1
00:00:00,920 --> 00:00:04,440
[ELECTRONIC MUSIC]

2
00:00:13,840 --> 00:00:17,960
Welcome to this video-lecture
of Live Text Access:

3
00:00:18,000 --> 00:00:21,240
Training for
real-time intralingual subtitlers.

4
00:00:24,080 --> 00:00:28,520
This is unit 4. Entrepreneurship
and service competence.

5
00:00:28,560 --> 00:00:31,560
Element 3: Business strategies.

6
00:00:33,400 --> 00:00:35,360
My name is Julia Borchert

7
00:00:35,400 --> 00:00:39,600
and this lecture is about developing
an own service portfolio.

8
00:00:39,640 --> 00:00:46,120
The materials are created
by SUBTI-Access and ZDF Digital.

9
00:00:47,560 --> 00:00:49,720
This is the learning outcome:

10
00:00:49,760 --> 00:00:53,440
The trainee can develop
an own service portfolio

11
00:00:53,480 --> 00:00:55,840
and adapt it to the market needs.

12
00:00:57,120 --> 00:00:59,040
Here you see the agenda.

13
00:00:59,080 --> 00:01:02,400
At first something about
identification of strengths,

14
00:01:02,440 --> 00:01:05,160
weaknesses,
opportunities and threats.

15
00:01:05,200 --> 00:01:08,760
After that we will have a look
how to create a business model

16
00:01:08,800 --> 00:01:11,760
with the help
of the canvas business model.

17
00:01:11,800 --> 00:01:14,680
And at the end a portfolio analysis

18
00:01:14,720 --> 00:01:18,080
using the Boston Consulting Group -
Matrix.

19
00:01:21,720 --> 00:01:25,680
Let’s get started with a method
how to Identify strengths,

20
00:01:25,720 --> 00:01:28,600
weaknesses,
opportunities and threats.

21
00:01:30,960 --> 00:01:33,520
The SWOT Analysis.

22
00:01:33,560 --> 00:01:37,800
A SWOT Analysis provides
a comprehensive overview

23
00:01:37,840 --> 00:01:41,480
of how you can position yourself
on the market.

24
00:01:41,520 --> 00:01:46,200
You can use it when you want
to gather information about you,

25
00:01:46,240 --> 00:01:52,800
your business, your organization, or
your process, or a special project.

26
00:01:56,800 --> 00:02:02,400
A SWOT Analysis can be implemented
via an internal analysis:

27
00:02:02,440 --> 00:02:05,400
brainstorming of your strengths
and weaknesses,

28
00:02:05,440 --> 00:02:07,880
your opportunities and threats.

29
00:02:07,920 --> 00:02:11,720
Ideally work in an S-shaped flow.

30
00:02:11,760 --> 00:02:15,440
Start with strengths,
then move to weaknesses,

31
00:02:15,480 --> 00:02:19,960
then opportunities,
and finally threats.

32
00:02:24,000 --> 00:02:29,040
What exactly is meant by these
four factors you should analyse?

33
00:02:29,080 --> 00:02:33,560
Strengths are things internal
to your business, organization,

34
00:02:33,600 --> 00:02:38,120
process, or project,
that are within your control.

35
00:02:38,160 --> 00:02:43,200
Weaknesses are also internal factors
within your control.

36
00:02:43,240 --> 00:02:48,560
These might be obstacles,
blockers, or other things

37
00:02:48,600 --> 00:02:51,680
that obstruct
your ability to meet your goals.

38
00:02:52,680 --> 00:02:58,520
Opportunities should be treated as
external factors that the business,

39
00:02:58,560 --> 00:03:04,720
organization, process, or project
should or could develop.

40
00:03:04,760 --> 00:03:09,600
Ideally, these already exist
in some fashion.

41
00:03:09,640 --> 00:03:13,440
Threats are external factors
to your business,

42
00:03:13,480 --> 00:03:16,280
organization, process, or project.

43
00:03:16,320 --> 00:03:21,280
These are beyond your control
but are good to be aware of

44
00:03:21,320 --> 00:03:23,520
because of the potential risk.

45
00:03:27,360 --> 00:03:29,600
Answer the following questions

46
00:03:29,640 --> 00:03:32,840
to start planning
your next plan of attack.

47
00:03:32,880 --> 00:03:38,520
How do you use your strength
to take advantage of opportunities?

48
00:03:38,560 --> 00:03:41,560
And how do you overcome weakness

49
00:03:41,600 --> 00:03:46,320
preventing you from taking advantage
of opportunities?

50
00:03:48,160 --> 00:03:53,400
Furthermore: How can your strength
reduce the probability of threats?

51
00:03:53,440 --> 00:03:59,280
What can you do about your weakness
to make the threats less likely?

52
00:04:01,280 --> 00:04:05,480
Let’s take a look at creating
a business model now.

53
00:04:07,920 --> 00:04:10,720
What is the Business Model Canvas?

54
00:04:10,760 --> 00:04:15,000
It facilitates the structured
and clear presentation

55
00:04:15,040 --> 00:04:17,000
of your business model.

56
00:04:17,040 --> 00:04:21,680
The Business Model Canvas
serves for the analysis

57
00:04:21,720 --> 00:04:23,600
of existing business models

58
00:04:23,640 --> 00:04:26,800
or for the development
of new business models.

59
00:04:29,480 --> 00:04:32,600
The right side
of the Business Model Canvas

60
00:04:32,640 --> 00:04:36,640
focuses on the customer,
the external.

61
00:04:36,680 --> 00:04:42,160
While, the left side of the canvas
focuses on the business, internal.

62
00:04:45,440 --> 00:04:48,640
Both -
external and internal factors -

63
00:04:48,680 --> 00:04:51,880
meet around the value proposition,

64
00:04:51,920 --> 00:04:55,920
which is the exchange
of value between your business

65
00:04:55,960 --> 00:04:58,520
and your customer or clients.

66
00:05:00,840 --> 00:05:05,400
Here you can see an example
of a Business Model Canvas structure

67
00:05:05,440 --> 00:05:09,120
with all relevant questions
that should be answered.

68
00:05:09,160 --> 00:05:12,200
Like you can see it’s very detailed

69
00:05:12,240 --> 00:05:17,920
and to explain everything now
would go beyond the scope.

70
00:05:17,960 --> 00:05:23,120
But you can find this table as a
template at the additional material.

71
00:05:32,440 --> 00:05:36,280
Let’s talk now
about a portfolio analysis.

72
00:05:37,600 --> 00:05:41,880
BCG-Matrix is named
after the Boston Consulting Group

73
00:05:41,920 --> 00:05:49,320
and was created in 1968
by BCG's founder, Bruce Henderson.

74
00:05:49,360 --> 00:05:52,880
This Matrix is a portfolio
management framework,

75
00:05:52,920 --> 00:05:57,720
which helps companies to decide how
to prefer their different businesses.

76
00:05:59,240 --> 00:06:03,280
It is a table,
split into four quadrants,

77
00:06:03,320 --> 00:06:05,640
each with its own unique symbol

78
00:06:05,680 --> 00:06:10,440
that represents a certain degree
of profitability.

79
00:06:10,480 --> 00:06:15,920
By assigning each business
to one of these four categories,

80
00:06:15,960 --> 00:06:20,760
executives could then decide
where to focus their resources

81
00:06:20,800 --> 00:06:24,480
and capital
to generate the most value,

82
00:06:24,520 --> 00:06:27,480
as well as where to cut their losses.

83
00:06:29,760 --> 00:06:33,800
Here you can see the colourful
Boston Consulting Group Matrix.

84
00:06:33,840 --> 00:06:38,080
I will explain it to you and describe
each category very shortly.

85
00:06:38,120 --> 00:06:41,240
Let’s start with the cow.

86
00:06:41,280 --> 00:06:45,000
It's low Growth and High Share
at the bottom left:

87
00:06:45,040 --> 00:06:50,840
Companies should milk these
“cash cows” for cash to reinvest.

88
00:06:52,840 --> 00:06:58,680
The red one. High Growth,
High Share at the top left:

89
00:06:59,680 --> 00:07:05,040
Companies should significantly
invest in these “stars”

90
00:07:05,080 --> 00:07:08,600
as they have high future potential.

91
00:07:11,960 --> 00:07:16,720
The purple one. High Growth
and Low Share at the top right:

92
00:07:16,760 --> 00:07:21,680
Companies should invest in
or discard these “question marks”

93
00:07:21,720 --> 00:07:25,200
depending on their chances
of becoming stars.

94
00:07:28,200 --> 00:07:33,960
And the green one. Low Share
and Low Growth at the bottom right:

95
00:07:34,000 --> 00:07:41,480
Companies should liquidate,
divest, or reposition these “dogs”.

96
00:07:45,480 --> 00:07:47,840
Summary.

97
00:07:47,880 --> 00:07:52,000
A SWOT analysis provides
a comprehensive overview

98
00:07:52,040 --> 00:07:55,040
of how you can position yourself
on the market.

99
00:07:55,080 --> 00:07:58,400
It can be implemented
via an internal analysis:

100
00:07:58,440 --> 00:08:01,520
strengths, weaknesses,
opportunities and threats.

101
00:08:01,560 --> 00:08:07,360
The Business Model Canvas facilitates
the structured and clear presentation

102
00:08:07,400 --> 00:08:09,640
of your business model.

103
00:08:09,680 --> 00:08:15,320
BMC serves for the analysis
of existing business models

104
00:08:15,360 --> 00:08:18,560
or for the development
of new business models.

105
00:08:20,360 --> 00:08:25,080
The Boston Consulting Group Matrix
is a portfolio management framework

106
00:08:25,120 --> 00:08:28,760
using four categories
with its own unique symbol.

107
00:08:29,760 --> 00:08:33,920
It helps to decide where to
focus resources and capital

108
00:08:33,960 --> 00:08:38,600
to generate the most value,
as well as where to cut losses.

109
00:08:42,040 --> 00:08:43,720
Exercises.

110
00:08:43,760 --> 00:08:46,520
The exercises
for this video-lecture

111
00:08:46,560 --> 00:08:50,040
are in the trainer's guide
and the PowerPoint file.

112
00:08:51,480 --> 00:08:53,720
Thank you for your attention.

113
00:09:00,600 --> 00:09:04,040
[ELECTRONIC MUSIC]

114
00:09:10,000 --> 00:09:12,960
LTA - LiveTextAccess.

115
00:09:13,000 --> 00:09:16,320
Universitat Autònoma de Barcelona.

116
00:09:16,360 --> 00:09:20,560
SDI - Internationale Hochschule.

117
00:09:20,600 --> 00:09:25,160
Scuola Superiore
per Mediatori Linguistici.

118
00:09:25,200 --> 00:09:27,960
ZDF Digital.

119
00:09:28,000 --> 00:09:32,360
The European Federation
of Hard of Hearing People - EFHOH.

120
00:09:32,400 --> 00:09:36,760
VELOTYPE. SUB-TI ACCESS.

121
00:09:36,800 --> 00:09:42,960
European Certification and
Qualification Association - ECQA.

122
00:09:45,560 --> 00:09:50,480
Co-funded by the Erasmus+ Programme
of the European Union.

123
00:09:50,520 --> 00:10:06,280
Erasmus+ Project:
2018-1-DE01-KA203-004218.

124
00:10:06,320 --> 00:10:10,520
The information and views
set on this presentation

125
00:10:10,560 --> 00:10:14,920
are those of the authors
and do not necessarily reflect

126
00:10:14,960 --> 00:10:18,240
the official opinion
of the European Union.

127
00:10:18,280 --> 00:10:22,720
Neither the European Union
institutions and bodies

128
00:10:22,760 --> 00:10:29,200
nor any person acting on their behalf
may be held responsible for the use

129
00:10:29,240 --> 00:10:33,600
which may be made
of the information contained here.