Business Model Generation: A Handbook for Visionaries, Game Changers, and ChallengersBusiness Model Generation is a handbook for visionaries, game changers, and challengers striving to defy outmoded business models and design tomorrow's enterprises. If your organization needs to adapt to harsh new realities, but you don't yet have a strategy that will get you out in front of your competitors, you need Business Model Generation. Co-created by 470 "Business Model Canvas" practitioners from 45 countries, the book features a beautiful, highly visual, 4-color design that takes powerful strategic ideas and tools, and makes them easy to implement in your organization. It explains the most common Business Model patterns, based on concepts from leading business thinkers, and helps you reinterpret them for your own context. You will learn how to systematically understand, design, and implement a game-changing business model--or analyze and renovate an old one. Along the way, you'll understand at a much deeper level your customers, distribution channels, partners, revenue streams, costs, and your core value proposition. Business Model Generation features practical innovation techniques used today by leading consultants and companies worldwide, including 3M, Ericsson, Capgemini, Deloitte, and others. Designed for doers, it is for those ready to abandon outmoded thinking and embrace new models of value creation: for executives, consultants, entrepreneurs, and leaders of all organizations. If you're ready to change the rules, you belong to "the business model generation!" |
From inside the book
Results 1-5 of 35
... serves one or several Customer Segments. VP 2 Value Propositions It seeks to solve customer problems and satisfy customer needs with value propositions. CH 3 Channels Value propositions are delivered to customers through communication ...
... serve Customers comprise the heart of any business model . Without ( profitable ) customers , no company can survive for long . In order to better satisfy customers , a company may group them into distinct segments with common needs ...
... serves three different Customer Segments — the watch industry , the medical industry , and the industrial automation ... serve two or more interdepen- dent Customer Segments . A credit card company , for example , needs a large base of ...
... serve several functions, including: • Raising awareness among customers about a company's products and services • Helping customers evaluate a company's Value Proposition • Allowing customers to purchase specific products and services ...
... serve high net worth individuals . Similar relationships can be found in other businesses in the form of key account managers who maintain personal relationships with important customers . Self - service In this type of relationship , a ...