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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Seven Faces of Business Model Innovation

Seven Faces of Business Model Innovation

The Senior Executive

Jean-Pierre Cuoni, Chairman/EFG International

Focus: Establish a new business model in an old industry

Jean-Pierre Cuoni is chairman of EFG International, a private bank with what may be the industry's most innovative business model. With EFG he is profoundly transforming the traditional relationships between bank, clients, and client relationship managers. Envisioning, crafting, and executing an innovative business model in a conservative industry with established players is an art, and one that has placed EFG International among the fastest growing banks in its sector.

Seven Faces of Business Model Innovation

The Intrapreneur

Dagfinn Myhre, Head of R&I Business Models/Telenor

Focus: Help exploit the latest technological developments with the right business models

Dagfinn leads a business model unit at Telenor, one of the world's ten largest mobile telephone operators. The telecom sector demands continuous innovation, and Dagfinn's initiatives help Telenor identify and understand sustainable models that exploit the potential of the latest technological developments. Through deep analysis of key industry trends, and by developing and using leading-edge analytical tools, Dagfinn's team explores new business concepts and opportunities.

The Entrepreneur

Mariëlle Sijgers,

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