15 karma · joined April 23, 2012
I will definitely take this all in account and stick to what I know. At the moment I'm just starting out so everything is new to me - but at least now I know that what I am writing is not a) at the quality or b) the quantity enough that people will want. I was going under the impression that you sell what the market can bear - and if you do that wrong, you change your strategy; but you keep trucking along.
Just lastly - I did not think I was lying; I didn't assume anything, and all I thought was that this was going to get lost with the rest of HN posts.
I am from an Accounting background just btw.
Thank you very much for your feedback - its all part of the learning process. I have made changes and will definitely try to incorporate this in the future.
The ebook was always free - now it is very clear that it is.
Also Thank you very much!
http://flowingdata.com/2012/01/01/visualizing-citations-in-r...
http://webapps.stackexchange.com/questions/10058/visualizati...
I will add opposing sides in the future. Thank you for your feedback!
I'll go quickly through each blocks of the business model (businessmodelgeneration.com) and try and see whether your business is able to pass each value test. Sorry if it is not thorough, but try using this framework to evaluate businesses. These ideas are from my draft book Theoretical Entrepreneurship (madintelligence.com).
Business Model;
Partner Network: You are going to need partners in the form of consignment (purchase) and fulfilment.
Key Activities: Marketing, Keeping abrest of key trends, fulfilment and storage, relationships with consumers, value setting (how much they buy goods for)
Key Resources: Online presence, storage space, relationships.
Costs: Storage (fixed), Fulfilment (variable), Customer Acquisition (variable), marketing (fixed/variable), product acquisition (fixed/variable).
Revenue: Either subsription based, for per unit based.
Customer Relationships: Online. Little to no contact
Customer Segments: Mass Market "majority...are vintage which is the opposite of direction I would be going in"
Distribution Channels: Online
Value proposition: Online, easy to access designer brands for use in the future (due to delivery).
TESTS.
Value Tests: 1. How do you know the customer has those needs? We can see by competitors and hopefully some statistics that X amount of sales are done, but this is in a local area. If somebody was able to universally control a network of consigment stores and have an online presence we can make profit through economies of scale.
2. Why do you think it is valuable to the customers to solve these needs? Because of need for value, but also a conflicting need to have the best/be the best
3. How might you quantify this value? Through price, through increasing affluence, decreasing willingness to spend.
4. What is the urgency of the need? Very low. Local stores exist in most places that cover this need.
The Execution Test 1. Why do you beleive that your firm is uniquely capable of producing this new offering? Its not. I dont believe there is any special skill you need to run this. Based on the introduction - none.
2. What current capabilities are leveraged by the new offering? None known about.
3. What capabilities are missing? Past experience in fulfilment. Partnerships with fulfilment or with other consignment stores.
4. WHere will these new capabilities come from? Through relationships
5. Which value chain partners do you need to cooperate? Consumers who you buy off. Fulfilment who stocks and issues your goods.
6. Will they be interested? Consumers - possibly an easier way to sell clothes guaranteed (lowering of risk vs. ebay). Fulfilment business - more customers (higher growth).
The Scale Tests 1. Is this need specific to the particular customer, or does it exist across a customer segment? Across a customer segment, all over the world. Its is a large niche market.
2. Specific customer need recurring or is it onetime? It is recurring.
How to value your time using accounting methods - http://www.madintelligence.com/valuing-an-innovators-time-dr...