10 Business
Models of
Our Time
TREND RESEARCH BY trendwatching.com
BUSINESS MODEL DESIGN BY Business Models Inc.
THE BUSIN...
10 Business Models of Our Time
1. Localized Low-Cost Business Model
2. One-Off Experience Business Model
3. Beyond Adverti...
Localized Low-Cost
Business
Model 1
Localized Low-Cost Business Model
4
The Business Model Canvas
Cost
Structure
Key
Partners
Key
Resources
Channels
Key
Activities
Value
Proposition
Customer
R...
One-Off Experience
Business
Model 2
One-Off Experience Business Model
4
The Business Model Canvas
Cost
Structure
Key
Partners
Key
Resources
Channels
Key
Activities
Value
Proposition
Customer
R...
3
Beyond Advertising
Business
Model
Beyond Advertising Business Model
4
The Business Model Canvas
Cost
Structure
Key
Partners
Key
Resources
Channels
Key
Activities
Value
Proposition
Customer
R...
4
Markets Are Conversations
Business
Model
Markets Are Conversations Business Model
4
The Business Model Canvas
Cost
Structure
Key
Partners
Key
Resources
Channels
Key
Activities
Value
Proposition
Customer
R...
5
Low-Budget Innovation
Business
Model
Low-Budget Innovation Business Model
4
The Business Model Canvas
Cost
Structure
Key
Partners
Key
Resources
Channels
Key
Activities
Value
Proposition
Customer
R...
6
Community-Funded
Business
Model
Community-Funded Business Model
4
The Business Model Canvas
Cost
Structure
Key
Partners
Key
Resources
Channels
Key
Activities
Value
Proposition
Customer
R...
7
Sustainability-Focused
Business
Model
Sustainability-Focused Business Model
4
The Business Model Canvas
Cost
Structure
Key
Partners
Key
Resources
Channels
Key
Activities
Value
Proposition
Customer
R...
8
Twisted Freemium
Business
Model
Twisted Freemium Business Model
4
The Business Model Canvas
Cost
Structure
Key
Partners
Key
Resources
Channels
Key
Activities
Value
Proposition
Customer
R...
9
Unlimited Niches
Business
Model
Unlimited Niches Business Model
4
The Business Model Canvas
Cost
Structure
Key
Partners
Key
Resources
Channels
Key
Activities
Value
Proposition
Customer
R...
10
In-Crowd Customers
Business
Model
In-Crowd Customers Business Model
4
The Business Model Canvas
Cost
Structure
Key
Partners
Key
Resources
Channels
Key
Activities
Value
Proposition
Customer
R...
10 Business
Models of
Our Time
PRODUCED BY:
Ouke Arts, Business Model Designer
THANK YOU:
Reinier Evers, Founder/CEO trend...
10businessmodelsofourtimebeta 100204180704-phpapp02
10businessmodelsofourtimebeta 100204180704-phpapp02
10businessmodelsofourtimebeta 100204180704-phpapp02
10businessmodelsofourtimebeta 100204180704-phpapp02
10businessmodelsofourtimebeta 100204180704-phpapp02
10businessmodelsofourtimebeta 100204180704-phpapp02
10businessmodelsofourtimebeta 100204180704-phpapp02
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  1. 1. 10 Business Models of Our Time TREND RESEARCH BY trendwatching.com BUSINESS MODEL DESIGN BY Business Models Inc. THE BUSINESS MODEL CANVAS is part of the Business Model Generation methodology beta
  2. 2. 10 Business Models of Our Time 1. Localized Low-Cost Business Model 2. One-Off Experience Business Model 3. Beyond Advertising Business Model 4. Markets Are Conversations Business Model 5. Low-Budget Innovation Business Model 6. Community-Funded Business Model 7. Sustainability-Focused Business Model 8. Twisted Freemium Business Model 9. Unlimited Niches Business Model 10. In-Crowd Customers Business Model beta beta beta beta beta beta beta beta beta beta
  3. 3. Localized Low-Cost Business Model 1
  4. 4. Localized Low-Cost Business Model
  5. 5. 4 The Business Model Canvas Cost Structure Key Partners Key Resources Channels Key Activities Value Proposition Customer Relationships Customer Segments Revenue Streams Simple, small and cheap product/service Lower-incomes in emerging markets Metropolitan areas in mature markets Independent product/service designers Low costs Energy efficient distribution via local vendors Income generating/self- sustaining Brands Other areas in mature markets Low prices x High volumes Cost efficient procurement Lower customer expectations Marketing and quality management Standardized local micro producers Micro financed local banks/ foundations Minimum specifications Higher incomes in emerging markets Localized Low-Cost Business Model most relevant for fast moving consumer goods companies Designer: Ouke Arts (ouke.arts@businessmodelsinc.com) What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive? Through which Channels do our Customer Segments want to be reached? How are we reaching them now? How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines? For what value are our customers really willing to pay? For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? For whom are we creating value? Who are our most important customers? What type of relationship does each of our Customer Segments expect us to establish and maintain with them? Which ones have we established? How are they integrated with the rest of our business model? How costly are they? What value do we deliver to the customer? Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment? Which customer needs are we satisfying? What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? Who are our Key Partners? Who are our key suppliers? Which Key Resources are we acquiring from partners? Which Key Activities do partners perform? What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams? Day Month Year No. This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. Hardcover and paperback edition available at Amazon.com Business Model Generation
  6. 6. One-Off Experience Business Model 2
  7. 7. One-Off Experience Business Model
  8. 8. 4 The Business Model Canvas Cost Structure Key Partners Key Resources Channels Key Activities Value Proposition Customer Relationships Customer Segments Revenue Streams One-off experiences Online channels 3rd party see-hear-buy product/service Instant consuming Instant contributing Experience seeking customers Customers in markets of abundance Software development Offline event organizers Hosting costs Conversation engagement and initiative Software platform Commissions pop-up commerce Commissions instant online retail Offline pop-up commerce Online retailers Online presence and findability costs One-Off Experience Business Model most relevant for social media companies Designer: Ouke Arts (ouke.arts@businessmodelsinc.com) What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive? Through which Channels do our Customer Segments want to be reached? How are we reaching them now? How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines? For what value are our customers really willing to pay? For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? For whom are we creating value? Who are our most important customers? What type of relationship does each of our Customer Segments expect us to establish and maintain with them? Which ones have we established? How are they integrated with the rest of our business model? How costly are they? What value do we deliver to the customer? Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment? Which customer needs are we satisfying? What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? Who are our Key Partners? Who are our key suppliers? Which Key Resources are we acquiring from partners? Which Key Activities do partners perform? What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams? Day Month Year No. This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. Hardcover and paperback edition available at Amazon.com Business Model Generation
  9. 9. 3 Beyond Advertising Business Model
  10. 10. Beyond Advertising Business Model
  11. 11. 4 The Business Model Canvas Cost Structure Key Partners Key Resources Channels Key Activities Value Proposition Customer Relationships Customer Segments Revenue Streams Research, compare, review Beyond Advertising Business Model most relevant for traditional media and print companies Trusted product/service advice Customers in mature markets Online channels Individuals Facilitate interacting Facilitate sharing and contributing Commissions Commercial partners Public partners Facilitation fees On-demand interaction Customers in emerging markets Facilitation skills Content management costs Online findability costs Facilitators Review portals Designer: Ouke Arts (ouke.arts@businessmodelsinc.com) What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive? Through which Channels do our Customer Segments want to be reached? How are we reaching them now? How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines? For what value are our customers really willing to pay? For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? For whom are we creating value? Who are our most important customers? What type of relationship does each of our Customer Segments expect us to establish and maintain with them? Which ones have we established? How are they integrated with the rest of our business model? How costly are they? What value do we deliver to the customer? Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment? Which customer needs are we satisfying? What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? Who are our Key Partners? Who are our key suppliers? Which Key Resources are we acquiring from partners? Which Key Activities do partners perform? What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams? Day Month Year No. This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. Hardcover and paperback edition available at Amazon.com Business Model Generation
  12. 12. 4 Markets Are Conversations Business Model
  13. 13. Markets Are Conversations Business Model
  14. 14. 4 The Business Model Canvas Cost Structure Key Partners Key Resources Channels Key Activities Value Proposition Customer Relationships Customer Segments Revenue Streams Markets Are Conversations Business Model most relevant for professional services companies Modular and beta products/ services Engaged customers Online social networks Real-time tracking and conversing Find, follow, interact and collaborate Product/service improvement and innovation Social media skilled employees Lower product/ service failure costs Higher recurrent revenues Media companies Non-engaged customers Designer: Ouke Arts (ouke.arts@businessmodelsinc.com) What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive? Through which Channels do our Customer Segments want to be reached? How are we reaching them now? How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines? For what value are our customers really willing to pay? For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? For whom are we creating value? Who are our most important customers? What type of relationship does each of our Customer Segments expect us to establish and maintain with them? Which ones have we established? How are they integrated with the rest of our business model? How costly are they? What value do we deliver to the customer? Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment? Which customer needs are we satisfying? What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? Who are our Key Partners? Who are our key suppliers? Which Key Resources are we acquiring from partners? Which Key Activities do partners perform? What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams? Day Month Year No. This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. Hardcover and paperback edition available at Amazon.com Business Model Generation
  15. 15. 5 Low-Budget Innovation Business Model
  16. 16. Low-Budget Innovation Business Model
  17. 17. 4 The Business Model Canvas Cost Structure Key Partners Key Resources Channels Key Activities Value Proposition Customer Relationships Customer Segments Revenue Streams Low-Budget Innovation Business Model most relevant for fast moving consumer goods companies Co-created products Early adopters Customer participation Local customer communities Global trend trackers Offline development labs Customer behavior intelligence Lower product development costs Higher new product success rate Customer observation Free / personalized samples Followers Online channels Designer: Ouke Arts (ouke.arts@businessmodelsinc.com) What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive? Through which Channels do our Customer Segments want to be reached? How are we reaching them now? How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines? For what value are our customers really willing to pay? For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? For whom are we creating value? Who are our most important customers? What type of relationship does each of our Customer Segments expect us to establish and maintain with them? Which ones have we established? How are they integrated with the rest of our business model? How costly are they? What value do we deliver to the customer? Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment? Which customer needs are we satisfying? What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? Who are our Key Partners? Who are our key suppliers? Which Key Resources are we acquiring from partners? Which Key Activities do partners perform? What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams? Day Month Year No. This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. Hardcover and paperback edition available at Amazon.com Business Model Generation
  18. 18. 6 Community-Funded Business Model
  19. 19. Community-Funded Business Model
  20. 20. 4 The Business Model Canvas Cost Structure Key Partners Key Resources Channels Key Activities Value Proposition Customer Relationships Customer Segments Revenue Streams Community-Funded Business Model most relevant for entertainment and publishing companies Community- funded products Believers Community management Media companies Retail stores Community intelligence Production costs Product sales Fund management Suppliers Online community platform Buyers Distribution costs Marketing costs Interest Supplier subscriptions Producers Community membership Distributors Designer: Ouke Arts (ouke.arts@businessmodelsinc.com) What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive? Through which Channels do our Customer Segments want to be reached? How are we reaching them now? How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines? For what value are our customers really willing to pay? For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? For whom are we creating value? Who are our most important customers? What type of relationship does each of our Customer Segments expect us to establish and maintain with them? Which ones have we established? How are they integrated with the rest of our business model? How costly are they? What value do we deliver to the customer? Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment? Which customer needs are we satisfying? What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? Who are our Key Partners? Who are our key suppliers? Which Key Resources are we acquiring from partners? Which Key Activities do partners perform? What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams? Day Month Year No. This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. Hardcover and paperback edition available at Amazon.com Business Model Generation
  21. 21. 7 Sustainability-Focused Business Model
  22. 22. Sustainability-Focused Business Model
  23. 23. 4 The Business Model Canvas Cost Structure Key Partners Key Resources Channels Key Activities Value Proposition Customer Relationships Customer Segments Revenue Streams Sustainability-Focused Business Model most relevant for fast moving consumer goods companies Sustainable products/ services Customers in emerging markets Ecological organizations Research costs Retail stores Green status Brand defining employees Sustainable premiums Ecological impact research Green storytelling Green marketing Governments Customers in mature markets Marketing costs Government grants Product/service design Designer: Ouke Arts (ouke.arts@businessmodelsinc.com) What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive? Through which Channels do our Customer Segments want to be reached? How are we reaching them now? How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines? For what value are our customers really willing to pay? For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? For whom are we creating value? Who are our most important customers? What type of relationship does each of our Customer Segments expect us to establish and maintain with them? Which ones have we established? How are they integrated with the rest of our business model? How costly are they? What value do we deliver to the customer? Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment? Which customer needs are we satisfying? What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? Who are our Key Partners? Who are our key suppliers? Which Key Resources are we acquiring from partners? Which Key Activities do partners perform? What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams? Day Month Year No. This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. Hardcover and paperback edition available at Amazon.com Business Model Generation
  24. 24. 8 Twisted Freemium Business Model
  25. 25. Twisted Freemium Business Model
  26. 26. 4 The Business Model Canvas Cost Structure Key Partners Key Resources Channels Key Activities Value Proposition Customer Relationships Customer Segments Revenue Streams Twisted Freemium Business Model most relevant for software development companies Free open source based product Paying customers Open source development community Platform development costs Online platform Continuously serviced product Open source product Professional subscription Product support services Product versioning and testing Self-service customers Sales costs Local branches Distribution costs Self-service and access to platform Designer: Ouke Arts (ouke.arts@businessmodelsinc.com) What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive? Through which Channels do our Customer Segments want to be reached? How are we reaching them now? How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines? For what value are our customers really willing to pay? For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? For whom are we creating value? Who are our most important customers? What type of relationship does each of our Customer Segments expect us to establish and maintain with them? Which ones have we established? How are they integrated with the rest of our business model? How costly are they? What value do we deliver to the customer? Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment? Which customer needs are we satisfying? What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? Who are our Key Partners? Who are our key suppliers? Which Key Resources are we acquiring from partners? Which Key Activities do partners perform? What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams? Day Month Year No. This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. Hardcover and paperback edition available at Amazon.com Business Model Generation
  27. 27. 9 Unlimited Niches Business Model
  28. 28. Unlimited Niches Business Model
  29. 29. 4 The Business Model Canvas Cost Structure Key Partners Key Resources Channels Key Activities Value Proposition Customer Relationships Customer Segments Revenue Streams Unlimited Niches Business Model most relevant for online retail companies Platform Many niche segments Content production tools Low volumes x unlimited items Platform development Platform management Niche content providers Online channels User generated content Unlimited scope of niche content Platform management and promotion Service delivery Platform promotion Niche content providers Mass- customized Designer: Ouke Arts (ouke.arts@businessmodelsinc.com) What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive? Through which Channels do our Customer Segments want to be reached? How are we reaching them now? How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines? For what value are our customers really willing to pay? For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? For whom are we creating value? Who are our most important customers? What type of relationship does each of our Customer Segments expect us to establish and maintain with them? Which ones have we established? How are they integrated with the rest of our business model? How costly are they? What value do we deliver to the customer? Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment? Which customer needs are we satisfying? What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? Who are our Key Partners? Who are our key suppliers? Which Key Resources are we acquiring from partners? Which Key Activities do partners perform? What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams? Day Month Year No. This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. Hardcover and paperback edition available at Amazon.com Business Model Generation
  30. 30. 10 In-Crowd Customers Business Model
  31. 31. In-Crowd Customers Business Model
  32. 32. 4 The Business Model Canvas Cost Structure Key Partners Key Resources Channels Key Activities Value Proposition Customer Relationships Customer Segments Revenue Streams In-Crowd Customers Business Model most relevant for travel, leisure and lifestyle companies Brand In-crowd customers in mature markets Personal in-crowd encounters Social and cultural experiences Highest margin prices Ambassador marketing costs Production/ service delivery costs Brand ambassadors Offline networks Social and cultural agencies Status triggering product/service Selective marketing Extremely personalized Production/ service delivery Designer: Ouke Arts (ouke.arts@businessmodelsinc.com) What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive? Through which Channels do our Customer Segments want to be reached? How are we reaching them now? How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines? For what value are our customers really willing to pay? For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? For whom are we creating value? Who are our most important customers? What type of relationship does each of our Customer Segments expect us to establish and maintain with them? Which ones have we established? How are they integrated with the rest of our business model? How costly are they? What value do we deliver to the customer? Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment? Which customer needs are we satisfying? What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? Who are our Key Partners? Who are our key suppliers? Which Key Resources are we acquiring from partners? Which Key Activities do partners perform? What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams? Day Month Year No. This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. Hardcover and paperback edition available at Amazon.com Business Model Generation
  33. 33. 10 Business Models of Our Time PRODUCED BY: Ouke Arts, Business Model Designer THANK YOU: Reinier Evers, Founder/CEO trendwatching.com Patrick van der Pijl, Founder/CEO Business Models Inc. Alexander Osterwalder, Author Business Model Generation beta You’re holding a handbook for visionaries, game changers,and challengers striving to defy outmoded business modelsand design tomorrow’s enterprises. It’s a book for the… written byAlexander Osterwalder & Yves Pigneur co-created byAn amazing crowd of 470 practitioners from 45 countries designed byAlan Smith, The Movement Hardcover/paperbackavailable atAmazon
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