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A Business Model Canvas is a strategic management and entrepreneurial tool that allows you to describe, design, challenge, invent, and pivot your business model1.A Business Model Canvas consists of nine building blocks that cover the four main areas of a business: customers, offer, infrastructure, and financial viability2. These building blocks are:Value Proposition: The value that you deliver to your customers and the problem that you solve for them.Customer Segments: The different groups of people or organizations that you aim to reach and serve.Channels: The ways that you communicate with and deliver value to your customers.Customer Relationships: The types of relationships that you establish and maintain with your customers.Revenue Streams: The sources of income that you generate from your value proposition.Key Resources: The most important assets that you need to create and deliver your value proposition.Key Activities: The most important things that you do to create and deliver your value proposition.Key Partnerships: The network of suppliers and partners that help you create and deliver your value proposition.Cost Structure: The most significant costs that you incur to create and deliver your value proposition.A Business Model Canvas is a useful artifact to bring all the key dimensions of the Smart Battery initiative together in a single window, to have a unified, consistent, holistic view of the initiative. By using a Business Model Canvas, you can:Visualize the entire business model of the Smart Battery initiative on one page.Identify the gaps, inconsistencies, or conflicts among the different elements of the business model.Align the value proposition, cost structure, revenue streams, partners, and channels with the customer segments and their needs.Test and validate your assumptions and hypotheses about the business model.Iterate and improve your business model based on feedback and data.VerifiedReference:1: https://www.strategyzer.com/canvas/business-model-canvas |2: https://www.investopedia.com/terms/b/business-model-canvas.asp

The Sustainable Business Model Canvas approach for assessing new business models, especially for smaller farms with smaller budgets, starts with understanding the unique value propositions tailored to the needs of smallsize farm owners. This is crucial in creating offerings that resonate well with the target market's requirements and constraints. Following this, detailing customer relationships and channels becomes essential in establishing and maintaining a strong connection with the market segment, ensuring the delivery mechanism aligns with their preferences and capabilities. The next step involves identifying the key activities, resources, and partnerships necessary to deliver on the value proposition effectively, which is critical for operational execution and sustainability. Subsequently, defining the revenue streams and cost structure is paramount to ensure financial viability and strategic pricing that aligns with the target market's budgetary limitations. Lastly, delineating the eco-social benefits and costs integrates the broader impact of the business model, aligning with sustainable and ethical business practices, which is increasingly important for modern enterprises. Reference = This sequence is aligned with the methodologies proposed by Alexander Osterwalder in the context of business model development and specifically tailored by SAP for digital business modeling and value engineering within the SAP ecosystem. This approach encompasses strategies for optimizing business processes through value discovery workshops and the application of value management processes across various lifecycle phases (Source: SAP Enterprise Support Services documentation, Digital Business Modelling guidelines, and SAP Value Engineering methodologies).

Identifying the online marketing business capabilities and processeswill help to understand the current state of the ecosystem and identify the areas where improvement is needed. For example, if the ecosystem does not have the ability to track leads or manage customer relationships, then these will be areas that need to be addressed.Identifying the key organizational units, partners, and stakeholder groups that make up the online marketing ecosystemwill help to understand the relationships between the different entities in the ecosystem and identify the dependencies between them. For example, if the marketing team relies on the sales team to provide leads, then this dependency will need to be considered when designing the new ecosystem.The other two options, Identifying a suitable online marketing application that is better integrated with SAP CRM and ECC and can replace the existing one and Drawing an organization map highlighting the inter relationships and hierarchies amongst the above organizational units, partners, and stakeholder groups, are not as critical at this stage. The application can be identified and the organization map can be drawn once the business capabilities and processes have been identified and the key organizational units, partners, and stakeholder groups have been identified.Therefore, the best course of action is to identify the online marketing business capabilities and processes and identify the key organizational units, partners, and stakeholder groups that make up the online marketing ecosystem. This will help to understand the current state of the ecosystem and identify the areas where improvement is needed.

In order to rejuvenate the online marketing efforts with a set of employees and partners, creating a stakeholder map is the appropriate next step. A stakeholder map will help to identify and categorize all the relevant parties involved in the online marketing ecosystem, including internal and external stakeholders, their interests, influence, and the relationships between them. This artifact provides a visual representation of all stakeholders, their expectations, and requirements, which is critical for developing a targeted strategy for rejuvenation. Reference = Stakeholder mapping is a common practice in enterprise architecture to ensure that all parties affected by a project are identified and their needs are considered in the decision-making process.

Starting with the current processeswill help to understand the capabilities that are needed in a new application. This will help to narrow down the field of potential applications and identify those that are most likely to meet the needs of Wanderlust.Mapping business capabilities to these processeswill help to identify the gaps in the current capabilities and the areas where improvement is needed. This will help to ensure that the new application meets the needs of Wanderlust and addresses the issues plaguing the existing application.Relating Wanderlust processes to industry standard processeswill help to identify applications that are already being used by other organizations. This can be a good way to ensure that the new application is compatible with other systems and that it can be easily integrated with existing systems.The other two options, Comparing the costs of those market leading online marketing applications and Understanding the features of leading online marketing applications available in the market through product demonstrations and ranking the applications in terms of features, are not as critical at this stage. The costs of the applications can be compared once the shortlist of applications has been finalized. The features of the applications can be understood through product demonstrations once the shortlist has been finalized.Therefore, the best course of action is to start with the current processes, map business capabilities to these processes, and identify which application(s) in the market can deliver such capabilities. This will help to narrow down the field of potential applications and identify those that are most likely to meet the needs of Wanderlust.Here are some of the benefits of taking a process-centric approach to selecting a new marketing application:It can help to ensure that the new application meets the needs of the business.It can help to identify applications that are already being used by other organizations.It can help to ensure that the new application is compatible with other systems and that it can be easily integrated with existing systems.

The connection between SAP's Business Process Model (BPM) and the Business Capability Model (BCM) lies in how the end-to-end business processes are enabled by the business domains and capabilities outlined in the BCM. Each business activity in the BPM is supported by one or more business capabilities from the BCM. This linkage ensures that the company's capabilities are directly tied to the business activities and processes, providing a clear line of sight from high-level business strategy down to operational execution. Reference = This connection is standard in enterprise architecture where processes are designed to be supported by capabilities, ensuring that capabilities provide the necessary functions to execute the processes effectively.

Given the strategic goal of Green Elk & Company to expand significantly in emerging markets, the implementation approach must consider the need for localization while maintaining standardization across the organization. A Phased by Company implementation (Option D) is most suitable as it allows the company to gradually roll out the new S/4HANA systems regionally. This approach supports the requirement for a high degree of standardization, as each phase can ensure that the core elements of the system remain consistent while allowing for regional adaptations for smaller farms with limited budgets. This method reduces risk compared to a Big Bang approach, which would involve implementing everything at once and could be more disruptive, particularly in a diverse market landscape like Asia.Case studies or SAP whitepapers on implementing S/4HANA in a global context with a need for both localization and standardization.SAP implementation guides that discuss different rollout strategies, particularly for companies operating in multiple and diverse regions.

After the business, application/data, and technology architecture designs have been created, it is vital to engage with stakeholders to review these artifacts and gain their sign-off, ensuring that the designs meet the business requirements and are aligned with the strategic direction of the company. Transition Architectures are an essential part of building the Architecture Roadmap as they provide interim 'target states' that enable the organization to move towards the final architecture in a controlled manner. Creating the initial drafts of the work packages and the project/rollout plan is necessary to commence the detailed planning for implementation.Reference = This approach is documented within the SAP Enterprise Architecture development process, which underscores the importance of stakeholder engagement, Transition Architectures, and detailed planning for successful EA implementation. Relevant documents include 'SAP Enterprise Architecture Framework' and 'Transition Architecture Planning in SAP Environments.'