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10 New Business Models for This Decade

10 New Business Models for This Decade

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10

TREND RESEARCH BY Trend Firm trendwatching.com
MARKET ANALYSIS BY Strategy Boutique Thaesis
BUSINESS MODEL DESIGN BY Strategy Consultant/Graphic Facilitator Ouke Arts
beta
New
Business
Models
for this
Decade
10 New Business Models for this Decade
1. Localized Low-Cost Business Model
2. One-Of Experience Business Model
3. Beyond Advertising Business Model
4. Markets Are Conversations Business Model
5. Low-Budget Innovation Business Model
6. Community-Funded Business Model
7. Sustainability-Focused Business Model
8. Twisted Freemium Business Model
9. Unlimited Niches Business Model
10. In-Crowd Customers Business Model
beta
beta
beta
beta
beta
beta
beta
beta
beta
beta
Localized Low-Cost
Business
Model
1
Localized Low-Cost Business Model
Fast moving consumer goods companies looking for new market opportunities for their simple,
small and cheap products are considering the localized low-cost business model.
In essence, this business model is suitable for standardized
products and services with minimum specifications 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 first one
depends on significant 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 efcient 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 efcient 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 financed local activities and low
prices plus high volumes will result in profitable growth of global market share.
Localized
Low-Cost
Business
Model
}
44
The Business Model Canvas
Cost
Structure
Key
Partners
Key
Resources
Channels
Key
Activities
Value
Proposition
Customer
Relationships
Customer
Segments
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
Brands
Other areas in
mature markets
Low prices x
High volumes
Cost efficient
procurement
Lower
customer
expectations
Marketing
and quality
management
Standardized
local micro
producers
Micro financed
local banks/
foundations
Minimum
specifications
Higher incomes
in emerging
markets
Localized Low-Cost Business Model
most relevant for fast moving consumer goods companies
Designer: Ouke Arts (ouke.arts@gmail.com)
What are the most important costs inherent in our business model?
Which Key Resources are most expensive?
Which Key Activities are most expensive?
ATeT]dTBcaTP\b
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?

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I. Avareress
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2. Lvaluatior
HovJo ve belp customers evaluate our orgarizatior's Value Propositior?
3. Purcbase
HovJo ve allovcustomers to purcbase specijc proJucts arJ services?
4. Delivery
HovJo ve Jeliver a Value Propositior to customers?
5. Ajter sales
HovJo ve proviJe post-purcbase customer support?
Mass Marlet
Nicbe Marlet
SegmerteJ
DiversijeJ
Multi-siJeJ Platjorm
TgP\_[Tb
Persoral assistarce
DeJicateJ Persoral Assistarce
Selj-Service
AutomateJ Services
Commurities
Co-creatior
For whom are we creating value?
Who are our most important customers?
What 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?
EP[dT?a^_^bXcX^]b :Th0RcXeXcXTb :Th?Pac]Tab
:ThATb^daRTb
2^bcBcadRcdaT
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?
RWPaPRcTaXbcXRb
Nevress
Perjormarce
Customizatior
ºCettirg tbe Job Dore¨
Desigr
BrarJ/Status
Price
Cost ReJuctior
Risl ReJuctior
Accessibility
Corverierce/Usability
RPcTV^aXTb
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Acquisitior oj particular resources arJ activities
Xb h^da QdbX]Tbb \^aT)
Cost Driver (learest cost structure, lovprice value propositior, maximumautomatior, extersive outsourcirg)
Value Driver ( jocuseJ or value creatior, premiumvalue propositior)
bP\_[T RWPaPRcTaXbcXRb)
IixeJ Costs (salaries, rerts, utilities)
Variable costs
Lcoromies oj scale
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fffQdbX]Tbb\^ST[VT]TaPcX^]R^\
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Day Month Year
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ch_Tb)
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Usage jee
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LerJirg/Rertirg/Leasirg
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List Price
ProJuct jeature JeperJert
Customer segmert JeperJert
Volume JeperJert
Sh]P\XR _aXRX]V
Negotiatior( bargairirg)
YielJ Maragemert
Real-time-Marlet
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.
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One-Of Experience
Business
Model
2
One-Of Experience Business Model
Big in popularity and unknown for their profit, many social media companies are searching for ways
to combine third party see-hear-buy products and services with their own ability to ofer one-of
experiences.
The One-Of 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
ofine event organizers, ofine 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 ofers unique experiences to customers at a given place during a specific 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 findability
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.
One-Of
Experience
Business
Model
}
44
The Business Model Canvas
Cost
Structure
Key
Partners
Key
Resources
Channels
Key
Activities
Value
Proposition
Customer
Relationships
Customer
Segments
Revenue
Streams
One-off
experiences
Online
channels
3rd party
see-hear-buy
product/service
Instant
consuming
Instant
contributing
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
Commissions
instant online
retail
Offline pop-up
commerce
Online retailers
Online
presence and
findability costs
One-Of Experience Business Model
most relevant for social media companies
Designer: Ouke Arts (ouke.arts@gmail.com)
What are the most important costs inherent in our business model?
Which Key Resources are most expensive?
Which Key Activities are most expensive?
ATeT]dTBcaTP\b
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?

2WP]]T[b
2dbc^\TaAT[PcX^]bWX_b 2dbc^\TaBTV\T]cb
RWP]]T[_WPbTb)
I. Avareress
HovJo ve raise avareress about our compary's proJucts arJ services?
2. Lvaluatior
HovJo ve belp customers evaluate our orgarizatior's Value Propositior?
3. Purcbase
HovJo ve allovcustomers to purcbase specijc proJucts arJ services?
4. Delivery
HovJo ve Jeliver a Value Propositior to customers?
5. Ajter sales
HovJo ve proviJe post-purcbase customer support?
Mass Marlet
Nicbe Marlet
SegmerteJ
DiversijeJ
Multi-siJeJ Platjorm
TgP\_[Tb
Persoral assistarce
DeJicateJ Persoral Assistarce
Selj-Service
AutomateJ Services
Commurities
Co-creatior
For whom are we creating value?
Who are our most important customers?
What 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?
EP[dT?a^_^bXcX^]b :Th0RcXeXcXTb :Th?Pac]Tab
:ThATb^daRTb
2^bcBcadRcdaT
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?
RWPaPRcTaXbcXRb
Nevress
Perjormarce
Customizatior
ºCettirg tbe Job Dore¨
Desigr
BrarJ/Status
Price
Cost ReJuctior
Risl ReJuctior
Accessibility
Corverierce/Usability
RPcTV^aXTb
ProJuctior
ProblemSolvirg
Platjorm/Netvorl
ch_Tb ^U aTb^daRTb
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ìrtellectual (brarJ paterts, copyrigbts, Jata)
Humar
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\^cXePcX^]b U^a _Pac]TabWX_b)
Optimizatior arJ ecoromy
ReJuctior oj risl arJ urcertairty
Acquisitior oj particular resources arJ activities
Xb h^da QdbX]Tbb \^aT)
Cost Driver (learest cost structure, lovprice value propositior, maximumautomatior, extersive outsourcirg)
Value Driver ( jocuseJ or value creatior, premiumvalue propositior)
bP\_[T RWPaPRcTaXbcXRb)
IixeJ Costs (salaries, rerts, utilities)
Variable costs
Lcoromies oj scale
Lcoromies oj scope
fffQdbX]Tbb\^ST[VT]TaPcX^]R^\
CWT1dbX]Tbb<^ST[2P]ePb
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8cTaPcX^])
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Day Month Year
No.
ch_Tb)
Asset sale
Usage jee
Subscriptior Iees
LerJirg/Rertirg/Leasirg
Licersirg
Brolerage jees
AJvertisirg
gTS _aXRX]V
List Price
ProJuct jeature JeperJert
Customer segmert JeperJert
Volume JeperJert
Sh]P\XR _aXRX]V
Negotiatior( bargairirg)
YielJ Maragemert
Real-time-Marlet
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.
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3
Beyond Advertising
Business
Model
Beyond Advertising Business Model
Traditional media and print companies are looking for new revenue streams and have done so for
some time. In the last decade, the number of subscribers has been declining and the market for
advertisements has not performed much better. So what’s beyond the known horizon?
Traditional 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 ofers 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 ofers 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. What’s beyond the known horizon? Facilitation is the answer.
Beyond
Advertising
Business
Model
}
44
The Business Model Canvas
Cost
Structure
Key
Partners
Key
Resources
Channels
Key
Activities
Value
Proposition
Customer
Relationships
Customer
Segments
Revenue
Streams
Research,
compare,
review
Beyond Advertising Business Model
most relevant for traditional media and print companies
Trusted
product/service
advice
Customers in
mature
markets
Online
channels
Individuals
Facilitate
interacting
Facilitate
sharing and
contributing
Commissions
Commercial
partners
Public
partners
Facilitation fees
On-demand
interaction
Customers in
emerging
markets
Facilitation
skills
Content
management
costs
Online
findability
costs
Facilitators
Review portals
Designer: Ouke Arts (ouke.arts@gmail.com)
What are the most important costs inherent in our business model?
Which Key Resources are most expensive?
Which Key Activities are most expensive?
ATeT]dTBcaTP\b
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?

2WP]]T[b
2dbc^\TaAT[PcX^]bWX_b 2dbc^\TaBTV\T]cb
RWP]]T[_WPbTb)
I. Avareress
HovJo ve raise avareress about our compary's proJucts arJ services?
2. Lvaluatior
HovJo ve belp customers evaluate our orgarizatior's Value Propositior?
3. Purcbase
HovJo ve allovcustomers to purcbase specijc proJucts arJ services?
4. Delivery
HovJo ve Jeliver a Value Propositior to customers?
5. Ajter sales
HovJo ve proviJe post-purcbase customer support?
Mass Marlet
Nicbe Marlet
SegmerteJ
DiversijeJ
Multi-siJeJ Platjorm
TgP\_[Tb
Persoral assistarce
DeJicateJ Persoral Assistarce
Selj-Service
AutomateJ Services
Commurities
Co-creatior
For whom are we creating value?
Who are our most important customers?
What 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?
EP[dT?a^_^bXcX^]b :Th0RcXeXcXTb :Th?Pac]Tab
:ThATb^daRTb
2^bcBcadRcdaT
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?
RWPaPRcTaXbcXRb
Nevress
Perjormarce
Customizatior
ºCettirg tbe Job Dore¨
Desigr
BrarJ/Status
Price
Cost ReJuctior
Risl ReJuctior
Accessibility
Corverierce/Usability
RPcTV^aXTb
ProJuctior
ProblemSolvirg
Platjorm/Netvorl
ch_Tb ^U aTb^daRTb
Pbysical
ìrtellectual (brarJ paterts, copyrigbts, Jata)
Humar
Iirarcial
\^cXePcX^]b U^a _Pac]TabWX_b)
Optimizatior arJ ecoromy
ReJuctior oj risl arJ urcertairty
Acquisitior oj particular resources arJ activities
Xb h^da QdbX]Tbb \^aT)
Cost Driver (learest cost structure, lovprice value propositior, maximumautomatior, extersive outsourcirg)
Value Driver ( jocuseJ or value creatior, premiumvalue propositior)
bP\_[T RWPaPRcTaXbcXRb)
IixeJ Costs (salaries, rerts, utilities)
Variable costs
Lcoromies oj scale
Lcoromies oj scope
fffQdbX]Tbb\^ST[VT]TaPcX^]R^\
CWT1dbX]Tbb<^ST[2P]ePb
>])
8cTaPcX^])
3TbXV]TSQh) 3TbXV]TSU^a)
Day Month Year
No.
ch_Tb)
Asset sale
Usage jee
Subscriptior Iees
LerJirg/Rertirg/Leasirg
Licersirg
Brolerage jees
AJvertisirg
gTS _aXRX]V
List Price
ProJuct jeature JeperJert
Customer segmert JeperJert
Volume JeperJert
Sh]P\XR _aXRX]V
Negotiatior( bargairirg)
YielJ Maragemert
Real-time-Marlet
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.
E
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4
Markets Are Conversations
Business
Model
Markets Are Conversations Business Model
Product-focused professional services firms are finite. Economic turmoil leads to severe pressure
on fees in business-to-business markets like consultancy, advocacy, accountancy and corporate
finance. In times like these, it takes more than product development to stay in the game.
Understanding that markets are not a static product of history and position, but a dynamic snap
shot of conversations and interactions, is the first part towards new growth.
For professional services firms, the diference 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 find 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 firms, 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.
Markets Are
Conversations
Business
Model
}
44
The Business Model Canvas
Cost
Structure
Key
Partners
Key
Resources
Channels
Key
Activities
Value
Proposition
Customer
Relationships
Customer
Segments
Revenue
Streams
Markets Are Conversations Business Model
most 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 (ouke.arts@gmail.com)
What are the most important costs inherent in our business model?
Which Key Resources are most expensive?
Which Key Activities are most expensive?
ATeT]dTBcaTP\b
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?

2WP]]T[b
2dbc^\TaAT[PcX^]bWX_b 2dbc^\TaBTV\T]cb
RWP]]T[_WPbTb)
I. Avareress
HovJo ve raise avareress about our compary's proJucts arJ services?
2. Lvaluatior
HovJo ve belp customers evaluate our orgarizatior's Value Propositior?
3. Purcbase
HovJo ve allovcustomers to purcbase specijc proJucts arJ services?
4. Delivery
HovJo ve Jeliver a Value Propositior to customers?
5. Ajter sales
HovJo ve proviJe post-purcbase customer support?
Mass Marlet
Nicbe Marlet
SegmerteJ
DiversijeJ
Multi-siJeJ Platjorm
TgP\_[Tb
Persoral assistarce
DeJicateJ Persoral Assistarce
Selj-Service
AutomateJ Services
Commurities
Co-creatior
For whom are we creating value?
Who are our most important customers?
What 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?
EP[dT?a^_^bXcX^]b :Th0RcXeXcXTb :Th?Pac]Tab
:ThATb^daRTb
2^bcBcadRcdaT
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?
RWPaPRcTaXbcXRb
Nevress
Perjormarce
Customizatior
ºCettirg tbe Job Dore¨
Desigr
BrarJ/Status
Price
Cost ReJuctior
Risl ReJuctior
Accessibility
Corverierce/Usability
RPcTV^aXTb
ProJuctior
ProblemSolvirg
Platjorm/Netvorl
ch_Tb ^U aTb^daRTb
Pbysical
ìrtellectual (brarJ paterts, copyrigbts, Jata)
Humar
Iirarcial
\^cXePcX^]b U^a _Pac]TabWX_b)
Optimizatior arJ ecoromy
ReJuctior oj risl arJ urcertairty
Acquisitior oj particular resources arJ activities
Xb h^da QdbX]Tbb \^aT)
Cost Driver (learest cost structure, lovprice value propositior, maximumautomatior, extersive outsourcirg)
Value Driver ( jocuseJ or value creatior, premiumvalue propositior)
bP\_[T RWPaPRcTaXbcXRb)
IixeJ Costs (salaries, rerts, utilities)
Variable costs
Lcoromies oj scale
Lcoromies oj scope
fffQdbX]Tbb\^ST[VT]TaPcX^]R^\
CWT1dbX]Tbb<^ST[2P]ePb
>])
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ProJuct jeature JeperJert
Customer segmert JeperJert
Volume JeperJert
Sh]P\XR _aXRX]V
Negotiatior( bargairirg)
YielJ Maragemert
Real-time-Marlet
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.
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5
Low-Budget Innovation
Business
Model
Low-Budget Innovation Business Model
Innovation in fast moving consumer goods companies used to mean bringing in the creative talents,
the marketeers and the producers who started searching for possibilities to develop new products.
For executives, there was nothing left but to hope for the best. Those days are over now that’s
co-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 of-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 that’s
called low-budget innovation.
Low-Budget
Innovation
Business
Model
}
44
The Business Model Canvas
Cost
Structure
Key
Partners
Key
Resources
Channels
Key
Activities
Value
Proposition
Customer
Relationships
Customer
Segments
Revenue
Streams
Low-Budget Innovation Business Model
most 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 (ouke.arts@gmail.com)
What are the most important costs inherent in our business model?
Which Key Resources are most expensive?
Which Key Activities are most expensive?
ATeT]dTBcaTP\b
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?

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3. Purcbase
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4. Delivery
HovJo ve Jeliver a Value Propositior to customers?
5. Ajter sales
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For whom are we creating value?
Who are our most important customers?
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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?
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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?
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ProJuct jeature JeperJert
Customer segmert JeperJert
Volume JeperJert
Sh]P\XR _aXRX]V
Negotiatior( bargairirg)
YielJ Maragemert
Real-time-Marlet
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.
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6
Community-Funded
Business
Model
Community-Funded Business Model
Entertainment- and publishing companies have traditionally been specifically good at talent
identification and development. In a community-funded business model, talent identification and
talent development are radically democratized.
Instead of talent identification 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 diferent tipping point in diferent markets.
Community
Funded
Business
Model
}
44
The Business Model Canvas
Cost
Structure
Key
Partners
Key
Resources
Channels
Key
Activities
Value
Proposition
Customer
Relationships
Customer
Segments
Revenue
Streams
Community-Funded Business Model
most relevant for entertainment and publishing companies
Community-
funded
products
Believers
Community
management
Media
companies
Retail stores
Community
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 (ouke.arts@gmail.com)
What are the most important costs inherent in our business model?
Which Key Resources are most expensive?
Which Key Activities are most expensive?
ATeT]dTBcaTP\b
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?

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2. Lvaluatior
HovJo ve belp customers evaluate our orgarizatior's Value Propositior?
3. Purcbase
HovJo ve allovcustomers to purcbase specijc proJucts arJ services?
4. Delivery
HovJo ve Jeliver a Value Propositior to customers?
5. Ajter sales
HovJo ve proviJe post-purcbase customer support?
Mass Marlet
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SegmerteJ
DiversijeJ
Multi-siJeJ Platjorm
TgP\_[Tb
Persoral assistarce
DeJicateJ Persoral Assistarce
Selj-Service
AutomateJ Services
Commurities
Co-creatior
For whom are we creating value?
Who are our most important customers?
What 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?
EP[dT?a^_^bXcX^]b :Th0RcXeXcXTb :Th?Pac]Tab
:ThATb^daRTb
2^bcBcadRcdaT
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?
RWPaPRcTaXbcXRb
Nevress
Perjormarce
Customizatior
ºCettirg tbe Job Dore¨
Desigr
BrarJ/Status
Price
Cost ReJuctior
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Value Driver ( jocuseJ or value creatior, premiumvalue propositior)
bP\_[T RWPaPRcTaXbcXRb)
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List Price
ProJuct jeature JeperJert
Customer segmert JeperJert
Volume JeperJert
Sh]P\XR _aXRX]V
Negotiatior( bargairirg)
YielJ Maragemert
Real-time-Marlet
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.
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7
Sustainability-Focused
Business
Model
Sustainability-Focused Business Model
If green status is what customers want, that’s what they’ll get. Fast moving consumer goods
companies are creating new products and services for customers in mature and emerging markets
by focusing on sustainability.
Fast 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 defining employees and green marketeers work together with product and service designers,
ecological organizations and governments. These research and marketing eforts demand a
sustainable premium on traditional low-cost prices. When the market response is insufcient,
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.
Sustain-
ability
Focused
Business
Model
}
44
The Business Model Canvas
Cost
Structure
Key
Partners
Key
Resources
Channels
Key
Activities
Value
Proposition
Customer
Relationships
Customer
Segments
Revenue
Streams
Sustainability-Focused Business Model
most 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
research
Green
storytelling
Green
marketing
Governments
Customers in
mature markets
Marketing
costs
Government
grants
Product/service
design
Designer: Ouke Arts (ouke.arts@gmail.com)
What are the most important costs inherent in our business model?
Which Key Resources are most expensive?
Which Key Activities are most expensive?
ATeT]dTBcaTP\b
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?

2WP]]T[b
2dbc^\TaAT[PcX^]bWX_b 2dbc^\TaBTV\T]cb
RWP]]T[_WPbTb)
I. Avareress
HovJo ve raise avareress about our compary's proJucts arJ services?
2. Lvaluatior
HovJo ve belp customers evaluate our orgarizatior's Value Propositior?
3. Purcbase
HovJo ve allovcustomers to purcbase specijc proJucts arJ services?
4. Delivery
HovJo ve Jeliver a Value Propositior to customers?
5. Ajter sales
HovJo ve proviJe post-purcbase customer support?
Mass Marlet
Nicbe Marlet
SegmerteJ
DiversijeJ
Multi-siJeJ Platjorm
TgP\_[Tb
Persoral assistarce
DeJicateJ Persoral Assistarce
Selj-Service
AutomateJ Services
Commurities
Co-creatior
For whom are we creating value?
Who are our most important customers?
What 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?
EP[dT?a^_^bXcX^]b :Th0RcXeXcXTb :Th?Pac]Tab
:ThATb^daRTb
2^bcBcadRcdaT
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?
RWPaPRcTaXbcXRb
Nevress
Perjormarce
Customizatior
ºCettirg tbe Job Dore¨
Desigr
BrarJ/Status
Price
Cost ReJuctior
Risl ReJuctior
Accessibility
Corverierce/Usability
RPcTV^aXTb
ProJuctior
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ch_Tb ^U aTb^daRTb
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ìrtellectual (brarJ paterts, copyrigbts, Jata)
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Optimizatior arJ ecoromy
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Xb h^da QdbX]Tbb \^aT)
Cost Driver (learest cost structure, lovprice value propositior, maximumautomatior, extersive outsourcirg)
Value Driver ( jocuseJ or value creatior, premiumvalue propositior)
bP\_[T RWPaPRcTaXbcXRb)
IixeJ Costs (salaries, rerts, utilities)
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Day Month Year
No.
ch_Tb)
Asset sale
Usage jee
Subscriptior Iees
LerJirg/Rertirg/Leasirg
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Brolerage jees
AJvertisirg
gTS _aXRX]V
List Price
ProJuct jeature JeperJert
Customer segmert JeperJert
Volume JeperJert
Sh]P\XR _aXRX]V
Negotiatior( bargairirg)
YielJ Maragemert
Real-time-Marlet
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.
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8
Twisted Freemium
Business
Model
Twisted Freemium Business Model
Freemium business models are relevant to many companies, amongst others software development
companies. This business model is based around the idea of involving customers and development
communities in the development process of a free open source based product.
Free open source products are ofered 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 here’s 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.
Twisted
Freemium
Business
Model
}
44
The Business Model Canvas
Cost
Structure
Key
Partners
Key
Resources
Channels
Key
Activities
Value
Proposition
Customer
Relationships
Customer
Segments
Revenue
Streams
Twisted Freemium Business Model
most 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 (ouke.arts@gmail.com)
What are the most important costs inherent in our business model?
Which Key Resources are most expensive?
Which Key Activities are most expensive?
ATeT]dTBcaTP\b
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?

2WP]]T[b
2dbc^\TaAT[PcX^]bWX_b 2dbc^\TaBTV\T]cb
RWP]]T[_WPbTb)
I. Avareress
HovJo ve raise avareress about our compary's proJucts arJ services?
2. Lvaluatior
HovJo ve belp customers evaluate our orgarizatior's Value Propositior?
3. Purcbase
HovJo ve allovcustomers to purcbase specijc proJucts arJ services?
4. Delivery
HovJo ve Jeliver a Value Propositior to customers?
5. Ajter sales
HovJo ve proviJe post-purcbase customer support?
Mass Marlet
Nicbe Marlet
SegmerteJ
DiversijeJ
Multi-siJeJ Platjorm
TgP\_[Tb
Persoral assistarce
DeJicateJ Persoral Assistarce
Selj-Service
AutomateJ Services
Commurities
Co-creatior
For whom are we creating value?
Who are our most important customers?
What 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?
EP[dT?a^_^bXcX^]b :Th0RcXeXcXTb :Th?Pac]Tab
:ThATb^daRTb
2^bcBcadRcdaT
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?
RWPaPRcTaXbcXRb
Nevress
Perjormarce
Customizatior
ºCettirg tbe Job Dore¨
Desigr
BrarJ/Status
Price
Cost ReJuctior
Risl ReJuctior
Accessibility
Corverierce/Usability
RPcTV^aXTb
ProJuctior
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ch_Tb ^U aTb^daRTb
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Optimizatior arJ ecoromy
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Xb h^da QdbX]Tbb \^aT)
Cost Driver (learest cost structure, lovprice value propositior, maximumautomatior, extersive outsourcirg)
Value Driver ( jocuseJ or value creatior, premiumvalue propositior)
bP\_[T RWPaPRcTaXbcXRb)
IixeJ Costs (salaries, rerts, utilities)
Variable costs
Lcoromies oj scale
Lcoromies oj scope
fffQdbX]Tbb\^ST[VT]TaPcX^]R^\
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>])
8cTaPcX^])
3TbXV]TSQh) 3TbXV]TSU^a)
Day Month Year
No.
ch_Tb)
Asset sale
Usage jee
Subscriptior Iees
LerJirg/Rertirg/Leasirg
Licersirg
Brolerage jees
AJvertisirg
gTS _aXRX]V
List Price
ProJuct jeature JeperJert
Customer segmert JeperJert
Volume JeperJert
Sh]P\XR _aXRX]V
Negotiatior( bargairirg)
YielJ Maragemert
Real-time-Marlet
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.
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Unlimited Niches
Business
Model
Unlimited Niches Business Model
The long tail is a typical statistical reflection of niche markets. If storage costs are close to zero, the
number of products on sale is close to unlimited. Online retail companies use a business model
adapted to this long tail, servicing many niche segments. Some online retail companies have even
outsourced to fulfillment partners. By adding content production tools to their value proposition, an
unlimited niches business model can be realized.
Online retail companies ofer 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 ofered 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.
Unlimited
Niches
Business
Model
}
44
The Business Model Canvas
Cost
Structure
Key
Partners
Key
Resources
Channels
Key
Activities
Value
Proposition
Customer
Relationships
Customer
Segments
Revenue
Streams
Unlimited Niches Business Model
most 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 (ouke.arts@gmail.com)
What are the most important costs inherent in our business model?
Which Key Resources are most expensive?
Which Key Activities are most expensive?
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Through which Channels do our Customer Segments
want to be reached?
How are we reaching them now?
How are our Channels integrated?
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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?

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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.
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10
In-Crowd Customers
Business
Model
In-Crowd Customers Business Model
Travel, leisure and lifestyle companies are always on the look-out for status triggering products
and services they can ofer. To deliver status, these companies think in terms of experiences and
individuals. 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. Ofine 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 influential 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 haven’t been able to maintain in the past decade. The in-crowd business model is
their new business model for this decade.
In-Crowd
Business
Model
}
44
The Business Model Canvas
Cost
Structure
Key
Partners
Key
Resources
Channels
Key
Activities
Value
Proposition
Customer
Relationships
Customer
Segments
Revenue
Streams
In-Crowd Customers Business Model
most 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
Ambassador
marketing
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 (ouke.arts@gmail.com)
What are the most important costs inherent in our business model?
Which Key Resources are most expensive?
Which Key Activities are most expensive?
ATeT]dTBcaTP\b
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?

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3. Purcbase
HovJo ve allovcustomers to purcbase specijc proJucts arJ services?
4. Delivery
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5. Ajter sales
HovJo ve proviJe post-purcbase customer support?
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DiversijeJ
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Who are our most important customers?
What 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?
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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?
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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.
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10 New
Business Models
for this Decade
PRODUCED BY:
Ouke Arts, Strategy Consultant/Graphic Facilitator
E-mail ouke.arts@gmail.com, Twitter oukearts, Skype oukearts
THANK YOU:
Reinier Evers, Founder/CEO trendwatching.com
Theo Huibers, Founder/CEO Thaesis
THE BUSINESS MODEL CANVAS is described in the book 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 by Alexander Osterwalder & Yves Pigneur
co-created by An amazing crowd of 470 practitioners from 45 countries designed by Alan Smith, The Movement
H
ardcover/
paperback available at
A
m
azon

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 Model
beta beta

4. Markets Are Conversations Business Model 5. Low-Budget Innovation Business Model 6. Community-Funded Business Model 8. Twisted Freemium Business Model 9. Unlimited Niches Business Model
beta beta beta

7. Sustainability-Focused Business Model
beta

beta beta

10. In-Crowd Customers Business Model

Localized Low-Cost

Business Model

1

Localized Low-Cost Business Model .

This condition allows companies to leverage on their achieved brand value in emerging markets. Design is in the hands of local product and service designers and standardized production is outsourced to local producers. Fast moving consumer goods companies will focus even more on maintaining and managing their brand portfolio.Localized Low-Cost Business Model Fast moving consumer goods companies looking for new market opportunities for their simple. This business model will only be successful if the following two conditions apply. Their low cost structure. In essence. micro financed local activities and low prices plus high volumes will result in profitable growth of global market share. . The company's most important activities will be cost efficient procurement. Future market expansion is possible to both other areas in mature markets and higher incomes in emerging markets. marketing and quality management. small and cheap products are considering the localized low-cost business model. energy efficient distribution is done through local vendors. Likewise. This condition opens the door to lower incomes in emerging markets. this business model is suitable for standardized products and services with minimum specifications and lower customer expectations that can be locally produced and globally branded. The second condition is that the product or service has income generation or self-sustaining features. The first one depends on significant market presence in metropolitan areas in mature markets.

94105.arts@gmail. 171 Second Street. Key Activities What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? Value Proposition 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? Customer Relationships What 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? Independent product/service designers Cost efficient procurement Simple. . visit http:/ /creativecommons. San Francisco.com) This work is licensed under the Creative Commons Attribution-Share Alike 3.4 The Business Model Canvas 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? Localized Low-Cost Business Model most relevant for fast moving consumer goods companies Day Month Year No. USA. small and cheap product/service Standardized local micro producers Marketing and quality management Lower customer expectations Higher incomes in emerging markets Minimum specifications Lower-incomes in emerging markets What Key Value Propositions require? KeyResources do ourCustomer Relationships? Our Distribution Channels? Revenue Streams? Resources Income generating/selfsustaining Through 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? Metropolitan areas in mature markets Brands Energy efficient distribution via local vendors Other areas in mature markets Cost What are the most important Structure costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive? Revenue For what value are our customers Streams pay? really willing to pay? For what do they currently Micro financed local banks/ foundations How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? Low costs Low prices x High volumes Designer: Ouke Arts (ouke.org/licenses/by-sa/3.0/ or send a letter to Creative Commons. California. To view a copy of this license.0 Unported License. Suite 300.

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One-Off Experience Business Model 2 .

.

One-Off Experience Business Model .

This business model will only live up to its expectations if social media companies team up with offline event organizers. Developing software and engaging in ongoing conversations with their users is simply not enough to do the trick. relevant products and services will have to bought the old-fashioned way. Events will have to be combined with commercial opportunism.One-Off Experience Business Model Big in popularity and unknown for their profit. With money that is. Commissions from both pop-up stores and instant online retailers will bring in the revenue. the door to the larger experience consuming market share will be opened. These have to compensate social media companies for high hosting costs and presence and findability costs. The social media experience remains free. The One-Off Experience business model stands for a smart connection between customers in markets of abundance and their experience seeking equivalents. This business model offers unique experiences to customers at a given place during a specific event. offline pop-up stores and online retailers. . These costs tend to rise along the popularity of the social media platform. By instant contributions from these customers then and there. the business model will not be sustainable. The software platform on which its online communication channels come to life will spark the engine of experience seeking customers. If this is not absorbed by a parallel growth in revenues. many social media companies are searching for ways to combine third party see-hear-buy products and services with their own ability to offer one-off experiences.

0/ or send a letter to Creative Commons. San Francisco. visit http:/ /creativecommons. Suite 300. California. . USA.4 The Business Model Canvas 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? One-Off Experience Business Model most relevant for social media companies Day Month Year No.arts@gmail. 171 Second Street.0 Unported License.org/licenses/by-sa/3. To view a copy of this license. Key Activities What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? Value Proposition 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? Customer Relationships What 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? Offline event organizers Software development 3rd party see-hear-buy product/service Instant consuming Customers in markets of abundance Offline pop-up commerce Conversation engagement and initiative What Key Value Propositions require? KeyResources do ourCustomer Relationships? Our Distribution Channels? Revenue Streams? Resources One-off experiences Instant contributing Experience seeking customers Through which Channels do Channelsour Customer Segments want to be reached? Online retailers 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? Software platform Online channels Cost What are the most important Structure costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive? Revenue For what value are our customers Streams pay? really willing to pay? For what do they currently Online presence and findability costs How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? Hosting costs Commissions pop-up commerce Commissions instant online retail Designer: Ouke Arts (ouke. 94105.com) This work is licensed under the Creative Commons Attribution-Share Alike 3.

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Beyond Advertising Business Model 3 .

.

Beyond Advertising Business Model .

for example governments. It offers customers in mature markets. What’s beyond the known horizon? Facilitation is the answer. from paper and distribution to content management and online facilitating. it offers individuals on-demand interaction with public partners. All communication will be channeled online and independent review portals complement media and print companies in building trusted customer relationships. and commissions from product and service retailers. trusted product and service advice. Their cost structure will shift dramatically. These are shared with . So what’s beyond the known horizon? Traditional 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. In the last decade. comparison and review. contributing and interacting. schools and hospitals. the number of subscribers has been declining and the market for advertisements has not performed much better. Revenues will be generated from facilitation fees paid by commercial and public partners. which are reached through customer initiated research. Second.Beyond Advertising Business Model Traditional media and print companies are looking for new revenue streams and have done so for some time.commercial partners. .and contributed by . Media and print companies will become great in facilitating individuals and groups in sharing. The business model for media and print companies remains two-sided but with two separate value propositions.

California.0 Unported License. To view a copy of this license.com) This work is licensed under the Creative Commons Attribution-Share Alike 3. review Customers in mature markets Public partners Facilitate interacting On-demand interaction Individuals Review portals What Key Value Propositions require? KeyResources do ourCustomer Relationships? Our Distribution Channels? Revenue Streams? Resources Through 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? Customers in emerging markets Facilitation skills Online channels Cost What are the most important Structure costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive? Revenue For what value are our customers Streams pay? really willing to pay? For what do they currently Content management costs Online findability costs How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? Facilitators Facilitation fees Commissions Designer: Ouke Arts (ouke. Suite 300. 171 Second Street. Key Activities What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? Value Proposition 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? Customer Relationships What 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? Commercial partners Facilitate sharing and contributing Trusted product/service advice Research.4 The Business Model Canvas 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? Beyond Advertising Business Model most relevant for traditional media and print companies Day Month Year No. USA. compare.0/ or send a letter to Creative Commons. . 94105.arts@gmail.org/licenses/by-sa/3. visit http:/ /creativecommons. San Francisco.

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Markets Are Conversations Business Model 4 .

Markets Are Conversations Business Model

Markets Are Business Model

Product-focused professional services firms are finite. Economic turmoil leads to severe pressure finance. In times like these, it takes more than product development to stay in the game. Understanding that markets are not a static product of history and position, but a dynamic snap shot of conversations and interactions, is the first part towards new growth.

Conversations on fees in business-to-business markets like consultancy, advocacy, accountancy and corporate

For professional services firms, 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 find 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 firms, 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.

4

The Business Model Canvas
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?

Markets Are Conversations Business Model
most relevant for professional services companies
Day Month Year No.

Key Activities
What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams?

Value Proposition
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?

Customer Relationships
What 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?

Media companies

Real-time tracking and conversing

Modular and beta products/ services

Find, follow, interact and collaborate

Engaged customers

Product/service improvement and innovation

Non-engaged customers

What Key Value Propositions require? KeyResources do ourCustomer Relationships? Our Distribution Channels? Revenue Streams? Resources

Through 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 employees

Online social networks

Cost What are the most important Structure costs inherent in our business model? Which Key Resources are most expensive?
Which Key Activities are most expensive?

Revenue For what value are our customers Streams pay? really willing to pay? For what do they currently
Lower product/ service failure costs

How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?

Higher recurrent revenues

Designer: Ouke Arts (ouke.arts@gmail.com)
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.

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Low-Budget Innovation Business Model 5 .

.

Low-Budget Innovation Business Model .

Now that’s called low-budget innovation. Innovation has become something companies can do with their customers. Based on customer observation and customer participation. connectivity between adopters and followers is almost exclusively taking place through online channels. in traditional consumption patterns. Early adopters are connected to the much larger market share of followers. Innovation Business Model the marketeers and the producers who started searching for possibilities to develop new products. instead of to them. Online is also where local customer communities and global trend trackers meet.Low-Budget Innovation in fast moving consumer goods companies used to mean bringing in the creative talents. there was nothing left but to hope for the best. but more and more in social and individual lifestyle patterns as well. Fast moving consumer goods companies need to become specialists in customer behaviour. In a low-budget innovation business model. For executives. Those days are over now that’s co-creation is introduced. . fast moving consumer goods companies are able to achieve a higher new product success rate with lower budget development costs. fast moving consumer goods companies develop co-created products that are improved by early adopters with sample tests. Although co-creation can take place in off-line development labs.

0 Unported License. California. To view a copy of this license.0/ or send a letter to Creative Commons.com) This work is licensed under the Creative Commons Attribution-Share Alike 3. 94105. 171 Second Street. Suite 300.org/licenses/by-sa/3. visit http:/ /creativecommons. Key Activities What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? Value Proposition 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? Customer Relationships What 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? Local customer communities Customer observation Co-created products Free / personalized samples Early adopters Global trend trackers Customer participation Followers What Key Value Propositions require? KeyResources do ourCustomer Relationships? Our Distribution Channels? Revenue Streams? Resources Through 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? Customer behavior intelligence Online channels Offline development labs Cost What are the most important Structure costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive? Revenue For what value are our customers Streams pay? really willing to pay? For what do they currently Lower product development costs How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? Higher new product success rate Designer: Ouke Arts (ouke. San Francisco. .arts@gmail. USA.4 The Business Model Canvas 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? Low-Budget Innovation Business Model most relevant for fast moving consumer goods companies Day Month Year No.

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Community-Funded Business Model 6 .

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Community-Funded Business Model .

Fysical products are distributed through retail stores. talent identification and talent development are radically democratized. Believers can be buyers can be suppliers and the other way around. In a community-funded business model. Instead of talent identification and development. These products can be visual. . entertainment and publishing companies partner with media companies. To boost product sales. their are three distinctive customer segments: believers. professional producers and distributors. This business model has a different tipping point in different markets. In this multisided business model.and publishing companies have traditionally been specifically good at talent identification and development.Community Funded Business Model Entertainment. entertainment and publishing companies become exceptionally good at fund and community management. digital products through the online community platform. suppliers and buyers. This means marketing. auditory or textual and are bought by buyers. Believers become members through the online community platform and fund products that are produced by suppliers. production and distribution costs have to be covered by interest and supplier subscriptions next to product sales. The most essential resource in this business model is the intelligence of a community.

visit http:/ /creativecommons.0/ or send a letter to Creative Commons. 171 Second Street.arts@gmail. San Francisco. .0 Unported License. California. 94105.org/licenses/by-sa/3. Suite 300. USA.4 The Business Model Canvas 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? Community-Funded Business Model most relevant for entertainment and publishing companies Day Month Year No.com) Product sales Interest Supplier subscriptions This work is licensed under the Creative Commons Attribution-Share Alike 3. To view a copy of this license. Key Activities What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? Value Proposition 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? Customer Relationships What 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? Media companies Fund management Communityfunded products Community membership Believers Producers Community management Suppliers Distributors What Key Value Propositions require? KeyResources do ourCustomer Relationships? Our Distribution Channels? Revenue Streams? Resources Through 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? Buyers Community intelligence Online community platform Retail stores Cost What are the most important Structure costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive? Revenue For what value are our customers Streams pay? really willing to pay? For what do they currently Production costs Distribution costs How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? Marketing costs Designer: Ouke Arts (ouke.

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Sustainability-Focused Business Model 7 .

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Sustainability-Focused Business Model .

ecological organizations and governments. personal and local context are integrated in customer relationship management. Fast moving consumer goods companies that are serious about sustainability research the ecological impact of their products and services. . Customers are reached through regular channels such as retail stores. This business model will be more successful if fast moving consumer companies are active in both mature and emerging markets. that’s what they’ll get. Given the lead in green ambitions in mature markets. Brand defining employees and green marketeers work together with product and service designers. The relationship between company and customer is based on green storytelling: individualized.Sustainability Focused Business Model If green status is what customers want. market presence in these markets allows companies to leverage on their achieved brand value in emerging markets. When the market response is insufficient. Fast moving consumer goods companies are creating new products and services for customers in mature and emerging markets by focusing on sustainability. These research and marketing efforts demand a sustainable premium on traditional low-cost prices. Facts are needed for research-based green marketing while creativity and locality is needed for green storytelling. governments can provide grants for sustainability-focused companies.

Suite 300.4 The Business Model Canvas 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? Sustainability-Focused Business Model most relevant for fast moving consumer goods companies Day Month Year No. USA. San Francisco. Key Activities What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? Value Proposition 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? Customer Relationships What 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? Ecological organizations Ecological impact research Sustainable products/ services Customers in mature markets Green storytelling Governments Green marketing Green status Customers in emerging markets What Key Value Propositions require? KeyResources do ourCustomer Relationships? Our Distribution Channels? Revenue Streams? Resources Through 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? Brand defining employees Product/service design Retail stores Cost What are the most important Structure costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive? Revenue For what value are our customers Streams pay? really willing to pay? For what do they currently Marketing costs Research costs How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? Sustainable premiums Government grants Designer: Ouke Arts (ouke. 94105. To view a copy of this license.arts@gmail.org/licenses/by-sa/3. California.com) This work is licensed under the Creative Commons Attribution-Share Alike 3. visit http:/ /creativecommons. 171 Second Street. .0/ or send a letter to Creative Commons.0 Unported License.

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Twisted Freemium Business Model 8 .

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Twisted Freemium Business Model .

This means lower development costs. Because the free open source version is being developed outside the software company. This business model is based around the idea of involving customers and development communities in the development process of a free open source based product. Customers in need of a continuously serviced version of the product are willing to pay for a professional subscription. self-reliance is part of the value proposition. This involves platform development and maintenance costs. For these customers. To distribute the continuously serviced version. local branches are in place. This means sales and distribution costs are incurred. there is no relatively large budget needed for research and development. who have access to a self-service platform. amongst others software development companies. Software companies need to facilitate relevant open source development communities by providing an online platform. Free open source products are offered to self-service customers. . Key activities become product support services and product versioning and testing.Twisted Freemium Business Model Freemium business models are relevant to many companies. Customers get to choose between ‘Free’ and ‘Premium’ versions of the product. Now here’s the twist.

0/ or send a letter to Creative Commons.org/licenses/by-sa/3.com) How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? Professional subscription This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. USA.arts@gmail. San Francisco. Key Activities What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? Value Proposition 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? Customer Relationships What 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? Open source development community Product support services Free open source based product Self-service and access to platform Self-service customers Product versioning and testing Continuously serviced product Paying customers What Key Value Propositions require? KeyResources do ourCustomer Relationships? Our Distribution Channels? Revenue Streams? Resources Through 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 product Online platform Local branches Cost What are the most important Structure costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive? Revenue For what value are our customers Streams pay? really willing to pay? For what do they currently Sales costs Distribution costs Platform development costs Designer: Ouke Arts (ouke.4 The Business Model Canvas 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? Twisted Freemium Business Model most relevant for software development companies Day Month Year No. To view a copy of this license. visit http:/ /creativecommons. Suite 300. . California. 94105. 171 Second Street.

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Unlimited Niches Business Model 9 .

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Unlimited Niches Business Model .

Revenue comes from low volumes of unlimited items. By adding content production tools to their value proposition. Online retail companies offer niche content to many niche customer segments. A second customer segment is the segment of niche content providers. which means online retail companies will have to focus on platform management and promotion next to service delivery. Potentially. . an unlimited niches business model can be realized.Unlimited Niches Business Model The long tail is a typical statistical reflection of niche markets. as it is the place where supply and demand meet and it allows niche content providers to develop user generated content. servicing many niche segments. Because customers develop the content. Online retail companies use a business model adapted to this long tail. the number of products on sale is close to unlimited. New content is created and offered through online channels. If storage costs are close to zero. by engaging in ongoing mass-customized customer relations. the combination of these two leads to an unlimited number of niches. Some online retail companies have even outsourced to fulfillment partners. This platform is a key resource. The cost structure of online retail companies includes platform development. if it needs to be low-cost and practical it will be. platform management and platform promotion.

visit http:/ /creativecommons. San Francisco. Suite 300.0 Unported License. To view a copy of this license. USA. California.0/ or send a letter to Creative Commons.org/licenses/by-sa/3. Key Activities What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? Value Proposition 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? Customer Relationships What 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? Niche content providers Platform management and promotion Unlimited scope of niche content Masscustomized Many niche segments User generated content Service delivery Content production tools Through which Channels do Channelsour Customer Segments want to be reached? Niche content providers What Key Value Propositions require? KeyResources do ourCustomer Relationships? Our Distribution Channels? Revenue Streams? Resources 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? Platform Online channels Cost What are the most important Structure costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive? Revenue For what value are our customers Streams pay? really willing to pay? For what do they currently Platform management Platform promotion How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? Platform development Designer: Ouke Arts (ouke. .com) Low volumes x unlimited items This work is licensed under the Creative Commons Attribution-Share Alike 3.4 The Business Model Canvas 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? Unlimited Niches Business Model most relevant for online retail companies Day Month Year No.arts@gmail. 94105. 171 Second Street.

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In-Crowd Customers Business Model 10 .

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In-Crowd Customers Business Model .

The in-crowd business model is their new business model for this decade. which have to compensate for the relatively high ambassador marketing costs and production or service delivery costs. Which is also true for the uniqueness of the experience. Offline networks deliver the best results through personal in-crowd encounters. The more personal. The extremely personalized customer relationship allows for the highest margin prices. The most key resource for travel. It is the kind of travel. Servicing in-crowd customers in mature markets. . travel. Local social and cultural agencies are another key partner. leisure and lifestyle companies are always on the look-out for status triggering products and services they can offer. these companies think in terms of experiences and individuals. leisure and lifestyle margins marketeers have for a long time dreamed of but haven’t been able to maintain in the past decade. The brand is both a social network navigator and a divider between in-crowd and crowd. who actually produce or service of social and cultural experiences. leisure and lifestyle companies is their brand.In-Crowd Business Model Travel. leisure and lifestyle companies need to extremely personalize the relationship they have with these customers. Brand ambassadors become partners in selective marketing the status triggering products and services. To deliver status. The most influential members of a social network are potential brand ambassadors. the more status they deliver.

Key Activities What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? Value Proposition 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? Customer Relationships What 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? Brand ambassadors Selective marketing Status triggering product/service Extremely personalized In-crowd customers in mature markets Social and cultural agencies Production/ service delivery Social and cultural experiences Through which Channels do Channelsour Customer Segments want to be reached? What Key Value Propositions require? KeyResources do ourCustomer Relationships? Our Distribution Channels? Revenue Streams? Resources Personal in-crowd encounters 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? Brand Offline networks Cost What are the most important Structure costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive? Revenue For what value are our customers Streams pay? really willing to pay? For what do they currently Production/ service delivery costs Ambassador marketing costs Designer: Ouke Arts (ouke.com) How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? Highest margin prices This work is licensed under the Creative Commons Attribution-Share Alike 3. Suite 300. visit http:/ /creativecommons. USA.org/licenses/by-sa/3. To view a copy of this license.4 The Business Model Canvas 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? In-Crowd Customers Business Model most relevant for travel. California.arts@gmail. San Francisco.0/ or send a letter to Creative Commons. leisure and lifestyle companies Day Month Year No.0 Unported License. 94105. . 171 Second Street.

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10 New Business Models for this Decade beta PRODUCED BY: Ouke Arts. Skype oukearts You’re holding a hand book for visionarie s.com.arts@gmail. Founder/CEO Thaesis THE BUSINESS MODEL CANVAS is described in the book Business Model Generation Hard co pape ver/ rback availa b le Amaz at on Alan Smith. and challengers striv ing and design tomorrow to defy outmoded business models ’s enterprises.com Theo Huibers. It’s a book for the… THANK YOU: Reinier Evers. game changers. The Moveme designed by nt An amazing crowd written Alexander Osterwa by lder & Yves Pigneur co-created by of 470 practitioners from 45 countries . Twitter oukearts. Strategy Consultant/Graphic Facilitator E-mail ouke. Founder/CEO trendwatching.

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