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10 Business Models of Our TimeTREND RESEARCH BY trendwatching.com
BUSINESS MODEL DESIGN BY Business Models Inc.
THE BUSINESS MODEL CANVAS is part of the Business Model Generation methodology
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10 Business Models of Our Time1. Localized Low-Cost Business Model2. One-Off Experience Business Model3. Beyond Advertising Business Model4. Markets Are Conversations Business Model5. Low-Budget Innovation Business Model6. Community-Funded Business Model7. Sustainability-Focused Business Model8. Twisted Freemium Business Model9. Unlimited Niches Business Model10. In-Crowd Customers Business Model
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Localized Low-Cost Business Model 1
Localized Low-Cost Business Model
} 44The Business Model Canvas
Cost Structure
Key Partners
Key Resources
Channels
Key Activities
Value Proposition
Customer Relationships
CustomerSegments
Revenue Streams
Simple, small and cheap
product/service
Lower-incomes in emerging
markets
Metropolitan areas in
mature markets
Independent product/service
designers
Low costs
Energy efficient distribution via local vendors
Income generating/self-
sustaining
BrandsOther areas in
mature markets
Low prices x High volumes
Cost efficient procurement
Lower customer
expectationsMarketing and quality
management
Standardized local micro producers
Micro financed local banks/foundations
Minimum specifications
Higher incomes in emerging
markets
Localized Low-Cost Business Modelmost relevant for fast moving consumer goods companies
Designer: Ouke Arts ([email protected])
What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?
Through which Channels do our 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?
For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?
For whom are we creating value?Who are our most important customers?
What type of relationship does each of our CustomerSegments 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?
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?
What Key Activities do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue streams?
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 Resources do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue Streams?
Day Month Year
No.
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.
Hardcover and paperback edition available at Amazon.comBusiness Model Generation
One-Off Experience
Business Model 2
One-Off Experience Business Model
} 44The Business Model Canvas
Cost Structure
Key Partners
Key Resources
Channels
Key Activities
Value Proposition
Customer Relationships
CustomerSegments
Revenue Streams
One-off experiences
Online channels
3rd party see-hear-buy
product/service
Instant consuming
Instantcontributing
Experience seeking
customers
Customers in markets of abundance
Software development
Offline event organizers
Hosting costs
Conversation engagement and initiative
Software platform
Commissions pop-up
commerce
Commissionsinstant online
retail
Offline pop-up commerce
Online retailers
Online presence and
findability costs
One-Off Experience Business Modelmost relevant for social media companies
Designer: Ouke Arts ([email protected])
What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?
Through which Channels do our 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?
For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?
For whom are we creating value?Who are our most important customers?
What type of relationship does each of our CustomerSegments 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?
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?
What Key Activities do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue streams?
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 Resources do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue Streams?
Day Month Year
No.
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.
Hardcover and paperback edition available at Amazon.comBusiness Model Generation
3Beyond Advertising
Business Model
Beyond Advertising Business Model
} 44The Business Model Canvas
Cost Structure
Key Partners
Key Resources
Channels
Key Activities
Value Proposition
Customer Relationships
CustomerSegments
Revenue Streams
Research, compare,
review
Beyond Advertising Business Modelmost relevant for traditional media and print companies
Trusted product/service
advice
Customers in mature markets
Online channels
IndividualsFacilitate interacting
Facilitate sharing and contributing
Commissions
Commercial partners
Publicpartners
Facilitation fees
On-demand interaction
Customers in emerging markets
Facilitation skills
Content management
costs
Online findability
costsFacilitators
Review portals
Designer: Ouke Arts ([email protected])
What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?
Through which Channels do our 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?
For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?
For whom are we creating value?Who are our most important customers?
What type of relationship does each of our CustomerSegments 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?
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?
What Key Activities do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue streams?
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 Resources do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue Streams?
Day Month Year
No.
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.
Hardcover and paperback edition available at Amazon.comBusiness Model Generation
4Markets Are Conversations
Business Model
Markets Are Conversations Business Model
} 44The Business Model Canvas
Cost Structure
Key Partners
Key Resources
Channels
Key Activities
Value Proposition
Customer Relationships
CustomerSegments
Revenue Streams
Markets Are Conversations Business Modelmost relevant for professional services companies
Modular and beta products/
services
Engaged customers
Online social networks
Real-time tracking and conversing
Find, follow, interact and collaborate
Product/service improvement
and innovation
Social media skilled
employees
Lower product/service failure
costs
Higher recurrent revenues
Media companies
Non-engaged customers
Designer: Ouke Arts ([email protected])
What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?
Through which Channels do our 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?
For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?
For whom are we creating value?Who are our most important customers?
What type of relationship does each of our CustomerSegments 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?
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?
What Key Activities do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue streams?
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 Resources do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue Streams?
Day Month Year
No.
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.
Hardcover and paperback edition available at Amazon.comBusiness Model Generation
5Low-Budget Innovation
Business Model
Low-Budget Innovation Business Model
} 44The Business Model Canvas
Cost Structure
Key Partners
Key Resources
Channels
Key Activities
Value Proposition
Customer Relationships
CustomerSegments
Revenue Streams
Low-Budget Innovation Business Modelmost relevant for fast moving consumer goods companies
Co-created products Early adopters
Customer participation
Local customer communities
Global trend trackers
Offline development
labs
Customer behavior
intelligence
Lower product development
costs
Higher new product
success rate
Customer observation
Free / personalized
samples
Followers
Online channels
Designer: Ouke Arts ([email protected])
What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?
Through which Channels do our 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?
For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?
For whom are we creating value?Who are our most important customers?
What type of relationship does each of our CustomerSegments 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?
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?
What Key Activities do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue streams?
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 Resources do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue Streams?
Day Month Year
No.
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.
Hardcover and paperback edition available at Amazon.comBusiness Model Generation
6Community-Funded
Business Model
Community-Funded Business Model
} 44The Business Model Canvas
Cost Structure
Key Partners
Key Resources
Channels
Key Activities
Value Proposition
Customer Relationships
CustomerSegments
Revenue Streams
Community-Funded Business Modelmost relevant for entertainment and publishing companies
Community-funded
productsBelievers
Community management
Media companies
Retail storesCommunity intelligence
Production costs Product sales
Fund management
Suppliers
Online community
platform
Buyers
Distribution costs
Marketing costs Interest Supplier
subscriptions
Producers
Community membership
Distributors
Designer: Ouke Arts ([email protected])
What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?
Through which Channels do our 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?
For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?
For whom are we creating value?Who are our most important customers?
What type of relationship does each of our CustomerSegments 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?
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?
What Key Activities do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue streams?
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 Resources do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue Streams?
Day Month Year
No.
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.
Hardcover and paperback edition available at Amazon.comBusiness Model Generation
7Sustainability-Focused
Business Model
Sustainability-Focused Business Model
} 44The Business Model Canvas
Cost Structure
Key Partners
Key Resources
Channels
Key Activities
Value Proposition
Customer Relationships
CustomerSegments
Revenue Streams
Sustainability-Focused Business Modelmost relevant for fast moving consumer goods companies
Sustainable products/services
Customers in emerging markets
Ecological organizations
Research costs
Retail stores
Green status
Brand defining employees
Sustainable premiums
Ecological impact
researchGreen
storytelling
Green marketing Governments
Customers in mature markets
Marketing costs
Government grants
Product/service design
Designer: Ouke Arts ([email protected])
What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?
Through which Channels do our 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?
For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?
For whom are we creating value?Who are our most important customers?
What type of relationship does each of our CustomerSegments 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?
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?
What Key Activities do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue streams?
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 Resources do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue Streams?
Day Month Year
No.
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.
Hardcover and paperback edition available at Amazon.comBusiness Model Generation
8Twisted Freemium
Business Model
Twisted Freemium Business Model
} 44The Business Model Canvas
Cost Structure
Key Partners
Key Resources
Channels
Key Activities
Value Proposition
Customer Relationships
CustomerSegments
Revenue Streams
Twisted Freemium Business Modelmost relevant for software development companies
Free open source based
product
Paying customers
Open source development community
Platform development
costs
Online platform
Continuously serviced product
Open source product
Professional subscription
Product support services
Product versioning and testing
Self-service customers
Sales costs
Local branches
Distribution costs
Self-service and access to
platform
Designer: Ouke Arts ([email protected])
What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?
Through which Channels do our 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?
For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?
For whom are we creating value?Who are our most important customers?
What type of relationship does each of our CustomerSegments 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?
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?
What Key Activities do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue streams?
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 Resources do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue Streams?
Day Month Year
No.
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.
Hardcover and paperback edition available at Amazon.comBusiness Model Generation
9Unlimited Niches
Business Model
Unlimited Niches Business Model
} 44The Business Model Canvas
Cost Structure
Key Partners
Key Resources
Channels
Key Activities
Value Proposition
Customer Relationships
CustomerSegments
Revenue Streams
Unlimited Niches Business Modelmost relevant for online retail companies
Platform
Many niche segments
Content production
tools
Low volumes x unlimited items
Platform development
Platform management
Niche content providers
Online channels
User generated content
Unlimited scope of niche
content
Platform management
and promotion
Service delivery
Platform promotion
Niche content providers
Mass-customized
Designer: Ouke Arts ([email protected])
What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?
Through which Channels do our 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?
For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?
For whom are we creating value?Who are our most important customers?
What type of relationship does each of our CustomerSegments 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?
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?
What Key Activities do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue streams?
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 Resources do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue Streams?
Day Month Year
No.
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.
Hardcover and paperback edition available at Amazon.comBusiness Model Generation
10In-Crowd Customers
Business Model
In-Crowd Customers Business Model
} 44The Business Model Canvas
Cost Structure
Key Partners
Key Resources
Channels
Key Activities
Value Proposition
Customer Relationships
CustomerSegments
Revenue Streams
In-Crowd Customers Business Modelmost relevant for travel, leisure and lifestyle companies
Brand
In-crowd customers in
mature markets
Personal in-crowd
encounters
Social and cultural
experiences
Highest margin prices
Ambassadormarketing
costs
Production/service delivery
costs
Brand ambassadors
Offline networks
Social and cultural
agencies
Status triggering
product/service
Selective marketing
Extremely personalized
Production/service delivery
Designer: Ouke Arts ([email protected])
What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?
Through which Channels do our 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?
For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?
For whom are we creating value?Who are our most important customers?
What type of relationship does each of our CustomerSegments 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?
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?
What Key Activities do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue streams?
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 Resources do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue Streams?
Day Month Year
No.
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.
Hardcover and paperback edition available at Amazon.comBusiness Model Generation
10 Business Models of Our TimePRODUCED BY:
Ouke Arts, Business Model Designer
THANK YOU:
Reinier Evers, Founder/CEO trendwatching.com
Patrick van der Pijl, Founder/CEO Business Models Inc.
Alexander Osterwalder, Author Business Model Generation
beta
You’re holding a handbook for visionaries, game changers, and challengers striving to defy outmoded business models and design tomorrow’s enterprises. It’s a book for the…
written byAlexander Osterwalder & Yves Pigneurco-created byAn amazing crowd of 470 practitioners from 45 countriesdesigned byAlan Smith, The Movement Hardcover/paperback available at Amazon