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2. 10 New Business Models for this Decade 1. Localized Low-Cost Business Model beta 2. One-Off Experience Business Model beta 3. Beyond Advertising Business Modelbeta4. Markets Are Conversations Business Model 5. Low-Budget Innovation Business Model 6. Community-Funded Business Modelbeta7. Sustainability-Focused Business Model 8. Twisted Freemium Business Model 9. Unlimited Niches Business Modelbetabetabetabeta10. In-Crowd Customers Business Modelbetabeta 3. 1Localized Low-CostBusiness Model 4. Localized Low-Cost Business Model 5. LocalizedFast moving consumer goods companies looking for new market opportunities for their simple,Low-Costsmall and cheap products are considering the localized low-cost business model.Business ModelIn essence, this business model is suitable for standardized products and services with minimum specications and lower customer expectations that can be locally produced and globally branded. This business model will only be successful if the following two conditions apply. The rst one depends on signicant market presence in metropolitan areas in mature markets. This condition allows companies to leverage on their achieved brand value in emerging markets. The second condition is that the product or service has income generation or self-sustaining features. This condition opens the door to lower incomes in emerging markets. Future market expansion is possible to both other areas in mature markets and higher incomes in emerging markets. The company's most important activities will be cost efficient procurement, marketing and quality management. Design is in the hands of local product and service designers and standardized production is outsourced to local producers. Likewise, energy efficient distribution is done through local vendors. Fast moving consumer goods companies will focus even more on maintaining and managing their brand portfolio. Their low cost structure, micro nanced local activities and low prices plus high volumes will result in protable growth of global market share. 6. 4Localized Low-Cost Business ModelThe Business Model Canvasmost relevant for fast moving consumer goods companiesDayMonthNo.Key PartnersKey ActivitiesWho are our Key Partners? Who are our key suppliers? Which Key Resources are we acquiring from partners? Which Key Activities do partners perform?Independent product/service designersStandardized local micro producersWhat Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams?Cost efcient procurementMarketing and quality managementWhat Key Value Propositions require? KeyResources do ourCustomer Relationships? Our Distribution Channels? Revenue Streams? ResourcesValue PropositionCustomer RelationshipsWhat value do we deliver to the customer? Which one of our customers 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?Simple, small and cheap product/serviceWhat type of relationship does each of our Customer Segments 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?Lower customer expectationsMinimum specicationsIncome generating/selfsustainingThrough which Channels do Channelsour 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?Energy efcient distribution via local vendorsBrandsCost What are the most important Structure costs inherent in our business model? Which Key Resources are most expensive?For whom are we creating value? Who are our most important customers?Higher incomes in emerging marketsLower-incomes in emerging marketsMetropolitan areas in mature marketsOther areas in mature marketsRevenue For what value are our customers Streams pay? really willing to pay? For what do they currentlyWhich Key Activities are most expensive?Low costsCustomer SegmentsMicro nanced local banks/ foundationsHow are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?Low prices x High volumesDesigner: Ouke Arts ([email protected]) 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.Year 7. Ele mp xa 8. Examp le 9. Ele mp xa 10. 2One-Off ExperienceBusiness Model 11. One-Off Experience Business Model 12. One-OffBig in popularity and unknown for their prot, many social media companies are searching for waysExperienceto combine third party see-hear-buy products and services with their own ability to offer one-offBusinessexperiences.ModelThe One-Off Experience business model stands for a smart connection between customers in markets of abundance and their experience seeking equivalents. This business model will only live up to its expectations if social media companies team up with offline event organizers, offline pop-up stores and online retailers. Developing software and engaging in ongoing conversations with their users is simply not enough to do the trick. This business model offers unique experiences to customers at a given place during a specic event. The software platform on which its online communication channels come to life will spark the engine of experience seeking customers. By instant contributions from these customers then and there, the door to the larger experience consuming market share will be opened. Events will have to be combined with commercial opportunism. The social media experience remains free, relevant products and services will have to bought the old-fashioned way. With money that is. Commissions from both pop-up stores and instant online retailers will bring in the revenue. These have to compensate social media companies for high hosting costs and presence and ndability costs. These costs tend to rise along the popularity of the social media platform. If this is not absorbed by a parallel growth in revenues, the business model will not be sustainable. 13. 4One-Off Experience Business ModelThe Business Model Canvasmost relevant for social media companiesDayMonthNo.Key PartnersKey ActivitiesWho are our Key Partners? Who are our key suppliers? Which Key Resources are we acquiring from partners? Which Key Activities do partners perform?Ofine event organizersOfine pop-up commerceOnline retailersWhat Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams?Software developmentConversation engagement and initiative What Key Value Propositions require? KeyResources do ourCustomer Relationships? Our Distribution Channels? Revenue Streams? ResourcesValue PropositionCustomer RelationshipsWhat value do we deliver to the customer? Which one of our customers 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?3rd party see-hear-buy product/serviceWhat type of relationship does each of our Customer Segments 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?Instant contributingOne-off experiencesCustomers in markets of abundanceExperience seeking customersThrough which Channels do Channelsour 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?Online channelsRevenue For what value are our customers Streams pay? really willing to pay? For what do they currentlyWhich Key Activities are most expensive?Hosting costsFor whom are we creating value? Who are our most important customers?Instant consumingSoftware platformCost What are the most important Structure costs inherent in our business model? Which Key Resources are most expensive?Customer SegmentsOnline presence and ndability costsHow are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?Commissions pop-up commerceCommissions instant online retailDesigner: Ouke Arts ([email protected]) 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.Year 14. Ele mp xa 15. Examp le 16. Ele mp xa 17. 3Beyond AdvertisingBusiness Model 18. Beyond Advertising Business Model 19. BeyondTraditional media and print companies are looking for new revenue streams and have done so forAdvertisingsome time. In the last decade, the number of subscribers has been declining and the market forBusinessadvertisements has not performed much better. So whats beyond the known horizon?ModelTraditional media and print companies need to shift from a business model based on advertisers telling subscribers what to buy to a business model based on facilitating both customers and partners in trust building and on-demand interacting. The business model for media and print companies remains two-sided but with two separate value propositions. It offers customers in mature markets, which are reached through customer initiated research, comparison and review, trusted product and service advice. These are shared with - and contributed by - commercial partners. Second, it offers individuals on-demand interaction with public partners, for example governments, schools and hospitals. Media and print companies will become great in facilitating individuals and groups in sharing, contributing and interacting. All communication will be channeled online and independent review portals complement media and print companies in building trusted customer relationships. Their cost structure will shift dramatically, from paper and distribution to content management and online facilitating. Revenues will be generated from facilitation fees paid by commercial and public partners, and commissions from product and service retailers. Whats beyond the known horizon? Facilitation is the answer. 20. 4Beyond Advertising Business ModelThe Business Model Canvasmost relevant for traditional media and print companiesDayMonthNo.Key PartnersValue PropositionKey ActivitiesWho 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 Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams?What value do we deliver to the customer? Which one of our customers 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?Facilitate sharing and contributingCommercial partnersPublic partnersTrusted product/service adviceFacilitate interactingWhat type of relationship does each of our Customer Segments 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?For whom are we creating value? Who are our most important customers?Research, compare, reviewCustomers in mature marketsIndividualsThrough which Channels do Channelsour Customer Segments want to be reached?Customers in emerging marketsHow 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?Online channelsFacilitation skillsCost What are the most important Structure costs inherent in our business model? Which Key Resources are most expensive?Revenue For what value are our customers Streams pay? really willing to pay? For what do they currentlyWhich Key Activities are most expensive?FacilitatorsCustomer SegmentsOn-demand interactionWhat Key Value Propositions require? KeyResources do ourCustomer Relationships? Our Distribution Channels? Revenue Streams? ResourcesReview portalsCustomer RelationshipsHow are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?Content management costsOnline ndability costsFacilitation feesCommissionsDesigner: Ouke Arts ([email protected]) 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.Year 21. Examp le 22. Ele mp xa 23. Examp le 24. 4Markets Are ConversationsBusiness Model 25. Markets Are Conversations Business Model 26. Markets AreProduct-focused professional services rms are nite. Economic turmoil leads to severe pressureConversations on fees in business-to-business markets like consultancy, advocacy, accountancy and corporate Businessnance. In times like these, it takes more than product development to stay in the game.ModelUnderstanding that markets are not a static product of history and position, but a dynamic snap shot of conversations and interactions, is the rst part towards new growth.For professional services rms, the difference will be made by converting non-engaged customers into engaged customers. Product development will be obsolete. It will be replaced by customer relations and conversations. By sharing modular and beta products and services with your current and future customers, companies and their customers interact and collaborate in ongoing conversations. Not only will customers nd and follow companies in online social networks, it will be the other way around as well. Employees have always been an important resource for professional service rms, and this importance will be especially true for social media skilled employees. Professional services companies will need to become active with real-time tracking and conversion, with a little help from media partners. This will lead to ongoing product and service improvement and innovation, resulting in lower failure costs and higher recurrent revenues. An involved customer is a loyal customer. 27. 4The Business Model CanvasMarkets Are Conversations Business Model most relevant for professional services companiesDayMonthNo.Key Partners Who are our Key Partners? Who are our key suppliers? Which Key Resources are we acquiring from partners? Which Key Activities do partners perform?Media companiesKey Activities What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams?Real-time tracking and conversingValue PropositionCustomer RelationshipsWhat value do we deliver to the customer? Which one of our customers 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?Modular and beta products/ servicesWhat type of relationship does each of our Customer Segments 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?Find, follow, interact and collaborateProduct/service improvement and innovationWhat Key Value Propositions require? KeyResources do ourCustomer Relationships? Our Distribution Channels? Revenue Streams? ResourcesWhich Key Activities are most expensive?For whom are we creating value? Who are our most important customers?Engaged customersNon-engaged customersThrough which Channels do Channelsour 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?Social media skilled employeesCost What are the most important Structure costs inherent in our business model? Which Key Resources are most expensive?Customer SegmentsOnline social networksRevenue For what value are our customers Streams pay? really willing to pay? For what do they currently Lower product/ service failure costsHow are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?Higher recurrent revenuesDesigner: Ouke Arts ([email protected]) 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.Year 28. Ele mp xa 29. Examp le 30. Ele mp xa 31. 5Low-Budget InnovationBusiness Model 32. Low-Budget Innovation Business Model 33. Low-Budget Innovation in fast moving consumer goods companies used to mean bringing in the creative talents, Innovationthe marketeers and the producers who started searching for possibilities to develop new products.BusinessFor executives, there was nothing left but to hope for the best. Those days are over now thatsModelco-creation is introduced. Innovation has become something companies can do with their customers, instead of to them.Based on customer observation and customer participation, fast moving consumer goods companies develop co-created products that are improved by early adopters with sample tests. Early adopters are connected to the much larger market share of followers. Although co-creation can take place in off-line development labs, connectivity between adopters and followers is almost exclusively taking place through online channels. Online is also where local customer communities and global trend trackers meet. Fast moving consumer goods companies need to become specialists in customer behaviour, in traditional consumption patterns, but more and more in social and individual lifestyle patterns as well. In a low-budget innovation business model, fast moving consumer goods companies are able to achieve a higher new product success rate with lower budget development costs. Now thats called low-budget innovation. 34. 4Low-Budget Innovation Business ModelThe Business Model Canvasmost relevant for fast moving consumer goods companiesDayMonthNo.Key Partners Who are our Key Partners? Who are our key suppliers? Which Key Resources are we acquiring from partners? Which Key Activities do partners perform?Local customer communitiesGlobal trend trackersKey Activities What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams?Customer observationValue PropositionCustomer RelationshipsWhat value do we deliver to the customer? Which one of our customers 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?Co-created productsCustomer SegmentsWhat type of relationship does each of our Customer Segments 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?For whom are we creating value? Who are our most important customers?Free / personalized samplesEarly adoptersCustomer participationWhat Key Value Propositions require? KeyResources do ourCustomer Relationships? Our Distribution Channels? Revenue Streams? ResourcesCustomer behavior intelligenceCost What are the most important Structure costs inherent in our business model? Which Key Resources are most expensive?FollowersThrough which Channels do Channelsour 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?Ofine development labsOnline channelsRevenue For what value are our customers Streams pay? really willing to pay? For what do they currentlyWhich Key Activities are most expensive?Lower product development costsHow are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?Higher new product success rateDesigner: Ouke Arts ([email protected]) 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.Year 35. Ele mp xa 36. Examp le 37. Ele mp xa 38. 6Community-FundedBusiness Model 39. Community-Funded Business Model 40. CommunityEntertainment- and publishing companies have traditionally been specically good at talentFundedidentication and development. In a community-funded business model, talent identication andBusinesstalent development are radically democratized.ModelInstead of talent identication and development, entertainment and publishing companies become exceptionally good at fund and community management. The most essential resource in this business model is the intelligence of a community. In this multisided business model, their are three distinctive customer segments: believers, suppliers and buyers. Believers become members through the online community platform and fund products that are produced by suppliers. These products can be visual, auditory or textual and are bought by buyers. Believers can be buyers can be suppliers and the other way around. Fysical products are distributed through retail stores, digital products through the online community platform. To boost product sales, entertainment and publishing companies partner with media companies, professional producers and distributors. This means marketing, production and distribution costs have to be covered by interest and supplier subscriptions next to product sales. This business model has a different tipping point in different markets. 41. 4The Business Model CanvasCommunity-Funded Business Model most relevant for entertainment and publishing companiesDayMonthNo.Key PartnersKey ActivitiesWho are our Key Partners? Who are our key suppliers? Which Key Resources are we acquiring from partners? Which Key Activities do partners perform?Media companiesProducersDistributorsWhat Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams?Fund managementValue Proposition What value do we deliver to the customer? Which one of our customers 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?Communityfunded productsCustomer SegmentsWhat type of relationship does each of our Customer Segments 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?For whom are we creating value? Who are our most important customers?Community membershipBelieversCommunity managementSuppliersWhat Key Value Propositions require? KeyResources do ourCustomer Relationships? Our Distribution Channels? Revenue Streams? ResourcesThrough which Channels do Channelsour Customer Segments want to be reached?BuyersHow 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?Online community platformCommunity intelligenceCost What are the most important Structure costs inherent in our business model? Which Key Resources are most expensive?Retail storesRevenue For what value are our customers Streams pay? really willing to pay? For what do they currentlyWhich Key Activities are most expensive?Marketing costsCustomer RelationshipsHow are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?Production costsDistribution costsProduct salesInterestSupplier subscriptionsDesigner: Ouke Arts ([email protected]) 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.Year 42. Ele mp xa 43. Examp le 44. Ele mp xa 45. 7Sustainability-FocusedBusiness Model 46. Sustainability-Focused Business Model 47. Sustain-If green status is what customers want, thats what theyll get. Fast moving consumer goodsabilitycompanies are creating new products and services for customers in mature and emerging marketsFocusedby focusing on sustainability.Business ModelFast moving consumer goods companies that are serious about sustainability research the ecological impact of their products and services. Facts are needed for research-based green marketing while creativity and locality is needed for green storytelling. Brand dening employees and green marketeers work together with product and service designers, ecological organizations and governments. These research and marketing efforts demand a sustainable premium on traditional low-cost prices. When the market response is insufficient, governments can provide grants for sustainability-focused companies. Customers are reached through regular channels such as retail stores. The relationship between company and customer is based on green storytelling: individualized, personal and local context are integrated in customer relationship management. This business model will be more successful if fast moving consumer companies are active in both mature and emerging markets. Given the lead in green ambitions in mature markets, market presence in these markets allows companies to leverage on their achieved brand value in emerging markets. 48. 4Sustainability-Focused Business ModelThe Business Model Canvasmost relevant for fast moving consumer goods companiesDayMonthNo.Key PartnersValue PropositionKey ActivitiesWho 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 Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams?Ecological impact researchEcological organizationsCustomer RelationshipsWhat value do we deliver to the customer? Which one of our customers 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?Sustainable products/ servicesWhat type of relationship does each of our Customer Segments 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?Customer Segments For whom are we creating value? Who are our most important customers?Customers in mature marketsGreen storytelling Green marketingGovernmentsWhat Key Value Propositions require? KeyResources do ourCustomer Relationships? Our Distribution Channels? Revenue Streams? ResourcesBrand dening employeesThrough which Channels do Channelsour 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?Product/service designCost What are the most important Structure costs inherent in our business model? Which Key Resources are most expensive?Retail storesRevenue For what value are our customers Streams pay? really willing to pay? For what do they currentlyWhich Key Activities are most expensive?Research costsCustomers in emerging marketsGreen statusMarketing costsHow are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?Sustainable premiumsGovernment grantsDesigner: Ouke Arts ([email protected]) 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.Year 49. Ele mp xa 50. Examp le 51. Ele mp xa 52. 8Twisted FreemiumBusiness Model 53. Twisted Freemium Business Model 54. TwistedFreemium business models are relevant to many companies, amongst others software developmentFreemiumcompanies. This business model is based around the idea of involving customers and developmentBusinesscommunities in the development process of a free open source based product.ModelFree open source products are offered to self-service customers, who have access to a self-service platform. For these customers, self-reliance is part of the value proposition. Customers in need of a continuously serviced version of the product are willing to pay for a professional subscription. Now heres the twist. Because the free open source version is being developed outside the software company, there is no relatively large budget needed for research and development. Key activities become product support services and product versioning and testing. This means lower development costs. Customers get to choose between Free and Premium versions of the product. Software companies need to facilitate relevant open source development communities by providing an online platform. This involves platform development and maintenance costs. To distribute the continuously serviced version, local branches are in place. This means sales and distribution costs are incurred. 55. 4Twisted Freemium Business ModelThe Business Model Canvasmost relevant for software development companiesDayMonthNo.Key Partners Who are our Key Partners? Who are our key suppliers? Which Key Resources are we acquiring from partners? Which Key Activities do partners perform?Open source development communityKey Activities What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams?Product support servicesValue Proposition What value do we deliver to the customer? Which one of our customers 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?Free open source based productProduct versioning and testingCustomer SegmentsWhat type of relationship does each of our Customer Segments 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?Self-service and access to platformFor whom are we creating value? Who are our most important customers?Self-service customersContinuously serviced productWhat Key Value Propositions require? KeyResources do ourCustomer Relationships? Our Distribution Channels? Revenue Streams? ResourcesPaying customersThrough which Channels do Channelsour 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?Open source productOnline platformCost What are the most important Structure costs inherent in our business model? Which Key Resources are most expensive?Local branchesRevenue For what value are our customers Streams pay? really willing to pay? For what do they currentlyWhich Key Activities are most expensive?Platform development costsCustomer RelationshipsSales costsDistribution costsHow are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?Professional subscriptionDesigner: Ouke Arts ([email protected]) 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.Year 56. Ele mp xa 57. Examp le 58. Ele mp xa 59. 9Unlimited NichesBusiness Model 60. Unlimited Niches Business Model 61. UnlimitedThe long tail is a typical statistical reection of niche markets. If storage costs are close to zero, theNichesnumber of products on sale is close to unlimited. Online retail companies use a business modelBusinessadapted to this long tail, servicing many niche segments. Some online retail companies have evenModeloutsourced to fulllment partners. By adding content production tools to their value proposition, an unlimited niches business model can be realized.Online retail companies offer niche content to many niche customer segments, by engaging in ongoing mass-customized customer relations. A second customer segment is the segment of niche content providers. Potentially, the combination of these two leads to an unlimited number of niches. New content is created and offered through online channels, which means online retail companies will have to focus on platform management and promotion next to service delivery. This platform is a key resource, as it is the place where supply and demand meet and it allows niche content providers to develop user generated content. The cost structure of online retail companies includes platform development, platform management and platform promotion. Revenue comes from low volumes of unlimited items. Because customers develop the content, if it needs to be low-cost and practical it will be. 62. 4Unlimited Niches Business ModelThe Business Model Canvasmost relevant for online retail companiesDayMonthNo.Key Partners Who are our Key Partners? Who are our key suppliers? Which Key Resources are we acquiring from partners? Which Key Activities do partners perform?Niche content providersUser generated contentKey Activities What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams?Platform management and promotionValue PropositionCustomer RelationshipsWhat value do we deliver to the customer? Which one of our customers 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?Unlimited scope of niche contentWhat type of relationship does each of our Customer Segments 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?MasscustomizedContent production toolsService deliveryWhat Key Value Propositions require? KeyResources do ourCustomer Relationships? Our Distribution Channels? Revenue Streams? ResourcesFor whom are we creating value? Who are our most important customers?Many niche segmentsNiche content providersThrough which Channels do Channelsour 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?Online channelsPlatformCost What are the most important Structure costs inherent in our business model? Which Key Resources are most expensive?Revenue For what value are our customers Streams pay? really willing to pay? For what do they currentlyWhich Key Activities are most expensive?Platform developmentCustomer SegmentsHow are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?Platform managementPlatform promotionLow volumes x unlimited itemsDesigner: Ouke Arts ([email protected]) 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.Year 63. Ele mp xa 64. Examp le 65. Ele mp xa 66. 10In-Crowd CustomersBusiness Model 67. In-Crowd Customers Business Model 68. In-CrowdTravel, leisure and lifestyle companies are always on the look-out for status triggering productsBusinessand services they can offer. To deliver status, these companies think in terms of experiences andModelindividuals. The more personal, the more status they deliver. Which is also true for the uniqueness of the experience.Servicing in-crowd customers in mature markets, travel, leisure and lifestyle companies need to extremely personalize the relationship they have with these customers. Offline networks deliver the best results through personal in-crowd encounters. The most key resource for travel, leisure and lifestyle companies is their brand. The brand is both a social network navigator and a divider between in-crowd and crowd. The most inuential members of a social network are potential brand ambassadors. Brand ambassadors become partners in selective marketing the status triggering products and services. Local social and cultural agencies are another key partner, who actually produce or service of social and cultural experiences. The extremely personalized customer relationship allows for the highest margin prices, which have to compensate for the relatively high ambassador marketing costs and production or service delivery costs. It is the kind of travel, leisure and lifestyle margins marketeers have for a long time dreamed of but havent been able to maintain in the past decade. The in-crowd business model is their new business model for this decade. 69. 4In-Crowd Customers Business ModelThe Business Model Canvasmost relevant for travel, leisure and lifestyle companiesDayMonthNo.Key PartnersKey ActivitiesWho are our Key Partners? Who are our key suppliers? Which Key Resources are we acquiring from partners? Which Key Activities do partners perform?Brand ambassadorsSocial and cultural agenciesWhat Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams?Selective marketingProduction/ service deliveryWhat Key Value Propositions require? KeyResources do ourCustomer Relationships? Our Distribution Channels? Revenue Streams? ResourcesValue PropositionCustomer RelationshipsWhat value do we deliver to the customer? Which one of our customers 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?Status triggering product/serviceWhat type of relationship does each of our Customer Segments 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?In-crowd customers in mature marketsSocial and cultural experiencesPersonal in-crowd encountersThrough which Channels do Channelsour 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?Ofine networksRevenue For what value are our customers Streams pay? really willing to pay? For what do they currentlyWhich Key Activities are most expensive?Ambassador marketing costsFor whom are we creating value? Who are our most important customers?Extremely personalizedBrandCost What are the most important Structure costs inherent in our business model? Which Key Resources are most expensive?Customer SegmentsProduction/ service delivery costsHow are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?Highest margin pricesDesigner: Ouke Arts ([email protected]) 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.Year 70. Ele mp xa 71. Examp le 72. Ele mp xa 73. 10 New Business Models for this Decade betaPRODUCED BY: Ouke Arts, Strategy Consultant/Graphic Facilitator E-mail [email protected], Twitter oukearts, Skype oukeartsTHANK YOU: Reinier Evers, Founder/CEO trendwatching.com Theo Huibers, Founder/CEO Thaesis THE BUSINESS MODEL CANVAS is described in the book Business Model GenerationYoure holding a hand book for visionarie s, game changers, and challengers striv ing and design tomorrow to defy outmoded business models s enterprises. Its a book for thewritten Alexander Osterwa by lder & Yves Pigneur co-created byAn amazing crowdof 470 practitionersdesigned byAlan Smith, The Movementfrom 45 countriesHard co pape ver/ rback availa b le Amaz at on
