a man who knows not but is a fool, shun him

A man who knows not but knows not that he knows not

is a fool shun him

A man who knows not but knows that he knows not is a

simple man teach him

A man who knows but knows not that he knows is asleep

awake him

A man who knows and knows that he knows is a wise man

follow him

httpswwwyoutubecomwatchv=Xg-5CMj_BKY

atau

Aku orangnya suka membaca dengan muzik iringanMozart effect atau Mozart myth

Yang aku tau muzik bagi aku mood yang aku perluUntuk membaca

Ebook ni bukan bahan study yang kena ambik examEbook ni aku bayangkan dibaca dengan mood

Mood dari semangat untuk membuat perubahanMood dari keinginan mencari sesuatu yang diperlukan

Mood mencari tenang dalam kerisauanMood mencari senang dalam kepayahan

Jadi

Aku sediakan muzik khas untuk didengari ketika ebook ini dibacaScan QR code di bawah untuk layan

Harap aku dapat sediakan mood untuk membaca

Tok Tok tok Satu lelaki india berbadan besar tengah ketuk tingkap kereta akuBeg selempang hitamnya terhuyung hayang masa dia cuba buka pintu kereta

Enjin dimatikan Kunci kereta dicabutMasa yang sama sebuah Proton Waja warna kelabu parking serong di depan kereta aku

Ini salah satu momen samseng repo kutip kereta akuDari 9 kali jumlah semuanya

Cerita pasal kereta kena tarik je aku boleh buat ebook dahTapi takkan nak buat ebook pengalaman kereta kena tarik Habis siapa pulak nak baca

Ini salah satu sebab aku persetankan semua idea bisnes yang canggih dan mega

Angan angan pejabat macam dalam drama melayu pukul 7 petangDeretan fail dibawa sekretari bermekap tebal untuk ditandatangan

Di tepi jalan Sebelah bus stop depan Hospital Selayang

Aku mencangkung Menung Tangan kiri pegang beg berisi laptopTangan kanan scroll contact list dalam phone Aku fikir

ldquoSiapalah aku nak mintak tolong nirdquo

ldquoMacam mana aku nak start bisnes besar yang boleh bagi makan pakai cukup ni sekarangrdquo

ldquoAhh aku meniaga dari rumah je lardquo

Aku jerit dalam hati macam Tony Montana dalam Scarface

1

30 Tips Bisnes Dari Rumah

SALAM

Aku Adam Raffi (bukan nama sebenar)Bukan watak fiksi Tapi orang sebenar

Tahun 2010 setelah beberapa kali percubaan memulakan bisnes sendiri tanpa partner menemui fiascoAku buat keputusan untuk mulakan bisnes dari rumah

Antara bisnes yang aku jalankan dari rumah adalah+ Educational supply (lebih 300 SKUs) ndash Julai sampai September Disember amp Januari+ Cleaning service ndash Income mingguan+ Jadi agen stokis kambing perap ndash Income harian+ Jadi agen stokis produk kesihatan ndash Income harian

Ini senarai bisnes yang aku buat dari rumahSebelum aku start operate bisnes dari ofis pertamaSebuah bilik (sublet office) berukuran 250 sqftDan kini sudah beroperasi dari ofis ke-4 berkeluasan lebih 2000 sqftDi samping beberapa bisnes lain dengan kedai fizikal (walk-in)

4 tahun berbisnes dari rumahMampu sara keluarga dan overhead bulananDan langsaikan hutang lapuk RM50000

Aku rasa ada muka lah jugak aku nak kongsi pengalaman dalam topikBisnes Dari Rumah

Ini cakap terang Cerita benar dari orang yang benar

2


SIAPA AKU

DISCLAIMERSebab Ada ramai DM aku di media sosial bertanya soalan berkaitan bisnes dari rumah dan mulakan bisnesAkibat Aku ambil keputusan untuk buat ebook ni supaya jawab satu kali jalan

Ebook ini hanya sesuai untuk

+ Fresh grad yang nak belajar buat bisnes+ Orang muda baru kahwin tanpa kerja+ Orang yang baru kehilangan kerja+ Orang yang baru nak mula berbisnes

Semua tips aku senaraikan ni bukan untuk diperdebatkanKalau bagus boleh ikutKalau tak bagus kau jalan sudah

Ini bukan tips dari sifu naik kereta eropahBukan juga tips dari ahli akademik atau wakil agensi keusahawananConsider this a real advice from brother to another brother (or sister)

Bukan sebab aku lebih pandaiHanya sebab aku sangat memahami dan pernah lalu fasa bisnes yang satu ni je

Elok kalau korang baca sekali jalanLagi kau bertangguh lagi banyak masa terbuang

Tunggu apa lagi Ini 30 tips untuk Berbisnes Dari RumahKita mula

3


1 DISIPLIN DISIPLIN DISIPLINDisiplin Diri

Jadi orang yang berdisiplin terhadap diri sendiriUruskan hal peribadi dengan baik

Jaga penampilan ketika keluar bertemu orang lainDress up biar kemas Jalan jangan seret kaki Muka kasi angkatBaca buku dan tambah ilmu bisnes Paling penting cuba jaya ilmu baru

1 ilmu dikerjakan lebih bagus dari 1000 ilmu dibualkan sampai kambing balik kandang

Kawal diri kita dari sibuk belajar sibukkan diri membuat dan mencuba

Disiplin Masa

Ini sebahagian dari poin disiplin kendiri tapi penting sehingga ia memerlukan ruangnya sendiri

Uruskan 24 jam masa anda sebaiknyaBina rutin orang berusaha untuk mengubah hidupTidur di waktu tidur Kerja di waktu kerja

Orang yang tidak gembira adalah mereka yang mengingat rumah di tempat kerja dan mengingat kerja di rumah

Jangan sibuk tiru lsquohustlerrsquo yang tidur lambatTidur di waktu tidur sendiri Malam

Berapa lama patut usahawan startup tidur 6 jam 8 jamTak penting berapa lama anda tidurYang lebih penting apa yang anda buat ketika berjaga

Disiplin kerja

Ini sangat penting terutama bila bekerja dari rumahAda banyak godaan di dalam rumah daripada di luar rumah kerana ini ruang selesa kita

Fokus pada kerja dan maksimumkan penggunaan masa untuk menyiapkan kerja kerja bisnes semasa waktu bekerja

Berfikirlah seperti lsquoorang malasrsquo dan cipta sistem bekerja yang membolehkan kita bekerja lebih sistematik walaupun berseorangan Apps software template excel kerja boleh digunakan di bahagian ini

Ps Orang jahat pun berdisiplin ketika buat kerja jahat Inikan pula kita yang buat kerja baik

4


2 SEDIAKAN RUANG BEKERJAIni penting

Mulakan dengan sebuah meja kerja di satu sudut dalam rumah

Samada kita bekerja dengan laptop ataupun seorang homebakerKonsepnya sama sahaja

Benda ni penting kerana ia selari dengan psikologi manusia untuk bersedia bekerjaPersekitaran adalah sangat mempengaruhi tindakan manusia

Ia akan mempengaruhi rutin kita bekerjaRutin sangat penting untuk orang berbisnes dari rumah

Kalau kita bertuah ada bilik yang boleh dikorbankan untuk tujuan iniKorbankan

5


3 TETAPKAN MASA BEKERJABerbalik kepada poin 1 DisiplinOrang berdisiplin teliti sifatnya

Tetapkan masa bekerja walaupun kita bekerja di rumah sahajaBoleh set 9am ndash 5pm untuk 8 jam bekerjaATAUBoleh set mengikut blok masa tertentuContoh 7am ndash 10am 12pm ndash 3pm 5pm ndash 7pm 9pm ndash 11pm

Cara yang lebih efektif adalah menentukan setiap blok waktu ini dikhususkan untuk key activity tertentu dalam bisnes kita Rujuk poin No 12

Boleh set masa sendiri mengikut jadual hidup masing masingAda orang perlu hantar dan ambik anak sekolahAda orang tak perlu

Poin pentingnya adalah rutin jam bekerja8 jam bekerja untuk pemilik bisnes startup tak cukup pada akuPerlu lebih dari tu

Bila kita set waktu bekerja seperti iniKita akan cenderung untuk tidak menzalimi orang lainAnak-anak isteri dan keluarga juga ada hak atas waktu kita

Jangan mentang mentang bekerja dari rumahSepanjang waktu di rumah adalah waktu bekerjaItu tak adil Pada diri sendiri dan orang lain

Bina rutin Kerana rutin akan membebaskan anda dari menjadi orang yang terpenjara dalam bisnes Paling parah menjadi orang yang tidak bahagia

6


4 DOKUMEN ASAS BISNESPoin ini bukanlah perlu dibuat pada hari pertama berbisnesTapi ini penting diselesaikan pada fasa awal berbisnes

Jangan tunggu sehingga ada keperluan mendesakBaru terhegeh hegeh nak pergi daftar syarikatIni akan mengganggu key activity bisnes kita yang lain

Apa dokumen asas kena ada

+ Nama syarikat ndash Nama ini akan digunakan untuk pendaftaran

+ Nama Jenama ndash Tak semestinya sama dengan nama syarikat Ringkas dan mudah diingati Guna nama ni untuk branding amp marketing

+ Pendaftaran syarikat dengan SSM ndash Cukup dengan Enterprise dulu Kita baru nak mula bisnes Klik sini untuk panduan httpsecentralmyssm-online

+ Cop syarikat ndash Buat cop rasmi syarikat 1 cop bulat (Nama syarikat amp No SSM) 1 cop rasmi (Nama syarikat alamat contact) Ini ada kegunaannya nanti

+ Letterhead ndash Important not urgent Buat dulu Nanti nak guna senang

+ Template sebut harga ndash Ini penting untuk menguruskan order

+ Template invois ndash Ini penting untuk mendapatkan bayaran

+ Template resit ndash Walaupun jarang orang mintak tapi ia boleh dijadikan medium pemasaran dan mengekalkan retention pelanggan

+ Kad bisnes ndash Ini penting untuk mewakilkan diri Adalah satu kerugian bila orang mintak kad bisnes kita tapi kita tak bersedia Rugi teruk

7


5 URUSKAN AKAUNIni antara kesilapan yang aku buat ketika mula berbisnesKerana terlalu fokus untuk membayar hutang sampai terlupa yang pengurusan akaun akan memudahkan kita membaca cerita bisnes kita dalam bentuk angka

Akaun juga penting untuk diuruskan supaya kita sedar dan tahu setiap wang yang keluar dan masuk ke bisnes kita

Secara realistik kalau kita memulakan bisnes dengan membawa beban kewangan seperti hutang di atas bahu Kita akan sesekali mencuri dari syarikat kita sendiri

Ini cakap tegak Aku faham sangat pasal benda niTapi pastikan kita tahu sebab dan akibat segala perbuatan kita dalam bentuk angka

Wang yang dipinjam dari syarikat perlu dibayar kepada syarikatDisiplin ini akan membentuk jatidiri sebagai usahawan yang kental dan pandai memisahkan kepentingan diri dan kepentingan syarikat

Selain dari itu akaun juga membolehkan kita tahu angka untuk kita zakatkan dan keluarkan sebagai derma atau tajaan atau kos untuk membina network yang nantinya akan menjadi penting bila kita mahu membesarkan bisnes

Supaya kita tahu berapa banyak sudah kita laburkan pada setiap hal Kita tak mahu akhirnya bisnes kita lingkup network entah ke mana kawan pun hilang

8


6 TETAPKAN SASARANImpian tanpa matlamat adalah mimpi panjang yang tak berkesudahanJadilah orang yang bekerja dengan sasaran Inilah motivasi harianTak perlu bayar orang lain untuk motivasikan diri kita

Bila kita bercakap tentang bisnes Aku sentiasa ingat pesan 1 orang lama bisnes pada aku

ldquoBusiness is mathematics anything else is dramardquo

Sasaran Bisnes+ Target Untung+ Target Jualan+ Target Prospek+ Target Iklan Keluar+ Dapatkan 1 matrix that matters dalam bisnes kita

Kerjakan sampai kita capai nombor ni

You got to know your numbers well

9


Untuk nota tambahan Dari pemerhatian dan pergaulan aku dengan orang bisnesHampir kesemua mereka ada sasaran personal yang mereka set

Ini cara aku set sasaran personal setiap awal tahun

Sasaran Personal

+ Fizikal ndash Senaraikan 5 Contoh Turunkan berat badan ke 80kg pada Jun 2021

+ Mental ndash Senaraikan 5 Contoh Baca sekurang kurangnya 1 buku seminggu

+ Spiritualndash Senaraikan 5 Contoh Bangun subuh pada jam 600am setiap hari tanpa gagal

+ Keluarga ndash Senaraikan 5 Contoh Bawa keluarga makan besar 1 kali sebulan

+ Hubungan ndash Senaraikan 5 Contoh Dinner date setiap Jumaat dengan isteri berdua

+ Gaya hidup ndash Senaraikan 5 Contoh Beli 2 pakaian baru sebulan

+ Kewangan ndash Senaraikan 5 Contoh RM5000 dalam unit trust setiap tahun

Senarikan kesemua 35 matlamat hidup kita tahun ituDan pilih 10 dari 75 senarai ini untuk buat 10 Sasaran Utama tahun 2021

Cara ni boleh buat hidup dan kerja keras kita seimbang Dunia akhirat Zahir batin Tersurat dan tersirat

Kita tak mahu jadi orang yang bekerja sampai senjaTak sedar anak bini dah balik rumah mak mertuaItu malapetaka

10


7 GAJIKAN DIRI SENDIRIPoin no7 ini hanya boleh dilakukan dengan cantik kalau kita menguruskan akaun perniagaan kita dengan baik di poin no5

Selain dari itu kita mesti mempunyai mindset yang kita sedang bekerja untuk syarikat kita sendiri

Duit syarikat adalah duit syarikatDuit kita adalah gaji dan elaun yang syarikat luluskanSyarikat boleh berhutang dengan kita untuk tunggakan gaji jika syarikat belum mampu membayar gaji penuhKita juga boleh berhutang dengan syarikat atas urusan kecemasan tapi perlulah direkod dan dibayar semula

Ini pun perlukan disiplin diri yang sangat tinggiKegagalan melakukan ini akan membuatkan syarikat dan bisnes kita tak kemana mana Kekal di lubang gelap yang sama

Aku buat kesilapan ini di peringkat awal sebab terburu buru nak membayar hutang peribadi sehingga mencederakan cashflow syarikat

Ye la Kalau dah sampai tahap ugut ugutKau mesti goyang nak ambik duit syarikat untuk langsaikan hutang kanAku percaya separuh dari pembaca ebook ni ada masalah yang satu niTakpe Aku faham Pelan pelan kayuhWalaupun kau dah diserang dengan hadis segala dalil roh tergantung tu semuaFokus pada kerja dan bayar hutang dengan berjadual Slowtalk dengan pemiutang

Ingat ni Bila kita berhutang sesuci mana pun kita Kita akan tetap dipandang sebagai pihak yang salah Memang begitu

11


8 BUKA AKAUN SYARIKATBuka 1 akaun syarikat dengan bank utama duluDi sini aku sertakan modal buka akaun terkini untuk bank berbeza

Ini penting untuk memastikan bisnes kita dipandang sebagai bisnes yang legit oleh institusi kewangan

Akaun bank individu ada had untuk digunakan sebagai akaun transaksi bisnes

12


PUBLIC ISLAMIC BANKDeposit RM1k

(tak perlu introducer)

AFFIN ISLAMICDeposit RM2k


AFFIN BANKDeposit RM2k


RHB BANKDeposit RM1k


ALLIANCE BANKDeposit RM500


ALLIANCE ISLAMICDeposit RM500


AMBANKDeposit RM2k


BANK ISLAMDeposit RM1k


CIMB ISLAMICDeposit RM500

(perlu introducer)

MAYBANKDeposit RM2k

(perlu introducer)

PUBLIC BANKDeposit RM1k


HONG LEONG ISLAMICDeposit RM1k


HONG LEONGDeposit RM1k


9 CARUM KWSPIni hal penting yang aku gagal buat di tahun tahun awal bisnes dari rumahSampailah masa nak buat pinjaman bank barulah terhegeh hegeh

Jadi aku nasihatkan carum untuk diri sendiri sebagai pekerja di syarikat kitaIni akan berguna bila kita mahu membuat pinjaman bank untuk apa apa kegunaan kelak

Walaupun tidak menjadi kewajipan untuk pemilik bisnes mencarum tapi mulalah mencarum dari awal sehingga anda telah menguruskan cukai individu 1 hingga 3 tahun berniaga

Dalam tempoh ini caruman KWSP akan menjadi dokumen penting yang institusi kewangan akan minta dari kita

Daftarkan syarikat kita amp mula mencarum Klik link ni untuk buat sekaranghttpswwwkwspgovmymsemployerregister

13


10 ALAMAT CANGGIHAda ramai orang malu nak buat kad bisnes atau letterhead sebab alamat rumahnya tak canggih

Contoh Lot 2A Tiang empat belakang Surau Kokdiang

Jangan risau jika alamat adalah elemen penting dalam bisnes kita(Tak semua bisnes perlu alamat canggih)

Sewa sahaja peti surat dari bangunan-bangunan yang kita mampu atauKita boleh menyewa peti surat dari penyedia perkhidmatan seperti MAILBOX ETC

Dulu aku sewa di Mailbox Empire SubangDisebabkan alamat ini dapatlah jugak menang kontrak pembersihan pejabat Malindo Airways di Ara Damansara sebab alamat dekat dengan pejabat klien

Setengah klien memang akan judge alamat pejabat kitaBergantung pada nature of business

14


11 BUAT AKAUN SIMPANANIni apa yang aku amalkan sejak berbisnes dari rumah hasil dari tunjuk ajar orang lain juga yang dah buat dan jadi jutawan

Buat simpanan paling kurang RM30 ke dalam 1 akaun simpanan seperti ASB atau Tabung Haji atau apa apa sahajalah yang mudah kita lupakan dan potensi untuk mengeluarkannya adalah rendah

Simpan setiap hari dan lupakanCompounding factor akan buat simpanan kita berbuah walaupun tak banyak

Aku ikut cara ini buta-buta tanpa mempertikaikan hal inflasi ke interest ke segala bala sebab aku nak rasakan hasilnya

Tanpa sedar masa nak buat keputusan membuka ofisAku ada 5 angka simpanan di ASB yang boleh dijadikan modal berpindah ke ofisWalaupun pernah withdraw sekali sebab nak bayar hutang urgent masa tu

Masa tu aku terbayang muka Einstein cakap benda ni sambil pegang misai dia

ldquoCompound interest is the 8th wonder of the world He who understands it earns it He who doesnrsquot pays itrdquo

Entah ye ke tidak Einstein yang cakap ni

15


12 BELAJAR BMCIlmu ini antara ilmu canggih yang tidak urgent tapi memahaminya akan membuat kita lebih faham fungsi setiap bahagian dari bisnes kita

Kefahaman tentang ilmu ini mampu membuatkan kita lebih mudah mencipta carta organisasi dan mula menggaji pekerja di kemudian hari

Kefahaman tentang ilmu ini juga mampu menstruktur key activity dalam bisnes kita dengan lebih sistematik Dan kita akan lebih faham topi mana untuk dipakai di waktu tertentu dalam mengerjakan bisnes dari rumah

Boleh cari ilmu tentang BMC ini sendiriBuat BMC sendiri untuk kita tahu luar dalam pasal bisnes kita

Rujuk contoh BMC di bahagian lampiran

16


13 CARTA ORGANISASIBunyinya memang poyo Kerja sorang sorang pun nak buat carta organisasiTapi inilah yang aku buat dan lekat pada dinding lsquopejabatrsquo di rumah

Carta ini akan memberikan kejelasan peranan kita yang pelbagai dalam bisnes sendiri dari rumah

Perlahan-lahan ruang di carta organisasi ini akan diisi oleh orang lain yang kita gajikan sebagai pekerja dalam bisnes kita Sama juga dengan rakan bisnes baru untuk kes yang lebih advanced

Carta ni kita akan bawak sampai kita bersedia untuk menggaji pekerja pertama sehingga seterusnya Bukankah itu direction kita satu masa nanti

Salah satu buku yang ubah cara aku berfikir adalah Think and Grow Rich Napoleon Hill yang tulis Dalam tu dia ada bagitau

ldquoWhatever the mind can conceive and believe the mind can achieverdquo

Benda ni ada betulnya Bila kita dah capai nanti kita akan lebih faham

17


14 PLATFORM PERCUMAGunakan semua platform pemasaran dan pengiklanan percuma yang adaDah habis guna semua yang percuma baru fikir tentang platform berbayar

Contoh Masa aku buat cleaning service dulu aku iklankan servis di Mudahmy dan beberapa portal pengiklanan dan Facebook group sahaja

Yang penting ayat iklan kita mesti jelas tentang offer dan nombor untuk dihubungiDisebabkan bisnes cleaning service ni ada coverage limitation untuk kawasan servisAku senaraikan tempat yang ada perkataan Damansara dan Sungai Buloh je sebab aku duduk Sungai Buloh dulu

Dengan platform percuma ini saja dah boleh dapatkan pelanggan pelanggan terawalSeterusnya ialah bagaimana pelanggan awal ini kekal mengambil servis kita

Semua konten iklan dan promosi yang terbukti berkesan di platform pemasaran percuma boleh dibawa ke platform pengiklanan berbayar

Komitmen platform berbayar ada potensi membuatkan kita lesu mencari modal beriklan Mulalah nanti kita bersikap mangsa dan hilang motivasi Cari kelas motivasi

Kalau lelaki confirm banyak tidur bila jumpa masalah niKalau perempuan biasanya banyak berjaga

18


15 PAGE BISNESMedia sosial adalah platform paling mudah untuk kita maklumkan pada pasaran tentang kelahiran bisnes dan tawaran kita

Guna nama jenama kita atau servis yang kita tawarkan sebagai tajuk page bisnes kita

19


16 BINA KONTEN PEMASARANBiar bisnes kita kecil dan dilakukan seorang diri tapi facade kepada bisnes kita tak nampak lekehOrang tak kenal kita Kita hanya mahu mereka lihat apa yang kita mahu tunjuk

Bina konten yang + Buat orang mahu tahu lagi tentang bisnes kita+ Rasa suka dengan apa yang kita buat+ Rasa mahu mencuba dengan promosi atau tawaran menarik

Duduk dan rancang konten yang kita mahu post mengenai bisnes kita dengan baikPecahkan pada setiap 30 post dengan blueprint supaya mudah kita menghasilkan konten

Elakkan bangun tidur baru fikir nak post apa hari ini untuk dapat job hari ini

Boleh guna mana mana apps percuma untuk hasilkan grafik motion atau video pendekKalau ada sedikit modal untuk tujuan ini boleh cuba servis dari Bigads

Klik link ni untuk tahu lebih lanjut

See what I did there

20


SOCIAL MEDIA GRAPHIC

17 MODAL RENDAHKalau kita masih di peringkat mahu belajar berbisnesElakkan dari mencuba bisnes dengan modal yang tinggi

Uruskan risiko dengan baikMenjadi usahawan dan bergaul dengan mereka yang selalu bercerita tentang bisnes setiap hari kita akan jumpa peluang bisnes

Kalau setiap kali peluang bisnes datang kita jawab YESDalam setahun kita ada 365 bisnes baru dimulakan

Kawal degupan jantung kita sewaktu mendengar cerita cerita indah tentang bisnes yang mesti dimulakan dengan modal tinggi

Memang bagus sekali sekala kita follow gutsTapi kadang kadang kita tak dapat membezakan mana satu business guts mana satu plain stupidity

Ada banyak masalah menyamar menjadi peluangHal ni bukan setakat orang sekolah tak habis je kenaOrang belajar tinggi tinggi pun kena lipat

RileksPelan pelan cuba buat jualan dan timba pengalaman dari bisnes kitaElakkan meminta nasihat dari orang sembarangan

21


18 MENGGAJI PEKERJASekarang bisnes kita sudah menghasilkan jualan yang steady setiap bulan

Sebagai pemilik bisnes masa dan tenaga bekerja kita sepatutnya disalurkan pada aktiviti yang lebih berkualiti

Berdasarkan poin No12 kita akan kenalpasti mana satu key activity yang rutin dan ringanGajikan pekerja pertama untuk buat key activity ini dan seterusnya sehinggalah kita menggaji pekerja yang mampu membuat keputusan untuk syarikat

Contoh membungkus parcel dan menghantar ke pusat pengeposan

Bila kita sudah mula ada pekerja belajarlah menjadi ketua yang baikTunaikan hak pekerja dan jangan berharap pekerja bekerja seperti kita

Kita akan melalui banyak pelajaran di peringkat iniMenguruskan 1 orang pekerja lebih sukar dari menguruskan 100 parcel order

22


19 BELAJAR BERKATA NOHormati waktu bekerja kita sebelum orang lain menghormatinyaJangan gunakan waktu bekerja kita untuk minum minum dengan kawan kawanJangan gunakan waktu bekerja kita untuk hal hal tidak penting di luar

Jika anda gagal mengamalkan ini orang lain apatah lagiAkan ada permintaan dari isteri suami amp keluarga untuk anda pergi membeli cincau di pasar pergi ke pejabat pos pergi ke bank dan sebagainya

Belajar berkata NO untuk permintaan permintaan yang tidak memahami bahawa walaupun kita bekerja dari rumah kerja adalah kerja

Tapi mulakan dengan sendiri

Belajar berkata NO untuk menghadiri kenduri dan keramaian orang yang sangat jauh dari kita dan tidak ada keperluan mendesak kita untuk menghadirinya Kita sedang membina asas bisnes kita di rumah kenduri bukan sebahagian dari itu

Ya ini nasihat keras Tapi percayalah ada caranya tidak hadir kenduri tanpa menjejaskan perhubungan persaudaraan atau persahabatan

Go figure

23


20 ABAIKAN SUARA SUMBANGSelalunya ini adalah apa yang dialami oleh lelaki yang bekerja dari rumah

ldquoLelaki trash takde kerjardquo ndash Entah sapa sapa entah

ldquoLelaki makan duit binirdquo ndash Mak mertua

ldquoLaki dia tu ada dekat rumah je Tak kerja kerdquo ndash Jiran sebelah

Memang pedih kalau dengar komen macam niDi waktu kita sedang bertungkus lumus membangun bisnes setiap hari dari rumah

Sabar dan teruskan membuat kerjaSemakin cepat usaha anda mendatangkan hasilSemakin cepat suara suara sumbang ini menjadi bisu

Lagi banyak suara anda dengarTambahkan kelajuan anda bekerja

24


21 JANGAN RENDAH DIRIBila kita berbisnes dari rumah tidak ada tanda di dahi kita yang kita berbisnes dari rumah

Elakkan merendahkan diri tak patut patutJalan dengan steadyTak perlu rasa hina sangat

Banggalah dengan bisnes kitaPercayalah ada banyak kelebihan orang berbisnes dari rumah ada berbanding yang berbisnes dengan pejabat sendiri

Pakailah pakaian yang kemas ketika menghadiri business meeting dengan prospek atau orang bisnes yang lain

Hulurkan business card dengan yakinDi peringkat ini diri kita adalah wajah kepada bisnes kita

Nanti kalau dah berjaya takpela nak pakai apa punItu jam kau batuk je pun orang komen

ldquoIdolardquo

25


Aba983581983560l983552983562Ido983575983552 S983549983641a

22 JAUHI GODAANPentingnya poin menyediakan tempat khas untuk bekerja dari rumah kerana rumah adalah ruang selesa kita

Katil sofa depan tv dan dapur adalah godaan paling setan pada orang berbisnes dari rumah

Berbisnes dari rumah dan bekerja seorang diri memerlukan kawalan nafsu yang baik

Jauhi semua godaan ini walaupun untuk seketika Ia akan memakan masa kerja kita seperti kayu dimakan api seperti kapas dimakan air sepertiah korang faham la tu kan

26


23 HARGAI ORANG SEKELILINGBila kita sedang berusaha siang dan malam untuk memajukan bisnes kitaKita cenderung mengabaikan hak pasangan keluarga jiran dan kawan-kawan

Lepas tu kita meminta mereka memahami kita yang sedang bekerjaDan marah-marah bila kita tak difahami

Hentikan bersikap mangsa

Dalam kesibukan kita mengerjakan bisnes kita tunaikanlah hak pasangan keluarga dan orang sekeliling

Kadang-kadang bukan isteri kita tidak mahu mendoakan kejayaan bisnes kitaTapi baru bisnes kecil-kecilan di rumah pun dah takde masa untuk sidai tuala tolong kemas rumah dan tengok-tengokkan anak

Mana mungkin isteri kita mendoakan bisnes kita berkembangEntah entah bila bisnes besar tak balik rumah langsung

Dengan kawan-kawan tunaikan hak silaturahimTak semestinya perlu hadir semua kenduri kendara dan setiap game futsalCukup untuk menyantuni setiap orang dalam hidup kita supaya sitalurahim terjaga

Yang menjaga silaturahim akan diluaskan rezekinya

Jangan menjadi orang bisnes yang semakin besar bisnes semakin bengis dan sukar didekati Kita berjaya berbisnes je Bukan diangkat jadi dewa

27


24 CARI MODELIni apa yang aku buat dulu duluKetika mula bisnes dari rumah aku masih tak yakin yang bisnes dari rumah boleh menghasilkan pendapatan yang steady

Jadi aku mencari mereka yang berbisnes dari rumah dan jadi jutawan

Akhirnya setelah setahun berbisnes dari rumahBarulah aku jumpa Aku jumpa dia Aku tanyakan semua halAku ikut mana yang baik dan sesuai dengan gaya bisnes aku sendiri

Orang ini akhirnya jadikan aku sebagai rakan niagaSebab kami datang dari kapal yang samaBisnes kami mencapai 1 juta pertama dalam masa kurang 2 tahun walaupun sifat bisnes yang sangat mencabar dan tidak mesra pengiklanan

Kalau ada rezeki sikit hari lagi aku nak jemput orang ni masuk podcast Bigstory by BigadsAku mintak dia cerita habis-habis Kita boleh belajar sekali

Boleh klik link ni untuk follow podcast kamihttpswwwyoutubecomchannelUCULfEs57lcMS53jeYMll28w

28


25 KAWAL SIFAT INGIN TAHUBagi mereka yang bekerja dengan laptop terutamanyaMemang lumrah segala mak nenek kelas seminar ebook strategi rahsia teknik power missing chapter segala yang dijual oleh ramai orang akan melintas di feed media sosial kita

Kawal sifat ingin tahu andaAnda tak perlukan lebih banyak teknikAnda hanya perlu lebih komitmen terhadap ilmu sedia ada dan apa yang anda telah rancang sekarang

Jangan ubah haluan kapal sebelum kita habis mencuba dan sampai ke destinasi impian Nanti sampai bila bila kita dipukul badai yang tak sudah

Jangan mudah terpesona dengan testimoni untuk membeli ebook yang anda tak perlu di fasa ini

Dulu aku pun macam tu Tapi mengorbankan RM100 untuk membeli ebook sifu yang akhirnya isinya tak seberapa adalah perasaan paling palat sebagai orang yang mahu belajar Kalau itu adalah duit yang kita sepatutnya guna untuk makan itu 2 kali palat

Lumrah di fasa ini kita akan menjadi apa yang dikatakan oleh Rocky Gerung

ldquo Mudah Kaget Cepat Kagumrdquo

29


26 RANCANG MASA DEPAN Impian kita adalah mempunyai team yang mampu melaksanakan kerja dan membuat keputusan dalam bisnes kita

Tidak kira jika syarikat kita masih bekerja dari rumah kita atau di pejabat yang kita sewa atau secara remote

Rancang perjalanan bisnes supaya kita faham luar dalamKita tahu kriteria dan jawatan yang kita mahu cari untuk bekerjaKita tahu apa yang mahu dicapai dan bila ia patut dicapaiKita tahu mana yang patut didahulukan dan yang dikemudiankan

Jalani setiap proses dengan gembiraBerlari di landasan sendiri

Lepas selesai buat semua perancangan ni kita boleh duduk silang kaki macam Michael Carleone dan berkata ldquoWell I have my own plans for my futurerdquo

Kalau ada cigar masa ni la ko kena lit sebatang Pussss Pussss

30


27 BINA NETWORKPoin ndash poin terakhir ni agak tricky

Untuk membina network ni biasanya kita mesti pandai mencipta hubunganSalah satunya adalah keluar berjumpa orang bisnes lainAktiviti ni ada bagusnya Boleh dapat perspektif berbeza untuk hal yang kita lalui

Masalahnya dalam banyak banyak sesi ini bukan semua orang kita jumpa ni akan mendatangkan manfaat pada bisnes kita

Dalam masa yang sama kita juga tak boleh quick to judge orang berdasarkan pandangan zahir sahaja

Pada pengalaman aku setiap orang yang kita jumpa boleh bagi kita at least 1 pelajaranTerpulang pada kita untuk dapatkannya atau tidakPastikan kita bawak balik at least 1 pelajaran selepas kita bersalaman dan balik ke sarang

Kawal aktiviti ini supaya tidak terlebih sampai buang masaAda ramai orang yang kelihatan hebat di media sosial disukai ramai personal branding yang menawan tapi memberi nasihat bisnes yang bahayaTak kira muka cerah atau kunci kereta atas meja

Pandangan bukan nasihat muktamadGunakan pengalaman dan ilmu mengenai bisnes kita untuk membuat keputusan bisnes ktia sendiri

31


28 BINA RAKAN LOGISTIKSelepas beberapa tahun mencipta hubungan baik dengan pelanggan supplier distributor dan orang bisnes lain

Bina rangkaian logistik ini supaya ia menjadi unfair advantage kita bila kita mahu membesarkan bisnes kita ke peringkat seterusnya

Layan semua orang dengan baikKita tidak tahu boleh jadi orang yang paling kita tak sangka akan jadi rakan kongsi kita satu hari nanti

Jangan kecil hati bila kita DM orang nak jumpa tapi tak dilayanDulu aku pun macam tuSelepas 3 tahun orang yang sama akan DM kitaLayanlah dengan baik

SekarangAku ada 1 bisnes dengan orang yang potong rambut aku selepas 2 tahunAku ada 1 bisnes dengan salah seorang ejen produk aku duluAku ada 1 bisnes dengan salah seorang yang mengajar aku bisnes dari rumah

Itu bukti

32


29 BACA DAN CUBAKebanyakan masalah yang kita hadapi tidaklah sangat unik atau terlalu baruAda orang yang telah melalui dan menulis tentangnya

Jadi jadilah pembaca yang tegar

+ Pilihlah bacaan khusus untuk menyelesaikan masalah khusus

+ Baca apa sahaja topik bacaan untuk membuka minda tentang hal-hal lain terutama jika anda mahu menjadi lebih kreatif

Senaraikan amalan membaca dalam Target Personal kita di poin No 6

Mula membaca dari sekarang

33


30 JANGAN SIBUK JADI SIFUDalam perjalanan mengerjakan bisnes dari rumah kita akan mengecapi kejayaan kejayaan kecil hingga besar yang selama ini tak terbayang dek akal boleh dicapai

Bila waktu itu sampai tahanlah diri kita dari sibuk menjadi sifu bisnesKekal fokus pada mengembangkan bisnes sendiri sehingga memberi manfaat pada ramai orang dan menggaji ramai pekerja dengan sempurna

Itu adalah kebaikan yang sama baiknya dengan berkongsi ilmu Percayalah

Ada ramai orang yang aku tengok berjaya keluar dari bisnes di rumahTapi bila sibuk mengajar orang lain bisnes sendiri makin hari makin merudum

Dipandang sebagai sifu ada cabarannya Kita akan mendaki gunung dibontoti seekor anjing bernama ego Dan egolah yang selalu membunuh banyak bisnes

34


LEGA RASANYAALHAMDULILLAH KHALAS

Semua tips di atas aku buat dalam tempoh sekurang kurangnya 3 tahunSebelum aku cukup modal dan cukup jaringan sumberUntuk mulakan bisnes di pejabat dan menggaji pekerja

Dari 1 bisnes kepada 2 bisnesAkhirnya mampu ketawa pada diri sendiri dan cabaran lampauYa Ketawa

Mentertawakan diri sendiri adalah satu kekuatan

Jujurnya aku tak dapat apa untung pun buat ebook niTapi ini adalah perkongsian yang dah lama tertangguh

Disebabkan pandemik yang menjadi cabaran ramai orangKami ambil keputusan untuk lancarkan kempen TakBolehKalahDan ebook ini sebahagian dari usaha kami untuk beri anda semangat

Selepas baca ni jangan lupa untuk tag aku di media sosial ye

Doakan aku kaya dan banyak masaUntuk membantu lebih ramai usahawan yang mencari panduanMacam aku dulu dulu

Aamin

Jumpa lagiLembaran lain niat yang sama

Facebook Adam RaffiInstagram adamnruffTwitter Adam Raffi

35


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httpswwwyoutubecomwatchv=Xg-5CMj_BKY

atau

Aku orangnya suka membaca dengan muzik iringanMozart effect atau Mozart myth

Yang aku tau muzik bagi aku mood yang aku perluUntuk membaca

Ebook ni bukan bahan study yang kena ambik examEbook ni aku bayangkan dibaca dengan mood

Mood dari semangat untuk membuat perubahanMood dari keinginan mencari sesuatu yang diperlukan

Mood mencari tenang dalam kerisauanMood mencari senang dalam kepayahan

Jadi

Aku sediakan muzik khas untuk didengari ketika ebook ini dibacaScan QR code di bawah untuk layan

Harap aku dapat sediakan mood untuk membaca













1


SALAM








2


SIAPA AKU









3







Disiplin Masa






Disiplin kerja





4








5










6














7









8








9




Sasaran Personal











10









11





12














AMBANKDeposit RM2k





(perlu introducer)

MAYBANKDeposit RM2k

(perlu introducer)












13








14










15







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17









18




19









20










21








22








Go figure

23









24








ldquoIdolardquo

25


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26











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28









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30









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Itu bukti

32








33







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Aamin



35


Bus

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Des

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by

Dat

e

Vers

ion

Key

Par

tner

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Cost

Str

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Key

Act

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ch K

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rces

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Opt

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ed

Whi

ch o

nes

wor

k be

st

Whi

ch

ones

are

most

cost

-effi

cien

t

How

are

we

inte

grat

ing

them

w

ith c

ustom

er ro

utin

es

Wha

t are

the

most

impo

rtant

cost

s in

here

nt in

our

bus

ines

s m

odel

W

hich

Key

R

esou

rces

are

most

exp

ensi

ve

Whi

ch K

ey A

ctiv

ities

are

most

exp

ensi

ve

IS

YO

UR

BU

SIN

ESS

MO

RE

Cost

Driv

en (l

eane

st c

ost st

ruct

ure

low

pric

e va

lue

prop

ositi

on m

axim

um a

utom

atio

n e

xten

sive

out

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cing

) Va

lue

Driv

en (f

ocus

ed o

n va

lue

crea

tion

pre

miu

m v

alue

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tion)

SA

MPL

E C

HAR

ACTE

RIS

TIC

S F

ixed

Cost

s (s

alar

ies

rent

s u

tiliti

es)

Varia

ble

cost

s

Econ

omie

s of

sca

le E

cono

mie

s of

sco

pe

For w

hat v

alue

are

our

cust

omer

s re

ally

willi

ng to

pay

Fo

r wha

t do

they

cur

rent

ly

pay

How

are

they

cur

rent

ly p

ayin

g H

ow w

ould

they

pre

fer t

o pa

y H

ow m

uch

does

ea

ch R

even

ue S

tream

con

tribu

te to

ove

rall

reve

nues

TY

PES

Ass

et s

ale

Usa

ge fe

e S

ubsc

riptio

n Fe

es L

endi

ngR

entin

gLe

asin

g

Lice

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g B

roke

rage

fees

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ertis

ing

FIXE

D P

RIC

ING

List

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e P

rodu

ct fe

atur

e de

pend

ent

Cust

omer

seg

men

t de

pend

ent

Volu

me

depe

nden

t D

YNAM

IC P

RIC

ING

Neg

otia

tion

(bar

gain

ing)

Yie

ld M

anag

emen

t R

eal-t

ime-

Mar

ket

Star

tup

Nam

e N

ame1

Nam

e2

D

DM

MY

YYY

XY

Bus

ines

s M

odel

Can

vas

Des

igne

d fo

r D

esig

ned

by

Dat

e

Vers

ion

Key

Par

tner

s

Cost

Str

uctu

re

Key

Act

iviti

es

Key

Res

ourc

es

Valu

e Pr

opos

ition

s C

ustom

er R

elat

ions

hips

Cha

nnel

s

Cust

omer

Seg

men

ts

Rev

enue

Str

eam

s













1


SALAM








2


SIAPA AKU









3







Disiplin Masa






Disiplin kerja





4








5










6














7









8








9




Sasaran Personal











10









11





12














AMBANKDeposit RM2k





(perlu introducer)

MAYBANKDeposit RM2k

(perlu introducer)












13








14










15







16









17









18




19









20










21








22








Go figure

23









24








ldquoIdolardquo

25


Aba983581983560l983552983562Ido983575983552 S983549983641a





26











27








28









29








30









31







Itu bukti

32








33







34










Aamin



35


Bus

ines

s M

odel

Can

vas

Des

igne

d fo

r D

esig

ned

by

Dat

e

Vers

ion

Key

Par

tner

s

Cost

Str

uctu

re

Key

Act

iviti

es

Key

Res

ourc

es

Valu

e Pr

opos

ition

s C

ustom

er R

elat

ions

hips

Cha

nnel

s

Cust

omer

Seg

men

ts

Rev

enue

Str

eam

s

Who

are

our

Key

Par

tner

s

Who

are

our

key

sup

plie

rs

Whi

ch K

ey R

esou

rces

are

we

acqu

iring

from

par

tner

s

Whi

ch K

ey A

ctiv

ities

do

partn

ers

perfo

rm

M

OTI

VATI

ON

S FO

R

PAR

TNER

SHIP

S

Opt

imiz

atio

n an

d ec

onom

y

Red

uctio

n of

risk

and

un

certa

inty

Acq

uisi

tion

of

parti

cula

r res

ourc

es a

nd

activ

ities

Wha

t Key

Act

iviti

es d

o ou

r Va

lue

Prop

ositi

ons

requ

ire

Our

Dist

ribut

ion

Cha

nnel

s

Cust

omer

Rel

atio

nshi

ps

Rev

enue

stre

ams

CAT

EGO

RIE

S

Prod

uctio

n P

robl

em S

olvi

ng

Plat

form

Net

wor

k

Wha

t val

ue d

o w

e de

liver

to

the

cust

omer

W

hich

one

of

we

help

ing

to s

olve

W

hat

bund

les

of p

rodu

cts

and

serv

ices

are

we

offe

ring

to

each

Cust

omer

Seg

men

t

Whi

ch c

ustom

er n

eeds

are

we

satis

fyin

g

C

HAR

ACTE

RIS

TIC

S

New

ness

Per

form

ance

Stat

us P

rice

Cost

Red

uctio

n

Ris

k R

educ

tion

Acc

essi

bilit

y

Con

veni

ence

Usa

bilit

y

Wha

t typ

e of

rela

tions

hip

does

ea

ch o

f our

Cust

omer

Se

gmen

ts e

xpec

t us

to

estab

lish

and

mai

ntai

n w

ith

them

W

hich

one

s ha

ve w

e est

ablis

hed

How

are

they

in

tegr

ated

with

the

rest

of o

ur

busi

ness

mod

el

How

cost

ly

are

they

For w

hom

are

we

crea

ting

valu

e W

ho a

re o

ur m

ost

impo

rtant

cust

omer

s Is

our

cu

stom

er b

ase

a M

ass

Mar

ket

Nic

he M

arke

t Se

gmen

ted

D

iver

sifie

d M

ulti-

side

d Pl

atfo

rm

Wha

t Key

Res

ourc

es d

o ou

r Va

lue

Prop

ositi

ons

requ

ire

Our

Dist

ribut

ion

Cha

nnel

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Cust

omer

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atio

nshi

ps

Rev

enue

Stre

ams

TYPE

S O

F R

ESO

UR

CES

Ph

ysic

al I

ntel

lect

ual (

bran

d pa

tent

s c

opyr

ight

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ata)

H

uman

Fin

anci

al

Thro

ugh

whi

ch C

hann

els

do

our C

ustom

er S

egm

ents

wan

t to

be

reac

hed

How

are

we

reac

hing

them

now

H

ow a

re

our C

hann

els

inte

grat

ed

Whi

ch o

nes

wor

k be

st

Whi

ch

ones

are

most

cost

-effi

cien

t

How

are

we

inte

grat

ing

them

w

ith c

ustom

er ro

utin

es

Wha

t are

the

most

impo

rtant

cost

s in

here

nt in

our

bus

ines

s m

odel

W

hich

Key

R

esou

rces

are

most

exp

ensi

ve

Whi

ch K

ey A

ctiv

ities

are

most

exp

ensi

ve

IS

YO

UR

BU

SIN

ESS

MO

RE

Cost

Driv

en (l

eane

st c

ost st

ruct

ure

low

pric

e va

lue

prop

ositi

on m

axim

um a

utom

atio

n e

xten

sive

out

sour

cing

) Va

lue

Driv

en (f

ocus

ed o

n va

lue

crea

tion

pre

miu

m v

alue

pro

posi

tion)

SA

MPL

E C

HAR

ACTE

RIS

TIC

S F

ixed

Cost

s (s

alar

ies

rent

s u

tiliti

es)

Varia

ble

cost

s

Econ

omie

s of

sca

le E

cono

mie

s of

sco

pe

For w

hat v

alue

are

our

cust

omer

s re

ally

willi

ng to

pay

Fo

r wha

t do

they

cur

rent

ly

pay

How

are

they

cur

rent

ly p

ayin

g H

ow w

ould

they

pre

fer t

o pa

y H

ow m

uch

does

ea

ch R

even

ue S

tream

con

tribu

te to

ove

rall

reve

nues

TY

PES

Ass

et s

ale

Usa

ge fe

e S

ubsc

riptio

n Fe

es L

endi

ngR

entin

gLe

asin

g

Lice

nsin

g B

roke

rage

fees

Adv

ertis

ing

FIXE

D P

RIC

ING

List

Pric

e P

rodu

ct fe

atur

e de

pend

ent

Cust

omer

seg

men

t de

pend

ent

Volu

me

depe

nden

t D

YNAM

IC P

RIC

ING

Neg

otia

tion

(bar

gain

ing)

Yie

ld M

anag

emen

t R

eal-t

ime-

Mar

ket

Star

tup

Nam

e N

ame1

Nam

e2

D

DM

MY

YYY

XY

Bus

ines

s M

odel

Can

vas

Des

igne

d fo

r D

esig

ned

by

Dat

e

Vers

ion

Key

Par

tner

s

Cost

Str

uctu

re

Key

Act

iviti

es

Key

Res

ourc

es

Valu

e Pr

opos

ition

s C

ustom

er R

elat

ions

hips

Cha

nnel

s

Cust

omer

Seg

men

ts

Rev

enue

Str

eam

s








2


SIAPA AKU









3







Disiplin Masa






Disiplin kerja





4








5










6














7









8








9




Sasaran Personal











10









11





12














AMBANKDeposit RM2k





(perlu introducer)

MAYBANKDeposit RM2k

(perlu introducer)












13








14










15







16









17









18




19









20










21








22








Go figure

23









24








ldquoIdolardquo

25


Aba983581983560l983552983562Ido983575983552 S983549983641a





26











27








28









29








30









31







Itu bukti

32








33







34










Aamin



35


Bus

ines

s M

odel

Can

vas

Des

igne

d fo

r D

esig

ned

by

Dat

e

Vers

ion

Key

Par

tner

s

Cost

Str

uctu

re

Key

Act

iviti

es

Key

Res

ourc

es

Valu

e Pr

opos

ition

s C

ustom

er R

elat

ions

hips

Cha

nnel

s

Cust

omer

Seg

men

ts

Rev

enue

Str

eam

s

Who

are

our

Key

Par

tner

s

Who

are

our

key

sup

plie

rs

Whi

ch K

ey R

esou

rces

are

we

acqu

iring

from

par

tner

s

Whi

ch K

ey A

ctiv

ities

do

partn

ers

perfo

rm

M

OTI

VATI

ON

S FO

R

PAR

TNER

SHIP

S

Opt

imiz

atio

n an

d ec

onom

y

Red

uctio

n of

risk

and

un

certa

inty

Acq

uisi

tion

of

parti

cula

r res

ourc

es a

nd

activ

ities

Wha

t Key

Act

iviti

es d

o ou

r Va

lue

Prop

ositi

ons

requ

ire

Our

Dist

ribut

ion

Cha

nnel

s

Cust

omer

Rel

atio

nshi

ps

Rev

enue

stre

ams

CAT

EGO

RIE

S

Prod

uctio

n P

robl

em S

olvi

ng

Plat

form

Net

wor

k

Wha

t val

ue d

o w

e de

liver

to

the

cust

omer

W

hich

one

of

we

help

ing

to s

olve

W

hat

bund

les

of p

rodu

cts

and

serv

ices

are

we

offe

ring

to

each

Cust

omer

Seg

men

t

Whi

ch c

ustom

er n

eeds

are

we

satis

fyin

g

C

HAR

ACTE

RIS

TIC

S

New

ness

Per

form

ance

Stat

us P

rice

Cost

Red

uctio

n

Ris

k R

educ

tion

Acc

essi

bilit

y

Con

veni

ence

Usa

bilit

y

Wha

t typ

e of

rela

tions

hip

does

ea

ch o

f our

Cust

omer

Se

gmen

ts e

xpec

t us

to

estab

lish

and

mai

ntai

n w

ith

them

W

hich

one

s ha

ve w

e est

ablis

hed

How

are

they

in

tegr

ated

with

the

rest

of o

ur

busi

ness

mod

el

How

cost

ly

are

they

For w

hom

are

we

crea

ting

valu

e W

ho a

re o

ur m

ost

impo

rtant

cust

omer

s Is

our

cu

stom

er b

ase

a M

ass

Mar

ket

Nic

he M

arke

t Se

gmen

ted

D

iver

sifie

d M

ulti-

side

d Pl

atfo

rm

Wha

t Key

Res

ourc

es d

o ou

r Va

lue

Prop

ositi

ons

requ

ire

Our

Dist

ribut

ion

Cha

nnel

s

Cust

omer

Rel

atio

nshi

ps

Rev

enue

Stre

ams

TYPE

S O

F R

ESO

UR

CES

Ph

ysic

al I

ntel

lect

ual (

bran

d pa

tent

s c

opyr

ight

s d

ata)

H

uman

Fin

anci

al

Thro

ugh

whi

ch C

hann

els

do

our C

ustom

er S

egm

ents

wan

t to

be

reac

hed

How

are

we

reac

hing

them

now

H

ow a

re

our C

hann

els

inte

grat

ed

Whi

ch o

nes

wor

k be

st

Whi

ch

ones

are

most

cost

-effi

cien

t

How

are

we

inte

grat

ing

them

w

ith c

ustom

er ro

utin

es

Wha

t are

the

most

impo

rtant

cost

s in

here

nt in

our

bus

ines

s m

odel

W

hich

Key

R

esou

rces

are

most

exp

ensi

ve

Whi

ch K

ey A

ctiv

ities

are

most

exp

ensi

ve

IS

YO

UR

BU

SIN

ESS

MO

RE

Cost

Driv

en (l

eane

st c

ost st

ruct

ure

low

pric

e va

lue

prop

ositi

on m

axim

um a

utom

atio

n e

xten

sive

out

sour

cing

) Va

lue

Driv

en (f

ocus

ed o

n va

lue

crea

tion

pre

miu

m v

alue

pro

posi

tion)

SA

MPL

E C

HAR

ACTE

RIS

TIC

S F

ixed

Cost

s (s

alar

ies

rent

s u

tiliti

es)

Varia

ble

cost

s

Econ

omie

s of

sca

le E

cono

mie

s of

sco

pe

For w

hat v

alue

are

our

cust

omer

s re

ally

willi

ng to

pay

Fo

r wha

t do

they

cur

rent

ly

pay

How

are

they

cur

rent

ly p

ayin

g H

ow w

ould

they

pre

fer t

o pa

y H

ow m

uch

does

ea

ch R

even

ue S

tream

con

tribu

te to

ove

rall

reve

nues

TY

PES

Ass

et s

ale

Usa

ge fe

e S

ubsc

riptio

n Fe

es L

endi

ngR

entin

gLe

asin

g

Lice

nsin

g B

roke

rage

fees

Adv

ertis

ing

FIXE

D P

RIC

ING

List

Pric

e P

rodu

ct fe

atur

e de

pend

ent

Cust

omer

seg

men

t de

pend

ent

Volu

me

depe

nden

t D

YNAM

IC P

RIC

ING

Neg

otia

tion

(bar

gain

ing)

Yie

ld M

anag

emen

t R

eal-t

ime-

Mar

ket

Star

tup

Nam

e N

ame1

Nam

e2

D

DM

MY

YYY

XY

Bus

ines

s M

odel

Can

vas

Des

igne

d fo

r D

esig

ned

by

Dat

e

Vers

ion

Key

Par

tner

s

Cost

Str

uctu

re

Key

Act

iviti

es

Key

Res

ourc

es

Valu

e Pr

opos

ition

s C

ustom

er R

elat

ions

hips

Cha

nnel

s

Cust

omer

Seg

men

ts

Rev

enue

Str

eam

s









3







Disiplin Masa






Disiplin kerja





4








5










6














7









8








9




Sasaran Personal











10









11





12














AMBANKDeposit RM2k





(perlu introducer)

MAYBANKDeposit RM2k

(perlu introducer)












13








14










15







16









17









18




19









20










21








22








Go figure

23









24








ldquoIdolardquo

25


Aba983581983560l983552983562Ido983575983552 S983549983641a





26











27








28









29








30









31







Itu bukti

32








33







34










Aamin



35


Bus

ines

s M

odel

Can

vas

Des

igne

d fo

r D

esig

ned

by

Dat

e

Vers

ion

Key

Par

tner

s

Cost

Str

uctu

re

Key

Act

iviti

es

Key

Res

ourc

es

Valu

e Pr

opos

ition

s C

ustom

er R

elat

ions

hips

Cha

nnel

s

Cust

omer

Seg

men

ts

Rev

enue

Str

eam

s

Who

are

our

Key

Par

tner

s

Who

are

our

key

sup

plie

rs

Whi

ch K

ey R

esou

rces

are

we

acqu

iring

from

par

tner

s

Whi

ch K

ey A

ctiv

ities

do

partn

ers

perfo

rm

M

OTI

VATI

ON

S FO

R

PAR

TNER

SHIP

S

Opt

imiz

atio

n an

d ec

onom

y

Red

uctio

n of

risk

and

un

certa

inty

Acq

uisi

tion

of

parti

cula

r res

ourc

es a

nd

activ

ities

Wha

t Key

Act

iviti

es d

o ou

r Va

lue

Prop

ositi

ons

requ

ire

Our

Dist

ribut

ion

Cha

nnel

s

Cust

omer

Rel

atio

nshi

ps

Rev

enue

stre

ams

CAT

EGO

RIE

S

Prod

uctio

n P

robl

em S

olvi

ng

Plat

form

Net

wor

k

Wha

t val

ue d

o w

e de

liver

to

the

cust

omer

W

hich

one

of

we

help

ing

to s

olve

W

hat

bund

les

of p

rodu

cts

and

serv

ices

are

we

offe

ring

to

each

Cust

omer

Seg

men

t

Whi

ch c

ustom

er n

eeds

are

we

satis

fyin

g

C

HAR

ACTE

RIS

TIC

S

New

ness

Per

form

ance

Stat

us P

rice

Cost

Red

uctio

n

Ris

k R

educ

tion

Acc

essi

bilit

y

Con

veni

ence

Usa

bilit

y

Wha

t typ

e of

rela

tions

hip

does

ea

ch o

f our

Cust

omer

Se

gmen

ts e

xpec

t us

to

estab

lish

and

mai

ntai

n w

ith

them

W

hich

one

s ha

ve w

e est

ablis

hed

How

are

they

in

tegr

ated

with

the

rest

of o

ur

busi

ness

mod

el

How

cost

ly

are

they

For w

hom

are

we

crea

ting

valu

e W

ho a

re o

ur m

ost

impo

rtant

cust

omer

s Is

our

cu

stom

er b

ase

a M

ass

Mar

ket

Nic

he M

arke

t Se

gmen

ted

D

iver

sifie

d M

ulti-

side

d Pl

atfo

rm

Wha

t Key

Res

ourc

es d

o ou

r Va

lue

Prop

ositi

ons

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ire

Our

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ribut

ion

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nnel

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enue

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ams

TYPE

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F R

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UR

CES

Ph

ysic

al I

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lect

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bran

d pa

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ata)

H

uman

Fin

anci

al

Thro

ugh

whi

ch C

hann

els

do

our C

ustom

er S

egm

ents

wan

t to

be

reac

hed

How

are

we

reac

hing

them

now

H

ow a

re

our C

hann

els

inte

grat

ed

Whi

ch o

nes

wor

k be

st

Whi

ch

ones

are

most

cost

-effi

cien

t

How

are

we

inte

grat

ing

them

w

ith c

ustom

er ro

utin

es

Wha

t are

the

most

impo

rtant

cost

s in

here

nt in

our

bus

ines

s m

odel

W

hich

Key

R

esou

rces

are

most

exp

ensi

ve

Whi

ch K

ey A

ctiv

ities

are

most

exp

ensi

ve

IS

YO

UR

BU

SIN

ESS

MO

RE

Cost

Driv

en (l

eane

st c

ost st

ruct

ure

low

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lue

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um a

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out

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cing

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lue

Driv

en (f

ocus

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tion

pre

miu

m v

alue

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tion)

SA

MPL

E C

HAR

ACTE

RIS

TIC

S F

ixed

Cost

s (s

alar

ies

rent

s u

tiliti

es)

Varia

ble

cost

s

Econ

omie

s of

sca

le E

cono

mie

s of

sco

pe

For w

hat v

alue

are

our

cust

omer

s re

ally

willi

ng to

pay

Fo

r wha

t do

they

cur

rent

ly

pay

How

are

they

cur

rent

ly p

ayin

g H

ow w

ould

they

pre

fer t

o pa

y H

ow m

uch

does

ea

ch R

even

ue S

tream

con

tribu

te to

ove

rall

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nues

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PES

Ass

et s

ale

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ge fe

e S

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riptio

n Fe

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endi

ngR

entin

gLe

asin

g

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nsin

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roke

rage

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ertis

ing

FIXE

D P

RIC

ING

List

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e P

rodu

ct fe

atur

e de

pend

ent

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omer

seg

men

t de

pend

ent

Volu

me

depe

nden

t D

YNAM

IC P

RIC

ING

Neg

otia

tion

(bar

gain

ing)

Yie

ld M

anag

emen

t R

eal-t

ime-

Mar

ket

Star

tup

Nam

e N

ame1

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e2

D

DM

MY

YYY

XY

Bus

ines

s M

odel

Can

vas

Des

igne

d fo

r D

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ned

by

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e

Vers

ion

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tner

s

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uctu

re

Key

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iviti

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ourc

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Valu

e Pr

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ition

s C

ustom

er R

elat

ions

hips

Cha

nnel

s

Cust

omer

Seg

men

ts

Rev

enue

Str

eam

s






Disiplin Masa






Disiplin kerja





4








5










6














7









8








9




Sasaran Personal











10









11





12














AMBANKDeposit RM2k





(perlu introducer)

MAYBANKDeposit RM2k

(perlu introducer)












13








14










15







16









17









18




19









20










21








22








Go figure

23









24








ldquoIdolardquo

25


Aba983581983560l983552983562Ido983575983552 S983549983641a





26











27








28









29








30









31







Itu bukti

32








33







34










Aamin



35


Bus

ines

s M

odel

Can

vas

Des

igne

d fo

r D

esig

ned

by

Dat

e

Vers

ion

Key

Par

tner

s

Cost

Str

uctu

re

Key

Act

iviti

es

Key

Res

ourc

es

Valu

e Pr

opos

ition

s C

ustom

er R

elat

ions

hips

Cha

nnel

s

Cust

omer

Seg

men

ts

Rev

enue

Str

eam

s

Who

are

our

Key

Par

tner

s

Who

are

our

key

sup

plie

rs

Whi

ch K

ey R

esou

rces

are

we

acqu

iring

from

par

tner

s

Whi

ch K

ey A

ctiv

ities

do

partn

ers

perfo

rm

M

OTI

VATI

ON

S FO

R

PAR

TNER

SHIP

S

Opt

imiz

atio

n an

d ec

onom

y

Red

uctio

n of

risk

and

un

certa

inty

Acq

uisi

tion

of

parti

cula

r res

ourc

es a

nd

activ

ities

Wha

t Key

Act

iviti

es d

o ou

r Va

lue

Prop

ositi

ons

requ

ire

Our

Dist

ribut

ion

Cha

nnel

s

Cust

omer

Rel

atio

nshi

ps

Rev

enue

stre

ams

CAT

EGO

RIE

S

Prod

uctio

n P

robl

em S

olvi

ng

Plat

form

Net

wor

k

Wha

t val

ue d

o w

e de

liver

to

the

cust

omer

W

hich

one

of

we

help

ing

to s

olve

W

hat

bund

les

of p

rodu

cts

and

serv

ices

are

we

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ring

to

each

Cust

omer

Seg

men

t

Whi

ch c

ustom

er n

eeds

are

we

satis

fyin

g

C

HAR

ACTE

RIS

TIC

S

New

ness

Per

form

ance

Stat

us P

rice

Cost

Red

uctio

n

Ris

k R

educ

tion

Acc

essi

bilit

y

Con

veni

ence

Usa

bilit

y

Wha

t typ

e of

rela

tions

hip

does

ea

ch o

f our

Cust

omer

Se

gmen

ts e

xpec

t us

to

estab

lish

and

mai

ntai

n w

ith

them

W

hich

one

s ha

ve w

e est

ablis

hed

How

are

they

in

tegr

ated

with

the

rest

of o

ur

busi

ness

mod

el

How

cost

ly

are

they

For w

hom

are

we

crea

ting

valu

e W

ho a

re o

ur m

ost

impo

rtant

cust

omer

s Is

our

cu

stom

er b

ase

a M

ass

Mar

ket

Nic

he M

arke

t Se

gmen

ted

D

iver

sifie

d M

ulti-

side

d Pl

atfo

rm

Wha

t Key

Res

ourc

es d

o ou

r Va

lue

Prop

ositi

ons

requ

ire

Our

Dist

ribut

ion

Cha

nnel

s

Cust

omer

Rel

atio

nshi

ps

Rev

enue

Stre

ams

TYPE

S O

F R

ESO

UR

CES

Ph

ysic

al I

ntel

lect

ual (

bran

d pa

tent

s c

opyr

ight

s d

ata)

H

uman

Fin

anci

al

Thro

ugh

whi

ch C

hann

els

do

our C

ustom

er S

egm

ents

wan

t to

be

reac

hed

How

are

we

reac

hing

them

now

H

ow a

re

our C

hann

els

inte

grat

ed

Whi

ch o

nes

wor

k be

st

Whi

ch

ones

are

most

cost

-effi

cien

t

How

are

we

inte

grat

ing

them

w

ith c

ustom

er ro

utin

es

Wha

t are

the

most

impo

rtant

cost

s in

here

nt in

our

bus

ines

s m

odel

W

hich

Key

R

esou

rces

are

most

exp

ensi

ve

Whi

ch K

ey A

ctiv

ities

are

most

exp

ensi

ve

IS

YO

UR

BU

SIN

ESS

MO

RE

Cost

Driv

en (l

eane

st c

ost st

ruct

ure

low

pric

e va

lue

prop

ositi

on m

axim

um a

utom

atio

n e

xten

sive

out

sour

cing

) Va

lue

Driv

en (f

ocus

ed o

n va

lue

crea

tion

pre

miu

m v

alue

pro

posi

tion)

SA

MPL

E C

HAR

ACTE

RIS

TIC

S F

ixed

Cost

s (s

alar

ies

rent

s u

tiliti

es)

Varia

ble

cost

s

Econ

omie

s of

sca

le E

cono

mie

s of

sco

pe

For w

hat v

alue

are

our

cust

omer

s re

ally

willi

ng to

pay

Fo

r wha

t do

they

cur

rent

ly

pay

How

are

they

cur

rent

ly p

ayin

g H

ow w

ould

they

pre

fer t

o pa

y H

ow m

uch

does

ea

ch R

even

ue S

tream

con

tribu

te to

ove

rall

reve

nues

TY

PES

Ass

et s

ale

Usa

ge fe

e S

ubsc

riptio

n Fe

es L

endi

ngR

entin

gLe

asin

g

Lice

nsin

g B

roke

rage

fees

Adv

ertis

ing

FIXE

D P

RIC

ING

List

Pric

e P

rodu

ct fe

atur

e de

pend

ent

Cust

omer

seg

men

t de

pend

ent

Volu

me

depe

nden

t D

YNAM

IC P

RIC

ING

Neg

otia

tion

(bar

gain

ing)

Yie

ld M

anag

emen

t R

eal-t

ime-

Mar

ket

Star

tup

Nam

e N

ame1

Nam

e2

D

DM

MY

YYY

XY

Bus

ines

s M

odel

Can

vas

Des

igne

d fo

r D

esig

ned

by

Dat

e

Vers

ion

Key

Par

tner

s

Cost

Str

uctu

re

Key

Act

iviti

es

Key

Res

ourc

es

Valu

e Pr

opos

ition

s C

ustom

er R

elat

ions

hips

Cha

nnel

s

Cust

omer

Seg

men

ts

Rev

enue

Str

eam

s







5










6














7









8








9




Sasaran Personal











10









11





12














AMBANKDeposit RM2k





(perlu introducer)

MAYBANKDeposit RM2k

(perlu introducer)












13








14










15







16









17









18




19









20










21








22








Go figure

23









24








ldquoIdolardquo

25


Aba983581983560l983552983562Ido983575983552 S983549983641a





26











27








28









29








30









31







Itu bukti

32








33







34










Aamin



35


Bus

ines

s M

odel

Can

vas

Des

igne

d fo

r D

esig

ned

by

Dat

e

Vers

ion

Key

Par

tner

s

Cost

Str

uctu

re

Key

Act

iviti

es

Key

Res

ourc

es

Valu

e Pr

opos

ition

s C

ustom

er R

elat

ions

hips

Cha

nnel

s

Cust

omer

Seg

men

ts

Rev

enue

Str

eam

s

Who

are

our

Key

Par

tner

s

Who

are

our

key

sup

plie

rs

Whi

ch K

ey R

esou

rces

are

we

acqu

iring

from

par

tner

s

Whi

ch K

ey A

ctiv

ities

do

partn

ers

perfo

rm

M

OTI

VATI

ON

S FO

R

PAR

TNER

SHIP

S

Opt

imiz

atio

n an

d ec

onom

y

Red

uctio

n of

risk

and

un

certa

inty

Acq

uisi

tion

of

parti

cula

r res

ourc

es a

nd

activ

ities

Wha

t Key

Act

iviti

es d

o ou

r Va

lue

Prop

ositi

ons

requ

ire

Our

Dist

ribut

ion

Cha

nnel

s

Cust

omer

Rel

atio

nshi

ps

Rev

enue

stre

ams

CAT

EGO

RIE

S

Prod

uctio

n P

robl

em S

olvi

ng

Plat

form

Net

wor

k

Wha

t val

ue d

o w

e de

liver

to

the

cust

omer

W

hich

one

of

we

help

ing

to s

olve

W

hat

bund

les

of p

rodu

cts

and

serv

ices

are

we

offe

ring

to

each

Cust

omer

Seg

men

t

Whi

ch c

ustom

er n

eeds

are

we

satis

fyin

g

C

HAR

ACTE

RIS

TIC

S

New

ness

Per

form

ance

Stat

us P

rice

Cost

Red

uctio

n

Ris

k R

educ

tion

Acc

essi

bilit

y

Con

veni

ence

Usa

bilit

y

Wha

t typ

e of

rela

tions

hip

does

ea

ch o

f our

Cust

omer

Se

gmen

ts e

xpec

t us

to

estab

lish

and

mai

ntai

n w

ith

them

W

hich

one

s ha

ve w

e est

ablis

hed

How

are

they

in

tegr

ated

with

the

rest

of o

ur

busi

ness

mod

el

How

cost

ly

are

they

For w

hom

are

we

crea

ting

valu

e W

ho a

re o

ur m

ost

impo

rtant

cust

omer

s Is

our

cu

stom

er b

ase

a M

ass

Mar

ket

Nic

he M

arke

t Se

gmen

ted

D

iver

sifie

d M

ulti-

side

d Pl

atfo

rm

Wha

t Key

Res

ourc

es d

o ou

r Va

lue

Prop

ositi

ons

requ

ire

Our

Dist

ribut

ion

Cha

nnel

s

Cust

omer

Rel

atio

nshi

ps

Rev

enue

Stre

ams

TYPE

S O

F R

ESO

UR

CES

Ph

ysic

al I

ntel

lect

ual (

bran

d pa

tent

s c

opyr

ight

s d

ata)

H

uman

Fin

anci

al

Thro

ugh

whi

ch C

hann

els

do

our C

ustom

er S

egm

ents

wan

t to

be

reac

hed

How

are

we

reac

hing

them

now

H

ow a

re

our C

hann

els

inte

grat

ed

Whi

ch o

nes

wor

k be

st

Whi

ch

ones

are

most

cost

-effi

cien

t

How

are

we

inte

grat

ing

them

w

ith c

ustom

er ro

utin

es

Wha

t are

the

most

impo

rtant

cost

s in

here

nt in

our

bus

ines

s m

odel

W

hich

Key

R

esou

rces

are

most

exp

ensi

ve

Whi

ch K

ey A

ctiv

ities

are

most

exp

ensi

ve

IS

YO

UR

BU

SIN

ESS

MO

RE

Cost

Driv

en (l

eane

st c

ost st

ruct

ure

low

pric

e va

lue

prop

ositi

on m

axim

um a

utom

atio

n e

xten

sive

out

sour

cing

) Va

lue

Driv

en (f

ocus

ed o

n va

lue

crea

tion

pre

miu

m v

alue

pro

posi

tion)

SA

MPL

E C

HAR

ACTE

RIS

TIC

S F

ixed

Cost

s (s

alar

ies

rent

s u

tiliti

es)

Varia

ble

cost

s

Econ

omie

s of

sca

le E

cono

mie

s of

sco

pe

For w

hat v

alue

are

our

cust

omer

s re

ally

willi

ng to

pay

Fo

r wha

t do

they

cur

rent

ly

pay

How

are

they

cur

rent

ly p

ayin

g H

ow w

ould

they

pre

fer t

o pa

y H

ow m

uch

does

ea

ch R

even

ue S

tream

con

tribu

te to

ove

rall

reve

nues

TY

PES

Ass

et s

ale

Usa

ge fe

e S

ubsc

riptio

n Fe

es L

endi

ngR

entin

gLe

asin

g

Lice

nsin

g B

roke

rage

fees

Adv

ertis

ing

FIXE

D P

RIC

ING

List

Pric

e P

rodu

ct fe

atur

e de

pend

ent

Cust

omer

seg

men

t de

pend

ent

Volu

me

depe

nden

t D

YNAM

IC P

RIC

ING

Neg

otia

tion

(bar

gain

ing)

Yie

ld M

anag

emen

t R

eal-t

ime-

Mar

ket

Star

tup

Nam

e N

ame1

Nam

e2

D

DM

MY

YYY

XY

Bus

ines

s M

odel

Can

vas

Des

igne

d fo

r D

esig

ned

by

Dat

e

Vers

ion

Key

Par

tner

s

Cost

Str

uctu

re

Key

Act

iviti

es

Key

Res

ourc

es

Valu

e Pr

opos

ition

s C

ustom

er R

elat

ions

hips

Cha

nnel

s

Cust

omer

Seg

men

ts

Rev

enue

Str

eam

s









6














7









8








9




Sasaran Personal











10









11





12














AMBANKDeposit RM2k





(perlu introducer)

MAYBANKDeposit RM2k

(perlu introducer)












13








14










15







16









17









18




19









20










21








22








Go figure

23









24








ldquoIdolardquo

25


Aba983581983560l983552983562Ido983575983552 S983549983641a





26











27








28









29








30









31







Itu bukti

32








33







34










Aamin



35


Bus

ines

s M

odel

Can

vas

Des

igne

d fo

r D

esig

ned

by

Dat

e

Vers

ion

Key

Par

tner

s

Cost

Str

uctu

re

Key

Act

iviti

es

Key

Res

ourc

es

Valu

e Pr

opos

ition

s C

ustom

er R

elat

ions

hips

Cha

nnel

s

Cust

omer

Seg

men

ts

Rev

enue

Str

eam

s

Who

are

our

Key

Par

tner

s

Who

are

our

key

sup

plie

rs

Whi

ch K

ey R

esou

rces

are

we

acqu

iring

from

par

tner

s

Whi

ch K

ey A

ctiv

ities

do

partn

ers

perfo

rm

M

OTI

VATI

ON

S FO

R

PAR

TNER

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S

Opt

imiz

atio

n an

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onom

y

Red

uctio

n of

risk

and

un

certa

inty

Acq

uisi

tion

of

parti

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ourc

es a

nd

activ

ities

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t Key

Act

iviti

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o ou

r Va

lue

Prop

ositi

ons

requ

ire

Our

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ribut

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Cha

nnel

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olve

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men

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ustom

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ness

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us P

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k R

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Wha

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Cust

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lish

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mai

ntai

n w

ith

them

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hich

one

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ve w

e est

ablis

hed

How

are

they

in

tegr

ated

with

the

rest

of o

ur

busi

ness

mod

el

How

cost

ly

are

they

For w

hom

are

we

crea

ting

valu

e W

ho a

re o

ur m

ost

impo

rtant

cust

omer

s Is

our

cu

stom

er b

ase

a M

ass

Mar

ket

Nic

he M

arke

t Se

gmen

ted

D

iver

sifie

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side

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rm

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t Key

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enue

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ams

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S O

F R

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CES

Ph

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al I

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lect

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uman

Fin

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Thro

ugh

whi

ch C

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ustom

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ents

wan

t to

be

reac

hed

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are

we

reac

hing

them

now

H

ow a

re

our C

hann

els

inte

grat

ed

Whi

ch o

nes

wor

k be

st

Whi

ch

ones

are

most

cost

-effi

cien

t

How

are

we

inte

grat

ing

them

w

ith c

ustom

er ro

utin

es

Wha

t are

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most

impo

rtant

cost

s in

here

nt in

our

bus

ines

s m

odel

W

hich

Key

R

esou

rces

are

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exp

ensi

ve

Whi

ch K

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ctiv

ities

are

most

exp

ensi

ve

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YO

UR

BU

SIN

ESS

MO

RE

Cost

Driv

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MPL

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TIC

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ixed

Cost

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alar

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tiliti

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Varia

ble

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omie

s of

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le E

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omer

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ally

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r wha

t do

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rent

ly

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rent

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ow w

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fer t

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uch

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me

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ustom

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elat

ions

hips

Cha

nnel

s

Cust

omer

Seg

men

ts

Rev

enue

Str

eam

s













7









8








9




Sasaran Personal











10









11





12














AMBANKDeposit RM2k





(perlu introducer)

MAYBANKDeposit RM2k

(perlu introducer)












13








14










15







16









17









18




19









20










21








22








Go figure

23









24








ldquoIdolardquo

25


Aba983581983560l983552983562Ido983575983552 S983549983641a





26











27








28









29








30









31







Itu bukti

32








33







34










Aamin



35


Bus

ines

s M

odel

Can

vas

Des

igne

d fo

r D

esig

ned

by

Dat

e

Vers

ion

Key

Par

tner

s

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re

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s C

ustom

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ions

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nnel

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omer

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men

ts

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enue

Str

eam

s

Who

are

our

Key

Par

tner

s

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are

our

key

sup

plie

rs

Whi

ch K

ey R

esou

rces

are

we

acqu

iring

from

par

tner

s

Whi

ch K

ey A

ctiv

ities

do

partn

ers

perfo

rm

M

OTI

VATI

ON

S FO

R

PAR

TNER

SHIP

S

Opt

imiz

atio

n an

d ec

onom

y

Red

uctio

n of

risk

and

un

certa

inty

Acq

uisi

tion

of

parti

cula

r res

ourc

es a

nd

activ

ities

Wha

t Key

Act

iviti

es d

o ou

r Va

lue

Prop

ositi

ons

requ

ire

Our

Dist

ribut

ion

Cha

nnel

s

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omer

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atio

nshi

ps

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enue

stre

ams

CAT

EGO

RIE

S

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uctio

n P

robl

em S

olvi

ng

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form

Net

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k

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t val

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to

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cust

omer

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hich

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of

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ing

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olve

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cts

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ices

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omer

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men

t

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ch c

ustom

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eeds

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we

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fyin

g

C

HAR

ACTE

RIS

TIC

S

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ness

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form

ance

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us P

rice

Cost

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uctio

n

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k R

educ

tion

Acc

essi

bilit

y

Con

veni

ence

Usa

bilit

y

Wha

t typ

e of

rela

tions

hip

does

ea

ch o

f our

Cust

omer

Se

gmen

ts e

xpec

t us

to

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lish

and

mai

ntai

n w

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hich

one

s ha

ve w

e est

ablis

hed

How

are

they

in

tegr

ated

with

the

rest

of o

ur

busi

ness

mod

el

How

cost

ly

are

they

For w

hom

are

we

crea

ting

valu

e W

ho a

re o

ur m

ost

impo

rtant

cust

omer

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our

cu

stom

er b

ase

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ass

Mar

ket

Nic

he M

arke

t Se

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ted

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iver

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rm

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enue

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ams

TYPE

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F R

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UR

CES

Ph

ysic

al I

ntel

lect

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uman

Fin

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Thro

ugh

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ch C

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ustom

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egm

ents

wan

t to

be

reac

hed

How

are

we

reac

hing

them

now

H

ow a

re

our C

hann

els

inte

grat

ed

Whi

ch o

nes

wor

k be

st

Whi

ch

ones

are

most

cost

-effi

cien

t

How

are

we

inte

grat

ing

them

w

ith c

ustom

er ro

utin

es

Wha

t are

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most

impo

rtant

cost

s in

here

nt in

our

bus

ines

s m

odel

W

hich

Key

R

esou

rces

are

most

exp

ensi

ve

Whi

ch K

ey A

ctiv

ities

are

most

exp

ensi

ve

IS

YO

UR

BU

SIN

ESS

MO

RE

Cost

Driv

en (l

eane

st c

ost st

ruct

ure

low

pric

e va

lue

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ositi

on m

axim

um a

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atio

n e

xten

sive

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cing

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lue

Driv

en (f

ocus

ed o

n va

lue

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tion

pre

miu

m v

alue

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tion)

SA

MPL

E C

HAR

ACTE

RIS

TIC

S F

ixed

Cost

s (s

alar

ies

rent

s u

tiliti

es)

Varia

ble

cost

s

Econ

omie

s of

sca

le E

cono

mie

s of

sco

pe

For w

hat v

alue

are

our

cust

omer

s re

ally

willi

ng to

pay

Fo

r wha

t do

they

cur

rent

ly

pay

How

are

they

cur

rent

ly p

ayin

g H

ow w

ould

they

pre

fer t

o pa

y H

ow m

uch

does

ea

ch R

even

ue S

tream

con

tribu

te to

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rall

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PES

Ass

et s

ale

Usa

ge fe

e S

ubsc

riptio

n Fe

es L

endi

ngR

entin

gLe

asin

g

Lice

nsin

g B

roke

rage

fees

Adv

ertis

ing

FIXE

D P

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ING

List

Pric

e P

rodu

ct fe

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omer

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ent

Volu

me

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nden

t D

YNAM

IC P

RIC

ING

Neg

otia

tion

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gain

ing)

Yie

ld M

anag

emen

t R

eal-t

ime-

Mar

ket

Star

tup

Nam

e N

ame1

Nam

e2

D

DM

MY

YYY

XY

Bus

ines

s M

odel

Can

vas

Des

igne

d fo

r D

esig

ned

by

Dat

e

Vers

ion

Key

Par

tner

s

Cost

Str

uctu

re

Key

Act

iviti

es

Key

Res

ourc

es

Valu

e Pr

opos

ition

s C

ustom

er R

elat

ions

hips

Cha

nnel

s

Cust

omer

Seg

men

ts

Rev

enue

Str

eam

s








8








9




Sasaran Personal











10









11





12














AMBANKDeposit RM2k





(perlu introducer)

MAYBANKDeposit RM2k

(perlu introducer)












13








14










15







16









17









18




19









20










21








22








Go figure

23









24








ldquoIdolardquo

25


Aba983581983560l983552983562Ido983575983552 S983549983641a





26











27








28









29








30









31







Itu bukti

32








33







34










Aamin



35


Bus

ines

s M

odel

Can

vas

Des

igne

d fo

r D

esig

ned

by

Dat

e

Vers

ion

Key

Par

tner

s

Cost

Str

uctu

re

Key

Act

iviti

es

Key

Res

ourc

es

Valu

e Pr

opos

ition

s C

ustom

er R

elat

ions

hips

Cha

nnel

s

Cust

omer

Seg

men

ts

Rev

enue

Str

eam

s

Who

are

our

Key

Par

tner

s

Who

are

our

key

sup

plie

rs

Whi

ch K

ey R

esou

rces

are

we

acqu

iring

from

par

tner

s

Whi

ch K

ey A

ctiv

ities

do

partn

ers

perfo

rm

M

OTI

VATI

ON

S FO

R

PAR

TNER

SHIP

S

Opt

imiz

atio

n an

d ec

onom

y

Red

uctio

n of

risk

and

un

certa

inty

Acq

uisi

tion

of

parti

cula

r res

ourc

es a

nd

activ

ities

Wha

t Key

Act

iviti

es d

o ou

r Va

lue

Prop

ositi

ons

requ

ire

Our

Dist

ribut

ion

Cha

nnel

s

Cust

omer

Rel

atio

nshi

ps

Rev

enue

stre

ams

CAT

EGO

RIE

S

Prod

uctio

n P

robl

em S

olvi

ng

Plat

form

Net

wor

k

Wha

t val

ue d

o w

e de

liver

to

the

cust

omer

W

hich

one

of

we

help

ing

to s

olve

W

hat

bund

les

of p

rodu

cts

and

serv

ices

are

we

offe

ring

to

each

Cust

omer

Seg

men

t

Whi

ch c

ustom

er n

eeds

are

we

satis

fyin

g

C

HAR

ACTE

RIS

TIC

S

New

ness

Per

form

ance

Stat

us P

rice

Cost

Red

uctio

n

Ris

k R

educ

tion

Acc

essi

bilit

y

Con

veni

ence

Usa

bilit

y

Wha

t typ

e of

rela

tions

hip

does

ea

ch o

f our

Cust

omer

Se

gmen

ts e

xpec

t us

to

estab

lish

and

mai

ntai

n w

ith

them

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hich

one

s ha

ve w

e est

ablis

hed

How

are

they

in

tegr

ated

with

the

rest

of o

ur

busi

ness

mod

el

How

cost

ly

are

they

For w

hom

are

we

crea

ting

valu

e W

ho a

re o

ur m

ost

impo

rtant

cust

omer

s Is

our

cu

stom

er b

ase

a M

ass

Mar

ket

Nic

he M

arke

t Se

gmen

ted

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iver

sifie

d M

ulti-

side

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atfo

rm

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t Key

Res

ourc

es d

o ou

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lue

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ositi

ons

requ

ire

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Dist

ribut

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Cha

nnel

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omer

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nshi

ps

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enue

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ams

TYPE

S O

F R

ESO

UR

CES

Ph

ysic

al I

ntel

lect

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bran

d pa

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s c

opyr

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ata)

H

uman

Fin

anci

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Thro

ugh

whi

ch C

hann

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do

our C

ustom

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egm

ents

wan

t to

be

reac

hed

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are

we

reac

hing

them

now

H

ow a

re

our C

hann

els

inte

grat

ed

Whi

ch o

nes

wor

k be

st

Whi

ch

ones

are

most

cost

-effi

cien

t

How

are

we

inte

grat

ing

them

w

ith c

ustom

er ro

utin

es

Wha

t are

the

most

impo

rtant

cost

s in

here

nt in

our

bus

ines

s m

odel

W

hich

Key

R

esou

rces

are

most

exp

ensi

ve

Whi

ch K

ey A

ctiv

ities

are

most

exp

ensi

ve

IS

YO

UR

BU

SIN

ESS

MO

RE

Cost

Driv

en (l

eane

st c

ost st

ruct

ure

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pric

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lue

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ositi

on m

axim

um a

utom

atio

n e

xten

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cing

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lue

Driv

en (f

ocus

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m v

alue

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tion)

SA

MPL

E C

HAR

ACTE

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TIC

S F

ixed

Cost

s (s

alar

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rent

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tiliti

es)

Varia

ble

cost

s

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omie

s of

sca

le E

cono

mie

s of

sco

pe

For w

hat v

alue

are

our

cust

omer

s re

ally

willi

ng to

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Fo

r wha

t do

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cur

rent

ly

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How

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they

cur

rent

ly p

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ow w

ould

they

pre

fer t

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y H

ow m

uch

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endi

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entin

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ING

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rodu

ct fe

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omer

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me

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nden

t D

YNAM

IC P

RIC

ING

Neg

otia

tion

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Yie

ld M

anag

emen

t R

eal-t

ime-

Mar

ket

Star

tup

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e N

ame1

Nam

e2

D

DM

MY

YYY

XY

Bus

ines

s M

odel

Can

vas

Des

igne

d fo

r D

esig

ned

by

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e

Vers

ion

Key

Par

tner

s

Cost

Str

uctu

re

Key

Act

iviti

es

Key

Res

ourc

es

Valu

e Pr

opos

ition

s C

ustom

er R

elat

ions

hips

Cha

nnel

s

Cust

omer

Seg

men

ts

Rev

enue

Str

eam

s







9




Sasaran Personal











10









11





12














AMBANKDeposit RM2k





(perlu introducer)

MAYBANKDeposit RM2k

(perlu introducer)












13








14










15







16









17









18




19









20










21








22








Go figure

23









24








ldquoIdolardquo

25


Aba983581983560l983552983562Ido983575983552 S983549983641a





26











27








28









29








30









31







Itu bukti

32








33







34










Aamin



35


Bus

ines

s M

odel

Can

vas

Des

igne

d fo

r D

esig

ned

by

Dat

e

Vers

ion

Key

Par

tner

s

Cost

Str

uctu

re

Key

Act

iviti

es

Key

Res

ourc

es

Valu

e Pr

opos

ition

s C

ustom

er R

elat

ions

hips

Cha

nnel

s

Cust

omer

Seg

men

ts

Rev

enue

Str

eam

s

Who

are

our

Key

Par

tner

s

Who

are

our

key

sup

plie

rs

Whi

ch K

ey R

esou

rces

are

we

acqu

iring

from

par

tner

s

Whi

ch K

ey A

ctiv

ities

do

partn

ers

perfo

rm

M

OTI

VATI

ON

S FO

R

PAR

TNER

SHIP

S

Opt

imiz

atio

n an

d ec

onom

y

Red

uctio

n of

risk

and

un

certa

inty

Acq

uisi

tion

of

parti

cula

r res

ourc

es a

nd

activ

ities

Wha

t Key

Act

iviti

es d

o ou

r Va

lue

Prop

ositi

ons

requ

ire

Our

Dist

ribut

ion

Cha

nnel

s

Cust

omer

Rel

atio

nshi

ps

Rev

enue

stre

ams

CAT

EGO

RIE

S

Prod

uctio

n P

robl

em S

olvi

ng

Plat

form

Net

wor

k

Wha

t val

ue d

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liver

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cust

omer

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hich

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of

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to s

olve

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hat

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les

of p

rodu

cts

and

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ices

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we

offe

ring

to

each

Cust

omer

Seg

men

t

Whi

ch c

ustom

er n

eeds

are

we

satis

fyin

g

C

HAR

ACTE

RIS

TIC

S

New

ness

Per

form

ance

Stat

us P

rice

Cost

Red

uctio

n

Ris

k R

educ

tion

Acc

essi

bilit

y

Con

veni

ence

Usa

bilit

y

Wha

t typ

e of

rela

tions

hip

does

ea

ch o

f our

Cust

omer

Se

gmen

ts e

xpec

t us

to

estab

lish

and

mai

ntai

n w

ith

them

W

hich

one

s ha

ve w

e est

ablis

hed

How

are

they

in

tegr

ated

with

the

rest

of o

ur

busi

ness

mod

el

How

cost

ly

are

they

For w

hom

are

we

crea

ting

valu

e W

ho a

re o

ur m

ost

impo

rtant

cust

omer

s Is

our

cu

stom

er b

ase

a M

ass

Mar

ket

Nic

he M

arke

t Se

gmen

ted

D

iver

sifie

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ulti-

side

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atfo

rm

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t Key

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ourc

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lue

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ositi

ons

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ire

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ribut

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nnel

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omer

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enue

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ams

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F R

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UR

CES

Ph

ysic

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lect

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uman

Fin

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Thro

ugh

whi

ch C

hann

els

do

our C

ustom

er S

egm

ents

wan

t to

be

reac

hed

How

are

we

reac

hing

them

now

H

ow a

re

our C

hann

els

inte

grat

ed

Whi

ch o

nes

wor

k be

st

Whi

ch

ones

are

most

cost

-effi

cien

t

How

are

we

inte

grat

ing

them

w

ith c

ustom

er ro

utin

es

Wha

t are

the

most

impo

rtant

cost

s in

here

nt in

our

bus

ines

s m

odel

W

hich

Key

R

esou

rces

are

most

exp

ensi

ve

Whi

ch K

ey A

ctiv

ities

are

most

exp

ensi

ve

IS

YO

UR

BU

SIN

ESS

MO

RE

Cost

Driv

en (l

eane

st c

ost st

ruct

ure

low

pric

e va

lue

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ositi

on m

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um a

utom

atio

n e

xten

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out

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cing

) Va

lue

Driv

en (f

ocus

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n va

lue

crea

tion

pre

miu

m v

alue

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tion)

SA

MPL

E C

HAR

ACTE

RIS

TIC

S F

ixed

Cost

s (s

alar

ies

rent

s u

tiliti

es)

Varia

ble

cost

s

Econ

omie

s of

sca

le E

cono

mie

s of

sco

pe

For w

hat v

alue

are

our

cust

omer

s re

ally

willi

ng to

pay

Fo

r wha

t do

they

cur

rent

ly

pay

How

are

they

cur

rent

ly p

ayin

g H

ow w

ould

they

pre

fer t

o pa

y H

ow m

uch

does

ea

ch R

even

ue S

tream

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nues

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PES

Ass

et s

ale

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ge fe

e S

ubsc

riptio

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endi

ngR

entin

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Lice

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roke

rage

fees

Adv

ertis

ing

FIXE

D P

RIC

ING

List

Pric

e P

rodu

ct fe

atur

e de

pend

ent

Cust

omer

seg

men

t de

pend

ent

Volu

me

depe

nden

t D

YNAM

IC P

RIC

ING

Neg

otia

tion

(bar

gain

ing)

Yie

ld M

anag

emen

t R

eal-t

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Mar

ket

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tup

Nam

e N

ame1

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e2

D

DM

MY

YYY

XY

Bus

ines

s M

odel

Can

vas

Des

igne

d fo

r D

esig

ned

by

Dat

e

Vers

ion

Key

Par

tner

s

Cost

Str

uctu

re

Key

Act

iviti

es

Key

Res

ourc

es

Valu

e Pr

opos

ition

s C

ustom

er R

elat

ions

hips

Cha

nnel

s

Cust

omer

Seg

men

ts

Rev

enue

Str

eam

s



Sasaran Personal











10









11





12














AMBANKDeposit RM2k





(perlu introducer)

MAYBANKDeposit RM2k

(perlu introducer)












13








14










15







16









17









18




19









20










21








22








Go figure

23









24








ldquoIdolardquo

25


Aba983581983560l983552983562Ido983575983552 S983549983641a





26











27








28









29








30









31







Itu bukti

32








33







34










Aamin



35


Bus

ines

s M

odel

Can

vas

Des

igne

d fo

r D

esig

ned

by

Dat

e

Vers

ion

Key

Par

tner

s

Cost

Str

uctu

re

Key

Act

iviti

es

Key

Res

ourc

es

Valu

e Pr

opos

ition

s C

ustom

er R

elat

ions

hips

Cha

nnel

s

Cust

omer

Seg

men

ts

Rev

enue

Str

eam

s

Who

are

our

Key

Par

tner

s

Who

are

our

key

sup

plie

rs

Whi

ch K

ey R

esou

rces

are

we

acqu

iring

from

par

tner

s

Whi

ch K

ey A

ctiv

ities

do

partn

ers

perfo

rm

M

OTI

VATI

ON

S FO

R

PAR

TNER

SHIP

S

Opt

imiz

atio

n an

d ec

onom

y

Red

uctio

n of

risk

and

un

certa

inty

Acq

uisi

tion

of

parti

cula

r res

ourc

es a

nd

activ

ities

Wha

t Key

Act

iviti

es d

o ou

r Va

lue

Prop

ositi

ons

requ

ire

Our

Dist

ribut

ion

Cha

nnel

s

Cust

omer

Rel

atio

nshi

ps

Rev

enue

stre

ams

CAT

EGO

RIE

S

Prod

uctio

n P

robl

em S

olvi

ng

Plat

form

Net

wor

k

Wha

t val

ue d

o w

e de

liver

to

the

cust

omer

W

hich

one

of

we

help

ing

to s

olve

W

hat

bund

les

of p

rodu

cts

and

serv

ices

are

we

offe

ring

to

each

Cust

omer

Seg

men

t

Whi

ch c

ustom

er n

eeds

are

we

satis

fyin

g

C

HAR

ACTE

RIS

TIC

S

New

ness

Per

form

ance

Stat

us P

rice

Cost

Red

uctio

n

Ris

k R

educ

tion

Acc

essi

bilit

y

Con

veni

ence

Usa

bilit

y

Wha

t typ

e of

rela

tions

hip

does

ea

ch o

f our

Cust

omer

Se

gmen

ts e

xpec

t us

to

estab

lish

and

mai

ntai

n w

ith

them

W

hich

one

s ha

ve w

e est

ablis

hed

How

are

they

in

tegr

ated

with

the

rest

of o

ur

busi

ness

mod

el

How

cost

ly

are

they

For w

hom

are

we

crea

ting

valu

e W

ho a

re o

ur m

ost

impo

rtant

cust

omer

s Is

our

cu

stom

er b

ase

a M

ass

Mar

ket

Nic

he M

arke

t Se

gmen

ted

D

iver

sifie

d M

ulti-

side

d Pl

atfo

rm

Wha

t Key

Res

ourc

es d

o ou

r Va

lue

Prop

ositi

ons

requ

ire

Our

Dist

ribut

ion

Cha

nnel

s

Cust

omer

Rel

atio

nshi

ps

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enue

Stre

ams

TYPE

S O

F R

ESO

UR

CES

Ph

ysic

al I

ntel

lect

ual (

bran

d pa

tent

s c

opyr

ight

s d

ata)

H

uman

Fin

anci

al

Thro

ugh

whi

ch C

hann

els

do

our C

ustom

er S

egm

ents

wan

t to

be

reac

hed

How

are

we

reac

hing

them

now

H

ow a

re

our C

hann

els

inte

grat

ed

Whi

ch o

nes

wor

k be

st

Whi

ch

ones

are

most

cost

-effi

cien

t

How

are

we

inte

grat

ing

them

w

ith c

ustom

er ro

utin

es

Wha

t are

the

most

impo

rtant

cost

s in

here

nt in

our

bus

ines

s m

odel

W

hich

Key

R

esou

rces

are

most

exp

ensi

ve

Whi

ch K

ey A

ctiv

ities

are

most

exp

ensi

ve

IS

YO

UR

BU

SIN

ESS

MO

RE

Cost

Driv

en (l

eane

st c

ost st

ruct

ure

low

pric

e va

lue

prop

ositi

on m

axim

um a

utom

atio

n e

xten

sive

out

sour

cing

) Va

lue

Driv

en (f

ocus

ed o

n va

lue

crea

tion

pre

miu

m v

alue

pro

posi

tion)

SA

MPL

E C

HAR

ACTE

RIS

TIC

S F

ixed

Cost

s (s

alar

ies

rent

s u

tiliti

es)

Varia

ble

cost

s

Econ

omie

s of

sca

le E

cono

mie

s of

sco

pe

For w

hat v

alue

are

our

cust

omer

s re

ally

willi

ng to

pay

Fo

r wha

t do

they

cur

rent

ly

pay

How

are

they

cur

rent

ly p

ayin

g H

ow w

ould

they

pre

fer t

o pa

y H

ow m

uch

does

ea

ch R

even

ue S

tream

con

tribu

te to

ove

rall

reve

nues

TY

PES

Ass

et s

ale

Usa

ge fe

e S

ubsc

riptio

n Fe

es L

endi

ngR

entin

gLe

asin

g

Lice

nsin

g B

roke

rage

fees

Adv

ertis

ing

FIXE

D P

RIC

ING

List

Pric

e P

rodu

ct fe

atur

e de

pend

ent

Cust

omer

seg

men

t de

pend

ent

Volu

me

depe

nden

t D

YNAM

IC P

RIC

ING

Neg

otia

tion

(bar

gain

ing)

Yie

ld M

anag

emen

t R

eal-t

ime-

Mar

ket

Star

tup

Nam

e N

ame1

Nam

e2

D

DM

MY

YYY

XY

Bus

ines

s M

odel

Can

vas

Des

igne

d fo

r D

esig

ned

by

Dat

e

Vers

ion

Key

Par

tner

s

Cost

Str

uctu

re

Key

Act

iviti

es

Key

Res

ourc

es

Valu

e Pr

opos

ition

s C

ustom

er R

elat

ions

hips

Cha

nnel

s

Cust

omer

Seg

men

ts

Rev

enue

Str

eam

s








11





12














AMBANKDeposit RM2k





(perlu introducer)

MAYBANKDeposit RM2k

(perlu introducer)












13








14










15







16









17









18




19









20










21








22








Go figure

23









24








ldquoIdolardquo

25


Aba983581983560l983552983562Ido983575983552 S983549983641a





26











27








28









29








30









31







Itu bukti

32








33







34










Aamin



35


Bus

ines

s M

odel

Can

vas

Des

igne

d fo

r D

esig

ned

by

Dat

e

Vers

ion

Key

Par

tner

s

Cost

Str

uctu

re

Key

Act

iviti

es

Key

Res

ourc

es

Valu

e Pr

opos

ition

s C

ustom

er R

elat

ions

hips

Cha

nnel

s

Cust

omer

Seg

men

ts

Rev

enue

Str

eam

s

Who

are

our

Key

Par

tner

s

Who

are

our

key

sup

plie

rs

Whi

ch K

ey R

esou

rces

are

we

acqu

iring

from

par

tner

s

Whi

ch K

ey A

ctiv

ities

do

partn

ers

perfo

rm

M

OTI

VATI

ON

S FO

R

PAR

TNER

SHIP

S

Opt

imiz

atio

n an

d ec

onom

y

Red

uctio

n of

risk

and

un

certa

inty

Acq

uisi

tion

of

parti

cula

r res

ourc

es a

nd

activ

ities

Wha

t Key

Act

iviti

es d

o ou

r Va

lue

Prop

ositi

ons

requ

ire

Our

Dist

ribut

ion

Cha

nnel

s

Cust

omer

Rel

atio

nshi

ps

Rev

enue

stre

ams

CAT

EGO

RIE

S

Prod

uctio

n P

robl

em S

olvi

ng

Plat

form

Net

wor

k

Wha

t val

ue d

o w

e de

liver

to

the

cust

omer

W

hich

one

of

we

help

ing

to s

olve

W

hat

bund

les

of p

rodu

cts

and

serv

ices

are

we

offe

ring

to

each

Cust

omer

Seg

men

t

Whi

ch c

ustom

er n

eeds

are

we

satis

fyin

g

C

HAR

ACTE

RIS

TIC

S

New

ness

Per

form

ance

Stat

us P

rice

Cost

Red

uctio

n

Ris

k R

educ

tion

Acc

essi

bilit

y

Con

veni

ence

Usa

bilit

y

Wha

t typ

e of

rela

tions

hip

does

ea

ch o

f our

Cust

omer

Se

gmen

ts e

xpec

t us

to

estab

lish

and

mai

ntai

n w

ith

them

W

hich

one

s ha

ve w

e est

ablis

hed

How

are

they

in

tegr

ated

with

the

rest

of o

ur

busi

ness

mod

el

How

cost

ly

are

they

For w

hom

are

we

crea

ting

valu

e W

ho a

re o

ur m

ost

impo

rtant

cust

omer

s Is

our

cu

stom

er b

ase

a M

ass

Mar

ket

Nic

he M

arke

t Se

gmen

ted

D

iver

sifie

d M

ulti-

side

d Pl

atfo

rm

Wha

t Key

Res

ourc

es d

o ou

r Va

lue

Prop

ositi

ons

requ

ire

Our

Dist

ribut

ion

Cha

nnel

s

Cust

omer

Rel

atio

nshi

ps

Rev

enue

Stre

ams

TYPE

S O

F R

ESO

UR

CES

Ph

ysic

al I

ntel

lect

ual (

bran

d pa

tent

s c

opyr

ight

s d

ata)

H

uman

Fin

anci

al

Thro

ugh

whi

ch C

hann

els

do

our C

ustom

er S

egm

ents

wan

t to

be

reac

hed

How

are

we

reac

hing

them

now

H

ow a

re

our C

hann

els

inte

grat

ed

Whi

ch o

nes

wor

k be

st

Whi

ch

ones

are

most

cost

-effi

cien

t

How

are

we

inte

grat

ing

them

w

ith c

ustom

er ro

utin

es

Wha

t are

the

most

impo

rtant

cost

s in

here

nt in

our

bus

ines

s m

odel

W

hich

Key

R

esou

rces

are

most

exp

ensi

ve

Whi

ch K

ey A

ctiv

ities

are

most

exp

ensi

ve

IS

YO

UR

BU

SIN

ESS

MO

RE

Cost

Driv

en (l

eane

st c

ost st

ruct

ure

low

pric

e va

lue

prop

ositi

on m

axim

um a

utom

atio

n e

xten

sive

out

sour

cing

) Va

lue

Driv

en (f

ocus

ed o

n va

lue

crea

tion

pre

miu

m v

alue

pro

posi

tion)

SA

MPL

E C

HAR

ACTE

RIS

TIC

S F

ixed

Cost

s (s

alar

ies

rent

s u

tiliti

es)

Varia

ble

cost

s

Econ

omie

s of

sca

le E

cono

mie

s of

sco

pe

For w

hat v

alue

are

our

cust

omer

s re

ally

willi

ng to

pay

Fo

r wha

t do

they

cur

rent

ly

pay

How

are

they

cur

rent

ly p

ayin

g H

ow w

ould

they

pre

fer t

o pa

y H

ow m

uch

does

ea

ch R

even

ue S

tream

con

tribu

te to

ove

rall

reve

nues

TY

PES

Ass

et s

ale

Usa

ge fe

e S

ubsc

riptio

n Fe

es L

endi

ngR

entin

gLe

asin

g

Lice

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roke

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fees

Adv

ertis

ing

FIXE

D P

RIC

ING

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Pric

e P

rodu

ct fe

atur

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ent

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men

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ent

Volu

me

depe

nden

t D

YNAM

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RIC

ING

Neg

otia

tion

(bar

gain

ing)

Yie

ld M

anag

emen

t R

eal-t

ime-

Mar

ket

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tup

Nam

e N

ame1

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e2

D

DM

MY

YYY

XY

Bus

ines

s M

odel

Can

vas

Des

igne

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r D

esig

ned

by

Dat

e

Vers

ion

Key

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tner

s

Cost

Str

uctu

re

Key

Act

iviti

es

Key

Res

ourc

es

Valu

e Pr

opos

ition

s C

ustom

er R

elat

ions

hips

Cha

nnel

s

Cust

omer

Seg

men

ts

Rev

enue

Str

eam

s




12














AMBANKDeposit RM2k





(perlu introducer)

MAYBANKDeposit RM2k

(perlu introducer)












13








14










15







16









17









18




19









20










21








22








Go figure

23









24








ldquoIdolardquo

25


Aba983581983560l983552983562Ido983575983552 S983549983641a





26











27








28









29








30









31







Itu bukti

32








33







34










Aamin



35


Bus

ines

s M

odel

Can

vas

Des

igne

d fo

r D

esig

ned

by

Dat

e

Vers

ion

Key

Par

tner

s

Cost

Str

uctu

re

Key

Act

iviti

es

Key

Res

ourc

es

Valu

e Pr

opos

ition

s C

ustom

er R

elat

ions

hips

Cha

nnel

s

Cust

omer

Seg

men

ts

Rev

enue

Str

eam

s

Who

are

our

Key

Par

tner

s

Who

are

our

key

sup

plie

rs

Whi

ch K

ey R

esou

rces

are

we

acqu

iring

from

par

tner

s

Whi

ch K

ey A

ctiv

ities

do

partn

ers

perfo

rm

M

OTI

VATI

ON

S FO

R

PAR

TNER

SHIP

S

Opt

imiz

atio

n an

d ec

onom

y

Red

uctio

n of

risk

and

un

certa

inty

Acq

uisi

tion

of

parti

cula

r res

ourc

es a

nd

activ

ities

Wha

t Key

Act

iviti

es d

o ou

r Va

lue

Prop

ositi

ons

requ

ire

Our

Dist

ribut

ion

Cha

nnel

s

Cust

omer

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atio

nshi

ps

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enue

stre

ams

CAT

EGO

RIE

S

Prod

uctio

n P

robl

em S

olvi

ng

Plat

form

Net

wor

k

Wha

t val

ue d

o w

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liver

to

the

cust

omer

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hich

one

of

we

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ing

to s

olve

W

hat

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les

of p

rodu

cts

and

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ices

are

we

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ring

to

each

Cust

omer

Seg

men

t

Whi

ch c

ustom

er n

eeds

are

we

satis

fyin

g

C

HAR

ACTE

RIS

TIC

S

New

ness

Per

form

ance

Stat

us P

rice

Cost

Red

uctio

n

Ris

k R

educ

tion

Acc

essi

bilit

y

Con

veni

ence

Usa

bilit

y

Wha

t typ

e of

rela

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hip

does

ea

ch o

f our

Cust

omer

Se

gmen

ts e

xpec

t us

to

estab

lish

and

mai

ntai

n w

ith

them

W

hich

one

s ha

ve w

e est

ablis

hed

How

are

they

in

tegr

ated

with

the

rest

of o

ur

busi

ness

mod

el

How

cost

ly

are

they

For w

hom

are

we

crea

ting

valu

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re o

ur m

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rtant

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ass

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ket

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iver

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Ph

ysic

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Fin

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Thro

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ustom

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ents

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be

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hed

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are

we

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hing

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H

ow a

re

our C

hann

els

inte

grat

ed

Whi

ch o

nes

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st

Whi

ch

ones

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most

cost

-effi

cien

t

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are

we

inte

grat

ing

them

w

ith c

ustom

er ro

utin

es

Wha

t are

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most

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rtant

cost

s in

here

nt in

our

bus

ines

s m

odel

W

hich

Key

R

esou

rces

are

most

exp

ensi

ve

Whi

ch K

ey A

ctiv

ities

are

most

exp

ensi

ve

IS

YO

UR

BU

SIN

ESS

MO

RE

Cost

Driv

en (l

eane

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um a

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out

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cing

) Va

lue

Driv

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ocus

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miu

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alue

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SA

MPL

E C

HAR

ACTE

RIS

TIC

S F

ixed

Cost

s (s

alar

ies

rent

s u

tiliti

es)

Varia

ble

cost

s

Econ

omie

s of

sca

le E

cono

mie

s of

sco

pe

For w

hat v

alue

are

our

cust

omer

s re

ally

willi

ng to

pay

Fo

r wha

t do

they

cur

rent

ly

pay

How

are

they

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rent

ly p

ayin

g H

ow w

ould

they

pre

fer t

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y H

ow m

uch

does

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ch R

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PES

Ass

et s

ale

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Adv

ertis

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FIXE

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ING

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ent

Volu

me

depe

nden

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YNAM

IC P

RIC

ING

Neg

otia

tion

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gain

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Yie

ld M

anag

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t R

eal-t

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ket

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tup

Nam

e N

ame1

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e2

D

DM

MY

YYY

XY

Bus

ines

s M

odel

Can

vas

Des

igne

d fo

r D

esig

ned

by

Dat

e

Vers

ion

Key

Par

tner

s

Cost

Str

uctu

re

Key

Act

iviti

es

Key

Res

ourc

es

Valu

e Pr

opos

ition

s C

ustom

er R

elat

ions

hips

Cha

nnel

s

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omer

Seg

men

ts

Rev

enue

Str

eam

s






13








14










15







16









17









18




19









20










21








22








Go figure

23









24








ldquoIdolardquo

25


Aba983581983560l983552983562Ido983575983552 S983549983641a





26











27








28









29








30









31







Itu bukti

32








33







34










Aamin



35


Bus

ines

s M

odel

Can

vas

Des

igne

d fo

r D

esig

ned

by

Dat

e

Vers

ion

Key

Par

tner

s

Cost

Str

uctu

re

Key

Act

iviti

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Key

Res

ourc

es

Valu

e Pr

opos

ition

s C

ustom

er R

elat

ions

hips

Cha

nnel

s

Cust

omer

Seg

men

ts

Rev

enue

Str

eam

s

Who

are

our

Key

Par

tner

s

Who

are

our

key

sup

plie

rs

Whi

ch K

ey R

esou

rces

are

we

acqu

iring

from

par

tner

s

Whi

ch K

ey A

ctiv

ities

do

partn

ers

perfo

rm

M

OTI

VATI

ON

S FO

R

PAR

TNER

SHIP

S

Opt

imiz

atio

n an

d ec

onom

y

Red

uctio

n of

risk

and

un

certa

inty

Acq

uisi

tion

of

parti

cula

r res

ourc

es a

nd

activ

ities

Wha

t Key

Act

iviti

es d

o ou

r Va

lue

Prop

ositi

ons

requ

ire

Our

Dist

ribut

ion

Cha

nnel

s

Cust

omer

Rel

atio

nshi

ps

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enue

stre

ams

CAT

EGO

RIE

S

Prod

uctio

n P

robl

em S

olvi

ng

Plat

form

Net

wor

k

Wha

t val

ue d

o w

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liver

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cust

omer

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hich

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of

we

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ing

to s

olve

W

hat

bund

les

of p

rodu

cts

and

serv

ices

are

we

offe

ring

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each

Cust

omer

Seg

men

t

Whi

ch c

ustom

er n

eeds

are

we

satis

fyin

g

C

HAR

ACTE

RIS

TIC

S

New

ness

Per

form

ance

Stat

us P

rice

Cost

Red

uctio

n

Ris

k R

educ

tion

Acc

essi

bilit

y

Con

veni

ence

Usa

bilit

y

Wha

t typ

e of

rela

tions

hip

does

ea

ch o

f our

Cust

omer

Se

gmen

ts e

xpec

t us

to

estab

lish

and

mai

ntai

n w

ith

them

W

hich

one

s ha

ve w

e est

ablis

hed

How

are

they

in

tegr

ated

with

the

rest

of o

ur

busi

ness

mod

el

How

cost

ly

are

they

For w

hom

are

we

crea

ting

valu

e W

ho a

re o

ur m

ost

impo

rtant

cust

omer

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our

cu

stom

er b

ase

a M

ass

Mar

ket

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he M

arke

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gmen

ted

D

iver

sifie

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ulti-

side

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atfo

rm

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t Key

Res

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lue

Prop

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ons

requ

ire

Our

Dist

ribut

ion

Cha

nnel

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Cust

omer

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nshi

ps

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enue

Stre

ams

TYPE

S O

F R

ESO

UR

CES

Ph

ysic

al I

ntel

lect

ual (

bran

d pa

tent

s c

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ight

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ata)

H

uman

Fin

anci

al

Thro

ugh

whi

ch C

hann

els

do

our C

ustom

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egm

ents

wan

t to

be

reac

hed

How

are

we

reac

hing

them

now

H

ow a

re

our C

hann

els

inte

grat

ed

Whi

ch o

nes

wor

k be

st

Whi

ch

ones

are

most

cost

-effi

cien

t

How

are

we

inte

grat

ing

them

w

ith c

ustom

er ro

utin

es

Wha

t are

the

most

impo

rtant

cost

s in

here

nt in

our

bus

ines

s m

odel

W

hich

Key

R

esou

rces

are

most

exp

ensi

ve

Whi

ch K

ey A

ctiv

ities

are

most

exp

ensi

ve

IS

YO

UR

BU

SIN

ESS

MO

RE

Cost

Driv

en (l

eane

st c

ost st

ruct

ure

low

pric

e va

lue

prop

ositi

on m

axim

um a

utom

atio

n e

xten

sive

out

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cing

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lue

Driv

en (f

ocus

ed o

n va

lue

crea

tion

pre

miu

m v

alue

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posi

tion)

SA

MPL

E C

HAR

ACTE

RIS

TIC

S F

ixed

Cost

s (s

alar

ies

rent

s u

tiliti

es)

Varia

ble

cost

s

Econ

omie

s of

sca

le E

cono

mie

s of

sco

pe

For w

hat v

alue

are

our

cust

omer

s re

ally

willi

ng to

pay

Fo

r wha

t do

they

cur

rent

ly

pay

How

are

they

cur

rent

ly p

ayin

g H

ow w

ould

they

pre

fer t

o pa

y H

ow m

uch

does

ea

ch R

even

ue S

tream

con

tribu

te to

ove

rall

reve

nues

TY

PES

Ass

et s

ale

Usa

ge fe

e S

ubsc

riptio

n Fe

es L

endi

ngR

entin

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asin

g

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nsin

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roke

rage

fees

Adv

ertis

ing

FIXE

D P

RIC

ING

List

Pric

e P

rodu

ct fe

atur

e de

pend

ent

Cust

omer

seg

men

t de

pend

ent

Volu

me

depe

nden

t D

YNAM

IC P

RIC

ING

Neg

otia

tion

(bar

gain

ing)

Yie

ld M

anag

emen

t R

eal-t

ime-

Mar

ket

Star

tup

Nam

e N

ame1

Nam

e2

D

DM

MY

YYY

XY

Bus

ines

s M

odel

Can

vas

Des

igne

d fo

r D

esig

ned

by

Dat

e

Vers

ion

Key

Par

tner

s

Cost

Str

uctu

re

Key

Act

iviti

es

Key

Res

ourc

es

Valu

e Pr

opos

ition

s C

ustom

er R

elat

ions

hips

Cha

nnel

s

Cust

omer

Seg

men

ts

Rev

enue

Str

eam

s







14










15







16









17









18




19









20










21








22








Go figure

23









24








ldquoIdolardquo

25


Aba983581983560l983552983562Ido983575983552 S983549983641a





26











27








28









29








30









31







Itu bukti

32








33







34










Aamin



35


Bus

ines

s M

odel

Can

vas

Des

igne

d fo

r D

esig

ned

by

Dat

e

Vers

ion

Key

Par

tner

s

Cost

Str

uctu

re

Key

Act

iviti

es

Key

Res

ourc

es

Valu

e Pr

opos

ition

s C

ustom

er R

elat

ions

hips

Cha

nnel

s

Cust

omer

Seg

men

ts

Rev

enue

Str

eam

s

Who

are

our

Key

Par

tner

s

Who

are

our

key

sup

plie

rs

Whi

ch K

ey R

esou

rces

are

we

acqu

iring

from

par

tner

s

Whi

ch K

ey A

ctiv

ities

do

partn

ers

perfo

rm

M

OTI

VATI

ON

S FO

R

PAR

TNER

SHIP

S

Opt

imiz

atio

n an

d ec

onom

y

Red

uctio

n of

risk

and

un

certa

inty

Acq

uisi

tion

of

parti

cula

r res

ourc

es a

nd

activ

ities

Wha

t Key

Act

iviti

es d

o ou

r Va

lue

Prop

ositi

ons

requ

ire

Our

Dist

ribut

ion

Cha

nnel

s

Cust

omer

Rel

atio

nshi

ps

Rev

enue

stre

ams

CAT

EGO

RIE

S

Prod

uctio

n P

robl

em S

olvi

ng

Plat

form

Net

wor

k

Wha

t val

ue d

o w

e de

liver

to

the

cust

omer

W

hich

one

of

we

help

ing

to s

olve

W

hat

bund

les

of p

rodu

cts

and

serv

ices

are

we

offe

ring

to

each

Cust

omer

Seg

men

t

Whi

ch c

ustom

er n

eeds

are

we

satis

fyin

g

C

HAR

ACTE

RIS

TIC

S

New

ness

Per

form

ance

Stat

us P

rice

Cost

Red

uctio

n

Ris

k R

educ

tion

Acc

essi

bilit

y

Con

veni

ence

Usa

bilit

y

Wha

t typ

e of

rela

tions

hip

does

ea

ch o

f our

Cust

omer

Se

gmen

ts e

xpec

t us

to

estab

lish

and

mai

ntai

n w

ith

them

W

hich

one

s ha

ve w

e est

ablis

hed

How

are

they

in

tegr

ated

with

the

rest

of o

ur

busi

ness

mod

el

How

cost

ly

are

they

For w

hom

are

we

crea

ting

valu

e W

ho a

re o

ur m

ost

impo

rtant

cust

omer

s Is

our

cu

stom

er b

ase

a M

ass

Mar

ket

Nic

he M

arke

t Se

gmen

ted

D

iver

sifie

d M

ulti-

side

d Pl

atfo

rm

Wha

t Key

Res

ourc

es d

o ou

r Va

lue

Prop

ositi

ons

requ

ire

Our

Dist

ribut

ion

Cha

nnel

s

Cust

omer

Rel

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nshi

ps

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enue

Stre

ams

TYPE

S O

F R

ESO

UR

CES

Ph

ysic

al I

ntel

lect

ual (

bran

d pa

tent

s c

opyr

ight

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ata)

H

uman

Fin

anci

al

Thro

ugh

whi

ch C

hann

els

do

our C

ustom

er S

egm

ents

wan

t to

be

reac

hed

How

are

we

reac

hing

them

now

H

ow a

re

our C

hann

els

inte

grat

ed

Whi

ch o

nes

wor

k be

st

Whi

ch

ones

are

most

cost

-effi

cien

t

How

are

we

inte

grat

ing

them

w

ith c

ustom

er ro

utin

es

Wha

t are

the

most

impo

rtant

cost

s in

here

nt in

our

bus

ines

s m

odel

W

hich

Key

R

esou

rces

are

most

exp

ensi

ve

Whi

ch K

ey A

ctiv

ities

are

most

exp

ensi

ve

IS

YO

UR

BU

SIN

ESS

MO

RE

Cost

Driv

en (l

eane

st c

ost st

ruct

ure

low

pric

e va

lue

prop

ositi

on m

axim

um a

utom

atio

n e

xten

sive

out

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cing

) Va

lue

Driv

en (f

ocus

ed o

n va

lue

crea

tion

pre

miu

m v

alue

pro

posi

tion)

SA

MPL

E C

HAR

ACTE

RIS

TIC

S F

ixed

Cost

s (s

alar

ies

rent

s u

tiliti

es)

Varia

ble

cost

s

Econ

omie

s of

sca

le E

cono

mie

s of

sco

pe

For w

hat v

alue

are

our

cust

omer

s re

ally

willi

ng to

pay

Fo

r wha

t do

they

cur

rent

ly

pay

How

are

they

cur

rent

ly p

ayin

g H

ow w

ould

they

pre

fer t

o pa

y H

ow m

uch

does

ea

ch R

even

ue S

tream

con

tribu

te to

ove

rall

reve

nues

TY

PES

Ass

et s

ale

Usa

ge fe

e S

ubsc

riptio

n Fe

es L

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entin

gLe

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g

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roke

rage

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Adv

ertis

ing

FIXE

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ING

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Pric

e P

rodu

ct fe

atur

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omer

seg

men

t de

pend

ent

Volu

me

depe

nden

t D

YNAM

IC P

RIC

ING

Neg

otia

tion

(bar

gain

ing)

Yie

ld M

anag

emen

t R

eal-t

ime-

Mar

ket

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tup

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e N

ame1

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e2

D

DM

MY

YYY

XY

Bus

ines

s M

odel

Can

vas

Des

igne

d fo

r D

esig

ned

by

Dat

e

Vers

ion

Key

Par

tner

s

Cost

Str

uctu

re

Key

Act

iviti

es

Key

Res

ourc

es

Valu

e Pr

opos

ition

s C

ustom

er R

elat

ions

hips

Cha

nnel

s

Cust

omer

Seg

men

ts

Rev

enue

Str

eam

s









15







16









17









18




19









20










21








22








Go figure

23









24








ldquoIdolardquo

25


Aba983581983560l983552983562Ido983575983552 S983549983641a





26











27








28









29








30









31







Itu bukti

32








33







34










Aamin



35


Bus

ines

s M

odel

Can

vas

Des

igne

d fo

r D

esig

ned

by

Dat

e

Vers

ion

Key

Par

tner

s

Cost

Str

uctu

re

Key

Act

iviti

es

Key

Res

ourc

es

Valu

e Pr

opos

ition

s C

ustom

er R

elat

ions

hips

Cha

nnel

s

Cust

omer

Seg

men

ts

Rev

enue

Str

eam

s

Who

are

our

Key

Par

tner

s

Who

are

our

key

sup

plie

rs

Whi

ch K

ey R

esou

rces

are

we

acqu

iring

from

par

tner

s

Whi

ch K

ey A

ctiv

ities

do

partn

ers

perfo

rm

M

OTI

VATI

ON

S FO

R

PAR

TNER

SHIP

S

Opt

imiz

atio

n an

d ec

onom

y

Red

uctio

n of

risk

and

un

certa

inty

Acq

uisi

tion

of

parti

cula

r res

ourc

es a

nd

activ

ities

Wha

t Key

Act

iviti

es d

o ou

r Va

lue

Prop

ositi

ons

requ

ire

Our

Dist

ribut

ion

Cha

nnel

s

Cust

omer

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atio

nshi

ps

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enue

stre

ams

CAT

EGO

RIE

S

Prod

uctio

n P

robl

em S

olvi

ng

Plat

form

Net

wor

k

Wha

t val

ue d

o w

e de

liver

to

the

cust

omer

W

hich

one

of

we

help

ing

to s

olve

W

hat

bund

les

of p

rodu

cts

and

serv

ices

are

we

offe

ring

to

each

Cust

omer

Seg

men

t

Whi

ch c

ustom

er n

eeds

are

we

satis

fyin

g

C

HAR

ACTE

RIS

TIC

S

New

ness

Per

form

ance

Stat

us P

rice

Cost

Red

uctio

n

Ris

k R

educ

tion

Acc

essi

bilit

y

Con

veni

ence

Usa

bilit

y

Wha

t typ

e of

rela

tions

hip

does

ea

ch o

f our

Cust

omer

Se

gmen

ts e

xpec

t us

to

estab

lish

and

mai

ntai

n w

ith

them

W

hich

one

s ha

ve w

e est

ablis

hed

How

are

they

in

tegr

ated

with

the

rest

of o

ur

busi

ness

mod

el

How

cost

ly

are

they

For w

hom

are

we

crea

ting

valu

e W

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re o

ur m

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rtant

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omer

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er b

ase

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ass

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ket

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he M

arke

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gmen

ted

D

iver

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ulti-

side

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rm

Wha

t Key

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ourc

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o ou

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lue

Prop

ositi

ons

requ

ire

Our

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ribut

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nnel

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omer

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nshi

ps

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enue

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ams

TYPE

S O

F R

ESO

UR

CES

Ph

ysic

al I

ntel

lect

ual (

bran

d pa

tent

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ight

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ata)

H

uman

Fin

anci

al

Thro

ugh

whi

ch C

hann

els

do

our C

ustom

er S

egm

ents

wan

t to

be

reac

hed

How

are

we

reac

hing

them

now

H

ow a

re

our C

hann

els

inte

grat

ed

Whi

ch o

nes

wor

k be

st

Whi

ch

ones

are

most

cost

-effi

cien

t

How

are

we

inte

grat

ing

them

w

ith c

ustom

er ro

utin

es

Wha

t are

the

most

impo

rtant

cost

s in

here

nt in

our

bus

ines

s m

odel

W

hich

Key

R

esou

rces

are

most

exp

ensi

ve

Whi

ch K

ey A

ctiv

ities

are

most

exp

ensi

ve

IS

YO

UR

BU

SIN

ESS

MO

RE

Cost

Driv

en (l

eane

st c

ost st

ruct

ure

low

pric

e va

lue

prop

ositi

on m

axim

um a

utom

atio

n e

xten

sive

out

sour

cing

) Va

lue

Driv

en (f

ocus

ed o

n va

lue

crea

tion

pre

miu

m v

alue

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posi

tion)

SA

MPL

E C

HAR

ACTE

RIS

TIC

S F

ixed

Cost

s (s

alar

ies

rent

s u

tiliti

es)

Varia

ble

cost

s

Econ

omie

s of

sca

le E

cono

mie

s of

sco

pe

For w

hat v

alue

are

our

cust

omer

s re

ally

willi

ng to

pay

Fo

r wha

t do

they

cur

rent

ly

pay

How

are

they

cur

rent

ly p

ayin

g H

ow w

ould

they

pre

fer t

o pa

y H

ow m

uch

does

ea

ch R

even

ue S

tream

con

tribu

te to

ove

rall

reve

nues

TY

PES

Ass

et s

ale

Usa

ge fe

e S

ubsc

riptio

n Fe

es L

endi

ngR

entin

gLe

asin

g

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nsin

g B

roke

rage

fees

Adv

ertis

ing

FIXE

D P

RIC

ING

List

Pric

e P

rodu

ct fe

atur

e de

pend

ent

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omer

seg

men

t de

pend

ent

Volu

me

depe

nden

t D

YNAM

IC P

RIC

ING

Neg

otia

tion

(bar

gain

ing)

Yie

ld M

anag

emen

t R

eal-t

ime-

Mar

ket

Star

tup

Nam

e N

ame1

Nam

e2

D

DM

MY

YYY

XY

Bus

ines

s M

odel

Can

vas

Des

igne

d fo

r D

esig

ned

by

Dat

e

Vers

ion

Key

Par

tner

s

Cost

Str

uctu

re

Key

Act

iviti

es

Key

Res

ourc

es

Valu

e Pr

opos

ition

s C

ustom

er R

elat

ions

hips

Cha

nnel

s

Cust

omer

Seg

men

ts

Rev

enue

Str

eam

s






16









17









18




19









20










21








22








Go figure

23









24








ldquoIdolardquo

25


Aba983581983560l983552983562Ido983575983552 S983549983641a





26











27








28









29








30









31







Itu bukti

32








33







34










Aamin



35


Bus

ines

s M

odel

Can

vas

Des

igne

d fo

r D

esig

ned

by

Dat

e

Vers

ion

Key

Par

tner

s

Cost

Str

uctu

re

Key

Act

iviti

es

Key

Res

ourc

es

Valu

e Pr

opos

ition

s C

ustom

er R

elat

ions

hips

Cha

nnel

s

Cust

omer

Seg

men

ts

Rev

enue

Str

eam

s

Who

are

our

Key

Par

tner

s

Who

are

our

key

sup

plie

rs

Whi

ch K

ey R

esou

rces

are

we

acqu

iring

from

par

tner

s

Whi

ch K

ey A

ctiv

ities

do

partn

ers

perfo

rm

M

OTI

VATI

ON

S FO

R

PAR

TNER

SHIP

S

Opt

imiz

atio

n an

d ec

onom

y

Red

uctio

n of

risk

and

un

certa

inty

Acq

uisi

tion

of

parti

cula

r res

ourc

es a

nd

activ

ities

Wha

t Key

Act

iviti

es d

o ou

r Va

lue

Prop

ositi

ons

requ

ire

Our

Dist

ribut

ion

Cha

nnel

s

Cust

omer

Rel

atio

nshi

ps

Rev

enue

stre

ams

CAT

EGO

RIE

S

Prod

uctio

n P

robl

em S

olvi

ng

Plat

form

Net

wor

k

Wha

t val

ue d

o w

e de

liver

to

the

cust

omer

W

hich

one

of

we

help

ing

to s

olve

W

hat

bund

les

of p

rodu

cts

and

serv

ices

are

we

offe

ring

to

each

Cust

omer

Seg

men

t

Whi

ch c

ustom

er n

eeds

are

we

satis

fyin

g

C

HAR

ACTE

RIS

TIC

S

New

ness

Per

form

ance

Stat

us P

rice

Cost

Red

uctio

n

Ris

k R

educ

tion

Acc

essi

bilit

y

Con

veni

ence

Usa

bilit

y

Wha

t typ

e of

rela

tions

hip

does

ea

ch o

f our

Cust

omer

Se

gmen

ts e

xpec

t us

to

estab

lish

and

mai

ntai

n w

ith

them

W

hich

one

s ha

ve w

e est

ablis

hed

How

are

they

in

tegr

ated

with

the

rest

of o

ur

busi

ness

mod

el

How

cost

ly

are

they

For w

hom

are

we

crea

ting

valu

e W

ho a

re o

ur m

ost

impo

rtant

cust

omer

s Is

our

cu

stom

er b

ase

a M

ass

Mar

ket

Nic

he M

arke

t Se

gmen

ted

D

iver

sifie

d M

ulti-

side

d Pl

atfo

rm

Wha

t Key

Res

ourc

es d

o ou

r Va

lue

Prop

ositi

ons

requ

ire

Our

Dist

ribut

ion

Cha

nnel

s

Cust

omer

Rel

atio

nshi

ps

Rev

enue

Stre

ams

TYPE

S O

F R

ESO

UR

CES

Ph

ysic

al I

ntel

lect

ual (

bran

d pa

tent

s c

opyr

ight

s d

ata)

H

uman

Fin

anci

al

Thro

ugh

whi

ch C

hann

els

do

our C

ustom

er S

egm

ents

wan

t to

be

reac

hed

How

are

we

reac

hing

them

now

H

ow a

re

our C

hann

els

inte

grat

ed

Whi

ch o

nes

wor

k be

st

Whi

ch

ones

are

most

cost

-effi

cien

t

How

are

we

inte

grat

ing

them

w

ith c

ustom

er ro

utin

es

Wha

t are

the

most

impo

rtant

cost

s in

here

nt in

our

bus

ines

s m

odel

W

hich

Key

R

esou

rces

are

most

exp

ensi

ve

Whi

ch K

ey A

ctiv

ities

are

most

exp

ensi

ve

IS

YO

UR

BU

SIN

ESS

MO

RE

Cost

Driv

en (l

eane

st c

ost st

ruct

ure

low

pric

e va

lue

prop

ositi

on m

axim

um a

utom

atio

n e

xten

sive

out

sour

cing

) Va

lue

Driv

en (f

ocus

ed o

n va

lue

crea

tion

pre

miu

m v

alue

pro

posi

tion)

SA

MPL

E C

HAR

ACTE

RIS

TIC

S F

ixed

Cost

s (s

alar

ies

rent

s u

tiliti

es)

Varia

ble

cost

s

Econ

omie

s of

sca

le E

cono

mie

s of

sco

pe

For w

hat v

alue

are

our

cust

omer

s re

ally

willi

ng to

pay

Fo

r wha

t do

they

cur

rent

ly

pay

How

are

they

cur

rent

ly p

ayin

g H

ow w

ould

they

pre

fer t

o pa

y H

ow m

uch

does

ea

ch R

even

ue S

tream

con

tribu

te to

ove

rall

reve

nues

TY

PES

Ass

et s

ale

Usa

ge fe

e S

ubsc

riptio

n Fe

es L

endi

ngR

entin

gLe

asin

g

Lice

nsin

g B

roke

rage

fees

Adv

ertis

ing

FIXE

D P

RIC

ING

List

Pric

e P

rodu

ct fe

atur

e de

pend

ent

Cust

omer

seg

men

t de

pend

ent

Volu

me

depe

nden

t D

YNAM

IC P

RIC

ING

Neg

otia

tion

(bar

gain

ing)

Yie

ld M

anag

emen

t R

eal-t

ime-

Mar

ket

Star

tup

Nam

e N

ame1

Nam

e2

D

DM

MY

YYY

XY

Bus

ines

s M

odel

Can

vas

Des

igne

d fo

r D

esig

ned

by

Dat

e

Vers

ion

Key

Par

tner

s

Cost

Str

uctu

re

Key

Act

iviti

es

Key

Res

ourc

es

Valu

e Pr

opos

ition

s C

ustom

er R

elat

ions

hips

Cha

nnel

s

Cust

omer

Seg

men

ts

Rev

enue

Str

eam

s








17









18




19









20










21








22








Go figure

23









24








ldquoIdolardquo

25


Aba983581983560l983552983562Ido983575983552 S983549983641a





26











27








28









29








30









31







Itu bukti

32








33







34










Aamin



35


Bus

ines

s M

odel

Can

vas

Des

igne

d fo

r D

esig

ned

by

Dat

e

Vers

ion

Key

Par

tner

s

Cost

Str

uctu

re

Key

Act

iviti

es

Key

Res

ourc

es

Valu

e Pr

opos

ition

s C

ustom

er R

elat

ions

hips

Cha

nnel

s

Cust

omer

Seg

men

ts

Rev

enue

Str

eam

s

Who

are

our

Key

Par

tner

s

Who

are

our

key

sup

plie

rs

Whi

ch K

ey R

esou

rces

are

we

acqu

iring

from

par

tner

s

Whi

ch K

ey A

ctiv

ities

do

partn

ers

perfo

rm

M

OTI

VATI

ON

S FO

R

PAR

TNER

SHIP

S

Opt

imiz

atio

n an

d ec

onom

y

Red

uctio

n of

risk

and

un

certa

inty

Acq

uisi

tion

of

parti

cula

r res

ourc

es a

nd

activ

ities

Wha

t Key

Act

iviti

es d

o ou

r Va

lue

Prop

ositi

ons

requ

ire

Our

Dist

ribut

ion

Cha

nnel

s

Cust

omer

Rel

atio

nshi

ps

Rev

enue

stre

ams

CAT

EGO

RIE

S

Prod

uctio

n P

robl

em S

olvi

ng

Plat

form

Net

wor

k

Wha

t val

ue d

o w

e de

liver

to

the

cust

omer

W

hich

one

of

we

help

ing

to s

olve

W

hat

bund

les

of p

rodu

cts

and

serv

ices

are

we

offe

ring

to

each

Cust

omer

Seg

men

t

Whi

ch c

ustom

er n

eeds

are

we

satis

fyin

g

C

HAR

ACTE

RIS

TIC

S

New

ness

Per

form

ance

Stat

us P

rice

Cost

Red

uctio

n

Ris

k R

educ

tion

Acc

essi

bilit

y

Con

veni

ence

Usa

bilit

y

Wha

t typ

e of

rela

tions

hip

does

ea

ch o

f our

Cust

omer

Se

gmen

ts e

xpec

t us

to

estab

lish

and

mai

ntai

n w

ith

them

W

hich

one

s ha

ve w

e est

ablis

hed

How

are

they

in

tegr

ated

with

the

rest

of o

ur

busi

ness

mod

el

How

cost

ly

are

they

For w

hom

are

we

crea

ting

valu

e W

ho a

re o

ur m

ost

impo

rtant

cust

omer

s Is

our

cu

stom

er b

ase

a M

ass

Mar

ket

Nic

he M

arke

t Se

gmen

ted

D

iver

sifie

d M

ulti-

side

d Pl

atfo

rm

Wha

t Key

Res

ourc

es d

o ou

r Va

lue

Prop

ositi

ons

requ

ire

Our

Dist

ribut

ion

Cha

nnel

s

Cust

omer

Rel

atio

nshi

ps

Rev

enue

Stre

ams

TYPE

S O

F R

ESO

UR

CES

Ph

ysic

al I

ntel

lect

ual (

bran

d pa

tent

s c

opyr

ight

s d

ata)

H

uman

Fin

anci

al

Thro

ugh

whi

ch C

hann

els

do

our C

ustom

er S

egm

ents

wan

t to

be

reac

hed

How

are

we

reac

hing

them

now

H

ow a

re

our C

hann

els

inte

grat

ed

Whi

ch o

nes

wor

k be

st

Whi

ch

ones

are

most

cost

-effi

cien

t

How

are

we

inte

grat

ing

them

w

ith c

ustom

er ro

utin

es

Wha

t are

the

most

impo

rtant

cost

s in

here

nt in

our

bus

ines

s m

odel

W

hich

Key

R

esou

rces

are

most

exp

ensi

ve

Whi

ch K

ey A

ctiv

ities

are

most

exp

ensi

ve

IS

YO

UR

BU

SIN

ESS

MO

RE

Cost

Driv

en (l

eane

st c

ost st

ruct

ure

low

pric

e va

lue

prop

ositi

on m

axim

um a

utom

atio

n e

xten

sive

out

sour

cing

) Va

lue

Driv

en (f

ocus

ed o

n va

lue

crea

tion

pre

miu

m v

alue

pro

posi

tion)

SA

MPL

E C

HAR

ACTE

RIS

TIC

S F

ixed

Cost

s (s

alar

ies

rent

s u

tiliti

es)

Varia

ble

cost

s

Econ

omie

s of

sca

le E

cono

mie

s of

sco

pe

For w

hat v

alue

are

our

cust

omer

s re

ally

willi

ng to

pay

Fo

r wha

t do

they

cur

rent

ly

pay

How

are

they

cur

rent

ly p

ayin

g H

ow w

ould

they

pre

fer t

o pa

y H

ow m

uch

does

ea

ch R

even

ue S

tream

con

tribu

te to

ove

rall

reve

nues

TY

PES

Ass

et s

ale

Usa

ge fe

e S

ubsc

riptio

n Fe

es L

endi

ngR

entin

gLe

asin

g

Lice

nsin

g B

roke

rage

fees

Adv

ertis

ing

FIXE

D P

RIC

ING

List

Pric

e P

rodu

ct fe

atur

e de

pend

ent

Cust

omer

seg

men

t de

pend

ent

Volu

me

depe

nden

t D

YNAM

IC P

RIC

ING

Neg

otia

tion

(bar

gain

ing)

Yie

ld M

anag

emen

t R

eal-t

ime-

Mar

ket

Star

tup

Nam

e N

ame1

Nam

e2

D

DM

MY

YYY

XY

Bus

ines

s M

odel

Can

vas

Des

igne

d fo

r D

esig

ned

by

Dat

e

Vers

ion

Key

Par

tner

s

Cost

Str

uctu

re

Key

Act

iviti

es

Key

Res

ourc

es

Valu

e Pr

opos

ition

s C

ustom

er R

elat

ions

hips

Cha

nnel

s

Cust

omer

Seg

men

ts

Rev

enue

Str

eam

s








18




19









20










21








22








Go figure

23









24








ldquoIdolardquo

25


Aba983581983560l983552983562Ido983575983552 S983549983641a





26











27








28









29








30









31







Itu bukti

32








33







34










Aamin



35


Bus

ines

s M

odel

Can

vas

Des

igne

d fo

r D

esig

ned

by

Dat

e

Vers

ion

Key

Par

tner

s

Cost

Str

uctu

re

Key

Act

iviti

es

Key

Res

ourc

es

Valu

e Pr

opos

ition

s C

ustom

er R

elat

ions

hips

Cha

nnel

s

Cust

omer

Seg

men

ts

Rev

enue

Str

eam

s

Who

are

our

Key

Par

tner

s

Who

are

our

key

sup

plie

rs

Whi

ch K

ey R

esou

rces

are

we

acqu

iring

from

par

tner

s

Whi

ch K

ey A

ctiv

ities

do

partn

ers

perfo

rm

M

OTI

VATI

ON

S FO

R

PAR

TNER

SHIP

S

Opt

imiz

atio

n an

d ec

onom

y

Red

uctio

n of

risk

and

un

certa

inty

Acq

uisi

tion

of

parti

cula

r res

ourc

es a

nd

activ

ities

Wha

t Key

Act

iviti

es d

o ou

r Va

lue

Prop

ositi

ons

requ

ire

Our

Dist

ribut

ion

Cha

nnel

s

Cust

omer

Rel

atio

nshi

ps

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enue

stre

ams

CAT

EGO

RIE

S

Prod

uctio

n P

robl

em S

olvi

ng

Plat

form

Net

wor

k

Wha

t val

ue d

o w

e de

liver

to

the

cust

omer

W

hich

one

of

we

help

ing

to s

olve

W

hat

bund

les

of p

rodu

cts

and

serv

ices

are

we

offe

ring

to

each

Cust

omer

Seg

men

t

Whi

ch c

ustom

er n

eeds

are

we

satis

fyin

g

C

HAR

ACTE

RIS

TIC

S

New

ness

Per

form

ance

Stat

us P

rice

Cost

Red

uctio

n

Ris

k R

educ

tion

Acc

essi

bilit

y

Con

veni

ence

Usa

bilit

y

Wha

t typ

e of

rela

tions

hip

does

ea

ch o

f our

Cust

omer

Se

gmen

ts e

xpec

t us

to

estab

lish

and

mai

ntai

n w

ith

them

W

hich

one

s ha

ve w

e est

ablis

hed

How

are

they

in

tegr

ated

with

the

rest

of o

ur

busi

ness

mod

el

How

cost

ly

are

they

For w

hom

are

we

crea

ting

valu

e W

ho a

re o

ur m

ost

impo

rtant

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omer

s Is

our

cu

stom

er b

ase

a M

ass

Mar

ket

Nic

he M

arke

t Se

gmen

ted

D

iver

sifie

d M

ulti-

side

d Pl

atfo

rm

Wha

t Key

Res

ourc

es d

o ou

r Va

lue

Prop

ositi

ons

requ

ire

Our

Dist

ribut

ion

Cha

nnel

s

Cust

omer

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atio

nshi

ps

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enue

Stre

ams

TYPE

S O

F R

ESO

UR

CES

Ph

ysic

al I

ntel

lect

ual (

bran

d pa

tent

s c

opyr

ight

s d

ata)

H

uman

Fin

anci

al

Thro

ugh

whi

ch C

hann

els

do

our C

ustom

er S

egm

ents

wan

t to

be

reac

hed

How

are

we

reac

hing

them

now

H

ow a

re

our C

hann

els

inte

grat

ed

Whi

ch o

nes

wor

k be

st

Whi

ch

ones

are

most

cost

-effi

cien

t

How

are

we

inte

grat

ing

them

w

ith c

ustom

er ro

utin

es

Wha

t are

the

most

impo

rtant

cost

s in

here

nt in

our

bus

ines

s m

odel

W

hich

Key

R

esou

rces

are

most

exp

ensi

ve

Whi

ch K

ey A

ctiv

ities

are

most

exp

ensi

ve

IS

YO

UR

BU

SIN

ESS

MO

RE

Cost

Driv

en (l

eane

st c

ost st

ruct

ure

low

pric

e va

lue

prop

ositi

on m

axim

um a

utom

atio

n e

xten

sive

out

sour

cing

) Va

lue

Driv

en (f

ocus

ed o

n va

lue

crea

tion

pre

miu

m v

alue

pro

posi

tion)

SA

MPL

E C

HAR

ACTE

RIS

TIC

S F

ixed

Cost

s (s

alar

ies

rent

s u

tiliti

es)

Varia

ble

cost

s

Econ

omie

s of

sca

le E

cono

mie

s of

sco

pe

For w

hat v

alue

are

our

cust

omer

s re

ally

willi

ng to

pay

Fo

r wha

t do

they

cur

rent

ly

pay

How

are

they

cur

rent

ly p

ayin

g H

ow w

ould

they

pre

fer t

o pa

y H

ow m

uch

does

ea

ch R

even

ue S

tream

con

tribu

te to

ove

rall

reve

nues

TY

PES

Ass

et s

ale

Usa

ge fe

e S

ubsc

riptio

n Fe

es L

endi

ngR

entin

gLe

asin

g

Lice

nsin

g B

roke

rage

fees

Adv

ertis

ing

FIXE

D P

RIC

ING

List

Pric

e P

rodu

ct fe

atur

e de

pend

ent

Cust

omer

seg

men

t de

pend

ent

Volu

me

depe

nden

t D

YNAM

IC P

RIC

ING

Neg

otia

tion

(bar

gain

ing)

Yie

ld M

anag

emen

t R

eal-t

ime-

Mar

ket

Star

tup

Nam

e N

ame1

Nam

e2

D

DM

MY

YYY

XY

Bus

ines

s M

odel

Can

vas

Des

igne

d fo

r D

esig

ned

by

Dat

e

Vers

ion

Key

Par

tner

s

Cost

Str

uctu

re

Key

Act

iviti

es

Key

Res

ourc

es

Valu

e Pr

opos

ition

s C

ustom

er R

elat

ions

hips

Cha

nnel

s

Cust

omer

Seg

men

ts

Rev

enue

Str

eam

s



19









20










21








22








Go figure

23









24








ldquoIdolardquo

25


Aba983581983560l983552983562Ido983575983552 S983549983641a





26











27








28









29








30









31







Itu bukti

32








33







34










Aamin



35


Bus

ines

s M

odel

Can

vas

Des

igne

d fo

r D

esig

ned

by

Dat

e

Vers

ion

Key

Par

tner

s

Cost

Str

uctu

re

Key

Act

iviti

es

Key

Res

ourc

es

Valu

e Pr

opos

ition

s C

ustom

er R

elat

ions

hips

Cha

nnel

s

Cust

omer

Seg

men

ts

Rev

enue

Str

eam

s

Who

are

our

Key

Par

tner

s

Who

are

our

key

sup

plie

rs

Whi

ch K

ey R

esou

rces

are

we

acqu

iring

from

par

tner

s

Whi

ch K

ey A

ctiv

ities

do

partn

ers

perfo

rm

M

OTI

VATI

ON

S FO

R

PAR

TNER

SHIP

S

Opt

imiz

atio

n an

d ec

onom

y

Red

uctio

n of

risk

and

un

certa

inty

Acq

uisi

tion

of

parti

cula

r res

ourc

es a

nd

activ

ities

Wha

t Key

Act

iviti

es d

o ou

r Va

lue

Prop

ositi

ons

requ

ire

Our

Dist

ribut

ion

Cha

nnel

s

Cust

omer

Rel

atio

nshi

ps

Rev

enue

stre

ams

CAT

EGO

RIE

S

Prod

uctio

n P

robl

em S

olvi

ng

Plat

form

Net

wor

k

Wha

t val

ue d

o w

e de

liver

to

the

cust

omer

W

hich

one

of

we

help

ing

to s

olve

W

hat

bund

les

of p

rodu

cts

and

serv

ices

are

we

offe

ring

to

each

Cust

omer

Seg

men

t

Whi

ch c

ustom

er n

eeds

are

we

satis

fyin

g

C

HAR

ACTE

RIS

TIC

S

New

ness

Per

form

ance

Stat

us P

rice

Cost

Red

uctio

n

Ris

k R

educ

tion

Acc

essi

bilit

y

Con

veni

ence

Usa

bilit

y

Wha

t typ

e of

rela

tions

hip

does

ea

ch o

f our

Cust

omer

Se

gmen

ts e

xpec

t us

to

estab

lish

and

mai

ntai

n w

ith

them

W

hich

one

s ha

ve w

e est

ablis

hed

How

are

they

in

tegr

ated

with

the

rest

of o

ur

busi

ness

mod

el

How

cost

ly

are

they

For w

hom

are

we

crea

ting

valu

e W

ho a

re o

ur m

ost

impo

rtant

cust

omer

s Is

our

cu

stom

er b

ase

a M

ass

Mar

ket

Nic

he M

arke

t Se

gmen

ted

D

iver

sifie

d M

ulti-

side

d Pl

atfo

rm

Wha

t Key

Res

ourc

es d

o ou

r Va

lue

Prop

ositi

ons

requ

ire

Our

Dist

ribut

ion

Cha

nnel

s

Cust

omer

Rel

atio

nshi

ps

Rev

enue

Stre

ams

TYPE

S O

F R

ESO

UR

CES

Ph

ysic

al I

ntel

lect

ual (

bran

d pa

tent

s c

opyr

ight

s d

ata)

H

uman

Fin

anci

al

Thro

ugh

whi

ch C

hann

els

do

our C

ustom

er S

egm

ents

wan

t to

be

reac

hed

How

are

we

reac

hing

them

now

H

ow a

re

our C

hann

els

inte

grat

ed

Whi

ch o

nes

wor

k be

st

Whi

ch

ones

are

most

cost

-effi

cien

t

How

are

we

inte

grat

ing

them

w

ith c

ustom

er ro

utin

es

Wha

t are

the

most

impo

rtant

cost

s in

here

nt in

our

bus

ines

s m

odel

W

hich

Key

R

esou

rces

are

most

exp

ensi

ve

Whi

ch K

ey A

ctiv

ities

are

most

exp

ensi

ve

IS

YO

UR

BU

SIN

ESS

MO

RE

Cost

Driv

en (l

eane

st c

ost st

ruct

ure

low

pric

e va

lue

prop

ositi

on m

axim

um a

utom

atio

n e

xten

sive

out

sour

cing

) Va

lue

Driv

en (f

ocus

ed o

n va

lue

crea

tion

pre

miu

m v

alue

pro

posi

tion)

SA

MPL

E C

HAR

ACTE

RIS

TIC

S F

ixed

Cost

s (s

alar

ies

rent

s u

tiliti

es)

Varia

ble

cost

s

Econ

omie

s of

sca

le E

cono

mie

s of

sco

pe

For w

hat v

alue

are

our

cust

omer

s re

ally

willi

ng to

pay

Fo

r wha

t do

they

cur

rent

ly

pay

How

are

they

cur

rent

ly p

ayin

g H

ow w

ould

they

pre

fer t

o pa

y H

ow m

uch

does

ea

ch R

even

ue S

tream

con

tribu

te to

ove

rall

reve

nues

TY

PES

Ass

et s

ale

Usa

ge fe

e S

ubsc

riptio

n Fe

es L

endi

ngR

entin

gLe

asin

g

Lice

nsin

g B

roke

rage

fees

Adv

ertis

ing

FIXE

D P

RIC

ING

List

Pric

e P

rodu

ct fe

atur

e de

pend

ent

Cust

omer

seg

men

t de

pend

ent

Volu

me

depe

nden

t D

YNAM

IC P

RIC

ING

Neg

otia

tion

(bar

gain

ing)

Yie

ld M

anag

emen

t R

eal-t

ime-

Mar

ket

Star

tup

Nam

e N

ame1

Nam

e2

D

DM

MY

YYY

XY

Bus

ines

s M

odel

Can

vas

Des

igne

d fo

r D

esig

ned

by

Dat

e

Vers

ion

Key

Par

tner

s

Cost

Str

uctu

re

Key

Act

iviti

es

Key

Res

ourc

es

Valu

e Pr

opos

ition

s C

ustom

er R

elat

ions

hips

Cha

nnel

s

Cust

omer

Seg

men

ts

Rev

enue

Str

eam

s








20










21








22








Go figure

23









24








ldquoIdolardquo

25


Aba983581983560l983552983562Ido983575983552 S983549983641a





26











27








28









29








30









31







Itu bukti

32








33







34










Aamin



35


Bus

ines

s M

odel

Can

vas

Des

igne

d fo

r D

esig

ned

by

Dat

e

Vers

ion

Key

Par

tner

s

Cost

Str

uctu

re

Key

Act

iviti

es

Key

Res

ourc

es

Valu

e Pr

opos

ition

s C

ustom

er R

elat

ions

hips

Cha

nnel

s

Cust

omer

Seg

men

ts

Rev

enue

Str

eam

s

Who

are

our

Key

Par

tner

s

Who

are

our

key

sup

plie

rs

Whi

ch K

ey R

esou

rces

are

we

acqu

iring

from

par

tner

s

Whi

ch K

ey A

ctiv

ities

do

partn

ers

perfo

rm

M

OTI

VATI

ON

S FO

R

PAR

TNER

SHIP

S

Opt

imiz

atio

n an

d ec

onom

y

Red

uctio

n of

risk

and

un

certa

inty

Acq

uisi

tion

of

parti

cula

r res

ourc

es a

nd

activ

ities

Wha

t Key

Act

iviti

es d

o ou

r Va

lue

Prop

ositi

ons

requ

ire

Our

Dist

ribut

ion

Cha

nnel

s

Cust

omer

Rel

atio

nshi

ps

Rev

enue

stre

ams

CAT

EGO

RIE

S

Prod

uctio

n P

robl

em S

olvi

ng

Plat

form

Net

wor

k

Wha

t val

ue d

o w

e de

liver

to

the

cust

omer

W

hich

one

of

we

help

ing

to s

olve

W

hat

bund

les

of p

rodu

cts

and

serv

ices

are

we

offe

ring

to

each

Cust

omer

Seg

men

t

Whi

ch c

ustom

er n

eeds

are

we

satis

fyin

g

C

HAR

ACTE

RIS

TIC

S

New

ness

Per

form

ance

Stat

us P

rice

Cost

Red

uctio

n

Ris

k R

educ

tion

Acc

essi

bilit

y

Con

veni

ence

Usa

bilit

y

Wha

t typ

e of

rela

tions

hip

does

ea

ch o

f our

Cust

omer

Se

gmen

ts e

xpec

t us

to

estab

lish

and

mai

ntai

n w

ith

them

W

hich

one

s ha

ve w

e est

ablis

hed

How

are

they

in

tegr

ated

with

the

rest

of o

ur

busi

ness

mod

el

How

cost

ly

are

they

For w

hom

are

we

crea

ting

valu

e W

ho a

re o

ur m

ost

impo

rtant

cust

omer

s Is

our

cu

stom

er b

ase

a M

ass

Mar

ket

Nic

he M

arke

t Se

gmen

ted

D

iver

sifie

d M

ulti-

side

d Pl

atfo

rm

Wha

t Key

Res

ourc

es d

o ou

r Va

lue

Prop

ositi

ons

requ

ire

Our

Dist

ribut

ion

Cha

nnel

s

Cust

omer

Rel

atio

nshi

ps

Rev

enue

Stre

ams

TYPE

S O

F R

ESO

UR

CES

Ph

ysic

al I

ntel

lect

ual (

bran

d pa

tent

s c

opyr

ight

s d

ata)

H

uman

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ugh

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hed

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are

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Whi

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ustom

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MPL

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ixed

Cost

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eam

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21








22








Go figure

23









24








ldquoIdolardquo

25


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26











27








28









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30









31







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32








33







34










Aamin



35


Bus

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s M

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vas

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Who

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key

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plie

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ch K

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rces

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ON

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TNER

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C

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Cust

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ness

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ly

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hich

Key

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ensi

ve

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ch K

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ctiv

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exp

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ve

IS

YO

UR

BU

SIN

ESS

MO

RE

Cost

Driv

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ixed

Cost

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alar

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tiliti

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Varia

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cost

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omie

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sca

le E

cono

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For w

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odel

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vas

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22








Go figure

23









24








ldquoIdolardquo

25


Aba983581983560l983552983562Ido983575983552 S983549983641a





26











27








28









29








30









31







Itu bukti

32








33







34










Aamin



35


Bus

ines

s M

odel

Can

vas

Des

igne

d fo

r D

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ned

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Dat

e

Vers

ion

Key

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men

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enue

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eam

s

Who

are

our

Key

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tner

s

Who

are

our

key

sup

plie

rs

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ch K

ey R

esou

rces

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we

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iring

from

par

tner

s

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ch K

ey A

ctiv

ities

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partn

ers

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rm

M

OTI

VATI

ON

S FO

R

PAR

TNER

SHIP

S

Opt

imiz

atio

n an

d ec

onom

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uctio

n of

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certa

inty

Acq

uisi

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of

parti

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ourc

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nd

activ

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iviti

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lue

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ribut

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EGO

RIE

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omer

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omer

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men

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ch o

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Cust

omer

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gmen

ts e

xpec

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e est

ablis

hed

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are

they

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tegr

ated

with

the

rest

of o

ur

busi

ness

mod

el

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cost

ly

are

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hom

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crea

ting

valu

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ho a

re o

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hed

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re

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hann

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inte

grat

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cien

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are

we

inte

grat

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them

w

ith c

ustom

er ro

utin

es

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t are

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most

impo

rtant

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nt in

our

bus

ines

s m

odel

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hich

Key

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esou

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ensi

ve

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ch K

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ctiv

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most

exp

ensi

ve

IS

YO

UR

BU

SIN

ESS

MO

RE

Cost

Driv

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eane

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on m

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cing

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ixed

Cost

s (s

alar

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rent

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tiliti

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Varia

ble

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s

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omie

s of

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le E

cono

mie

s of

sco

pe

For w

hat v

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omer

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ally

willi

ng to

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r wha

t do

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rent

ly

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are

they

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rent

ly p

ayin

g H

ow w

ould

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pre

fer t

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y H

ow m

uch

does

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YNAM

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RIC

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otia

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ld M

anag

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tup

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e N

ame1

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e2

D

DM

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YYY

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ines

s M

odel

Can

vas

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igne

d fo

r D

esig

ned

by

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e

Vers

ion

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Key

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ustom

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omer

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men

ts

Rev

enue

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s







Go figure

23









24








ldquoIdolardquo

25


Aba983581983560l983552983562Ido983575983552 S983549983641a





26











27








28









29








30









31







Itu bukti

32








33







34










Aamin



35


Bus

ines

s M

odel

Can

vas

Des

igne

d fo

r D

esig

ned

by

Dat

e

Vers

ion

Key

Par

tner

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ustom

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nnel

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men

ts

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enue

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eam

s

Who

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our

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tner

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our

key

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plie

rs

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ch K

ey R

esou

rces

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we

acqu

iring

from

par

tner

s

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ch K

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ctiv

ities

do

partn

ers

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rm

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OTI

VATI

ON

S FO

R

PAR

TNER

SHIP

S

Opt

imiz

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n an

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Red

uctio

n of

risk

and

un

certa

inty

Acq

uisi

tion

of

parti

cula

r res

ourc

es a

nd

activ

ities

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t Key

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es d

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r Va

lue

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ribut

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nshi

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ams

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EGO

RIE

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olvi

ng

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omer

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olve

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ring

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men

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eeds

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we

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fyin

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HAR

ACTE

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TIC

S

New

ness

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form

ance

Stat

us P

rice

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uctio

n

Ris

k R

educ

tion

Acc

essi

bilit

y

Con

veni

ence

Usa

bilit

y

Wha

t typ

e of

rela

tions

hip

does

ea

ch o

f our

Cust

omer

Se

gmen

ts e

xpec

t us

to

estab

lish

and

mai

ntai

n w

ith

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W

hich

one

s ha

ve w

e est

ablis

hed

How

are

they

in

tegr

ated

with

the

rest

of o

ur

busi

ness

mod

el

How

cost

ly

are

they

For w

hom

are

we

crea

ting

valu

e W

ho a

re o

ur m

ost

impo

rtant

cust

omer

s Is

our

cu

stom

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ass

Mar

ket

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he M

arke

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gmen

ted

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iver

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Cost

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24








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25


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26











27








28









29








30









31







Itu bukti

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34










Aamin



35


Bus

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s M

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Can

vas

Des

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d fo

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ned

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ion

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key

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plie

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ch K

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OTI

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TNER

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certa

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Wha

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Cust

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hich

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SIN

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s







ldquoIdolardquo

25


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26











27








28









29








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31







Itu bukti

32








33







34










Aamin



35


Bus

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s M

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Can

vas

Des

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d fo

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ned

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Vers

ion

Key

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men

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enue

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eam

s

Who

are

our

Key

Par

tner

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Who

are

our

key

sup

plie

rs

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ch K

ey R

esou

rces

are

we

acqu

iring

from

par

tner

s

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ch K

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ctiv

ities

do

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rm

M

OTI

VATI

ON

S FO

R

PAR

TNER

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S

Opt

imiz

atio

n an

d ec

onom

y

Red

uctio

n of

risk

and

un

certa

inty

Acq

uisi

tion

of

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ourc

es a

nd

activ

ities

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t Key

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lue

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EGO

RIE

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C

HAR

ACTE

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S

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Stat

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rice

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uctio

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k R

educ

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Acc

essi

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Con

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bilit

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Wha

t typ

e of

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hip

does

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ch o

f our

Cust

omer

Se

gmen

ts e

xpec

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to

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ntai

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hich

one

s ha

ve w

e est

ablis

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How

are

they

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tegr

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with

the

rest

of o

ur

busi

ness

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el

How

cost

ly

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crea

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valu

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ass

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-effi

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are

we

inte

grat

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w

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ustom

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utin

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Wha

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most

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rtant

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s in

here

nt in

our

bus

ines

s m

odel

W

hich

Key

R

esou

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exp

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ch K

ey A

ctiv

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most

exp

ensi

ve

IS

YO

UR

BU

SIN

ESS

MO

RE

Cost

Driv

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ixed

Cost

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alar

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tiliti

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Varia

ble

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omie

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sca

le E

cono

mie

s of

sco

pe

For w

hat v

alue

are

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cust

omer

s re

ally

willi

ng to

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Fo

r wha

t do

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cur

rent

ly

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ow w

ould

they

pre

fer t

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y H

ow m

uch

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me

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Neg

otia

tion

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gain

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Yie

ld M

anag

emen

t R

eal-t

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Mar

ket

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tup

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e N

ame1

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e2

D

DM

MY

YYY

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odel

Can

vas

Des

igne

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r D

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Cha

nnel

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ts

Rev

enue

Str

eam

s





26











27








28









29








30









31







Itu bukti

32








33







34










Aamin



35


Bus

ines

s M

odel

Can

vas

Des

igne

d fo

r D

esig

ned

by

Dat

e

Vers

ion

Key

Par

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nnel

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men

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enue

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eam

s

Who

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our

Key

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tner

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are

our

key

sup

plie

rs

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ch K

ey R

esou

rces

are

we

acqu

iring

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par

tner

s

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ch K

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ctiv

ities

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perfo

rm

M

OTI

VATI

ON

S FO

R

PAR

TNER

SHIP

S

Opt

imiz

atio

n an

d ec

onom

y

Red

uctio

n of

risk

and

un

certa

inty

Acq

uisi

tion

of

parti

cula

r res

ourc

es a

nd

activ

ities

Wha

t Key

Act

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r Va

lue

Prop

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Dist

ribut

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nnel

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omer

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nshi

ps

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enue

stre

ams

CAT

EGO

RIE

S

Prod

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men

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HAR

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S

New

ness

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form

ance

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us P

rice

Cost

Red

uctio

n

Ris

k R

educ

tion

Acc

essi

bilit

y

Con

veni

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bilit

y

Wha

t typ

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rela

tions

hip

does

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ch o

f our

Cust

omer

Se

gmen

ts e

xpec

t us

to

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lish

and

mai

ntai

n w

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W

hich

one

s ha

ve w

e est

ablis

hed

How

are

they

in

tegr

ated

with

the

rest

of o

ur

busi

ness

mod

el

How

cost

ly

are

they

For w

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27








28









29








30









31







Itu bukti

32








33







34










Aamin



35


Bus

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Can

vas

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ned

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enue

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eam

s

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our

key

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plie

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ch K

ey R

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rces

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tner

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OTI

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R

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TNER

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S

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onom

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Wha

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grat

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ustom

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utin

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most

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rtant

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here

nt in

our

bus

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odel

W

hich

Key

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esou

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exp

ensi

ve

Whi

ch K

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ctiv

ities

are

most

exp

ensi

ve

IS

YO

UR

BU

SIN

ESS

MO

RE

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Driv

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MPL

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Cost

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tiliti

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le E

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Neg

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e N

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DM

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odel

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men

ts

Rev

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Str

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s







28









29








30









31







Itu bukti

32








33







34










Aamin



35


Bus

ines

s M

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Can

vas

Des

igne

d fo

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ned

by

Dat

e

Vers

ion

Key

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ustom

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nnel

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omer

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men

ts

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enue

Str

eam

s

Who

are

our

Key

Par

tner

s

Who

are

our

key

sup

plie

rs

Whi

ch K

ey R

esou

rces

are

we

acqu

iring

from

par

tner

s

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ch K

ey A

ctiv

ities

do

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ers

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rm

M

OTI

VATI

ON

S FO

R

PAR

TNER

SHIP

S

Opt

imiz

atio

n an

d ec

onom

y

Red

uctio

n of

risk

and

un

certa

inty

Acq

uisi

tion

of

parti

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r res

ourc

es a

nd

activ

ities

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t Key

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es d

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lue

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ribut

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nnel

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omer

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ams

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EGO

RIE

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olvi

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olve

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men

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fyin

g

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HAR

ACTE

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S

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ness

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form

ance

Stat

us P

rice

Cost

Red

uctio

n

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k R

educ

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Acc

essi

bilit

y

Con

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y

Wha

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t us

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lish

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tegr

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rest

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ness

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el

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cost

ly

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crea

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ass

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grat

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-effi

cien

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are

we

inte

grat

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them

w

ith c

ustom

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utin

es

Wha

t are

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rtant

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s in

here

nt in

our

bus

ines

s m

odel

W

hich

Key

R

esou

rces

are

most

exp

ensi

ve

Whi

ch K

ey A

ctiv

ities

are

most

exp

ensi

ve

IS

YO

UR

BU

SIN

ESS

MO

RE

Cost

Driv

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eane

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lue

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ocus

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MPL

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HAR

ACTE

RIS

TIC

S F

ixed

Cost

s (s

alar

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rent

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tiliti

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Varia

ble

cost

s

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omie

s of

sca

le E

cono

mie

s of

sco

pe

For w

hat v

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are

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cust

omer

s re

ally

willi

ng to

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Fo

r wha

t do

they

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rent

ly

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they

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rent

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g H

ow w

ould

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pre

fer t

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y H

ow m

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me

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Neg

otia

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gain

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Yie

ld M

anag

emen

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eal-t

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Mar

ket

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tup

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e N

ame1

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e2

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DM

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odel

Can

vas

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ts

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Str

eam

s








29








30









31







Itu bukti

32








33







34










Aamin



35


Bus

ines

s M

odel

Can

vas

Des

igne

d fo

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ned

by

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e

Vers

ion

Key

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men

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enue

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eam

s

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tner

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our

key

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plie

rs

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ch K

ey R

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rces

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we

acqu

iring

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par

tner

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ctiv

ities

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rm

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OTI

VATI

ON

S FO

R

PAR

TNER

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S

Opt

imiz

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n an

d ec

onom

y

Red

uctio

n of

risk

and

un

certa

inty

Acq

uisi

tion

of

parti

cula

r res

ourc

es a

nd

activ

ities

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t Key

Act

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o ou

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lue

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ons

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Dist

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ion

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nnel

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omer

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nshi

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RIE

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olve

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men

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HAR

ACTE

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TIC

S

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form

ance

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us P

rice

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uctio

n

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k R

educ

tion

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essi

bilit

y

Con

veni

ence

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bilit

y

Wha

t typ

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hip

does

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ch o

f our

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omer

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gmen

ts e

xpec

t us

to

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lish

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ntai

n w

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hich

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ve w

e est

ablis

hed

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they

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tegr

ated

with

the

rest

of o

ur

busi

ness

mod

el

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cost

ly

are

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30









31







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32








33







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Aamin



35


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31







Itu bukti

32








33







34










Aamin



35


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hich

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YO

UR

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SIN

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mie

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Itu bukti

32








33







34










Aamin



35


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Opt

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rest

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ness

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ly

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Aamin



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lue

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ugh

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ustom

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ow a

re

our C

hann

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inte

grat

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Whi

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nes

wor

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ones

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-effi

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are

we

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grat

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w

ith c

ustom

er ro

utin

es

Wha

t are

the

most

impo

rtant

cost

s in

here

nt in

our

bus

ines

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odel

W

hich

Key

R

esou

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are

most

exp

ensi

ve

Whi

ch K

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ctiv

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are

most

exp

ensi

ve

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YO

UR

BU

SIN

ESS

MO

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Cost

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Cost

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Varia

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cost

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Econ

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For w

hat v

alue

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cust

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Fo

r wha

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ly

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ould

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pre

fer t

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uch

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me

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odel

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men

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enue

Str

eam

s

Who

are

our

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tner

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Who

are

our

key

sup

plie

rs

Whi

ch K

ey R

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rces

are

we

acqu

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from

par

tner

s

Whi

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ctiv

ities

do

partn

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perfo

rm

M

OTI

VATI

ON

S FO

R

PAR

TNER

SHIP

S

Opt

imiz

atio

n an

d ec

onom

y

Red

uctio

n of

risk

and

un

certa

inty

Acq

uisi

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of

parti

cula

r res

ourc

es a

nd

activ

ities

Wha

t Key

Act

iviti

es d

o ou

r Va

lue

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ositi

ons

requ

ire

Our

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nnel

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nshi

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stre

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CAT

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RIE

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olvi

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Plat

form

Net

wor

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Wha

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liver

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the

cust

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hich

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of

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help

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olve

W

hat

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of p

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and

serv

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to

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Seg

men

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Whi

ch c

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eeds

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we

satis

fyin

g

C

HAR

ACTE

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S

New

ness

Per

form

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Stat

us P

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Cost

Red

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Ris

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Acc

essi

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Con

veni

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Usa

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Wha

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f our

Cust

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Se

gmen

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xpec

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to

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them

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hich

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s ha

ve w

e est

ablis

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How

are

they

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tegr

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with

the

rest

of o

ur

busi

ness

mod

el

How

cost

ly

are

they

For w

hom

are

we

crea

ting

valu

e W

ho a

re o

ur m

ost

impo

rtant

cust

omer

s Is

our

cu

stom

er b

ase

a M

ass

Mar

ket

Nic

he M

arke

t Se

gmen

ted

D

iver

sifie

d M

ulti-

side

d Pl

atfo

rm

Wha

t Key

Res

ourc

es d

o ou

r Va

lue

Prop

ositi

ons

requ

ire

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Dist

ribut

ion

Cha

nnel

s

Cust

omer

Rel

atio

nshi

ps

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enue

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ams

TYPE

S O

F R

ESO

UR

CES

Ph

ysic

al I

ntel

lect

ual (

bran

d pa

tent

s c

opyr

ight

s d

ata)

H

uman

Fin

anci

al

Thro

ugh

whi

ch C

hann

els

do

our C

ustom

er S

egm

ents

wan

t to

be

reac

hed

How

are

we

reac

hing

them

now

H

ow a

re

our C

hann

els

inte

grat

ed

Whi

ch o

nes

wor

k be

st

Whi

ch

ones

are

most

cost

-effi

cien

t

How

are

we

inte

grat

ing

them

w

ith c

ustom

er ro

utin

es

Wha

t are

the

most

impo

rtant

cost

s in

here

nt in

our

bus

ines

s m

odel

W

hich

Key

R

esou

rces

are

most

exp

ensi

ve

Whi

ch K

ey A

ctiv

ities

are

most

exp

ensi

ve

IS

YO

UR

BU

SIN

ESS

MO

RE

Cost

Driv

en (l

eane

st c

ost st

ruct

ure

low

pric

e va

lue

prop

ositi

on m

axim

um a

utom

atio

n e

xten

sive

out

sour

cing

) Va

lue

Driv

en (f

ocus

ed o

n va

lue

crea

tion

pre

miu

m v

alue

pro

posi

tion)

SA

MPL

E C

HAR

ACTE

RIS

TIC

S F

ixed

Cost

s (s

alar

ies

rent

s u

tiliti

es)

Varia

ble

cost

s

Econ

omie

s of

sca

le E

cono

mie

s of

sco

pe

For w

hat v

alue

are

our

cust

omer

s re

ally

willi

ng to

pay

Fo

r wha

t do

they

cur

rent

ly

pay

How

are

they

cur

rent

ly p

ayin

g H

ow w

ould

they

pre

fer t

o pa

y H

ow m

uch

does

ea

ch R

even

ue S

tream

con

tribu

te to

ove

rall

reve

nues

TY

PES

Ass

et s

ale

Usa

ge fe

e S

ubsc

riptio

n Fe

es L

endi

ngR

entin

gLe

asin

g

Lice

nsin

g B

roke

rage

fees

Adv

ertis

ing

FIXE

D P

RIC

ING

List

Pric

e P

rodu

ct fe

atur

e de

pend

ent

Cust

omer

seg

men

t de

pend

ent

Volu

me

depe

nden

t D

YNAM

IC P

RIC

ING

Neg

otia

tion

(bar

gain

ing)

Yie

ld M

anag

emen

t R

eal-t

ime-

Mar

ket

Star

tup

Nam

e N

ame1

Nam

e2

D

DM

MY

YYY

XY

Bus

ines

s M

odel

Can

vas

Des

igne

d fo

r D

esig

ned

by

Dat

e

Vers

ion

Key

Par

tner

s

Cost

Str

uctu

re

Key

Act

iviti

es

Key

Res

ourc

es

Valu

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opos

ition

s C

ustom

er R

elat

ions

hips

Cha

nnel

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Cust

omer

Seg

men

ts

Rev

enue

Str

eam

s

Bus

ines

s M

odel

Can

vas

Des

igne

d fo

r D

esig

ned

by

Dat

e

Vers

ion

Key

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tner

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Cost

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re

Key

Act

iviti

es

Key

Res

ourc

es

Valu

e Pr

opos

ition

s C

ustom

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elat

ions

hips

Cha

nnel

s

Cust

omer

Seg

men

ts

Rev

enue

Str

eam

s

a man who knows not but is a fool, shun him

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