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Summary

  1. There is no unified methodology to evaluate a business.
    You will never have a complete picture (need to make many assumptions). You will also more likely bias/weigh your evaluation upon information you do have (and neglect information you do not have).
  2. You can apply business canvas to different cases and situations
    From startups to corporates. From entrepreneurial ideas (new  product features or services line) to corporate initiatives (teambuilding, rebranding, HR strategy).
  3. Every tool is as good as the people using it.
    Explained here: https://en.wikipedia.org/wiki/List_of_cognitive_biases
  4. 20 words rule
    If you can’t explain features and benefits of a new product/initiative in 20 words (yes 20!), do not even bother with the business canvas. Drop it!

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In average, manpower costs in service businesses amount to 70% of total OPEX. Thus, it is the top priority in service pricing and cost control. To calculate the basic cost driver (USD / manday) in your company, you can easily start with distributing cost over the available capacity. However, to arrive at accurate cost or pricing point, you need to understand cost and capacity calculation. All calculations are based on annual basis.

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Imagine you own a pub. Would you rather increase prices after 10pm or bundle beer and shot at a favorable price?

Your ultimate KPI in revenue management is revenue per available capacity. In a restaurant business your capacity is calculated as all seats per hour. You should understand the main drivers behind this KPI (revenue per seat hour); 

-average spend per customer

-average duration of a customer visit

-available capacity (opening hours, available tables/seats)

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