Clone of Clone of 2 Sided Marketplace with Churn
HW 8 Business Revenue Model
Introduction to Mind Mapping
Introduction to Mind Mapping
Original (more DYNAMO-like) version is here: http://insightmaker.com/insight/14464
The Simple Retail Sector model from Section 1.7 of
DYNAMO User's Manual by Alexander L Pugh III, which is adapted from one from
Industrial Dynamics by Jay Forrester.
http://www.amazon.com/DYNAMO-Manual-Edition-System-Dynamics/dp/0262660296 (I bought the 5th edition without realising there was a later one, hopefully it's still the same model in there.)
Clone of Simple Retail Sector (tweaked)
- This insights explores the organizational factors influencing strategy implementation and the interrelationship among some of the factors.
Clone of Strategy implementation
The Problem:
What is the true cost of escalating too many Tier 1/Level 1 tickets to Level 2/3 engineers?
Things to measure: How does this impact:1. (MONEY) Cost per incident - what does this cost the business? 2. (TIME) Service Level - how does this impact desired service levels/SLAs? 3. (PEOPLE) Agent utilization - how does this impact backlog? are we overworking engineers? Does this contribute to staff burnout?
Clone of Clone of OSCON 2017: Help Desk - True Cost Impact of Improper Escalation
- This insights explores the organizational factors influencing strategy implementation and the interrelationship among some of the factors.
Clone of Strategy implementation remake
From Kodama's 2018
article Business Innovation Through Holistic Leadership‐Developing Organizational Adaptability
linked with Heifetz' Adaptive Leadership Model See also Teece's Dynamic Capability IM andExplore Exploit March IM
Holistic and Adaptive Leadership
The Problem:
What is the true cost of escalating too many Tier 1/Level 1 tickets to Level 2/3 engineers?
Things to measure: How does this impact:1. (MONEY) Cost per incident - what does this cost the business? 2. (TIME) Service Level - how does this impact desired service levels/SLAs? 3. (PEOPLE) Agent utilization - how does this impact backlog? are we overworking engineers? Does this contribute to staff burnout?
Clone of OSCON 2017: Help Desk - True Cost Impact of Improper Escalation
- This insights explores the organizational factors influencing strategy implementation and the interrelationship among some of the factors.
Clone of Clone of Strategy implementation
This causal loop diagram is the first step in looking at the relationship between business analysis performance and organizational performance. Over time it will be extended by IIBA R&I to form a simulation.
© International Institute of Business Analysis
Clone of Organizational System Performance Model
- This insights explores the organizational factors influencing strategy implementation and the interrelationship among some of the factors.
Clone of Strategy implementation
Harvested fishery with endogenous investment and ship deployment policy. Ch 9 p345-360 John Morecroft (2007) Strategic Modelling and Business Dynamics. See simpler models at IM-2990 and IM-2991
Fishery Dynamics with Ship Deployment Policy
This simulation mimics the flow of projects through an organization. The organization consists of teams that idependently or collaboratively work on projects. Many of the projects have a mulit-team dependency.
If you want to understand more in depth what this simulation is all about, read this blog post: https://stefan-willuda.medium.com/super-powerful-how-full-kitting-will-speed-up-your-cross-team-projects-1598d55fa9d7
Clone of [Published] Full Kitting in Dependent Team Delivery
Rich picture version of Causal loop diagram based on Jack Homer's paper Worker burnout: a dynamic model with implications for prevention and control System Dynamics Review 1985 1(1)42-62 See IM-333 for the Simulation model
Clone of Burnout Dynamics CLD rich pic
Bottom-Up Sales Forecasting for Startups
The purpose of this simulation is to demonstrate the implications of forecasting sales without consideration for how much it cost you to acquire a lead and how much you have available to spend. A common mistake in sales forecasting is to define your # of expected sales leads based on your total market size and your assumption regarding the % of that market you can reach.
This model demonstrates the forecasting impact to defining the # of expect leads based on how much it cost you to acquire a lead and how much you have available to spend.
Important Variables:
1. [UseLAC?] (set to 1 to use the lead acquisition cost to define your reachable market; use 0 to set the reachable market to equal the total available market size)
2. LAC (should equal what it cost you to acquire a lead)
3. SalesMarketingBudget : how much you have available to spend on customer acquisition
Other Variables:
4. Price : Avg spending amount per new customer
5. Total Available Market : Total available market size
6. Conversion Rate : the % of your target market that will become a lead
Clone of Bottom-up Sales Forecasting
The Simple Retail Sector model from Section 1.7 of
DYNAMO User's Manual by Alexander L Pugh III, which is adapted from one from
Industrial Dynamics by Jay Forrester.
http://www.amazon.com/DYNAMO-Manual-Edition-System-Dynamics/dp/0262660296 (I bought the 5th edition without realising there was a later one, hopefully it's still the same model in there.)
A tweaked version with slightly more explicit stocks is here: http://insightmaker.com/insight/14467
Clone of Simple Retail Sector
Bottom-Up Sales Forecasting for Startups
The purpose of this simulation is to demonstrate the implications of forecasting sales without consideration for how much it cost you to acquire a lead and how much you have available to spend. A common mistake in sales forecasting is to define your # of expected sales leads based on your total market size and your assumption regarding the % of that market you can reach.
This model demonstrates the forecasting impact to defining the # of expect leads based on how much it cost you to acquire a lead and how much you have available to spend.
Important Variables:
1. [UseLAC?] (set to 1 to use the lead acquisition cost to define your reachable market; use 0 to set the reachable market to equal the total available market size)
2. LAC (should equal what it cost you to acquire a lead)
3. SalesMarketingBudget : how much you have available to spend on customer acquisition
Other Variables:
4. Price : Avg spending amount per new customer
5. Total Available Market : Total available market size
6. Conversion Rate : the % of your target market that will become a lead
Clone of Bottom-up Sales Forecasting
The Simple Retail Sector model from Section 1.7 of
DYNAMO User's Manual by Alexander L Pugh III, which is adapted from one from
Industrial Dynamics by Jay Forrester.
http://www.amazon.com/DYNAMO-Manual-Edition-System-Dynamics/dp/0262660296 (I bought the 5th edition without realising there was a later one, hopefully it's still the same model in there.)
A tweaked version with slightly more explicit stocks is here: http://insightmaker.com/insight/14467
Clone of Clone of Simple Retail Sector
This causal loop diagram is the first step in looking at the relationship between business analysis performance and organizational performance. Over time it will be extended by IIBA R&I to form a simulation.
© International Institute of Business Analysis
Business Analysis Performance Systems Model
Bottom-Up Sales Forecasting for Startups
The purpose of this simulation is to demonstrate the implications of forecasting sales without consideration for how much it cost you to acquire a lead and how much you have available to spend. A common mistake in sales forecasting is to define your # of expected sales leads based on your total market size and your assumption regarding the % of that market you can reach.
This model demonstrates the forecasting impact to defining the # of expect leads based on how much it cost you to acquire a lead and how much you have available to spend.
Important Variables:
1. [UseLAC?] (set to 1 to use the lead acquisition cost to define your reachable market; use 0 to set the reachable market to equal the total available market size)
2. LAC (should equal what it cost you to acquire a lead)
3. SalesMarketingBudget : how much you have available to spend on customer acquisition
Other Variables:
4. Price : Avg spending amount per new customer
5. Total Available Market : Total available market size
6. Conversion Rate : the % of your target market that will become a lead
Clone of Bottom-up Sales Forecasting
This causal loop diagram is the first step in looking at the relationship between business analysis performance and organizational performance. Over time it will be extended by IIBA R&I to form a simulation.
© International Institute of Business Analysis
Organizational System Performance Model
