суббота, 22 октября 2022 г.

55 Business Model Patterns. #6 Cash Machine

 


In the Cash Machine concept, the customer pays upfront for the products sold to the customer before the company is able to cover the associated expenses. This results in increased liquidity which can be used to amortise debt or to fund investments in other areas.


How they do it: American Express developed the traveller’s cheque in 1891. It is a business model innovation based on the Cash Machine pattern. It emerged from the problem faced by American Express’ own employees who travelled abroad and had difficulty obtaining cash in a foreign country.

Below, the top industries for the pattern "Cash Machine" are displayed, in order to get insights into how this pattern is applied across different industries. We've collected data from 5 firms using this pattern.



Below, the pattern "Cash Machine" is analyzed based on co-occurrence, in order to get insights into how this business model pattern is applied in combination with other patterns within the firms we studied.


https://bit.ly/3z3CklO

What Is The Cash Machine Business Model 2022? – How Does It Work?


The cash machine business model comes from a well-known metric known as the cash conversion cycle. The cash conversion cycle shows how long it takes a company to convert its resources into cash.

Therefore, the metric follows how many days it takes for a company to sell its products or services, get paid for them, and pay its suppliers.

Companies using a cash machine business model usually have a short cash conversion cycle. These companies either offer cash sales or have significantly low credit terms, allowing them to receive cash from customers promptly.

Similarly, some of these companies use their cash resources to pay suppliers readily to avoid lengthening their cash conversion cycle.

Similarly, companies using a cash machine business model have low-profit margins to generate high volume sales. However, for some of them, the necessity to keep low margins may come due to the disruptive industry in which they operate. The cash machine business model is most suitable for companies that keep inventory.


How Does The Cash Machine Business Model Work?

The cash machine business model is straightforward. A company buys its raw materials from a supplier. It may either pay the supplier at the time of the transaction with cash or use its credit facilities.

Then the company works towards processing its raw materials and converting them into finished goods. After that, the company waits for customer orders.

Once the company receives an order, it ships the goods to its customers. Usually, cash machine companies don’t offer credit transactions and receive their cash promptly.

It allows them to substantially reduce their cash conversion cycle by not having to wait until customers pay. However, some companies may also offer credit terms to customers to attract more sales.

However, the credit terms that companies offer for their sales in this model are usually short-term. For example, these companies may offer a 5-10 days credit term.

Likewise, it is one of the reasons why a company can keep its cash conversion cycle low. Lastly, when the customer repays the company for the goods purchased, the company reimburses its suppliers.

The primary factors that influence the success of a company that uses this mode are receiving cash from customers promptly and repaying suppliers.

It allows companies to collect a cash surplus, which further helps them repay suppliers before obtaining further payments from customers, which shortens their cash conversion cycle even more.

What Are The Advantages And Disadvantages Of The Cash Machine Business Model?

The cash machine business model has several advantages and disadvantages. Some of these consist of the following.

Advantages

Using a cash machine business model allows companies to smooth out their operations and processes. By receiving cash from customers promptly and repaying suppliers, companies can avoid any latency in their cash flows. It further allows them to predict or forecast their cash flows for budgeting and control purposes.

The business model also allows companies to minimize their credit risk. Credit risk is the risk associated with the repayment of loans by borrowers.

If a borrower fails to repay a company, it results in bad debts. Therefore, companies using this model usually face the lowest and, sometimes, no bad debts, at all.

A cash machine business model also allows companies to make use of any incentives offered by suppliers. If a company keeps a low cash conversion cycle, it means it repays its suppliers on time.

Therefore, if a supplier provides a cash discount for early repayments, companies can exploit their business model to reimburse them less.

Companies using this model can also generate excess cash flows and avoid cash shortages. By exploiting those situations, companies can reinvest their cash in new projects and earn more from them. Therefore, the cash machine business model allows them to generate higher cash inflows and expand their businesses.

Disadvantages

While the cash machine business model is about shortening a company’s cash conversion cycle, it may not always be a good thing. For example, by repaying suppliers promptly, companies don’t benefit from waiting out through the credit term period and utilizing the cash elsewhere.

Similarly, by not offering customers shorter credit terms or none at all, companies may lose customers. As mentioned, companies can avoid credit risk with it. However, taking the risk can result in higher rewards and more sales as well.

Examples

Some well-known companies that utilize the cash machine business model are Amazon and Apple. They offer no credit terms to customers, which allows them to collect any cash promptly from customers.

Similarly, they use the money to repay their suppliers on time, allowing them to have a significantly lower cash conversion cycle.

Conclusion

The cash machine business model is for companies that believe in a short cash conversion cycle. The business model works by decreasing or eliminating the time it takes companies to collect receipts from customers. Similarly, it allows them to repay their suppliers on time.


https://bit.ly/3TDrif2


What Is Cash Conversion Cycle? Amazon Cash Machine Business Strategy In A Nutshell



The cash conversion cycle (CCC) is a metric that shows how long it takes for an organization to convert its resources into cash. In short, this metric shows how many days it takes to sell an item, get paid, and pay suppliers. When the CCC is negative, it means a company is generating short-term liquidity.


How does the cash conversion cycle work?

There are three aspects to take into account the cash conversion cycle:

  • Days inventory outstanding
  • Days sales outstanding
  • Days payable outstanding

In other words, how long it takes for an item from when it sits in your inventory to when it is sold. How long it takes for you to cash the sale. And how much time you have to pay back suppliers.

Case study

Imagine you buy from an online store (just like Amazon). You ordered an item and spent $50. You’ll get the item in 7 days. The online store has already collected the $50 and will ask the supplier to send it over to you within a week. But the store will pay the supplier only after 30 days. This means that now the store has $50 that can spend the next three weeks before the amount is due to the supplier. Those three extra weeks are crucial as the money could be spent to order other items and sell them with the same cash conversion cycle. 

Therefore when an organization learns how to use its cash conversion cycle appropriately, its financial model drives its business strategy to fuel the growth of the business.

I want to show you how Amazon uses a negative cash conversion cycle to generate extra liquidity to power up its business growth.

A better look at Amazon’s profitability


Amazon was profitable in 2021. The company generated over $33 billion in net income, primarily driven by the Amazon AWS business, which contributed to over 55% of its operating margins and other profitable parts like Amazon Prime and Ads. The Amazon e-commerce platform runs at tight operating margins since it’s built for scale.

If you look at Amazon’s income statement, you’ll see that its operating income when it comes to the e-commerce side it’s tight.

The part of the business that has high margins is related to Amazon AWS:


Instead, Amazon’s e-commerce platform, while it does have much better margins compared to the past, is still low compared to other parts of the business. 

Yet, the company generates substantial cash from the operations.

Amazon’s continuous blitzscaling


Throughout the COVID pandemic, Amazon recorded a substantial increase in revenues that also resulted in more cash from operating activities (Amazon has positive cash conversion cycles). However, cash was spent from operations to expand shipping and fulfillment. And from investing activities in increasing the capability of the Amazon tech platform (AWS).
 

So how does Amazon generate so much cash from operating activities? 

The answer is in the cash conversion cycle, or the ability of Amazon to keep its operating margins low and yet generate short-term liquidity to keep expanding the business.

In fact, on the one side, Amazon has to make sure to keep its prices low, as this is part of its mission, and on the other side through the cash conversion cycle, the company can still generate cash, unlocked to grow the operations. 

This is a sort of business strategy driven by a financial model that drives the whole business. Thus, Amazon can keep its aggressive pricing strategy and yet still manage to continuously expand its operations. 

The Amazon business model, combined with its financial model made it take over several industries along the way. And it enabled Amazon to be in a continuous “blitzscaler-mode” nonetheless its size. 


Blitzscaling is a business concept and a book written by Reid Hoffman (LinkedIn Co-founder) and Chris Yeh. At its core, the concept of Blitzscaling is about growing at a rate that is so much faster than your competitors, that make you feel uncomfortable. In short, Blitzscaling is prioritizing speed over efficiency in the face of uncertainty.

Understanding Amazon’s financial model 

A financial model, driven by cash conversion cycles, can be used for generating additional cash by efficiently managing three aspects:

  • Days inventory outstanding (how long it takes before we sell that item we have sitting in the store?)
  • Days sales outstanding (how long it takes to get paid by our customers?)
  • Days payable outstanding (how much time we have before we are due to our suppliers?)

Amazon is quite successful in managing its cash conversion cycle.

In fact, as of 2017, gurufocus.com reported that Amazon had a cash conversion cycle of -26.92! 

  • Amazon.com Inc’s Days Sales Outstanding for the three months ended in Dec. 2017 was 19.87.
  • Amazon.com Inc’s Days Inventory for the three months ended in Dec. 2017 was 35.27.
  • Amazon.com Inc’s Days Payable for the three months ended in Dec. 2017 was 82.06
    Therefore, Amazon.com Inc’s Cash Conversion Cycle (CCC) for the three months ended in Dec. 2017 was -26.92.

It practically means that Amazon has almost thirty days before payments are due to its suppliers, while it has already generated available cash for the business by selling items in its online store!

But how and when does it make sense to operate a cash-generating business model? I believe there are four main aspects to take into account:

  • Trust from customers
  • Digitalization
  • Negotiating strength
  • Inventory

First, you need to be Trusted by customers

Before Amazon could become so efficient in managing its cash conversion cycle business strategy, it took years to become trusted by its customers. Today Amazon.com is one of the most popular websites on earth, where each day billions of people purchased anything:


Digitalization makes it easier

With digitalization, it has become easier for online stores to manage their cash conversion cycle. For instance, think of the case in which you open up a store with a simple landing page. You don’t have anything down yet, but you start getting sales in.

Once an item gets pre-ordered, you can get it from a supplier and send it over to a final customer. In short, digitalization helps companies keep a more efficient inventory based on what customers order online even before they have it sitting in the inventories.

That is not an Amazon case. Amazon played the opposite business strategy: build giants super-organized inventories called Fulfillment Centers.

Fulfillment centers are the key to Amazon successful cash conversion cycle strategy

Amazon has been investing billions of dollars in automating and making more efficient its “fulfillment centers.” That, of course, helped the company to strengthen its cash conversion cycle:


Advantageous credits terms with suppliers

Another aspect is the company’s ability to negotiate convenient payment terms with its suppliers. If you’re able to stretch the payment agreement terms in a way that allows you to run your business on credit, it becomes easier to have excess cash to invest in the business operations growth. Just like Amazon has been doing in the last years.

Affiliate networks and programs


Affiliate marketing describes the process whereby an affiliate earns a commission for selling the products of another person or company. Here, the affiliate is simply an individual who is motivated to promote a particular product through incentivization. The business whose product is being promoted will gain in terms of sales and marketing from affiliates.

Another critical element of Amazon’s successful cash business strategy was built upon a network of publishers around the web, that in exchange for a referral to Amazon products could get a fee. This is the premise of affiliate marketing, on which Amazon has also built its fortune.

Key takeaways

  • The cash conversion cycle is a crucial aspect of any business in which success is based on short-term liquidity. When current assets minus current liabilities is positive, it means the company can generate extra cash from its operations.
  • If well managed the cash conversion cycle can become a sort of cash-making machine that generates additional liquidity for an organization.
  • This is a sort of financial model that combined with a viable business model can unlock substantial growth for the business!

Below a summary of how it all works:


Breaking down Amazon’s Flywheel


The Amazon Flywheel or Amazon Virtuous Cycle is a strategy that leverages customer experience to drive traffic to the platform and third-party sellers. That improves the selections of goods, and Amazon further improves its cost structure so it can decrease prices which spins the flywheel.

https://bit.ly/3F0seWC





How to Calculate Market Size

 Calculating market size is vital if your company has ambitions to grow within its current market or expand into new markets. Without this knowledge, it’s difficult to know where your brand stands relative to competitors in your market, and whether there is potential in the market for increasing sales and market share.

So, whether you want to plan where to expand your sales, launch new products or services, enter a new market or develop a marketing strategy for a targeted audience, an understanding of your market share is the crucial starting point.

To find out how you can calculate your market size, check out our infographic below.


https://bit.ly/3TNv7hp

понедельник, 17 октября 2022 г.

Net Promoter Score. How to Increase Loyalty of Existing Customers

 

What is NPS

NPS Loyalty Index (Net Promoter Score) – an index of determination of consumer commitment to a product or company (readiness index to recommend). Used to assess readiness for re-purchases.

A relatively young consumer loyalty assessment system. The method was first mentioned in the Harvard Business Review in December 2003.

Frederick Reicheld is considered the founder of the method. He first announced the method in the article The One Number You Need to Grow, published in the Harvard Business Review in December 2003. In 2006, he released a book entitled: The Ultimate Question: Driving Good Profits and True Growth. In it, he continued his arguments on the theme of loyalty, profitability and company growth.


Net Promoter Score Book

How to Measure NPS

Clients of the company are invited to answer the question.

“What is the probability that you would recommend a company / product / brand to your friends / acquaintances / colleagues?” On an 11-point scale, where 0 corresponds to the answer “I will not recommend it in any way”, and 10 – “I will definitely recommend”.

Based on the estimates obtained, all consumers are divided into 3 groups:
9-10 points – product / brand promoters, 7-8 points – neutrals / passive, 0-6 points – critics (detractors).

The formula for calculating the index:
Net Promoter Score =% promoters -% critics

NPS Formula

NPS Goals

Goal 1

Determine who our client is in relation to the company, products and services.

Goal 2

Find out why our client belongs to this category.

Goal 3

Hear the customer.

Goal 4

Increase the percentage of promoters.

Goal 5

Introduce quarterly monitoring of customer satisfaction based on the Net Promoter Score methodology.

Result


Satisfied customer

  • buys more
  • buys more often
  • recommends

In the nearest future I will share with you some work I’ve done in the filed of NPS in the past couple of years.

https://bit.ly/3gcmoac

The ValueHub™ Theory (2)

 You may first want to read part one - bit.ly/3eWYdMo

If you already have, let’s have a look at how the ValueHub™ theory evolved into the shape and layout of the ROUNDMAP™.

The 4th step was a major one. Since engagement depends on two interconnecting parties – employee engagement (inner circle to the firm’s ValueHub) on one hand and customer engagement (outer circle of the buyer’s ValueHub) on the other – I started to perceive it as two circles (in opposite direction) interlinking the two ValueHubs, while both are probing, sensing, scanning, exploring, and messaging each other. This is what Porter referred to as ‘signaling’:


As we’ve discussed in the first part, the theory of the ValueHub™ came from describing the content intake, curation, and delivery process of a radio station. This then led to an hourglass-type shape, containing two funnels, one of Value Intake (inward) and one of Value Delivery (outward), with a Value Creation process in the middle. By replacing ‘content’ by ‘value’ and ‘curation’ by ‘creation’ the ValueHub™ came to be.

Value creation is the performance of actions that increase the worth of goods, services or even a business. Many business operators now focus on value creation both in the context of creating better value for customers purchasing its products and services, as well as for shareholders in the business who want to see their stake appreciate in value.

This representation allowed us to conceptualize the following situation: one ValueHub™ having a surplus of value (derived from the value it created) whilst another ValueHub™ experiences a deficit (relative to the value it wants to create or obtain). If both agree to exchange value (for credit), the value will start to flow from one hub to the other until the mutual value differential is being neutralized, i.e., the customer’s need fulfilled.

Competitive differentiation, and therefore competitive advantages, can be derived from three phases of the ValueHub™: Intake, Creation and Delivery. Value Capture is the process of retaining some percentage of the value provided in every transaction, it can only be minimized or maximized.

Signaling

How do ValueHubs become aware of each other value surplus and deficit?

Signaling does. Michael Porter made a distinction between market and customer signals in his bestseller Competitive Advantages. While potential buyers signal their needs – by searching online, browsing your website or any behavior that indicates customer intent – sellers, obviously, send out signals too. PR, blogs, advertising, and webinars are just a few examples of signals to let potential buyers know about the value they have to offer.

Therefore, certain signals will drive buyers towards the firm. Porter suggested two criteria: signaling criteria and use criteria. Use criteria are what the solution is intended for (functionally and emotionally), while the signaling criteria involve channels, formats, brand image, etc.

Obviously, buyers receive signals from multiple sellers. The firm. therefore, needs to signal what is called ‘differential value’:

Differential value is the economic expression of the unique portion of your value proposition.  It is your next best alternative. As such, differential value adds knowledge and context to the concept of “value”. It’s not just a nebulous description of what the customer gets for their money. Instead, it describes how and why the customer can only obtain this particular value by purchasing this particular product. It provides an easily identifiable means of comparing products that doesn’t rely strictly on price.

This differential value is a perception: it is most often not actual or absolute. A car made by brand X may have identical absolute value as a car offered by brand Y, at least if we consider its usability to drive from A to B. However, the perceived value from brand X over Y, and therefore the differential value of X over Y, can be significant in the mind of person 1, while person 2 might perceive the contrary. So, by signaling differential value some buyers will prefer solution A over B, while others might prefer B over A.

Chains or Streams

If we are to represent the ValueHub™ theory in a value chain, value stream, value network or value pool (or what have you), it will look like this:


For example, a car manufacturer requires steel sheets from a steel factory (#1) to be able to mold the sheets into body parts of the car. After the car is assembled (#2) and distributed to a dealer (#3), it can be sold to a customer (#4), who uses it to drive to work to make an income. Most ValueHubs require value from other ValueHubs to be able to create, deliver and capture value.

Traditionally the customer is the end-node of a value chain, but with the rise of the prosumer, we’ve seen more and more consumers actively participate in value chain processes.

Engagement

While signaling differential value attracts some buyers to the firm, it requires engagement from both parties, not just to deliver one-off value but to keep the relationship ongoing. Employee and customer engagement are therefore two separate circles – an inner and an outer circle – as each serves its own value creation process.

Buying Stages

However, there was another aspect I had to consider to complete the picture. Signaling does not lead to purchase by itself: customers need to be informed, persuaded, and so on, to get them to purchase and return. In other words, the process of buying and selling goes through several stages or steps.

Ok, now let’s focus on the firm’s Value Delivery section (surplus) and the customer’s ValueHub:


and while keeping the firm’s ValueHub™ in the center, represented by the + sign, now map the buying stages transitioning around it:



OK, let’s turn this into a more conceptual perspective:


Again, in the middle is the firm’s ValueHub™, represented by a + sign. The potential customer is represented by an empty hourglass (1). Turning clockwise: if the marketing signals are relevant, the customer may want to investigate similar solutions (2). However, if the signals are not relevant the messages will be ignored. If the solution offers more differential value than other solutions and the firm is trustworthy, the customer will likely purchase (3), if not, he/she will leave (dashed line).  If the product meets the customer’s expectations, he/she will be satisfied (4). If not, he/she will likely complain, or worse, return the product. If the customer has a perception of future value, he/she will likely want to become engaged in an ongoing customer relationship and return (1).

ROUNDMAP™

Obviously, the ROUNDMAP contains not 4 but many more steps. Regardless, you now understand how the ROUNDMAP™ evolved out of the ValueHub™ theory.

CheckThe best way to perceive the ROUNDMAP™ is a representation of your firm’s ValueHub™ (located in the middle), while it signals differential value to (potential) buyers and at the same time receives signals that it needs to interpret, in order to progress buyers (step by step clockwise) through the Integrated Customer Lifecycle™.

 

However, as we discussed, some lifecycles will be completed, others will stall. A way to perceive these dynamics is the following animation:


We’ve enjoyed describing our theory and we hope you find it useful in understanding the ROUNDMAP’s circular logic.

EDWIN KORVER

Architect of ROUNDMAP™ - Advancing Grandmastership of Business™ ✪ Business Model Matrix™ ✪ Polymath ✪ Generalist ✪ Systems Thinker ✪ Board Member, CEO CROSS-SILO BV


https://bit.ly/3yLdKG2