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BUSINESS MODEL
INNOVATION
Training Summary
@patrickpijl
@maaikedoyer
@BusModInc
Business Model Innovation by Business Models Inc. Training Summary
THE WORLD IS
CHANGING
ONLINE REVOLUTION
MARKETS CAME ALREADY UP THE SPEED OF DEVELOPMENTS
HAS INCREASED
DESIGNING BETTER BUSINESSESDESIGNING BETTER BUSINESSES
CUSTOMER
SEGMENTS
KEY PARTNERS
COST STRUCTURE REVENUE STREAMSCHANNELS
CUSTOMER
RELATIONSHIPS
KEY RESOURCES
VALUE PROPOSITIONSKEY ACTIVITIES
YOUR CURRENT
BUSINESS MODEL
CURRENT BUSINESS MODEL
WHAT KIND OF
RELATIONSHIP DO WE
MAINTAIN WITH OUR
CUSTOMERS?
PERSONAL CONTACT?
AUTOMATIC? SELF-
SERVICE?
THROUGH WHAT
CHANNELS DO WE
DELIVER OUR
PRODUCTS AND
SERVICES?
WHAT CUSTOMER NEEDS DO WE
SATISFY?
WHAT PROBLEM DO WE HELP
OUR CUSTOMERS SOLVE?
WHAT ADVANTAGES DO OUR
PRODUCTS AND SERVICES
PROVIDE OUR CUSTOMERS
WITH?
WHAT PRODUCTS AND SERVICES
DO WE DELIVER TO OUR
CUSTOMERS
WHAT TYPE OF KEY
ACTIVITIES DO WE
PERFORM?
WHAT KEY
RESOURCES DOES
OUR PROPOSITION
REQUIRE?
PHYSICAL?
INTELLECTUAL?
HUMAN? FINANCIAL?
WHO ARE OUR KEY
PARTNERS?
WHAT IS OUR
MOTIVATION TO WORK
WITH PARTNERS?
WHAT KEY
RESOURCES DO WE
ACQUIRE THROUGH
PARTNERS?
WHAT KEY ACTIVITIES
DO OUR PARTNERS
PERFORM?
WHO IS OUR
CUSTOMER?
FOR WHOM DO WE
CREATE VALUE?
CAN WE
DISTINGUISH
DIFFERENT
CUSTOMER
SEGMENTS?
WHAT ARE THE INHERENT
COSTS IN OUR CURRENT
BUSINESS MODEL?
	
  
WHAT IS THE SIZE OF
EACH COST?
WHAT REVENUE
STREAMS DO WE
GENERATE?
WHAT IS THE SIZE OF EACH
REVENUE STREAM?
CURRENT BUSINESS MODEL
+/- +/-+/-
+/- +/-
THE CONTEXT
Business Model Innovation by Business Models Inc. Training Summary
WHAT IS HAPPENING
IN THE WORLD
AROUND YOU?
VISION AND
AMBITION
Business Model Innovation by Business Models Inc. Training Summary
WHAT IS YOUR
HIGHER PURPOSE?
CUSTOMER
DISCOVERY
WHO IS OUR CUSTOMER? WHAT DOES HE OR SHE WANTS?
WHAT IS HER WILLINGNESS TO PAY?
WHAT IS THE
JOB YOU GET DONE
FOR YOUR CUSTOMER?
Business Model Innovation by Business Models Inc. Training Summary
Business Model Innovation by Business Models Inc. Training Summary
Business Model Innovation by Business Models Inc. Training Summary
THE BUSINESS
MODEL PROCESS
! ! ! ! ! ! !!!!!!!!!!DESIGNING BETTER BUSINESSES
!
!
BUSINESS MODEL
INNOVATION
SHAKE
YOUR
BUSINESS
MODEL!
DESIGN? IT’S A JOURNEY OF
EXPLORATION
1. GENERATE
OPTIONS
2. EXPLORE OPTIONS
3. CHECK AGAINST
DESIGN CRITERIA
4. REPEAT
IT’S A PROCESS!
THERE IS NO SINGLE
RIGHT ANSWER
KILL YOUR
DARLINGS!
BUSINESS MODEL
INNOVATION
TECHNIQUES
FORESEE THE
FUTURE
“THIS PRESENT MOMENT USED
TO BE THE UNIMAGINABLE
FUTURE.”
Stewart Brand
Co-Founder, Global Business Network
“The Clock of the Long Now”
FRESHWATCHING
ELIMINATE	
   RAISE	
  
Which	
  factors	
  can	
  you	
  
eliminate	
  that	
  your	
  
industry	
  has	
  long	
  
competed	
  on?	
  
Which	
  factors	
  should	
  
be	
  raised	
  well	
  above	
  
the	
  industry’s	
  
standard?	
  
REDUCE	
   CREATE	
  
Which	
  factors	
  should	
  
be	
  reduced	
  well	
  below	
  
the	
  industry	
  standard?	
  
Which	
  factors	
  should	
  
be	
  created	
  that	
  the	
  
industry	
  has	
  never	
  
offered?	
  
BLUE OCEAN
APPLY BUSINESS
MODEL PATTERNS
CHEAP INKJET PRINTERS ENCOURAGE
YOU TO BUY EXPENSIVE CARTRIDGES
Top 20%
Focus on a small
Number of products,
Each selling in high volume
LONG TAIL
Focus on a lage number of products,
each selling in low volumes
#"of"products"
#"of"sales"
OFFER
DISTRIBUTION
CHANNELS
CUSTOMER
RELATIONSHIPS
CUSTOMER
SEGMENTS
REVENUE STREAMSCOST STRUCTURE
KEY
ACTIVITIES
PARTNER
NETWORK
KEY
RESOURCES
The Multi-Sided Platform Pattern
Revenue flow 2
Revenue flow 1
Value
Proposition 1
Customer
Segment 1
Value
Proposition 2
Customer
Segment 2
Platform
Platform
Management
Service
Provisioning
Platform
Promotion
Possible
Revenue flow
Subsidy
Platform Management and
Development
FROM OWNING TO USING
4 epicenters of innovation
Resource driven Proposition driven
Customer driven Revenue driven
LOOK AT THE
CURRENT BUSINESS
MODEL…
… AND WRITE
DOWN THE 3 MOST
IMPORTANT
PRODUCTS OR
SERVICES
REMOVE NUMBER 1! WHAT WILL YOU DO?
“WHAT IF….?”
WHERE ELSE
CAN WE SELL
OUR PRODUCTS
WHICH PARTNERS
CAN ADD EVEN
MORE VALUE
WHICH
SERVICES CAN
WE OFFER
HOW CAN WE
IMPROVE OUR
RELATIONSHIP WITH
OUR CUSTOMERS
HOW CAN WE
ELIMINATE
FIXED COSTS
BIG DATA
HOW CAN WE
DOUBLE OUR
TOTAL
REVENUES
WHAT IF WE
OFFER OUR
PRODUCT FOR
FREE
HOW CAN WE
IMPROVE OUR
CUSTOMERS LIFE
WHICH NEW
CUSTOMER
SEGMENTS
CAN WE SERVE
WHAT IF YOU
WOULD SELL A
SUBSCRIPTION
OUR WORST
NIGHTMARE
BUSINESS MODEL OPTION
WHAT KIND OF
RELATIONSHIP DO WE
MAINTAIN WITH OUR
CUSTOMERS?
PERSONAL CONTACT?
AUTOMATIC? SELF-
SERVICE?
THROUGH WHAT
CHANNELS DO WE
DELIVER OUR
PRODUCTS AND
SERVICES?
WHAT CUSTOMER NEEDS DO WE
SATISFY?
WHAT PROBLEM DO WE HELP
OUR CUSTOMERS SOLVE?
WHAT ADVANTAGES DO OUR
PRODUCTS AND SERVICES
PROVIDE OUR CUSTOMERS
WITH?
WHAT PRODUCTS AND SERVICES
DO WE DELIVER TO OUR
CUSTOMERS
WHAT TYPE OF KEY
ACTIVITIES DO WE
PERFORM?
WHAT KEY
RESOURCES DOES
OUR PROPOSITION
REQUIRE?
PHYSICAL?
INTELLECTUAL?
HUMAN? FINANCIAL?
WHO ARE OUR KEY
PARTNERS?
WHAT IS OUR
MOTIVATION TO WORK
WITH PARTNERS?
WHAT KEY
RESOURCES DO WE
ACQUIRE THROUGH
PARTNERS?
WHAT KEY ACTIVITIES
DO OUR PARTNERS
PERFORM?
WHO IS OUR
CUSTOMER?
FOR WHOM DO WE
CREATE VALUE?
CAN WE
DISTINGUISH
DIFFERENT
CUSTOMER
SEGMENTS?
WHAT ARE THE INHERENT
COSTS IN OUR CURRENT
BUSINESS MODEL?
	
  
WHAT IS THE SIZE OF
EACH COST?
WHAT REVENUE
STREAMS DO WE
GENERATE?
WHAT IS THE SIZE OF EACH
REVENUE STREAM?
EVALUATION AND
QUALIFICATION
Business Model Innovation by Business Models Inc. Training Summary
BUSINESS MODEL
MECHANICS
DEF: BUSINESS MODEL MECHANICS
THE INNER WORKINGS OF AN
ORGANIZATION’S BUSINESS MODEL.
HOW THE BUILDING BLOCKS OF A
BUSINESS MODEL WORK TOGETHER
TO PRODUCE A BETTER OUTCOME
source: www.strategyzer.com
6 QUESTIONS
HOW DO YOU PERFORM ON A SCALE FROM 0 TO 10?
0 102 4 6 8
source: www.strategyzer.com
MECHANICS:
SWITCHING COSTS
HOW EASY OR HARD IS IT FOR YOUR
CUSTOMER TO SWITCH TO ANOTHER
COMPANY?
source: www.strategyzer.com
MECHANICS:
RECURRING REVENUES
IS EVERY SALES A NEW EFFORT
(TRANSACTIONAL) OR WILL IT
RESULT IN FOLLOW-UP REVENUES
AND PURCHASES?
source: www.strategyzer.com
MECHANICS:
EARN BEFORE YOU SPEND
ARE YOU EARNING MONEY BEFORE
YOU ARE SPENDING IT (E.G. FOR
PRODUCTION, PLATFORMS ETC.)?
source: www.strategyzer.com
MECHANICS:
GAME CHANGING COST
STRUCTURE
IS YOUR COST STRUCTURE
SUBSTANTIALLY DIFFERENT AND
BETTER THAN THAT OF
COMPETITORS?
source: www.strategyzer.com
MECHANICS:
GETTING OTHERS TO DO THE
WORK
HOW MUCH DOES YOUR BUSINESS
MODEL GET CUSTOMERS OR THIRD
PARTIES TO CREATE VALUE FOR YOU?
source: www.strategyzer.com
MECHANICS:
SCALABILITY
HOW RAPIDLY AND HOW EASILY CAN
YOU GROW YOUR BUSINESS MODEL
WITHOUT HITTING ROADBLOCKS (E.G.
INFRASTRUCTURE, CUSTOMER
SUPPORT ETC.)
source: www.strategyzer.com
WHAT IS YOUR
SCORE?
BUSINESS MODEL
VALIDATION
THINK ABOUT YOUR
NEW BUSINESS
MODEL AS IF YOU
ARE A START-UP
What IS actually a start-up?!
“A START-UP IS NOT
A SMALL VERSION
OF A LARGE
COMPANY.”
Steve%Blank%
A START-UP IS A
TEMPORARY
ORGANIZATION IN
SEARCH FOR A
PROFITABLE, SCALABLE
AND REPEATABLE
BUSINESS MODEL.
A START-UP IS
ABOUT SEARCHING
Steve%Blank%
A (LARGE) COMPANY
IS ABOUT
EXECUTION
Steve%Blank%
YOU NEED TO
CLARIFY YOUR
ASSUMPTIONS
YOU NEED TO TEST
YOUR ASSUMPTIONS
Source: Alex Osterwalder Instagram
GET OUT OF THE BUILDING…
WATCH FIRST, THEN ASK LOOK FOR NEEDS, NOT SOLUTIONS
PIVOT YOUR
BUSINESS MODEL
STOP FEATURITIS NOW
10 TIPS FOR
BUSINESS MODEL
INNOVATION
1	
  
START WITH THE AS-IS.
MAP THE CURRENT
BUSINESS MODEL,
CONTEXT AND VISION ON A
LARGE POSTER WITH 3M
POST IT NOTES.
2	
  
DON’T TRY THIS
ALONE.
LET YOUR
COLLEAGUES OR
FRIENDS HELP YOU!
3	
  
LEARN FROM OTHER
BUSINESS MODELS!
4	
  
APPLY BUSINESS
MODEL PATTERNS.
5	
  
THINK AS A BUSINESS
MODEL DESIGNER.
DO NOT RELY ON 1
MODEL, BUILD
PROTOTYPES
PROTOTYPING LET’S YOU FAIL
EARLY TO SUCCEED SOONER
IDEO.COM
“
”
6	
  
“VISIT THE FUTURE
FREQUENTLY!”
7	
  
“SHOW ME THE
MONEY!”
8	
  
“DRAWING IS THE
NEW WRITING”
THINK & WORK
VISUALLY!
9	
  
DON’T RELY ON
YOUR
ASSUMPTIONS.
JUST DO IT!
10	
  
Business Model Innovation by Business Models Inc. Training Summary
CONTACT US FOR MORE INFORMATION!
MAAIKE DOYER STRATEGY DESIGNER
E: maaike.doyer@businessmodelsinc.com
T: +31 6 81 82 25 18
W: www.businessmodelsinc.com
PATRICK VAN DER PIJL CEO & FOUNDER
E: patrick.van.der.pijl@businessmodelsinc.com
T: +31 6 51 29 57 78
W: www.businessmodelsinc.com
DESIGNING BETTER BUSINESSESDESIGNING BETTER BUSINESSES

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Business Model Innovation by Business Models Inc. Training Summary

  • 4. ONLINE REVOLUTION MARKETS CAME ALREADY UP THE SPEED OF DEVELOPMENTS HAS INCREASED
  • 6. CUSTOMER SEGMENTS KEY PARTNERS COST STRUCTURE REVENUE STREAMSCHANNELS CUSTOMER RELATIONSHIPS KEY RESOURCES VALUE PROPOSITIONSKEY ACTIVITIES
  • 8. CURRENT BUSINESS MODEL WHAT KIND OF RELATIONSHIP DO WE MAINTAIN WITH OUR CUSTOMERS? PERSONAL CONTACT? AUTOMATIC? SELF- SERVICE? THROUGH WHAT CHANNELS DO WE DELIVER OUR PRODUCTS AND SERVICES? WHAT CUSTOMER NEEDS DO WE SATISFY? WHAT PROBLEM DO WE HELP OUR CUSTOMERS SOLVE? WHAT ADVANTAGES DO OUR PRODUCTS AND SERVICES PROVIDE OUR CUSTOMERS WITH? WHAT PRODUCTS AND SERVICES DO WE DELIVER TO OUR CUSTOMERS WHAT TYPE OF KEY ACTIVITIES DO WE PERFORM? WHAT KEY RESOURCES DOES OUR PROPOSITION REQUIRE? PHYSICAL? INTELLECTUAL? HUMAN? FINANCIAL? WHO ARE OUR KEY PARTNERS? WHAT IS OUR MOTIVATION TO WORK WITH PARTNERS? WHAT KEY RESOURCES DO WE ACQUIRE THROUGH PARTNERS? WHAT KEY ACTIVITIES DO OUR PARTNERS PERFORM? WHO IS OUR CUSTOMER? FOR WHOM DO WE CREATE VALUE? CAN WE DISTINGUISH DIFFERENT CUSTOMER SEGMENTS? WHAT ARE THE INHERENT COSTS IN OUR CURRENT BUSINESS MODEL?   WHAT IS THE SIZE OF EACH COST? WHAT REVENUE STREAMS DO WE GENERATE? WHAT IS THE SIZE OF EACH REVENUE STREAM?
  • 9. CURRENT BUSINESS MODEL +/- +/-+/- +/- +/-
  • 12. WHAT IS HAPPENING IN THE WORLD AROUND YOU?
  • 17. WHO IS OUR CUSTOMER? WHAT DOES HE OR SHE WANTS? WHAT IS HER WILLINGNESS TO PAY?
  • 18. WHAT IS THE JOB YOU GET DONE FOR YOUR CUSTOMER?
  • 23. ! ! ! ! ! ! !!!!!!!!!!DESIGNING BETTER BUSINESSES ! !
  • 26. DESIGN? IT’S A JOURNEY OF EXPLORATION
  • 27. 1. GENERATE OPTIONS 2. EXPLORE OPTIONS 3. CHECK AGAINST DESIGN CRITERIA 4. REPEAT
  • 28. IT’S A PROCESS! THERE IS NO SINGLE RIGHT ANSWER KILL YOUR DARLINGS!
  • 30. FORESEE THE FUTURE “THIS PRESENT MOMENT USED TO BE THE UNIMAGINABLE FUTURE.” Stewart Brand Co-Founder, Global Business Network “The Clock of the Long Now”
  • 32. ELIMINATE   RAISE   Which  factors  can  you   eliminate  that  your   industry  has  long   competed  on?   Which  factors  should   be  raised  well  above   the  industry’s   standard?   REDUCE   CREATE   Which  factors  should   be  reduced  well  below   the  industry  standard?   Which  factors  should   be  created  that  the   industry  has  never   offered?   BLUE OCEAN
  • 33. APPLY BUSINESS MODEL PATTERNS CHEAP INKJET PRINTERS ENCOURAGE YOU TO BUY EXPENSIVE CARTRIDGES Top 20% Focus on a small Number of products, Each selling in high volume LONG TAIL Focus on a lage number of products, each selling in low volumes #"of"products" #"of"sales"
  • 34. OFFER DISTRIBUTION CHANNELS CUSTOMER RELATIONSHIPS CUSTOMER SEGMENTS REVENUE STREAMSCOST STRUCTURE KEY ACTIVITIES PARTNER NETWORK KEY RESOURCES The Multi-Sided Platform Pattern Revenue flow 2 Revenue flow 1 Value Proposition 1 Customer Segment 1 Value Proposition 2 Customer Segment 2 Platform Platform Management Service Provisioning Platform Promotion Possible Revenue flow Subsidy Platform Management and Development FROM OWNING TO USING
  • 35. 4 epicenters of innovation Resource driven Proposition driven Customer driven Revenue driven
  • 36. LOOK AT THE CURRENT BUSINESS MODEL… … AND WRITE DOWN THE 3 MOST IMPORTANT PRODUCTS OR SERVICES REMOVE NUMBER 1! WHAT WILL YOU DO?
  • 38. WHERE ELSE CAN WE SELL OUR PRODUCTS WHICH PARTNERS CAN ADD EVEN MORE VALUE WHICH SERVICES CAN WE OFFER HOW CAN WE IMPROVE OUR RELATIONSHIP WITH OUR CUSTOMERS HOW CAN WE ELIMINATE FIXED COSTS BIG DATA HOW CAN WE DOUBLE OUR TOTAL REVENUES WHAT IF WE OFFER OUR PRODUCT FOR FREE HOW CAN WE IMPROVE OUR CUSTOMERS LIFE WHICH NEW CUSTOMER SEGMENTS CAN WE SERVE WHAT IF YOU WOULD SELL A SUBSCRIPTION OUR WORST NIGHTMARE
  • 39. BUSINESS MODEL OPTION WHAT KIND OF RELATIONSHIP DO WE MAINTAIN WITH OUR CUSTOMERS? PERSONAL CONTACT? AUTOMATIC? SELF- SERVICE? THROUGH WHAT CHANNELS DO WE DELIVER OUR PRODUCTS AND SERVICES? WHAT CUSTOMER NEEDS DO WE SATISFY? WHAT PROBLEM DO WE HELP OUR CUSTOMERS SOLVE? WHAT ADVANTAGES DO OUR PRODUCTS AND SERVICES PROVIDE OUR CUSTOMERS WITH? WHAT PRODUCTS AND SERVICES DO WE DELIVER TO OUR CUSTOMERS WHAT TYPE OF KEY ACTIVITIES DO WE PERFORM? WHAT KEY RESOURCES DOES OUR PROPOSITION REQUIRE? PHYSICAL? INTELLECTUAL? HUMAN? FINANCIAL? WHO ARE OUR KEY PARTNERS? WHAT IS OUR MOTIVATION TO WORK WITH PARTNERS? WHAT KEY RESOURCES DO WE ACQUIRE THROUGH PARTNERS? WHAT KEY ACTIVITIES DO OUR PARTNERS PERFORM? WHO IS OUR CUSTOMER? FOR WHOM DO WE CREATE VALUE? CAN WE DISTINGUISH DIFFERENT CUSTOMER SEGMENTS? WHAT ARE THE INHERENT COSTS IN OUR CURRENT BUSINESS MODEL?   WHAT IS THE SIZE OF EACH COST? WHAT REVENUE STREAMS DO WE GENERATE? WHAT IS THE SIZE OF EACH REVENUE STREAM?
  • 43. DEF: BUSINESS MODEL MECHANICS THE INNER WORKINGS OF AN ORGANIZATION’S BUSINESS MODEL. HOW THE BUILDING BLOCKS OF A BUSINESS MODEL WORK TOGETHER TO PRODUCE A BETTER OUTCOME source: www.strategyzer.com
  • 44. 6 QUESTIONS HOW DO YOU PERFORM ON A SCALE FROM 0 TO 10? 0 102 4 6 8 source: www.strategyzer.com MECHANICS: SWITCHING COSTS HOW EASY OR HARD IS IT FOR YOUR CUSTOMER TO SWITCH TO ANOTHER COMPANY? source: www.strategyzer.com MECHANICS: RECURRING REVENUES IS EVERY SALES A NEW EFFORT (TRANSACTIONAL) OR WILL IT RESULT IN FOLLOW-UP REVENUES AND PURCHASES? source: www.strategyzer.com MECHANICS: EARN BEFORE YOU SPEND ARE YOU EARNING MONEY BEFORE YOU ARE SPENDING IT (E.G. FOR PRODUCTION, PLATFORMS ETC.)? source: www.strategyzer.com
  • 45. MECHANICS: GAME CHANGING COST STRUCTURE IS YOUR COST STRUCTURE SUBSTANTIALLY DIFFERENT AND BETTER THAN THAT OF COMPETITORS? source: www.strategyzer.com MECHANICS: GETTING OTHERS TO DO THE WORK HOW MUCH DOES YOUR BUSINESS MODEL GET CUSTOMERS OR THIRD PARTIES TO CREATE VALUE FOR YOU? source: www.strategyzer.com MECHANICS: SCALABILITY HOW RAPIDLY AND HOW EASILY CAN YOU GROW YOUR BUSINESS MODEL WITHOUT HITTING ROADBLOCKS (E.G. INFRASTRUCTURE, CUSTOMER SUPPORT ETC.) source: www.strategyzer.com WHAT IS YOUR SCORE?
  • 47. THINK ABOUT YOUR NEW BUSINESS MODEL AS IF YOU ARE A START-UP
  • 48. What IS actually a start-up?!
  • 49. “A START-UP IS NOT A SMALL VERSION OF A LARGE COMPANY.” Steve%Blank% A START-UP IS A TEMPORARY ORGANIZATION IN SEARCH FOR A PROFITABLE, SCALABLE AND REPEATABLE BUSINESS MODEL. A START-UP IS ABOUT SEARCHING Steve%Blank% A (LARGE) COMPANY IS ABOUT EXECUTION Steve%Blank%
  • 50. YOU NEED TO CLARIFY YOUR ASSUMPTIONS YOU NEED TO TEST YOUR ASSUMPTIONS Source: Alex Osterwalder Instagram GET OUT OF THE BUILDING…
  • 51. WATCH FIRST, THEN ASK LOOK FOR NEEDS, NOT SOLUTIONS PIVOT YOUR BUSINESS MODEL STOP FEATURITIS NOW
  • 52. 10 TIPS FOR BUSINESS MODEL INNOVATION
  • 53. 1   START WITH THE AS-IS. MAP THE CURRENT BUSINESS MODEL, CONTEXT AND VISION ON A LARGE POSTER WITH 3M POST IT NOTES.
  • 54. 2   DON’T TRY THIS ALONE. LET YOUR COLLEAGUES OR FRIENDS HELP YOU!
  • 55. 3   LEARN FROM OTHER BUSINESS MODELS!
  • 57. 5   THINK AS A BUSINESS MODEL DESIGNER. DO NOT RELY ON 1 MODEL, BUILD PROTOTYPES PROTOTYPING LET’S YOU FAIL EARLY TO SUCCEED SOONER IDEO.COM “ ”
  • 58. 6   “VISIT THE FUTURE FREQUENTLY!”
  • 59. 7   “SHOW ME THE MONEY!”
  • 60. 8   “DRAWING IS THE NEW WRITING” THINK & WORK VISUALLY!
  • 61. 9   DON’T RELY ON YOUR ASSUMPTIONS.
  • 64. CONTACT US FOR MORE INFORMATION! MAAIKE DOYER STRATEGY DESIGNER E: maaike.doyer@businessmodelsinc.com T: +31 6 81 82 25 18 W: www.businessmodelsinc.com PATRICK VAN DER PIJL CEO & FOUNDER E: patrick.van.der.pijl@businessmodelsinc.com T: +31 6 51 29 57 78 W: www.businessmodelsinc.com