Strategic Thinking, Decision Making, And Innovation-2
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
Disruptive new business models are emblematic of our generation. Yet they remain poorly understood, even as they transform competitive landscapes across industries. Business Model Generation offers you powerful, simple, tested tools for understanding, designing, reworking, and implementing business models.
Business Model Generation is a practical, inspiring handbook for anyone striving to improve a business model — or craft a new one.
change the way you think about business models
Business Model Generation will teach you powerful and practical innovation techniques used today by leading companies worldwide. You will learn how to systematically understand, design, and implement a new business model — or analyze and renovate an old one.
co-created by 470 strategy practitioners
Business Model Generation practices what it preaches. Coauthored by 470 Business Model Canvas practitioners from forty-five countries, the book was financed and produced independently of the traditional publishing industry. It features a tightly integrated, visual, lie-flat design that enables immediate hands-on use.
designed for doers
Business Model Generation is for those ready to abandon outmoded thinking and embrace new, innovative models of value creation: executives, consultants, entrepreneurs — and leaders of all organizations.
$34.95 USA/$41.95 CAN
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Business Model Generation
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This book is printed on acid-free paper. o
Copyright © 2010 by Alexander Osterwalder. All rights reserved.
Published by John Wiley & Sons, Inc., Hoboken, New Jersey.
Published simultaneously in Canada.
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ISBN: 978-0470-87641-1
Printed in the United States of America
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Written by Alexander Osterwalder and Yves Pigneur
Design Alan Smith, The Movement
Editor and Contributing Co-Author Tim Clark
Production Patrick van der Pijl
Co-created by an amazing crowd of 470 practitioners from 45 countries
Business Model Generation A Handbook for Visionaries, Game Changers, and Challengers
John Wiley & Sons, Inc.
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bmgen_final.indd 7 6/15/10 5:31 PM
Are you an entrepreneurial spirit? yes _______ no _______
Are you constantly thinking about how to create value and build new businesses, or how to improve or transform your organization? yes _______ no _______
Are you trying to find innovative ways of doing business to replace old, outdated ones? yes _______ no _______
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If you’ve answered “yes” to any of these questions, welcome to our group! 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 business model generation.
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Today countless innovative business models are emerging. Entirely new industries are forming as old ones crumble. Upstarts are challenging the old guard, some of whom are struggling feverishly to reinvent themselves.
How do you imagine your organization’s business model might look two, five, or ten years from now? Will you be among the dominant players? Will you face competitors brandishing formidable new business models?
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This book will give you deep insight into the nature of business models.
It describes traditional and bleeding-edge models and their dynamics,
innovation techniques, how to position your model within an intensely
competitive landscape, and how to lead the redesign of your own organi-
zation’s business model.
Certainly you’ve noticed that this is not the typical strategy or man-
agement book. We designed it to convey the essentials of what you need
to know, quickly, simply, and in a visual format. Examples are presented
pictorially and the content is complemented with exercises and workshop
scenarios you can use immediately. Rather than writing a conventional
book about business model innovation, we’ve tried to design a practical
guide for visionaries, game changers, and challengers eager to design or
reinvent business models. We’ve also worked hard to create a beautiful
book to enhance the pleasure of your “consumption.” We hope you enjoy
using it as much as we’ve enjoyed creating it.
An online community complements this book (and was integral to
its creation, as you will discover later). Since business model innovation
is a rapidly evolving field, you may want to go beyond the essentials in
Business Model Generation and discover new tools online. Please consider
joining our worldwide community of business practitioners and research-
ers who have co-created this book. On the Hub you can participate in
discussions about business models, learn from others’ insights, and try
out new tools provided by the authors. Visit the Business Model Hub at
www.BusinessModelGeneration.com/hub.
Business model innovation is hardly new. When the founders of Diners
Club introduced the credit card in 1950, they were practicing business
model innovation. The same goes for Xerox, when it introduced photo-
copier leasing and the per-copy payment system in 1959. In fact, we might
trace business model innovation all the way back to the fifteenth century,
when Johannes Gutenberg sought applications for the mechanical printing
device he had invented.
But the scale and speed at which innovative business models are
transforming industry landscapes today is unprecedented. For entre-
preneurs, executives, consultants, and academics, it is high time to
understand the impact of this extraordinary evolution. Now is the time
to understand and to methodically address the challenge of business
model innovation.
Ultimately, business model innovation is about creating value, for
companies, customers, and society. It is about replacing outdated models.
With its iPod digital media player and iTunes.com online store, Apple
created an innovative new business model that transformed the company
into the dominant force in online music. Skype brought us dirt-cheap
global calling rates and free Skype-to-Skype calls with an innovative
business model built on so-called peer-to-peer technology. It is now the
world’s largest carrier of international voice traffic. Zipcar frees city dwell-
ers from automobile ownership by offering hourly or daily on-demand
car rentals under a fee-based membership system. It’s a business model
response to emerging user needs and pressing environmental concerns.
Grameen Bank is helping alleviate poverty through an innovative business
model that popularized microlending to the poor.
But how can we systematically invent, design, and implement
these powerful new business models? How can we question, challenge,
and transform old, outmoded ones? How can we turn visionary ideas
into game-changing business models that challenge the establishment—or
rejuvenate it if we ourselves are the incumbents? Business Model Generation
aims to give you the answers.
Since practicing is better than preaching, we adopted a new model
for writing this book. Four hundred and seventy members of the Business
Model Innovation Hub contributed cases, examples, and critical com-
ments to the manuscript—and we took their feedback to heart. Read more
about our experience in the final chapter of Business Model Generation.
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Seven Faces of Business Model Innovation
The Senior Executive
Jean-Pierre Cuoni,
Chairman / EFG International
Focus: Establish a new business model
in an old industry
Jean-Pierre Cuoni is chairman of
EFG International, a private bank
with what may be the industry’s most
innovative business model. With
EFG he is profoundly transforming
the traditional relationships between
bank, clients, and client relationship
managers. Envisioning, crafting, and
executing an innovative business
model in a conservative industry with
established players is an art, and
one that has placed EFG International
among the fastest growing banks
in its sector.
The Intrapreneur
Dagfi nn Myhre,
Head of R&I Business Models / Telenor
Focus: Help exploit the latest techno-
logical developments with the right
business models
Dagfi nn leads a business model unit
at Telenor, one of the world’s ten larg-
est mobile telephone operators. The
telecom sector demands continuous
innovation, and Dagfi nn’s initiatives
help Telenor identify and understand
sustainable models that exploit the
potential of the latest technological
developments. Through deep analysis
of key industry trends, and by develop-
ing and using leading-edge analytical
tools, Dagfi nn’s team explores new
business concepts and opportunities.
The Entrepreneur
Mariëlle Sijgers,
Entrepreneur / CDEF Holding BV
Focus: Address unsatisfi ed customer
needs and build new business models
around them
Marielle Sijgers is a full-fl edged
entrepreneur. Together with her
business partner, Ronald van den
Hoff, she’s shaking up the meeting,
congress, and hospitality industry
with innovative business models.
Led by unsatisfi ed customer needs,
the pair has invented new concepts
such as Seats2meet.com, which allows
on-the-fl y booking of meetings in
untraditional locations. Together,
Sijgers and van den Hoff constantly
play with new business model ideas
and launch the most promising
concepts as new ventures.
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The Investor
Gert Steens, President & Investment
Analyst / Oblonski BV
Focus: Invest in companies with the
most competitive business models
Gert makes a living by identifying the
best business models. Investing in the
wrong company with the wrong model
could cost his clients millions of euros
and him his reputation. Understanding
new and innovative business models
has become a crucial part of his work.
He goes far beyond the usual fi nancial
analytics and compares business
models to spot strategic differences
that may impart a competitive edge.
Gert is constantly seeking business
model innovations.
The Consultant
Bas van Oosterhout, Senior
Consultant / Capgemini Consulting
Focus: Help clients question their
business models, and envision and
build new ones
Bas is part of Capgemini’s Business
Innovation Team. Together with
his clients, he is passionate about
boosting performance and renewing
competitiveness through innovation.
Business Model Innovation is now a
core component of his work because
of its high relevance to client projects.
His aim is to inspire and assist clients
with new business models, from
ideation to implementation. To achieve
this, Bas draws on his understanding
of the most powerful business models,
regardless of industry.
The Designer
Trish Papadakos,
Sole Proprietor / The Institute of You
Focus: Find the right business model
to launch an innovative product
Trish is a talented young designer
who is particularly skilled at grasp-
ing an idea’s essence and weaving it
into client communications. Currently
she’s working on one of her own ideas,
a service that helps people who are
transitioning between careers. After
weeks of in-depth research, she’s now
tackling the design. Trish knows she’ll
have to fi gure out the right business
model to bring her service to market.
She understands the client-facing
part—that’s what she works on daily
as a designer. But, since she lacks for-
mal business education, she needs the
vocabulary and tools to take on the
big picture.
The Conscientious Entrepreneur
Iqbal Quadir, Social Entrepreneur /
Founder of Grameen Phone
Focus: Bring about positive social and
economic change through innovative
business models
Iqbal is constantly on the lookout
for innovative business models with
the potential for profound social
impact. His transformative model
brought telephone service to over
100 million Bangladeshis, utilizing
Grameen Bank’s microcredit network.
He is now searching for a new model
for bringing affordable electricity to the
poor. As the head of MIT’s Legatum
Center, he promotes technological
empowerment through innovative
businesses as a path to economic and
social development.
bmgen_final.indd 7 6/15/10 5:31 PM
Table of Contents
Canvas
Outlook
Afterword
Process
Design
Patterns
Strategy
The book is divided into five sections: 1 The Busi-
ness Model Canvas, a tool for describing, analyzing,
and designing business models, 2 Business Model
Patterns, based on concepts from leading business
thinkers, 3 Techniques to help you design business
models, 4 Re-interpreting strategy through the
business model lens, and 5 A generic process to
help you design innovative business models, tying
together all the concepts, techniques, and tools in
Business Model Generation. }The last section offers
an outlook on five business model topics for future
exploration. Finally, the afterword provides a peek
into “the making of” Business Model Generation.
bmgen_final.indd 8 6/15/10 5:31 PM
1 Canvas
14 Definition of a Business Model
16 The 9 Building Blocks
44 The Business Model Canvas
2 Patterns
56 Unbundling Business Models
66 The Long Tail
76 Multi-Sided Platforms
88 FREE as a Business Model
108 Open Business Models
3 Design
126 Customer Insights
134 Ideation
146 Visual Thinking
160 Prototyping
170 Storytelling
180 Scenarios
4 Strategy
200 Business Model Environment
212 Evaluating Business Models
226 Business Model Perspective on Blue Ocean Strategy
232 Managing Multiple Business Models
5 Process
244 Business Model Design Process
} Outlook
262 Outlook
Afterword
274 Where did this book come from?
276 References
bmgen_final.indd 9 6/15/10 5:31 PM
Canvas bmgen_final.indd 10 6/15/10 5:31 PM
Canvas bmgen_final.indd 11 6/15/10 5:31 PM
A shared language for describing, visualizing, assessing, and changing business models
The Business Model Canvas
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14 Definition of a Business Model
16 The 9 Building Blocks
44 The Business Model Canvas Template
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14
A business model describes the rationale of how an organization creates, delivers, and captures value
Def_Business Model
bmgen_final.indd 14 6/15/10 5:31 PM
15
The starting point for any good discussion, meeting,
or workshop on business model innovation should
be a shared understanding of what a business model
actually is. We need a business model concept that
everybody understands: one that facilitates descrip-
tion and discussion. We need to start from the same
point and talk about the same thing. The challenge is
that the concept must be simple, relevant, and intui-
tively understandable, while not oversimplifying the
complexities of how enterprises function.
In the following pages we oΩer a concept that allows
you to describe and think through the business model
of your organization, your competitors, or any other
enterprise. This concept has been applied and tested
around the world and is already used in organizations
such as IBM, Ericsson, Deloitte, the Public Works and
Government Services of Canada, and many more.
This concept can become a shared language that
allows you to easily describe and manipulate business
models to create new strategic alternatives. Without
such a shared language it is diΩicult to systematically
challenge assumptions about one’s business model
and innovate successfully.
We believe a business model can best be described
through nine basic building blocks that show the
logic of how a company intends to make money. The
nine blocks cover the four main areas of a business:
customers, oΩer, infrastructure, and financial viability.
The business model is like a blueprint for a strategy
to be implemented through organizational structures,
processes, and systems.