You are previewing Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers.

Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers

  1. Copyright
  2. Preface-1
  3. Preface-2
  4. Preface-3
  5. Seven Faces of Business Model Innovation
  6. 1. Canvas
    1. 1.1. Def_Business Model
    2. 1.2. The 9 Building Blocks
      1. 1.2.1. For whom are we creating value? Who are our most important customers?
    3. 1.3. The Business Model Canvas
      1. 1.3.1. Example: Apple iPod/iTunes Business Model
  7. 2. Patterns
    1. 2.1. Un-Bundling Business Models
    2. 2.2. The Long Tail
      1. 2.2.1. Old Model
      2. 2.2.2. A New Model
    3. 2.3. Multi-Sided Platforms
      1. 2.3.1. PSP/Xbox Focus
      2. 2.3.2. Wii Focus
    4. 2.4. FREE as a Business Model
    5. 2.5. Open Business Models
  8. 3. Design
    1. 3.1. Technique_No.1: Customer Insights
      1. 3.1.1. Building Business Models on Customer Insights
      2. 3.1.2. The Empathy Map
      3. 3.1.3. Understanding a B2B customer using the Empathy Map
    2. 3.2. Technique_No.2: Ideation
      1. 3.2.1. Generating New Business Model Ideas
      2. 3.2.2. Epicenters of Business Model Innovation
      3. 3.2.3. The Power of "What If" Questions
      4. 3.2.4. The Ideation Process
      5. 3.2.5. Assemble a Diverse Team
      6. 3.2.6. Brainstorming Rules
      7. 3.2.7. Warm-Up: The Silly Cow Exercise
    3. 3.3. Technique_No.3: Visual Thinking
      1. 3.3.1. The Value of Visual Thinking
      2. 3.3.2. Visualizing with Post-it™ Notes
      3. 3.3.3. Visualizing with Drawings
      4. 3.3.4. Understand the Essence
      5. 3.3.5. Enhance Dialogue
      6. 3.3.6. Explore Ideas
      7. 3.3.7. Improve Communication
      8. 3.3.8. Different Types of Visualization for Different needs
      9. 3.3.9. Telling a Visual Story
      10. 3.3.10. Visual Storytelling Activity
    4. 3.4. Technique_No.4: Prototyping
      1. 3.4.1. Prototyping's Value
      2. 3.4.2. Design Attitude
      3. 3.4.3. Prototypes at Different Scales
      4. 3.4.4. Eight Business Model Prototypes for Publishing a Book
      5. 3.4.5. Wanted: A New Consulting Business Model
    5. 3.5. Technique_No.5: Storytelling
      1. 3.5.1. Storytelling's Value
      2. 3.5.2. Why Storytelling?
      3. 3.5.3. Making Business Models Tangible?
      4. 3.5.4. Making the Future Tangible
      5. 3.5.5. Developing the Story
      6. 3.5.6. Techniques
      7. 3.5.7. SuperToast, Inc. Business Model
    6. 3.6. Technique_No.6: Scenarios
      1. 3.6.1. Scenario-Guided Business Model Design
      2. 3.6.2. Explore Ideas
      3. 3.6.3. Future Scenarios
      4. 3.6.4. Pharma Business Models of the Future
      5. 3.6.5. Scenario D: Reinventing Pharma
      6. 3.6.6. Future Scenarios and new Business Models
      7. 3.6.7. Further Reading on Design and Business
  9. 4. Strategy
    1. 4.1. BUSINESS MODEL ENVIRONMENT: CONTEXT, DESIGN DRIVERS, AND CONSTRAINTS
    2. 4.2. EVALUATING BUSINESS MODELS
      1. 4.2.1. ASSESSING THREATS
      2. 4.2.2. ASSESSING OPPORTUNITIES
      3. 4.2.3. USING SWOT ASSESSMENT ANALYSIS RESULTS TO DESIGN NEW BUSINESS MODEL OPTIONS
    3. 4.3. BUSINESS MODEL PERSPECTIVE ON BLUE OCEAN STRATEGY
      1. 4.3.1. BLENDING THE BLUE OCEAN STRATEGY FRAMEWORK WITH THE BUSINESS MODEL CANVAS
      2. 4.3.2. QUESTIONING YOUR CANVAS WITH THE FOUR ACTIONS FRAMEWORK
    4. 4.4. MANAGING MULTIPLE BUSINESS MODELS
      1. 4.4.1. SMH'S AUTONOMOUS MODEL FOR SWATCH
      2. 4.4.2. THE NESPRESSO SUCCESS MODEL
      3. 4.4.3. NESTLé'S PORTFOLIO OF COFFEE BUSINESS MODELS
      4. 4.4.4. DAIMLER'S CAR2GO BUSINESS MODEL
  10. 5. Process
    1. 5.1. Business Model Design Process
      1. 5.1.1. Design Attitude
      2. 5.1.2. 5 Phases
  11. A. Outlook
  12. B. Afterword
    1. B.1. WHERE DID THIS BOOK COME FROM?
    2. B.2. REFERENCES
  13. C. MARKET RESPONSE
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Appendix A. Outlook

We hope we've shown you how visionaries, game changers, and challengers can tackle the vital issue of business models. We hope we've provided you with the language, the tools and techniques, and the dynamic approach needed to design innovative and competitive new models. But much remains to be said. So here we touch on five topics, each of which might well merit its own book.

The first examines business models beyond profit: how the Canvas can drive business model innovation in the public and non-profit sectors. The second suggests how computer-aided business model design might leverage the paper-based approach and allow for complex manipulation of business model elements. The third discusses the relationship between business models and business plans. The fourth addresses issues that arise when implementing business models in either new or existing organizations. The final topic examines how to better achieve business model and IT alignment.

Beyond-Profit Business Models

The application of the Canvas is in no way limited to for-profit corporations. You can easily apply the technique to non-profit organizations, charities, public sector entities, and for-profit social ventures.

Every organization has a business model, even if the word "business" is not used as a descriptor. To survive, every organization that creates and delivers value must generate enough revenue to cover its expenses. Hence it has a business model. The difference is merely a matter of focus: the ...

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