10businessmodelsofourtimebeta 100204180704-phpapp02
Upcoming SlideShare
Loading in...5
×
 
  • 852 views

 

Statistics

Views

Total Views
852
Views on SlideShare
852
Embed Views
0

Actions

Likes
0
Downloads
38
Comments
0

0 Embeds 0

No embeds

Accessibility

Categories

Upload Details

Uploaded via as Adobe PDF

Usage Rights

CC Attribution-NoDerivs LicenseCC Attribution-NoDerivs License

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

10businessmodelsofourtimebeta 100204180704-phpapp02 10businessmodelsofourtimebeta 100204180704-phpapp02 Presentation Transcript

  • 10 Business Models of Our Time beta TREND RESEARCH BY trendwatching.com BUSINESS MODEL DESIGN BY Business Models Inc. THE BUSINESS MODEL CANVAS is part of the Business Model Generation methodology
  • 10 Business Models of Our Time 1. Localized Low-Cost Business Model beta 2. One-Off Experience Business Model beta 3. Beyond Advertising Business Model beta 4. Markets Are Conversations Business Model 5. Low-Budget Innovation Business Model 6. Community-Funded Business Model beta 7. Sustainability-Focused Business Model 8. Twisted Freemium Business Model 9. Unlimited Niches Business Model beta beta beta beta 10. In-Crowd Customers Business Model beta beta
  • 1 Localized Low-Cost Business Model View slide
  • Localized Low-Cost Business Model View slide
  • 4 Localized Low-Cost Business Model The Business Model Canvas most relevant for fast moving consumer goods companies Day Month No. Key Partners Key Activities Who are our Key Partners? Who are our key suppliers? Which Key Resources are we acquiring from partners? Which Key Activities do partners perform? Independent product/service designers Standardized local micro producers What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? Cost efficient procurement Value Proposition Customer Relationships 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? Marketing and quality management What Key Value Propositions require? KeyResources do ourCustomer Relationships? Our Distribution Channels? Revenue Streams? Resources Simple, small and cheap product/service 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? Lower customer expectations Minimum specifications Income generating/selfsustaining Through which Channels do Channelsour 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? Energy efficient distribution via local vendors Brands Cost What are the most important Structure costs inherent in our business model? Which Key Resources are most expensive? For whom are we creating value? Who are our most important customers? Higher incomes in emerging markets Lower-incomes in emerging markets Metropolitan areas in mature markets Other areas in mature markets Revenue For what value are our customers Streams pay? really willing to pay? For what do they currently Which Key Activities are most expensive? Low costs Customer Segments Micro financed local banks/ foundations How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? Low prices x High volumes Designer: Ouke Arts (ouke.arts@businessmodelsinc.com) 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. Business Model Generation Hardcover and paperback edition available at Amazon.com Year
  • 2 One-Off Experience Business Model
  • One-Off Experience Business Model
  • 4 One-Off Experience Business Model The Business Model Canvas most relevant for social media companies Day Month No. Key Partners Key Activities Who are our Key Partners? Who are our key suppliers? Which Key Resources are we acquiring from partners? Which Key Activities do partners perform? Offline event organizers Offline pop-up commerce Online retailers What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? Software development Value Proposition Customer Relationships 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? Conversation engagement and initiative 3rd party see-hear-buy product/service 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? Customers in markets of abundance Instant contributing Experience seeking customers Through which Channels do Channelsour 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? Software platform Cost What are the most important Structure costs inherent in our business model? Which Key Resources are most expensive? Online channels Revenue For what value are our customers Streams pay? really willing to pay? For what do they currently Which Key Activities are most expensive? Hosting costs For whom are we creating value? Who are our most important customers? Instant consuming One-off experiences What Key Value Propositions require? KeyResources do ourCustomer Relationships? Our Distribution Channels? Revenue Streams? Resources Customer Segments Online presence and findability costs How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? Commissions pop-up commerce Commissions instant online retail Designer: Ouke Arts (ouke.arts@businessmodelsinc.com) 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. Business Model Generation Hardcover and paperback edition available at Amazon.com Year
  • 3 Beyond Advertising Business Model
  • Beyond Advertising Business Model
  • 4 Beyond Advertising Business Model The Business Model Canvas most relevant for traditional media and print companies Day Month No. Key Partners Value Proposition Key Activities Who are our Key Partners? Who are our key suppliers? Which Key Resources are we acquiring from partners? Which Key Activities do partners perform? Commercial partners What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? 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? Facilitate sharing and contributing Public partners Trusted product/service advice Facilitate interacting Review portals Customer Relationships 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? For whom are we creating value? Who are our most important customers? Research, compare, review Customers in mature markets On-demand interaction What Key Value Propositions require? KeyResources do ourCustomer Relationships? Our Distribution Channels? Revenue Streams? Resources Individuals Through which Channels do Channelsour Customer Segments want to be reached? Customers in emerging markets 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? Online channels Facilitation skills Cost What are the most important Structure costs inherent in our business model? Which Key Resources are most expensive? Revenue For what value are our customers Streams pay? really willing to pay? For what do they currently Which Key Activities are most expensive? Facilitators Customer Segments How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? Content management costs Online findability costs Facilitation fees Commissions Designer: Ouke Arts (ouke.arts@businessmodelsinc.com) 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. Business Model Generation Hardcover and paperback edition available at Amazon.com Year
  • 4 Markets Are Conversations Business Model
  • Markets Are Conversations Business Model
  • 4 The Business Model Canvas Markets Are Conversations Business Model most relevant for professional services companies Day Month No. Key Partners Key Activities Who are our Key Partners? Who are our key suppliers? Which Key Resources are we acquiring from partners? Which Key Activities do partners perform? Media companies What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? Real-time tracking and conversing Value Proposition Customer Relationships 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? Modular and beta products/ services 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? Find, follow, interact and collaborate Product/service improvement and innovation What Key Value Propositions require? KeyResources do ourCustomer Relationships? Our Distribution Channels? Revenue Streams? Resources Which Key Activities are most expensive? For whom are we creating value? Who are our most important customers? Engaged customers Non-engaged customers Through which Channels do Channelsour 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? Social media skilled employees Cost What are the most important Structure costs inherent in our business model? Which Key Resources are most expensive? Customer Segments Online social networks Revenue For what value are our customers Streams pay? really willing to pay? For what do they currently Lower product/ service failure costs How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? Higher recurrent revenues Designer: Ouke Arts (ouke.arts@businessmodelsinc.com) 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. Business Model Generation Hardcover and paperback edition available at Amazon.com Year
  • 5 Low-Budget Innovation Business Model
  • Low-Budget Innovation Business Model
  • 4 Low-Budget Innovation Business Model The Business Model Canvas most relevant for fast moving consumer goods companies Day Month No. Key Partners Key Activities Who are our Key Partners? Who are our key suppliers? Which Key Resources are we acquiring from partners? Which Key Activities do partners perform? Local customer communities Global trend trackers What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? Customer observation Value Proposition Customer Relationships 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? Co-created products Customer Segments 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? For whom are we creating value? Who are our most important customers? Free / personalized samples Early adopters Customer participation What Key Value Propositions require? KeyResources do ourCustomer Relationships? Our Distribution Channels? Revenue Streams? Resources Customer behavior intelligence Cost What are the most important Structure costs inherent in our business model? Which Key Resources are most expensive? Followers Through which Channels do Channelsour 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? Offline development labs Online channels Revenue For what value are our customers Streams pay? really willing to pay? For what do they currently Which Key Activities are most expensive? Lower product development costs How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? Higher new product success rate Designer: Ouke Arts (ouke.arts@businessmodelsinc.com) 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. Business Model Generation Hardcover and paperback edition available at Amazon.com Year
  • 6 Community-Funded Business Model
  • Community-Funded Business Model
  • 4 The Business Model Canvas Community-Funded Business Model most relevant for entertainment and publishing companies Day Month No. Key Partners Key Activities Who are our Key Partners? Who are our key suppliers? Which Key Resources are we acquiring from partners? Which Key Activities do partners perform? Media companies Producers Distributors What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? Fund management Value Proposition 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? Communityfunded products Customer Segments 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? For whom are we creating value? Who are our most important customers? Community membership Believers Community management Suppliers What Key Value Propositions require? KeyResources do ourCustomer Relationships? Our Distribution Channels? Revenue Streams? Resources Through which Channels do Channelsour Customer Segments want to be reached? Buyers 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? Online community platform Community intelligence Cost What are the most important Structure costs inherent in our business model? Which Key Resources are most expensive? Retail stores Revenue For what value are our customers Streams pay? really willing to pay? For what do they currently Which Key Activities are most expensive? Marketing costs Customer Relationships How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? Production costs Distribution costs Product sales Interest Supplier subscriptions Designer: Ouke Arts (ouke.arts@businessmodelsinc.com) 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. Business Model Generation Hardcover and paperback edition available at Amazon.com Year
  • 7 Sustainability-Focused Business Model
  • Sustainability-Focused Business Model
  • 4 Sustainability-Focused Business Model The Business Model Canvas most relevant for fast moving consumer goods companies Day Month No. Key Partners Value Proposition Key Activities 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 Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? Ecological impact research Ecological organizations Customer Relationships 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? Sustainable products/ services 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? Customer Segments For whom are we creating value? Who are our most important customers? Customers in mature markets Green storytelling Green marketing Governments What Key Value Propositions require? KeyResources do ourCustomer Relationships? Our Distribution Channels? Revenue Streams? Resources Brand defining employees Through which Channels do Channelsour 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? Product/service design Cost What are the most important Structure costs inherent in our business model? Which Key Resources are most expensive? Retail stores Revenue For what value are our customers Streams pay? really willing to pay? For what do they currently Which Key Activities are most expensive? Research costs Customers in emerging markets Green status Marketing costs How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? Sustainable premiums Government grants Designer: Ouke Arts (ouke.arts@businessmodelsinc.com) 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. Business Model Generation Hardcover and paperback edition available at Amazon.com Year
  • 8 Twisted Freemium Business Model
  • Twisted Freemium Business Model
  • 4 Twisted Freemium Business Model The Business Model Canvas most relevant for software development companies Day Month No. Key Partners Key Activities Who are our Key Partners? Who are our key suppliers? Which Key Resources are we acquiring from partners? Which Key Activities do partners perform? Open source development community What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? Product support services Value Proposition 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? Free open source based product Product versioning and testing Customer Segments 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? Self-service and access to platform For whom are we creating value? Who are our most important customers? Self-service customers Continuously serviced product What Key Value Propositions require? KeyResources do ourCustomer Relationships? Our Distribution Channels? Revenue Streams? Resources Paying customers Through which Channels do Channelsour 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? Open source product Online platform Cost What are the most important Structure costs inherent in our business model? Which Key Resources are most expensive? Local branches Revenue For what value are our customers Streams pay? really willing to pay? For what do they currently Which Key Activities are most expensive? Platform development costs Customer Relationships Sales costs Distribution costs How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? Professional subscription Designer: Ouke Arts (ouke.arts@businessmodelsinc.com) 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. Business Model Generation Hardcover and paperback edition available at Amazon.com Year
  • 9 Unlimited Niches Business Model
  • Unlimited Niches Business Model
  • 4 Unlimited Niches Business Model The Business Model Canvas most relevant for online retail companies Day Month No. Key Partners Key Activities Who are our Key Partners? Who are our key suppliers? Which Key Resources are we acquiring from partners? Which Key Activities do partners perform? Niche content providers What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? Platform management and promotion User generated content Value Proposition Customer Relationships 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? Unlimited scope of niche content 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? Masscustomized Content production tools Service delivery What Key Value Propositions require? KeyResources do ourCustomer Relationships? Our Distribution Channels? Revenue Streams? Resources For whom are we creating value? Who are our most important customers? Many niche segments Niche content providers Through which Channels do Channelsour 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? Online channels Platform Cost What are the most important Structure costs inherent in our business model? Which Key Resources are most expensive? Revenue For what value are our customers Streams pay? really willing to pay? For what do they currently Which Key Activities are most expensive? Platform development Customer Segments How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? Platform management Platform promotion Low volumes x unlimited items Designer: Ouke Arts (ouke.arts@businessmodelsinc.com) 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. Business Model Generation Hardcover and paperback edition available at Amazon.com Year
  • 10 In-Crowd Customers Business Model
  • In-Crowd Customers Business Model
  • 4 In-Crowd Customers Business Model The Business Model Canvas most relevant for travel, leisure and lifestyle companies Day Month No. Key Partners Key Activities Who are our Key Partners? Who are our key suppliers? Which Key Resources are we acquiring from partners? Which Key Activities do partners perform? Brand ambassadors Social and cultural agencies What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? Selective marketing Value Proposition Customer Relationships 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? Production/ service delivery What Key Value Propositions require? KeyResources do ourCustomer Relationships? Our Distribution Channels? Revenue Streams? Resources Status triggering product/service 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? For whom are we creating value? Who are our most important customers? In-crowd customers in mature markets Extremely personalized Social and cultural experiences Personal in-crowd encounters Through which Channels do Channelsour 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? Offline networks Brand Cost What are the most important Structure costs inherent in our business model? Which Key Resources are most expensive? Revenue For what value are our customers Streams pay? really willing to pay? For what do they currently Which Key Activities are most expensive? Ambassador marketing costs Customer Segments Production/ service delivery costs How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? Highest margin prices Designer: Ouke Arts (ouke.arts@businessmodelsinc.com) 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. Business Model Generation Hardcover and paperback edition available at Amazon.com Year
  • 10 Business Models of Our Time beta PRODUCED BY: You’re holding a handbo ok for visionaries, gam e changers, and challengers striving to defy outmoded bus iness models and design tomorrow’s enterprises. It’s a boo k for the… Ouke Arts, Business Model Designer written by Alexander Osterwalder & Yves Pigneur co-created by An amazing crowd of THANK YOU: Reinier Evers, Founder/CEO trendwatching.com Patrick van der Pijl, Founder/CEO Business Models Inc. Alexander Osterwalder, Author Business Model Generation 470 practitioners from designed by Alan Smith, The Movem ent 45 countries Hard co pape ver/ rback availa b le Amaz at on