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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Chapter 1. Canvas

The Business Model Canvas

A shared language for describing, visulizing, assesing; and changing business models

Canvas

Def_Business Model

A business model describes the rationale of how an organization creates, delivers, and captures value

The starting point for any good discussion, meeting, or workshop on business model innovation should be a shared understanding of what a business model actually is. We need a business model concept that everybody understands: one that facilitates description and discussion. We need to start from the same point and talk about the same thing. The challenge is that the concept must be simple, relevant, and intuitively understandable, while not oversimplifying the complexities of how enterprises function.

In the following pages we offer a concept that allows you to describe and think through the business model of your organization, your competitors, or any other enterprise. This concept has been applied and tested around the world and is already used in organizations such as IBM, Ericsson, Deloitte, the Public Works and Government Services of Canada, and many more.

This concept can become a shared language that allows you to easily describe and manipulate business models to create new strategic alternatives. Without such a shared language it is difficult to systematically challenge assumptions about one's business model and innovate successfully. ...

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