Table of Contents This Blog Linked From Here Saturday, April 11, 2009 Table of Contents Below are the posts, videos, book reviews/summaries, articles and reports relating to business models and business model innovation, so far published on this blog.Posts Videos Book reviews/summaries ArticlesReports ShareThis 1 comment: AdelaJune 3, 2011 at 5:32 PMDear Anders,I am very interested in the way a manufacturing company rethinks its business model and starts presenting itself to the customers as a service provider. Load more... Newer PostOlder PostHome Subscribe to: Post Comments (Atom) Anders Sundelin Read About me Follow on Twitter Add on LinkedIn >>>>Table of Contents<<<< >>About TBMDB >>How to help this blog >>Business Model Examples View my complete profile Interested in Business Models? Subscribe via RSS... ...or via Email to stay updated: ...and please share with others: 5 Book Reviews/Summaries Search This Blog
Strategyzer: Your Business Model Toolbox Eight Models of Business Models, & Why They're Important The term Business Model is one that gets thrown around a lot these days. Even though it might sound like a buzzword to you, it’s important to understand what a business model is, and how they are useful. One of the confusing things about the business model concept is that there are a wide variety of models of business models, and it seems as though everyone that talks about them makes up a new one. This can be frustrating if you are trying to figure out how to use the concept. At their core, all business models address this questions: how do we sustainably deliver value to our customers? In a special issue of the journal Long Range Planning, Charles Baden-Fuller and Mary Morgan say that business models can serve three different purposes. More recently, Steve Blank has added another use – he says that business models are hypotheses about how your organisation might be able to create value for customers (see my discussion of this here). Business models are important. Tim Kastelle
Strategy October 26, 2011 Harvard Business Review By Chris Zook and James Allen The sharper your differentiation, the greater your advantage. Consider Tetra Pak, a company that in 2010 sold more than 150 billion packages in 170 markets around the world. Tetra Pak’s carton packages extend the shelf life of products and eliminate the need for refrigeration. The shapes they take—squares and pyramids, for example—stack more efficiently in trucks and on shelves than most cans or bottles. In studying companies that sustained a high level of performance over many years, we found that more than 80% of them had this kind of well-defined and easily understood differentiation at the center of their strategy. You can find high performers like these in most industries. But differentiation tends to wear with age, and not just because competitors try hard to undermine or replicate it. Most of the time, however, reinvention is the wrong way to go. Read the full article on Harvard Business Online.
The Great Repeatable Business Model Idea in Brief Really successful companies build their strategies on a few vivid and hardy forms of differentiation that act as a system and reinforce one another. They grow in ways that exploit their core differentiators by replicating them in new contexts. And they turn the sources of their differentiation into routines, behaviors, and activity systems that everyone in the organization can understand and follow. Powerful differentiations deliver enduring profits only when they are supported by simple, nonnegotiable principles and robust learning systems that drive constant improvement across the business. Differentiation is the essence of strategy, the prime source of competitive advantage. The sharper your differentiation, the greater your advantage. In studying companies that sustained a high level of performance over many years, we found that more than 80% of them had this kind of well-defined and easily understood differentiation at the center of their strategy.
Defining Your Business Model A business model isn't something you build from the ground up. When management-types ask about a business model — as in, "So what's your business model?" — they really want an answer to a much more direct and basic question: "How do you plan to make money?" Behind that question is a lineup of other questions: Who's your target customer?What customer problem or challenge do you solve? During the 1990s, when the business world was buzzing with talk about a new economy and new business rules, people — even business gurus — seemed to forget the part about making money, and businesspeople sidelined the use of business models. Staying in the black Sooner rather than later in the business-planning process, you need to invest a good chunk of time delving into the nitty-gritty details of your company's finances — your income statements, balance sheets, cash flow, budgeting, and all the details that can make or break your company's future. Timing your future Knowing how customers pay
Business Models Inc. How to: Business Model Blocks 16 blocks to visualize your business model All our business model examples are visualized with this set of 16 building blocks. To give more insight in how this works, we give a brief overview of the different building blocks. Once you grasp the building blocks below, check out our business model tools to design your own business model in seconds. Part I: Six players 1. This is where your business model starts to get shape. 2. The second most important block is the company. 3. The one that receives the product and gives something in return, is the consumer. 4. Although we prefer not to include much of the secondary stakeholders, sometimes it is relevant to show how the supplier side of a business system works. 5. Unions or charity organizations are not focused on making money but often they do haven an impact on your organization. 6. Many companies do not like the involvement of a government on their business model, except when they have some money to offer. Part II: Ten items to transfer