BTS exam Flashcards

1
Q

Business model shifts
Service shift

A

From product to service
Goal: meet a job to be done/need
- end of ownership & prefer outcome over ownership
BMC changes: Revenue streams come from subscription / pay per use fee
Examples: Netflix, Felix, Check

Product design business model: designed to develop products in an efficient way
Service design business model: Get a job done for customers, meeting needs

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2
Q

Business model shifts:
Business model shift

A

A change in current business model
- Shift in customer segment or relation
- Shift in value proposition
- Shift in cost structure/ revenue streams
Think of the business model canvas

Due to external factors.

6 types of shifts:
1. Service shift
2. Digital shift
3. Stakeholder shift
4. Platform shift
5. Exponential shift
6. Circular shift

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3
Q

Business model shifts
Stakeholder shift

A

From shareholder to stakeholder
BMC changes: new customer segments, new partners, one customer segments fuels the other
Examples: Tony’s Chocolonely

  • “Robin Hood”
  • Serves both functional and emotional needs

Shareholder business model: aim is to return max. results to shareholders
Stakeholder business model: move from shareholder orientation to creating value for all stakeholders and society

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4
Q

Business model shifts
Digital shift

A

From physical to digital
BMS changes:
- channels: digital elements added
- Customer relationship: using digital technologies creates a better customer experience.
Examples: AH bonus, Online newspaper

Goal: Provide a smooth and seamless customer experience
- Design customer experience and track behavior.

Digital business model: use digital technologies to deliver great customer experiences.

Technology is the enables of the value proposition

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5
Q

Business model shifts
Platform shift

A

From pipeline to platform
Goal: Connecting people who have something to people who need something
BMC changes:
- key activities: connect supply and demand
- Key resources: strong digital capabilities
Examples: Airbnb, Uber

Pipeline business model: value is created in a linear shift (value chain)
Platform business model: facilitating exchange between people who need something and people who have something

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6
Q

Business model shifts
Exponential shift

A

From incremental to exponential
Goal: making disruptive & transformational changes resulting in rapid growth
BMC changes:
- Key activities: continuos experimentation
- Value prop: Value delivery by combining innovative technologies
Examples: Tesla, Apple

Incremental business model: Remaining status quo and slightly growing
Exponential business model: addressing grand challenge by investing in exponential tech

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7
Q

Business model shifts
Circular shift

A

From linear to circular
Goal: minimizing waste, maximize productivity & creating a closed loop system
BMC changes:
- Key activities: recycle: waste from production process is input for others
- Value proposition: repair services to expand lifetime
Examples: Patagonia, thrift shops

Linear business model: low quality, cheap production
Circular business model: waste & footprint are reduced

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8
Q

Finance

Pension funds

A

Funds that represent the retirement assets of workers
- Payment is received after retirement
- Contribute to individual pension accounts of employees

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9
Q

Finance

Pension funds foundations & endowment funds (schenkingen)

A

Non profit foundations & organizations which retain & invest funds over long periods of time to create stability

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10
Q

Finance
Buy side

Analysts

A

Value companies by creating forecasts and then making recommendations to investors

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11
Q

Finance
Buy side

Institutional investors

A

The buy side (money/asset managers)

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12
Q

Finance
Buy side

Mutual funds
(active and passive)

A

Have a collective of stocks that do not share the same risks (diversification)

Active: manager personally decides where to invest
Passive: Cheap, no need for manager, following mutual funds

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13
Q

Finance
Buy side

Sovereign wealth funds
(zelf beschikking van staten)

A

Countries with excess savings investing trough sovereign wealth funds

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14
Q

Finance
Buy side

Hedge funds
Going long - going short
(Hedge=protect)

A

(similar to mutual) Only so-called “sophisticated (rich) investors” can buy them. High risk

Long –> buy the stock
Short –> borrow stock, sell, buy back at lower rate

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15
Q

Finance
Sell side

Traders

A

Make money from the bid-ask spread and get a comission

Example: Ask= lowest price willing to sell = €10
Bid= highest price willing to sell €25
bid-ask spread = €15

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16
Q

Finance
sell side

Sales people

A

Sell stocks/bonds to the buy side

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17
Q

Finance
Sell side

Invetsment bankers

A

Work with companies that either want to buy or sell operating assets “brokers for business”

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18
Q

Finance
Incentives for equity analysts

Ranking systems
(what problem does it create)

A

The higher the rank, the higher the reward

Problem: young investors say extreme things, if they are right, their ranking shoots up

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19
Q

Finance
Special Purpose Vehicle (SPV)

A

A subsidiary created by a parent company to isolate financial risk

Benefits:
- Isolate financial risk
- Direct ownership of financial assets
- Hold companies key properties

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20
Q

Finance
Risk mitigation

A

The SPV’s help the parent company to isolate risk in projects or operations legally.

Securitization of loans is one of the most common reasons for SPV

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21
Q

Finance
Joint venture

A

Business agreement where two or more parties pool their resources to accomplish a specific goal

The venture is it’s own entity
Common use: partner with local businesses to enter foreign markets

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22
Q

Finance
Joint venture
Types of JV

A
  1. Project based JV
  2. Vertical JV
  3. Horizontal JV
  4. Functional JV
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23
Q

Finance
Joint venture
Benefits

A
  • Penetrating new markets
  • synergy
    -maximum flexibility and limited liability
  • decreased go to market time
24
Q

Finance
Joint venture
Reasons

A
  1. Leverage resources –> combine resources of both companies
  2. reduce costs –> economies of scale result in lower price per unit
  3. Combine expertise –> different skills sets which compliment each other
  4. enter foreign markets
25
Q

Finance
joint venture
cons

A
  • Requires a lot of control
  • companies need same goals
  • difference in company culture & management style can be a barrier
  • multiple management teams involved
26
Q

Finance
Consortium

A

Similar to Joint Venture, but more informal

27
Q

Finance
Merges and acquisitions
How an acquirer can improve it’s targets competitiveness

A
  1. Being a smarter provider of growth capital
  2. providing a better managerial oversight
  3. Transferring valuable skills
  4. Sharing valuable capabilities
28
Q

Finance
Business unit within a company
Considerations

A
  • Fiscal factor –> possible tax losses / tax structure optimization
  • Capital markets factor –> cheaper financing activities using commissioners’ risk profile
  • Foreign exchange factor –> natural hedging is possible when the same currency as revenue & costs are earned
  • Governance & reputation factors –> Low risk, less flexible, decision making takes time
29
Q

Finance
Mergers and acquisitions
Checklist for oppertunity

A
  • Identify target
  • Asses chance of succes
  • Value the target
  • Legal compliance
  • Integration
30
Q

Finance
Mergers and acquisitions
Benefits

A
  • Encourage teamwork
  • Bigger marketshare
  • Better performance
31
Q

Finance
Mergers and acquisitions
Motivations

A
  • Growth
  • Regulation
  • New opportunities
  • Economies of scale
  • New technology
  • Tax purposes
32
Q

Finance
Mergers and acquisitions
Types

A
  • Vertical acquisition
    –> typically when a company buys one of their suppliers, boosts profits
  • Horizontal acquisitions
    –> Company takes over a company that operates at the same level
    -Diversification
33
Q

Finance
Mergers and acquisitions
Merger considerations

A
  • Fiscal factor
    –> depending on how assets are valued tax consequences might occur
  • Capital market factor
    –> financing need is often less than acquisition
  • Reputation factor
    –> Merger seems more friendly than acquisition
34
Q

Finance
Mergers and acquisition
Acquisition considerations

A
  • Fiscal factor
    –> target company continues to pay tax
  • Capital market factor
    –> Big financing will be involved
  • Foreign exchange factor
    –> Could have significant impact due to different locations of companies
  • Reputation factor
    –> can strengthen or weaken the companies reputation
35
Q

Finance
Capital raising implications for chosen structure
- Business unit financing

A

Business unit financing
–> New projects and ideas are financed trough the company’s available resources

36
Q

Finance
Capital raising implications for chosen structure
- SPV

A

SPV financing
Isolated via a separate legal entity
- Intercompany loans provided by the commissioner
- Selling shares from SPV’s to investor
- Corporate bonds

37
Q

Finance
Capital raising implications for chosen structure
- Joint venture

A

JV financing
- Loans provided by JV partners
- (depending on legals) external financing via banks

38
Q

Finance
Capital raising implications for chosen structure
- M&A financing

A

M&A financing
- Exchange stock
- Debt financing
- Cash
- Leverage buy out
- Bank loan

39
Q

Law
5 conditions to enter into a contract

A
  1. The offer
  2. The acceptance
  3. The consideration (who is paying what)
  4. Competency and capacity
  5. Legal intent
40
Q

Law
Why do we need contracts

A
  • Misunderstanding of the agreement
  • Supplier does not supply what is agreed
  • Buyer refused to pay
  • Supplier causes damage
41
Q

Law
6 elements of a contract

A
  1. Description of all parties involved
  2. Jurisdiction of the contract (validity, correctness & enforcement)
  3. Nature of the consideration (rights granted)
  4. The definition and interpretation of terms used in the contract
  5. The duration and territory
  6. Obligations associated with each role & terms and conditions for invoicing and payment
42
Q

Leadership
Situational leadership
Purpose

A
  • Open communication
  • Help other develop competence & commitment
  • teach other how to provide on their own direction & support
  • Value and honor differences
43
Q

Leadership
Situational leadership
3 skills

A

Diagnosis, flexibility, partnering for performance

44
Q

Leadership
4 development levels

A

D4, self reliant. High competence & commitment
D3, moderate to high competence, variable commitment
D2, low to some competence, low commitment
D1, low competence, high commitment

45
Q

Leadership
4 development levels
D4 characteristics

A

D4, Self reliant achiever
- expert
- inspired / inspires others
- accomplished

46
Q

Leadership
4 development levels
D3 characteristics

A

D3, Capable but cautious performer
- Self critical
- Contributing
- Insecure

47
Q

Leadership
4 development levels
D2 characteristics

A

D2, Dillusioned learner
- Demotivated
- Confused
- Overwhelmed / frustrated

48
Q

Leadership
4 development levels
D1 characteristics

A

D1, Enthusiastic learner
- curious
- optimistic / hopeful
- inexperienced

49
Q

Leadership
Positive leadership
4 characteristics of a meaningful job

A
  1. Positive impact
  2. Core individual values
  3. Long-term impact
  4. Community
50
Q

Leadership
Transactional leadership
4 characteristics

A
  1. Idealized influence (role model)
  2. Inspirational motivation (rewards)
  3. Intelectual stimulation
  4. Individualized consideration
51
Q

Leadership
Transactional leadership
3 characteristics

A
  • Management by exceptions
  • Promises reward for good performance
  • Laissez-faire
52
Q

Ethics
Identifying problems & solutions
Shareholders

A
  • Conflict of interest, executive compensation, dividend policy, governance

Solution: fair & transparent compensation structure which aligns pay & performance

53
Q

Ethics
Identifying problems & solutions
Employees

A
  • Fair treatment, compensation, diversity, rights, health & safety

Solution: fair wages, safe & inclusive environment, policies & innovations protecting wellbeing

54
Q

Ethics
Identifying problems & solutions
Consumers

A

Deceptive advertising, product safety, fair pricing, customer privacy

Solution: Recall or replace product as soon as it becomes known, provide accurate & transparent info to customers, disclosing risks

55
Q

Ethics
Identifying problems & solutions
Suppliers & competitors

A

Supplier relation, labor practices in supply chain, responsible sourcing

Solution: thorough due diligence of suppliers for labor practice, responsible sourcing policies, collaborate with suppliers to improve conditions, insource supplyEthics
Identifying problems & solutions
Shareholders

56
Q

Ethics
Identifying problems & solutions
Civil society

A

Corporate Social Responsibility (CSR) impact on society, pollution, local communities, health & environment

Solution: Implement sustainable practices to minimize harm, engage community, partnership to adres concerns