Download - Business Model Canvas (Dr. Htet Zan Linn)
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BUSINESS BUSINESS MODEL MODEL CANVASCANVAS
Idea to Business Workshop
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BUSINESS IDEABUSINESS IDEA
Who does What
Whom What Outcome
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BUSINESS MODELBUSINESS MODELHow Organization
creates
capturesdelivers
valuevalue
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BUSINESS MODEL BUSINESS MODEL CANVASCANVAS
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CUSTOMER SEGMENTATIONSCUSTOMER SEGMENTATIONS
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Different groups of people or organizations an enterprise
aims to reach and serve
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CUSTOMER GROUPS …CUSTOMER GROUPS …
Mass market (e.g., consumer electronics)
Niche market (e.g., supplier-buyer relationship)
Segmented (e.g., watch industry)
Diversified (e.g., cloud computing)
Multi-sided (e.g., credit card)
11CUSTOMER SEGMENTATIONS
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THE BUSINESS MODEL CANVASTHE BUSINESS MODEL CANVASCS
mass marketmass market
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VALUE PROPOSITIONSVALUE PROPOSITIONS
the bundle of products and services that can create value
for a specific customer segments
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22VALUE PROPOSITIONS
VALUES MAY BE …VALUES MAY BE … Quantitative (e.g., Price, Speed of Service)
Qualitative (e.g., Design, Customer Experience)
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22VALUE PROPOSITIONS
VALUES SPECTRUMVALUES SPECTRUM
Newness
Performance
Customization
Getting the JOB Done
Design
Brand/ Status
Price
Cost Reduction
Accessibility
Convenience/ Usability
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THE BUSINESS MODEL CANVASTHE BUSINESS MODEL CANVASCS
mass marketmass marketseamless
music experience
seamless music
experience
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CHANNELSCHANNELS
how a company communicates with and reach its customer
segments to deliver a value proposition
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Sales Force
Web Sales
Own Stores
Partner
Stores
Wholesaler
------------------------------------------------------------------Channel TypesChannel Types
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Ow
n Dir
ect
Part
ner
Ind
irect
Channel PhasesChannel Phases
How do we raise aware-
ness about our
company’s products and
services?
1. Awareness 1. Awareness
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Sales Force
Web Sales
Own Stores
Partner
Stores
Wholesaler
------------------------------------------------------------------Channel TypesChannel Types
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Ow
n Dir
ect
Part
ner
Ind
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Channel PhasesChannel Phases
How do we help
customers evaluate our
organization’s Value
Proposition?
2. Evaluation 2. Evaluation
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Sales Force
Web Sales
Own Stores
Partner
Stores
Wholesaler
------------------------------------------------------------------Channel TypesChannel Types
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Ow
n Dir
ect
Part
ner
Ind
irect
Channel PhasesChannel Phases
How do we allow custom-
ers to purchase specific
products and services?
3. Purchase3. Purchase
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Sales Force
Web Sales
Own Stores
Partner
Stores
Wholesaler
------------------------------------------------------------------Channel TypesChannel Types
---------------------------
------------------------------------------------
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Ow
n Dir
ect
Part
ner
Ind
irect
Channel PhasesChannel Phases
How do we deliver a
Value Proposition to
customers?
4. Delivery4. Delivery
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Sales Force
Web Sales
Own Stores
Partner
Stores
Wholesaler
------------------------------------------------------------------Channel TypesChannel Types
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------------------------------------------------
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---------------------------
Ow
n Dir
ect
Part
ner
Ind
irect
Channel PhasesChannel Phases
How do we provide post-
purchase customer
support?
5. After sales 5. After sales
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TRICKTRICK
To find the right balance between the
different types of channels to integrate
them in a way to create a great customer
experience, and to maximize revenue
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Customer Segments, Value Proposition and
Channels
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33CHANNELS
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THE BUSINESS MODEL CANVASTHE BUSINESS MODEL CANVASVP CR CS
CH
Apple comApple com
mass marketmass market
retail storesretail stores
Apple storesApple stores
seamless music
experience
seamless music
experience
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Customer RelationshipsCustomer Relationships
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44CUSTOMER RELATIONSHIPS
CR - CR - CUSTOMER CUSTOMER RELATIONSHIPSRELATIONSHIPS
Types of relationships a company establishes
with specific customer segments
Range from Personal to Automated
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44CUSTOMER RELATIONSHIPS
TYPES OF CRTYPES OF CR Personal assistance Personal assistance (human interaction)
Dedicated personal assistance Dedicated personal assistance (customer representative)
Self-serviceSelf-service (no direct relationship with customer)
AutomatedAutomated (self-service with automated processes)
CommunitiesCommunities (connections between community members)
Co-creation Co-creation (beyond the traditional customer-vendor relationship to co-create values with customers)
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Building Strong with Customer Segments, Value
Propositions and Channels
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THE BUSINESS MODEL CANVASTHE BUSINESS MODEL CANVASVP CR CS
CH
i Tunes storei Tunes store
Apple comApple com
mass marketmass market
lovemarklovemark
switchingcosts
switchingcosts
retail storesretail stores
Apple storesApple stores
seamless music
experience
seamless music
experience
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REVENUE STREAMSREVENUE STREAMS
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55REVENUE STREAMS
REVENUE STREAMSREVENUE STREAMS
1. Transaction revenues resulting from one-time customer payments
2. Recurring revenues resulting from ongoing payments to either deliver a Value Proposition to customers or provide post-purchase customer support
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There are several ways to generate Revenue Streams:
Asset sale
Usage fee
Subscription fees
Lending/Renting/Leasing
Licensing
Brokerage fees
Advertising 5555
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THE BUSINESS MODEL CANVASTHE BUSINESS MODEL CANVASVP CR CS
CH
R$
Some music
revenuesSome music
revenues
largehardwarerevenues
largehardwarerevenues
i Tunes storei Tunes store
Apple comApple com
mass marketmass market
lovemarklovemark
switchingcosts
switchingcosts
retail storesretail stores
Apple storesApple stores
seamless music
experience
seamless music
experience
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KEY RESOURCESKEY RESOURCES
The Key Resources Building Block describes the most
important assets required to make a business model work
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66KEY RESOURCES
Key Resources can be categorized as follows:
1
Physical
2
Intellectual
3
Human
4
Financial
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THE BUSINESS MODEL CANVASTHE BUSINESS MODEL CANVASVP CR CS
KR CH
R$
Some music
revenuesSome music
revenues
largehardwarerevenues
largehardwarerevenues
i Tunes storei Tunes store
Apple comApple com
mass marketmass market
lovemarklovemark
switchingcosts
switchingcosts
retail storesretail stores
Apple storesApple stores
i Tunes softwarei Tunes
software
i Pod hardware
i Pod hardware
Apple brandApple brandPeoplePeople
seamless music
experience
seamless music
experience
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KEY ACTIVITIESKEY ACTIVITIES
The Key Activities Building Block describes the most important
things a company must do to make its business model work
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77KEY ACTIVITIES
Key Activities can be categorized as follows:
1
Production
2
Problem
Solving
3
Platform/
Network
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THE BUSINESS MODEL CANVASTHE BUSINESS MODEL CANVASKA VP CR CS
KR CH
R$
Some music
revenuesSome music
revenues
largehardwarerevenues
largehardwarerevenues
i Tunes storei Tunes store
Apple comApple com
mass marketmass market
lovemarklovemark
switchingcosts
switchingcosts
retail storesretail stores
Apple storesApple stores
i Tunes softwarei Tunes
software
i Pod hardware
i Pod hardware
Apple brandApple brandPeoplePeople
Content &
agreementsContent &
agreements
marketingmarketing
hardware design
hardware design
seamless music
experience
seamless music
experience
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KEY PARTNERSHIPSKEY PARTNERSHIPS
The Key Partnerships Building Block describes the network of
suppliers and partners that make the business model work
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88KEY PARTNERSHIPS
We can distinguish between four different
types of partnerships:
1.Strategic alliances between non-
competitors
2.Coopetition: strategic partnerships
between competitors
3.Joint ventures to develop new businesses
4.Buyer-supplier relationships to assure
reliable supplies
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88KEY PARTNERSHIPS
3 motivations for creating partnerships
1. Optimization and economy of
scale
2. Reduction of risk and
uncertainty
3. Acquisition of particular
resources and activities
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THE BUSINESS MODEL CANVASTHE BUSINESS MODEL CANVASKP KA VP CR CS
KR CH
R$
Some music
revenuesSome music
revenues
largehardwarerevenues
largehardwarerevenues
i Tunes storei Tunes store
Apple comApple com
mass marketmass market
lovemarklovemark
switchingcosts
switchingcosts
retail storesretail stores
Apple storesApple stores
OEMsOEMs
record companies
record companies
i Tunes softwarei Tunes
software
i Pod hardware
i Pod hardware
Apple brandApple brandPeoplePeople
Content &
agreementsContent &
agreements
marketingmarketing
hardware design
hardware design
seamless music
experience
seamless music
experience
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COST STRUCTURECOST STRUCTURE
The Cost Structure describes all costs incurred to operate a
business model
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88COST STRUCTURE
Two broad classes of business model Cost
Structures:1. Cost-driven
2. Value-driven
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THE BUSINESS MODEL CANVASTHE BUSINESS MODEL CANVASKP
C$
KA VP CR CS
KR CH
R$
Some music
revenuesSome music
revenues
largehardwarerevenues
largehardwarerevenues
i Tunes storei Tunes store
Apple comApple com
mass marketmass market
lovemarklovemark
switchingcosts
switchingcosts
retail storesretail stores
Apple storesApple stores
peoplepeople manufacturing
manufacturing
OEMsOEMs
record companies
record companies
marketing &
salesmarketing &
sales
i Tunes softwarei Tunes
software
i Pod hardware
i Pod hardware
Apple brandApple brandPeoplePeople
Content &
agreementsContent &
agreements
marketingmarketing
hardware design
hardware design
seamless music
experience
seamless music
experience
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The nine business model
Building Blocks form the basis
for a handy tool, which we call
the Business Model Canvas.
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THE BUSINESS MODEL CANVASTHE BUSINESS MODEL CANVAS
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THE BUSINESS MODEL CANVASTHE BUSINESS MODEL CANVAS
Key Partners
CostStructure
Key Activities
Key Resources
ValueProposition
CustomerRelationships Customer
Segments
Channels
RevenueStreams
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THE BUSINESS MODEL CANVASTHE BUSINESS MODEL CANVASKP
C$
KA VP CR CS
KR CH
R$
Some music
revenuesSome music
revenues
largehardwarerevenues
largehardwarerevenues
i Tunes storei Tunes store
Apple comApple com
mass marketmass market
lovemarklovemark
switchingcosts
switchingcosts
retail storesretail stores
Apple storesApple stores
peoplepeople manufacturing
manufacturing
OEMsOEMs
record companies
record companies
marketing &
salesmarketing &
sales
i Tunes softwarei Tunes
software
i Pod hardware
i Pod hardware
Apple brandApple brandPeoplePeople
Content &
agreementsContent &
agreements
marketingmarketing
hardware design
hardware design
seamless music
experience
seamless music
experience
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THE BUSINESS MODEL CANVASTHE BUSINESS MODEL CANVAS
left brain
logicright brain
emotion
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left canvas
efficiencyRight canvas
value
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Un-Un-BundlingBundlingBusinessBusinessModelsModels
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John Hageland Marc Singer, who coined
the term “unbundled corporation,”believe that companies are composed of threevery different types of businesses with differenteconomic, competitive, and cultural imperatives:
Customer Relationship businesses, product innovationbusinesses, and infrastructure businesses. Similarly,
Treacy and Wiersema suggest that companiesshould focus on one of three value disciplines:
operational excellence, product leadership,or customer intimacy.
Hagel and Singerdescribe the role of Customer
Relationship businesses as fi nding andacquiring customers and building relationships
with them. Similarly, the role of product innovationbusinesses is to develop new and attractive products and
services, while the role of infrastructure businesses is to buildand manage platforms for high volume, repetitive tasks.
Hageland Singer argue that companies should separate thesebusinesses and focus on only one of the three internally.
Because each type of business is driven by diΩerentfactors, they can confl ict with each other or
produce undesirable trade-oΩs within thesame organization.
On thefollowing pages we
show how the idea of unbundlingapplies to business models. In the fi rstexample, we describe the confl icts and
undesirable trade-oΩs created by a “bundled”business model within the private bankingindustry. In the second example we show
how mobile telecom operators areunbundling and focusing on new
core businesses.
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Early market entry enables chargingpremium prices and acquiring largemarket share; speed is key
High cost of customer acquisitionmakes it imperative to gain large walletshare; economies of scope are key
High fixed costs make large volumesessential to achieve low unit costs;economies of scale are key
Battle for talent; low barriers to entry;many small players thrive
Battle for scope; rapid consolidation;a few big players dominate
Battle for scale; rapid consolidation;a few big players dominate
Employee centered; coddling thecreative stars
Highly service oriented; customercomes-first mentality
Cost focused; stresses standardization,predictability, and efficiency
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The Private Banking ModelThe Private Banking Model
Other Product
Providers
AdviseProduct R & D
Marketing
PlatformManagement
Brand/ Trust
Product IP
Transaction
Platform
Platform Management
HR: R & D
HR: Private Bankers
Custom-TailoredWealth
ManagementServices
FinancialProducts
TransactionManagement
Management & Advisory Fees
Product & Performance Fees
Transaction Fees
PersonalNetworks
Sales Force
TransactionPlatform
IntimatePersonal
Relationship
Key AccountManagement
WealthyIndividuals& Families
Private Banks
Private Banks
IndependentFinancialAdvisors
Relationship BusinessRelationship Business Product Innovation BusinessProduct Innovation Business Infrastructure BusinessInfrastructure Business
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Unbundling the Mobile Telco
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The Long TailThe Long Tail
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The Transformation of theThe Transformation of theBook Publishing IndustryBook Publishing Industry
Old Model
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A New Model
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LEGO®’s New Long Tail
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Multi-SidedPlatforms
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Google’s Business Model
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Wii versus PSP/XboxSame Pattern, Different Focus
PSP/Xbox Focus
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Wii versus PSP/XboxSame Pattern, Different Focus
Wii Focus
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Apple’s Evolution intoa Platform Operator
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FREE as aBusinessModel
(How) can you set it free?
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Advertising: A Multi-SidedPlatform Model
Metro
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Free Advertising:Pattern ofMulti-SidedPlatforms
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Freemium: Get the Basicsfor Free, Pay for More
Flickr
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Open Source:Freemium with a Twist
Red Hat
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Skype
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Skype versus Telco5+ years old400 million+ users100 billion+ freecalls generated2008 revenues ofU.S. $550 million
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The Insurance Model:Freemium Upside Down
REGA
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“Every industry that becomesdigital eventually becomes free.”
—— Chris AndersonEditor-in-Chief, Wired Magazine
“The demand you get at a price of zero is many times higherthan the demand you get at a very low price.”
—— Kartik HosanagarAssistant Professor, Wharton
“We can no longer stand by and watch others walk off withour work under misguided legal theories.”
—— Dean SingletonChairman, Associated Press
“Google’s not a real company. It’s a house of cards.”—— Steve Ballmer
CEO, Microsoft
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Bait & Hook
Bait & Hook of Free Mobile Phones
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Razor & Blades : Gillette
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OpenBusinessModels
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Procter & Gamble:Connect & Develop
Outside-In
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GlaxoSmithKline’sPatent Pools
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The Connector:Innocentive
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“Open Innovation is fundamentallyabout operating in a worldof abundant knowledge, wherenot all the smart people workfor you, so you better go findthem, connect to them, andbuild upon what they can do.”—— Henry ChesbroughExecutive Director, Center for Open InnovationHaas School of Business, UC Berkeley
“Nestle clearly recognizesthat to achieve its growthobjective it must extendits internal capabilitiesto establish a large numberof strategic partneringrelationships. It has embracedopen innovation and worksaggressively with strategicpartners to co-createsignificant new market andproduct opportunities.”—— Helmut TraitlerHead of Innovation Partnerships, Nestle
“Long known for a preferenceto do everything in-house, webegan to seek out innovationfrom any and all sources,inside, outside the company.”—— A.G. Lafl eyChairman & CEO, P&G
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PatternsOverview Unbundling Business Models The Long Tail
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Multi-Sided Platforms FREE as a Business Model Open Business Models
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Customer Insights
Building Business Models on Customer Insights
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Visual ThinkingThe Value ofVisual Thinking
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Different
Types of
Visualization
for Different
needs
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Telling a Visual Story