‫أن‬‫تخدم‬‫شريحة‬‫واحدة‬‫أو‬‫أكثر‬‫مع‬‫األخذ‬‫بالعتبار‬
‫أن‬‫المخطط‬‫سوف‬‫يصمم‬‫ا‬‫ا‬‫بناء‬‫على‬‫الفهم‬‫المطلق‬‫لحتياجات‬‫شرائح‬
‫العمالء‬.
81

‫شرائح‬ ‫تقسيم‬ ‫عوامل‬‫العمالء‬
‫إختالف‬‫احتياجات‬‫العمالء‬‫و‬‫بالتالي‬‫الحاجة‬‫لعروض‬‫أو‬‫خدمات‬‫مختلفة‬.
‫الوصول‬‫للعمالء‬‫يتطلب‬‫استخدام‬‫قنوات‬‫مختلفة‬‫أو‬‫غير‬‫تقليدية‬.
‫نوعية‬‫العالقات‬‫المطلوب‬‫إقامتها‬‫مع‬‫العمالء‬‫مختلفة‬.
‫إختالف‬‫الشرائح‬‫من‬‫حيث‬‫إختالف‬‫طريقة‬‫الحصول‬‫على‬‫الربح‬.
‫إستعدادية‬‫العمالء‬‫في‬‫كل‬‫شريحة‬‫مختلفة‬‫للدفع‬‫مقابل‬‫جوانب‬‫أو‬
‫إضافات‬‫في‬‫المنتج‬‫أو‬‫الخدمة‬‫المقدمة‬.
82

‫القيمة‬‫المضافة‬
83

‫القيمة‬‫المضافة‬
‫بعد‬‫تحديد‬‫شرائح‬‫العمالء‬‫يتم‬‫اإلنتقال‬‫لتحديد‬‫القيمة‬
‫المضافة‬‫و‬‫هي‬‫مجموعة‬‫الخدمات‬‫او‬‫المنتجات‬‫التي‬
‫تقدم‬‫القيمة‬‫المضافة‬‫لشريحة‬‫معينة‬‫من‬‫العمالء‬.
‫القيمة‬‫المضافة‬‫هي‬‫السبب‬‫التي‬‫تدفع‬‫الفرد‬‫ألن‬‫يصبح‬
‫عميال‬‫لهذه‬‫الشركة‬‫و‬‫ليس‬،‫ألخرى‬‫و‬‫ذلك‬‫عن‬‫طريق‬
‫حل‬‫مشكلة‬‫معينة‬‫أو‬‫إرضاء‬‫حاجة‬‫ملحة‬‫لدى‬‫العميل‬.
84

‫الزبائن‬ ‫عالقات‬
85

‫الزبائن‬ ‫عالقات‬
‫بعد‬‫تحديد‬‫القيمة‬‫المضافة‬‫يهتم‬‫هذا‬‫الركن‬‫من‬‫نموذج‬
‫األعمال‬‫بتعريف‬‫طبيعة‬‫العالقة‬‫بين‬‫الشركة‬‫و‬‫بين‬
‫الزبون‬‫أو‬‫شريحة‬‫من‬‫الزبائن‬.
‫عند‬‫البدء‬‫بتنفيذ‬‫مخطط‬،‫العمال‬‫يجب‬‫على‬‫الشركة‬
‫تحديد‬‫طبيعة‬‫العالقة‬‫بين‬‫الشركة‬‫و‬‫بين‬‫شرائح‬
‫الزبائن‬‫المختلفة‬.
86

‫عالقات‬ ‫أنواع‬‫العمالء‬
‫مساعدة‬‫شخصية‬Personal Assistance
‫الخدمة‬‫الذاتية‬Self-Service
‫ا‬‫لخدمة‬‫اآللية‬Automated Service
‫المجتمعات‬‫المغلقة‬Closed Communities
‫المشاركة‬Co-Creation
87

‫التواصل‬ ‫قنوات‬
88

‫التواصل‬ ‫قنوات‬
‫والتي‬‫من‬‫خاللها‬‫ستصل‬‫و‬‫تتخاطب‬‫مع‬‫الزبائن‬‫لتوفر‬‫لهم‬‫أو‬
‫تعرض‬‫عليهم‬‫القيمة‬‫المضافة‬‫التي‬‫ستقدمها‬‫شركتك‬.‫قنوات‬
‫البيع‬‫و‬‫التوزيع‬‫و‬‫التخاطب‬‫هي‬‫الواجهة‬‫التي‬‫من‬‫خاللها‬
‫يتواصل‬‫زبائن‬‫شركة‬‫ما‬‫مع‬‫الشركة‬.‫جودة‬‫هذه‬‫القنوات‬‫تحدد‬
‫لحد‬‫ما‬‫جودة‬‫تجربة‬‫الزبون‬.
‫تعتبر‬‫عملية‬‫العثور‬‫على‬‫خليط‬‫مناسب‬‫من‬‫األساليب‬‫و‬‫الطرق‬
‫التي‬‫تطوعها‬‫الشركة‬‫للوصول‬‫للزبائن‬‫و‬‫توصيل‬‫و‬‫التعريف‬
‫بالقيمة‬‫المضافة‬‫أمر‬‫في‬‫غاية‬‫األهمية‬.‫هذا‬‫و‬‫يمكن‬‫للشركة‬
‫الخت‬‫ي‬‫ار‬‫من‬‫بين‬‫الوصول‬‫للزبائن‬‫من‬‫خالل‬‫القنوات‬‫الخاصة‬‫بها‬
‫أو‬‫من‬‫خالل‬‫القنوات‬‫الخاصة‬‫بالشركاء‬‫أو‬‫بالطريقتين‬‫معا‬.
89

‫قنوات‬ ‫مراحل‬‫التواصل‬
‫الوعي‬:‫كيف‬‫يمكن‬‫للشركة‬‫أن‬‫تقوم‬‫بزيادة‬‫الوعي‬‫بالشركة‬‫و‬
‫المنتجات‬‫أو‬‫الخدمات‬‫التي‬‫تقدمها‬.
‫التقييم‬:‫كيف‬‫يمكن‬‫للشركة‬‫أن‬‫تقوم‬‫بمساعدة‬‫العمالء‬‫في‬‫عملية‬
‫تقييم‬‫القيمة‬‫المضافة‬‫التي‬‫تقدمها‬‫الشركة‬.
‫عملية‬‫الشراء‬:‫كيف‬‫يمكن‬‫للشركة‬‫أن‬‫تساعد‬‫العمالء‬‫في‬‫طلب‬
‫و‬‫الوصول‬‫إلى‬‫المنتجات‬‫و‬/‫أو‬‫الخدمات‬‫التي‬‫تقدمها‬.
‫التوصيل‬:‫كيف‬‫يمكن‬‫للشركة‬‫أن‬‫تقوم‬‫بايصال‬‫القيمة‬‫المضافة‬
‫للعمالء‬.
‫خدمة‬‫ما‬‫بعد‬‫البيع‬:‫كيف‬‫يمكن‬‫للشركة‬‫أن‬‫تقدم‬‫خدمات‬‫ما‬‫بعد‬
‫البيع‬‫للعمالء‬.
90

‫األنشطة‬/‫األساسية‬ ‫المهام‬
91

‫األساسية‬ ‫األنشطة‬
‫الركن‬‫التالي‬‫الذي‬‫يجب‬‫تعبئته‬‫في‬‫مخطط‬‫األعمال‬‫هو‬
‫ركن‬‫األنشطة‬،‫الساسية‬‫و‬‫يصف‬‫هذا‬‫الركن‬‫أهم‬
‫النشطة‬‫التي‬‫يجب‬‫على‬‫الشركة‬‫الناشئة‬‫اللتزام‬‫والعمل‬
‫بها‬‫لضمان‬‫نجاح‬‫نموذج‬‫العمل‬‫و‬‫أيضا‬‫لنجاح‬‫الشركة‬.
‫تختلف‬‫األنشطة‬‫باختالف‬‫طبيعة‬‫نموذج‬،‫العمل‬
‫فاألنشطة‬‫الساسية‬‫لشركة‬‫تطوير‬‫برامج‬‫تختلف‬
‫تماماعن‬‫النشطة‬‫الساسية‬‫لشركة‬‫تصنع‬‫و‬‫تبيع‬‫آجهزة‬
‫الكترونية‬.
92

‫األساسية‬ ‫الموارد‬
93

‫األساسية‬ ‫الموارد‬
‫يمثل‬‫ركن‬‫الموارد‬‫األساسية‬‫الموارد‬‫التي‬‫من‬‫دونها‬‫ل‬‫يمكن‬
‫لنموذج‬‫األعمال‬‫أن‬‫ينجح‬.
‫هذه‬‫الموارد‬‫تساهم‬‫في‬‫إيصال‬‫القيمة‬‫المضافة‬‫للشريحة‬
‫المستهدفة‬‫عن‬‫طريق‬‫القنوات‬‫المختارة‬
‫قد‬‫تتنوع‬‫و‬‫تختلف‬‫الموارد‬‫و‬‫أنواعها‬‫من‬‫مادية‬(‫كالمنتجات‬)،
،‫مالية‬‫فكرية‬(‫براءات‬‫اإلختراع‬‫أو‬‫حقوق‬‫الملكية‬‫مثال‬)‫،أو‬
‫موارد‬‫بشرية‬.
‫قد‬‫تكون‬‫ممتلكة‬‫للشركة‬‫أو‬‫مؤجرة‬‫أو‬‫مستخدمة‬‫عن‬‫طريق‬
‫أحد‬‫الشركاء‬.
94

‫األساسيون‬ ‫الشركاء‬
95

‫األساسيون‬ ‫الشركاء‬
‫ركن‬‫الشركاء‬‫األساسيون‬‫يصف‬‫الشراكات‬‫المهمة‬‫و‬‫الموردون‬
‫األساسيون‬‫الذين‬‫من‬‫دونهم‬‫ل‬‫يمكن‬‫لنموذج‬‫األعمال‬‫أن‬
‫ينجح‬.
‫في‬‫بعض‬‫أنواع‬‫نماذج‬‫األعمال‬‫يشكل‬‫الشركاء‬‫حجر‬‫األساس‬
‫الذي‬‫من‬‫دونه‬‫ل‬‫يمكن‬‫تشغيل‬‫النموذج‬‫أو‬‫تطبيقه‬‫بنجاح‬.
‫تلجأ‬‫الشركات‬‫في‬‫كثير‬‫من‬‫األحيان‬‫لعمل‬‫تحالفات‬‫و‬‫انشاء‬
‫شراكات‬‫من‬‫أجل‬‫تحسين‬‫نوذج‬‫العمل‬‫أو‬‫تقليل‬‫المخاطر‬‫أو‬
‫التكاليف‬‫المتعلقة‬‫بأي‬‫جانب‬‫من‬‫جوانب‬‫نموذج‬‫العمل‬‫أو‬‫من‬
‫أجل‬‫استجالب‬‫بعض‬‫أو‬‫كل‬‫الموارد‬‫األساسية‬.
96

‫الدخل‬ ‫مصادر‬
97

98

‫ركن‬‫مصادر‬‫الدخل‬‫يمثل‬‫السيولة‬‫النقدية‬‫و‬‫الدخل‬‫المولد‬‫من‬‫كل‬‫شريحة‬
‫من‬‫شرائح‬‫العمالء‬(‫يجب‬‫انقاص‬‫التكلفة‬‫من‬‫الدخل‬‫لمعرفة‬‫الربح‬
‫الصافي‬).
‫عند‬‫البدء‬‫بشركتك‬‫الناشئة‬‫من‬‫الضروري‬‫طرح‬‫سؤال‬‫محدد‬‫وهو‬:
‫ماهي‬‫القيمة‬(‫المبلغ‬)‫التي‬‫من‬‫أجلها‬‫تكون‬‫شريحة‬‫من‬‫شرائح‬‫العمالء‬
‫مستعدة‬‫للدفع؟‬‫الجابة‬‫بشكل‬‫صحيح‬‫و‬‫مبسط‬‫على‬‫هذا‬‫السؤال‬‫يمثل‬
‫قدرة‬‫الشركة‬‫الناشئة‬‫على‬‫ضمان‬‫مصدر‬‫دخل‬‫وحيد‬‫أو‬‫أكثر‬.
‫ا‬‫ا‬‫اعتماد‬‫على‬‫شرائح‬‫العمالء‬،‫المختلفة‬‫من‬‫الممكن‬‫ان‬‫يكون‬‫لكل‬‫مصدر‬
‫دخل‬‫تسعيرات‬،‫مختلفة‬‫مثال‬‫أسعار‬‫ثابتة‬‫أو‬‫مساومة‬‫أو‬‫مزاد‬‫أو‬
‫تسعيرات‬‫تعتمد‬‫اما‬‫على‬‫وضع‬‫السوق‬‫الحالية‬‫أو‬‫على‬‫حجم‬‫الطلب‬.
99

‫مصادر‬ ‫تنوع‬‫الدخل‬
‫المنتج‬ ‫بيع‬
‫الستخدام‬ ‫رسوم‬
‫الستئجار‬ ‫رسوم‬
‫الترخيص‬
‫إعالنات‬
.....
100

‫التكاليف‬ ‫هيكلة‬
101

‫التكاليف‬ ‫هيكلة‬
‫بعد‬‫النتهاء‬‫من‬‫جميع‬‫أركان‬‫نموذج‬،‫العمل‬‫يتبقى‬‫ركن‬
‫هيكلة‬‫التكاليف‬‫و‬‫يمثل‬‫التكاليف‬‫المستحقة‬‫من‬‫تشغيل‬‫و‬
‫تطبيق‬‫نموذج‬‫العمل‬.
‫فخلق‬‫وايصال‬‫القيمة‬‫المضافة‬‫للعمالء‬‫من‬‫خالل‬‫القنوات‬
‫المحددة‬‫يولد‬‫دخل‬‫كما‬‫أنه‬‫في‬‫نفس‬‫الوقت‬‫يتطلب‬‫ا‬‫ا‬‫تكاليف‬
‫لذلك‬.
‫من‬‫الممكن‬‫حساب‬‫التكلفة‬‫بسهولة‬‫بعد‬‫تحديد‬‫األنشطة‬
،‫الساسية‬‫الموارد‬‫الساسية‬‫و‬‫الشركاء‬‫األساسيون‬.

102

‫مجموعات‬ ‫تمرين‬103

Ideation

Recommandé

Recommandé

Contenu connexe

Tendances

Tendances (20)

Similaire à Ideation

Similaire à Ideation (20)

Dernier

Dernier (20)

Ideation