BUSINESS MODEL DEFINITION, TYPES, & EXAMPLES

The Leading Source Of Original Retìm kiếm And Insights On Business Model Strategy, Digital và Tech Business Models


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" data-image-caption="A business Model is a framework for finding a systematic way lớn unlochồng long-term value for an organization while delivering value to customers và capturing value through monetization strategies. A business mã sản phẩm is a holistic framework khổng lồ understvà, thiết kế, và kiểm tra your business assumptions in the marketplace.

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A business model is a framework for finding a systematic way lớn unlochồng long-term value for an organization while delivering value lớn customers và capturing value through monetization strategies. A business model is a holistic framework to understand, thiết kế, and thử nghiệm your business assumptions in the marketplace.


Contents

What are the primary components of a business model?54 business model examples in a nutshellWhy are business models important?

List of business models

In this guide, we’ll see also 53 business mã sản phẩm types identified by the i-google-map.com retìm kiếm. Ever since, this menu started to lớn be published, baông xã in 2018, many copycats around the website have sầu started lớn duplicate it without understanding the meaning of each model referenced here. 

Thus, if you need our feedbaông xã, feel miễn phí to lớn reach out. 

You can jump directly to lớn any of them below or read the guide in order:

What is a business mã sản phẩm và why is it important?

A business Model is a critical element for any startup success as it is what unlocks value in the long-term. In a way, developing a business Mã Sản Phẩm isn’t only about monetization strategies.

Indeed, that is way more holistic. To develop a business Mã Sản Phẩm companies need lớn create value for several stakeholders. Thus, a business Model is about what makes users go bachồng to your app, service, or sản phẩm. It is about how businesses can get value from your solution. It is about how suppliers grow their business through it.

A business Mã Sản Phẩm is all those things together. In short, when those pieces come together, that is when you can say khổng lồ have sầu a business mã sản phẩm.

A quiông chồng history of business models

“business model” và “business models” in millions of books according to Google Ngram

While the Internet worked as a catalyzer for business model innovation, the term itself was born way before that. However, it stayed asleep for a while, until the Internet proved commercially viable.

The rise of the Internet and the dot-com fell awakened the need for innovative business models:

Source: internethistorypodcast.com

Indeed, while many companies were born during the dot-com era. Those companies used the Internet as a new distribution channel but they still played with an old business playbook.

When the dot-com bubble fell. That left the room lớn a few companies which not only would prove sầu commercially viable. They would also become aao ước the tech giants that dominated the web.

Companies lượt thích Amazon, Google, và eBay built, tweaked, và consolidated their business playbook during that era.

A business model is not a business plan

Aao ước the top results, Google suggests “How to write a business model” when typing “how lớn … business Model. When you cliông chồng on the result that Google suggested, see what happens.

When you click on the Google suggested result for “How to write a business Mã Sản Phẩm,” you get “how to write a business plan.”

A common misunderstanding is khổng lồ think of business modeling as a one-page business plan. However, a business plan is a document with a specific ayên. It contains a bunch of assumptions about your business.

It also contains financial projections about the business for the next 3-5 years. However, those assumptions can be hardly tested. The business plan thus remains a document that lives in the imaginary world.

Drafted beautifully to impress friends and potential investors; hardly of any use for experimentation. Instead, as we will see business modeling is primarily about experimentation.

As reported by Google Ngram, by 2008, business mã sản phẩm picked up as a key concept, compared to lớn business plan. This shows how in the last decade business modeling has become a key concept in the business world. 

A business model is not a revenue generation strategy

An example of how Airbnb “confused” its business model for its monetization strategy (Slideshare)

How WeWork described its business model in the report before the IPO. You might notice that what they’re talking about is their revenue generation strategy. (WeWork Financials)

Another misconception around business models is to confuse them with the monetization strategy or the revenue model of a company. While this is an essential piece of the puzzle, it is just one of the components of a successful business model.

In this blog, we’ve discussed at great length how companies make money as a way to lớn start the discussion of a business Model. However, a business Model implies the understanding of operations, customer acquisition, retention, supply chain management, besides monetization.

According khổng lồ the business Model you designed over the years for your organization there will be a piece that plays a more critical role compared to others. For instance, a vital component of the Coca-Cola business Mã Sản Phẩm is its distribution strategy.

For other companies lượt thích McDonald’s, the key lớn its business mã sản phẩm success is the heavily franchised restaurants that helped the company scale up all over the world.

Each company will develop a unique model among mỏi the many types of business models which is what makes your company robust in the long-run!

The importance of business Model design

" data-image-caption="Strategic analysis is a process khổng lồ understvà the organization’s environment và competitive landscape to formulate informed business decisions, khổng lồ plan for the organizational structure & long-term direction. Strategic planning is also useful to experiment with business mã sản phẩm thiết kế & assess the fit with the long-term vision of the business.

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" data-medium-file="https://i1.wp.com/fourweekmtía.com/wp-content/uploads/2019/11/strategic-analysis.png?fit=300%2C226&ssl=1" data-large-file="https://i1.wp.com/fourweekmbố.com/wp-content/uploads/2019/11/strategic-analysis.png?fit=1024%2C772&ssl=1" class="size-full wp-image-29926" src="https://i1.wp.com/fourweekmbố.com/wp-content/uploads/2019/11/strategic-analysis.png?resize=1154%2C870&ssl=1" alt="strategic-analysis" width="1154" height="870" srcset="https://i1.wp.com/fourweekmtía.com/wp-content/uploads/2019/11/strategic-analysis.png?w=4280&ssl=1 4280w, https://i1.wp.com/fourweekmbố.com/wp-content/uploads/2019/11/strategic-analysis.png?resize=300%2C226&ssl=1 300w, https://i1.wp.com/fourweekmtía.com/wp-content/uploads/2019/11/strategic-analysis.png?resize=1024%2C772&ssl=1 1024w, https://i1.wp.com/fourweekmtía.com/wp-content/uploads/2019/11/strategic-analysis.png?resize=768%2C579&ssl=1 768w, https://i1.wp.com/fourweekmcha.com/wp-content/uploads/2019/11/strategic-analysis.png?resize=1536%2C1158&ssl=1 1536w, https://i1.wp.com/fourweekmcha.com/wp-content/uploads/2019/11/strategic-analysis.png?resize=2048%2C1545&ssl=1 2048w, https://i1.wp.com/fourweekmcha.com/wp-content/uploads/2019/11/strategic-analysis.png?resize=150%2C113&ssl=1 150w, https://i1.wp.com/i-google-map.com/wp-content/uploads/2019/11/strategic-analysis.png?resize=500%2C377&ssl=1 500w, https://i1.wp.com/fourweekmtía.com/wp-content/uploads/2019/11/strategic-analysis.png?w=2308&ssl=1 2308w, https://i1.wp.com/fourweekmtía.com/wp-content/uploads/2019/11/strategic-analysis.png?w=3462&ssl=1 3462w" sizes="(max-width: 1154px) 100vw, 1154px" data-recalc-dims="1" />Strategic analysis is a process khổng lồ understvà the organization’s environment và competitive sầu landscape khổng lồ formulate informed business decisions, to lớn plan for the organizational structure và long-term direction. Strategic planning is also useful lớn experiment with business model thiết kế & assess the fit with the long-term vision of the business.

The primary ayên of a business Model is lớn create a sustainable chain, able to lớn unloông chồng value for several players in a market, industry or nibít.

Therefore, this value chain will start from a value proposition, a promise you make to the key players & partners in that market, industry or nibít depending on where you start.

For instance, when PayPal started it didn’t look to lớn dominate the whole market. It started from a nibít. As Pether Thiel put it in his book, Zero to One:

The most successful companies make the core progression—to lớn first dominate a specific niche và then scale lớn adjacent markets—a part of their founding narrative.

Indeed, PayPal began identifying its most valuable partner, what at the time they called “power user.” That was a choice driven by its business Model design.

Therefore, instead of focusing on generically offering a service for everyone, PayPal focused on acquiring and attracting as many power users as possible.

Those power users were mostly on another platkhung that had already scaled up: eBay. Thus, PayPal focused all its effort on acquiring those power users from eBay, fast!

Only after PayPal had drafted, tested, & validated a clear value proposition for a small, yet a critical group of power users, it could move sầu on to take larger & larger segments of that market.

" data-image-caption="Tlặng Brown, Executive sầu Chair of IDEO, defined thiết kế thinking as “a human-centered approach lớn innovation that draws from the designer’s toolkit to lớn integrate the needs of people, the possibilities of technology, and the requirements for business success.” Therefore, desirability, feasibility, and viability are balanced khổng lồ solve critical problems.

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" data-medium-file="https://i2.wp.com/fourweekmcha.com/wp-content/uploads/2020/01/design-thinking.png?fit=300%2C226&ssl=1" data-large-file="https://i2.wp.com/fourweekmtía.com/wp-content/uploads/2020/01/design-thinking.png?fit=1024%2C772&ssl=1" class="size-full wp-image-29681" src="https://i2.wp.com/fourweekmcha.com/wp-content/uploads/2020/01/design-thinking.png?resize=1154%2C870&ssl=1" alt="design-thinking" width="1154" height="870" srcset="https://i2.wp.com/i-google-map.com/wp-content/uploads/2020/01/design-thinking.png?w=4280&ssl=1 4280w, https://i2.wp.com/fourweekmbố.com/wp-content/uploads/2020/01/design-thinking.png?resize=300%2C226&ssl=1 300w, https://i2.wp.com/i-google-map.com/wp-content/uploads/2020/01/design-thinking.png?resize=1024%2C772&ssl=1 1024w, https://i2.wp.com/i-google-map.com/wp-content/uploads/2020/01/design-thinking.png?resize=768%2C579&ssl=1 768w, https://i2.wp.com/fourweekmbố.com/wp-content/uploads/2020/01/design-thinking.png?resize=1536%2C1158&ssl=1 1536w, https://i2.wp.com/fourweekmcha.com/wp-content/uploads/2020/01/design-thinking.png?resize=2048%2C1545&ssl=1 2048w, https://i2.wp.com/fourweekmcha.com/wp-content/uploads/2020/01/design-thinking.png?resize=150%2C113&ssl=1 150w, https://i2.wp.com/fourweekmcha.com/wp-content/uploads/2020/01/design-thinking.png?resize=500%2C377&ssl=1 500w, https://i2.wp.com/fourweekmtía.com/wp-content/uploads/2020/01/design-thinking.png?w=2308&ssl=1 2308w, https://i2.wp.com/fourweekmbố.com/wp-content/uploads/2020/01/design-thinking.png?w=3462&ssl=1 3462w" sizes="(max-width: 1154px) 100vw, 1154px" data-recalc-dims="1" />Tlặng Brown, Executive Chair of IDEO, defined design thinking as “a human-centered approach lớn innovation that draws from the designer’s toolkit khổng lồ integrate the needs of people, the possibilities of giải pháp công nghệ, & the requirements for business success.” Therefore, desirability, feasibility, và viability are balanced to solve critical problems.

Business modeling is about experimentation

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" data-image-caption="Where scientists use labs to lớn demo their hypotheses through experimentation. Entrepreneurs build business Model experiments to lớn demo their businesses ideas in the real world.

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Where scientists have labs where they can manufacture and run experiments. Entrepreneurs have the real world as a way to measure their assumptions. Designing và executing business models for an entrepreneur is lượt thích designing & running experiments for scientists.

However, where a scientist might be looking for lasting truth, an entrepreneur searches for a business Model that will work in the marketplace at that particular point in time. Indeed, one of the common beliefs is that business models can be sketched on a piece of paper và they will work in the real world.

That (almost) never happens. Before a business mã sản phẩm does work in the real world that will require a lot of strategic and deliberate thinking, experimentation, và tinkering. Thus, a successful business model is usually the fruit of this process.

That implies that often an entrepreneur has khổng lồ thiết kế multiple variations of the same business model and test those in the marketplace. For instance, if you’ve built a company that offers software but you positioned yourself with a freemium model.

You might realize that the model won’t work in your case, so you will need lớn move the revenue generation baông chồng khổng lồ a premium Model, where your target customers willing to lớn pay more & you move sầu the needle from B2C lớn B2B.

Thus, cutting yourself space within a specific niche. That will, of course, limit the number of customers you might be able to lớn reach; at the same time, it will enable you to find product/market fit.

Technological innovation vs. business Model innovation

" data-image-caption="Business Model innovation is about increasing the success of an organization with existing products và technologies by crafting a compelling value proposition able khổng lồ propel a new business Model to scale up customers và create a lasting competitive advantage. And it all starts by mastering the key customers.

" data-medium-file="https://i0.wp.com/i-google-map.com/wp-content/uploads/2019/01/business-model-innovation.png?fit=300%2C226&ssl=1" data-large-file="https://i0.wp.com/fourweekmcha.com/wp-content/uploads/2019/01/business-model-innovation.png?fit=1024%2C772&ssl=1" class="size-full wp-image-28507 jetpack-lazy-image" src="https://i0.wp.com/fourweekmcha.com/wp-content/uploads/2019/01/business-model-innovation.png?resize=1154%2C870&ssl=1" alt="business-model-innovation" width="1154" height="870" data-recalc-dims="1" data-lazy-srcset="https://i0.wp.com/fourweekmbố.com/wp-content/uploads/2019/01/business-model-innovation.png?w=4280&ssl=1 4280w, https://i0.wp.com/i-google-map.com/wp-content/uploads/2019/01/business-model-innovation.png?resize=300%2C226&ssl=1 300w, https://i0.wp.com/fourweekmcha.com/wp-content/uploads/2019/01/business-model-innovation.png?resize=1024%2C772&ssl=1 1024w, https://i0.wp.com/i-google-map.com/wp-content/uploads/2019/01/business-model-innovation.png?resize=768%2C579&ssl=1 768w, https://i0.wp.com/fourweekmtía.com/wp-content/uploads/2019/01/business-model-innovation.png?resize=1536%2C1158&ssl=1 1536w, https://i0.wp.com/fourweekmtía.com/wp-content/uploads/2019/01/business-model-innovation.png?resize=2048%2C1545&ssl=1 2048w, https://i0.wp.com/fourweekmbố.com/wp-content/uploads/2019/01/business-model-innovation.png?resize=150%2C113&ssl=1 150w, https://i0.wp.com/fourweekmcha.com/wp-content/uploads/2019/01/business-model-innovation.png?resize=500%2C377&ssl=1 500w, https://i0.wp.com/fourweekmbố.com/wp-content/uploads/2019/01/business-model-innovation.png?w=2308&ssl=1 2308w, https://i0.wp.com/fourweekmbố.com/wp-content/uploads/2019/01/business-model-innovation.png?w=3462&ssl=1 3462w" data-lazy-sizes="(max-width: 1154px) 100vw, 1154px" data-lazy-src="https://i0.wp.com/fourweekmcha.com/wp-content/uploads/2019/01/business-model-innovation.png?resize=1154%2C870&is-pending-load=1#038;ssl=1" srcset="data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7">" data-image-caption="Business Model innovation is about increasing the success of an organization with existing products and technologies by crafting a compelling value proposition able khổng lồ propel a new business model lớn scale up customers và create a lasting competitive sầu advantage. And it all starts by mastering the key customers.

" data-medium-file="https://i0.wp.com/fourweekmcha.com/wp-content/uploads/2019/01/business-model-innovation.png?fit=300%2C226&ssl=1" data-large-file="https://i0.wp.com/fourweekmcha.com/wp-content/uploads/2019/01/business-model-innovation.png?fit=1024%2C772&ssl=1" class="size-full wp-image-28507" src="https://i0.wp.com/fourweekmbố.com/wp-content/uploads/2019/01/business-model-innovation.png?resize=1154%2C870&ssl=1" alt="business-model-innovation" width="1154" height="870" srcset="https://i0.wp.com/fourweekmtía.com/wp-content/uploads/2019/01/business-model-innovation.png?w=4280&ssl=1 4280w, https://i0.wp.com/fourweekmbố.com/wp-content/uploads/2019/01/business-model-innovation.png?resize=300%2C226&ssl=1 300w, https://i0.wp.com/fourweekmbố.com/wp-content/uploads/2019/01/business-model-innovation.png?resize=1024%2C772&ssl=1 1024w, https://i0.wp.com/fourweekmbố.com/wp-content/uploads/2019/01/business-model-innovation.png?resize=768%2C579&ssl=1 768w, https://i0.wp.com/fourweekmtía.com/wp-content/uploads/2019/01/business-model-innovation.png?resize=1536%2C1158&ssl=1 1536w, https://i0.wp.com/fourweekmbố.com/wp-content/uploads/2019/01/business-model-innovation.png?resize=2048%2C1545&ssl=1 2048w, https://i0.wp.com/fourweekmbố.com/wp-content/uploads/2019/01/business-model-innovation.png?resize=150%2C113&ssl=1 150w, https://i0.wp.com/fourweekmtía.com/wp-content/uploads/2019/01/business-model-innovation.png?resize=500%2C377&ssl=1 500w, https://i0.wp.com/fourweekmtía.com/wp-content/uploads/2019/01/business-model-innovation.png?w=2308&ssl=1 2308w, https://i0.wp.com/fourweekmbố.com/wp-content/uploads/2019/01/business-model-innovation.png?w=3462&ssl=1 3462w" sizes="(max-width: 1154px) 100vw, 1154px" data-recalc-dims="1" />Business mã sản phẩm innovation is about increasing the success of an organization with existing products & technologies by crafting a compelling value proposition able to lớn propel a new business Mã Sản Phẩm lớn scale up customers and create a lasting competitive sầu advantage. And it all starts by mastering the key customers.

The misconception starts from the fact that nowadays, technological advancement is pushing toward new ways of doing business.

The Internet is still enabling new, untested models to pichồng up. For instance, business models of companies like Netflix would not be possible if the Internet didn’t allow new ways of nội dung delivery, và so also of how those same companies make money.

However, technological innovation is wholly different from business innovation. That’s because technological innovation often happens in labs or research centers (take the internet) rather than just companies, or in a business context.

In short, technological innovation requires a massive amount of resources upfront và researchers, which might not follow business objectives, but rather experiment freely with ideas that take time to lớn work out.

In addition, even when a specific công nghệ becomes commercially viable that might also be soon commoditized.

Thus, technology itself hardly becomes a competitive sầu advantage. Technology coupled with new ways of serving customers, a powerful distribution strategy, and creative monetization strategies might create lasting competitive sầu advantages.

That is when the business mã sản phẩm innovation kicks in.

Why business mã sản phẩm innovation matters so much

One of the people that I like khổng lồ follow the most in the business world, venture capitadanh sách, Fred Wilson, in a post, highlighted something that many are still missing today: 

I believe business model innovation is more disruptive than technical innovation.

Xem thêm: We Are At The End Of The Year ? I'Ll See You At/In The End Of The Year

As Fred Wilson further explained: 

The move sầu from desktop computing lớn the web. We saw massive sầu disruption as we went from a licensed software business Mã Sản Phẩm to an advertising-supported business Mã Sản Phẩm, which has evolved into lớn an advertising/subscription freemium business model.

When new, revolutionary giải pháp công nghệ finally is widely adopted, that is when a massive phase of business Mã Sản Phẩm innovation happens. For instance, we’re still looking at how the Internet-enabled digital economy still an ongoing explosion. 

We might be looking at a similar change và blossoming of new business models with the advent of the Blockchain & crypto-based business models.

That connects lớn another key point.

Competitive moats are generated around business Mã Sản Phẩm innovation

What should you be doing in running your business? Just what you always do: Widen the moat, build enduring competitive advantage, delight your customers, và relentlessly fight costs. With the exception of insurance pricing và coverages, almost all operating decisions that made sense a month ago make sense today

In a memo dated September 26th, 2001 Warren Buffet highlighted the importance of building moat. For financiers, a moat is a lasting competitive sầu advantage. There was a time where you could build those moats by following Porter’s five sầu forces.

*
" data-image-caption="Porter’s Five Forces is a Model that helps organizations to gain a better understanding of their industries and competition. Published for the first time by Professor Michael Porter in his book “Competitive Strategy” in the 1980s. The mã sản phẩm breaks down industries và markets by analyzing them through five forces

" data-medium-file="https://i2.wp.com/fourweekmcha.com/wp-content/uploads/2019/05/porter-five-forces.png?fit=300%2C221&ssl=1" data-large-file="https://i2.wp.com/fourweekmbố.com/wp-content/uploads/2019/05/porter-five-forces.png?fit=1024%2C753&ssl=1" class="size-full wp-image-18012" src="https://i2.wp.com/fourweekmbố.com/wp-content/uploads/2019/05/porter-five-forces.png?resize=1154%2C849&ssl=1" alt="porter-five-forces" width="1154" height="849" srcset="https://i2.wp.com/i-google-map.com/wp-content/uploads/2019/05/porter-five-forces.png?w=4280&ssl=1 4280w, https://i2.wp.com/fourweekmbố.com/wp-content/uploads/2019/05/porter-five-forces.png?resize=300%2C221&ssl=1 300w, https://i2.wp.com/fourweekmbố.com/wp-content/uploads/2019/05/porter-five-forces.png?resize=768%2C565&ssl=1 768w, https://i2.wp.com/i-google-map.com/wp-content/uploads/2019/05/porter-five-forces.png?resize=1024%2C753&ssl=1 1024w, https://i2.wp.com/i-google-map.com/wp-content/uploads/2019/05/porter-five-forces.png?resize=150%2C110&ssl=1 150w, https://i2.wp.com/fourweekmtía.com/wp-content/uploads/2019/05/porter-five-forces.png?resize=500%2C368&ssl=1 500w, https://i2.wp.com/i-google-map.com/wp-content/uploads/2019/05/porter-five-forces.png?w=2308&ssl=1 2308w, https://i2.wp.com/i-google-map.com/wp-content/uploads/2019/05/porter-five-forces.png?w=3462&ssl=1 3462w" sizes="(max-width: 1154px) 100vw, 1154px" data-recalc-dims="1" />

However, the digital era, dominated by platform business models, taught us that competitive advantages sit outside the company’s boundaries.

And the ability of digital businesses lớn take advantage of those external resources, also wrecked those barriers, making competition way more fluid, unpredictable & hard to lớn build with the old business playbook.

Therefore, companies lượt thích Amazon have sầu learned to take advantage of network effects, and rather than follow a linear lô ghích, designed business models with built-in flywheels focused on customer obsession:

*
" data-image-caption="The Amazon Flywheel or Amazon Virtuous Cycle is a strategy that leverages on customer experience lớn drive sầu traffic to the platkhung and third-các buổi tiệc nhỏ sellers. That improves the selections of goods, & Amazon further improves its cost structure so it can decrease prices which spins the flywheel.

" data-medium-file="https://i0.wp.com/fourweekmbố.com/wp-content/uploads/2019/03/amazon-flywheel.png?fit=300%2C221&ssl=1" data-large-file="https://i0.wp.com/fourweekmbố.com/wp-content/uploads/2019/03/amazon-flywheel.png?fit=1024%2C753&ssl=1" class="size-full wp-image-17141" src="https://i0.wp.com/fourweekmbố.com/wp-content/uploads/2019/03/amazon-flywheel.png?resize=1154%2C849&ssl=1" alt="amazon-flywheel" width="1154" height="849" srcset="https://i0.wp.com/fourweekmcha.com/wp-content/uploads/2019/03/amazon-flywheel.png?w=4280&ssl=1 4280w, https://i0.wp.com/fourweekmtía.com/wp-content/uploads/2019/03/amazon-flywheel.png?resize=300%2C221&ssl=1 300w, https://i0.wp.com/fourweekmtía.com/wp-content/uploads/2019/03/amazon-flywheel.png?resize=768%2C565&ssl=1 768w, https://i0.wp.com/i-google-map.com/wp-content/uploads/2019/03/amazon-flywheel.png?resize=1024%2C753&ssl=1 1024w, https://i0.wp.com/fourweekmbố.com/wp-content/uploads/2019/03/amazon-flywheel.png?resize=150%2C110&ssl=1 150w, https://i0.wp.com/fourweekmcha.com/wp-content/uploads/2019/03/amazon-flywheel.png?resize=500%2C368&ssl=1 500w, https://i0.wp.com/fourweekmbố.com/wp-content/uploads/2019/03/amazon-flywheel.png?w=2308&ssl=1 2308w, https://i0.wp.com/fourweekmbố.com/wp-content/uploads/2019/03/amazon-flywheel.png?w=3462&ssl=1 3462w" sizes="(max-width: 1154px) 100vw, 1154px" data-recalc-dims="1" />

The point here though is not that you have khổng lồ build a tech giant lượt thích Amazon. Instead, you need to realize that the Internet & the digital era enabled new ways of doing business.

Thus, they are not just new distribution platforms, but they require a new business playbook altogether.

This business playbook revolves around business model innovation.

Business mã sản phẩm innovation as a traction model

During the dot-com bubble, Amazon was a company that aggressively invested in growth. While the company advocated for không tính tiền cash flows; before the year 2000s, Amazon was quickly burning cash.

Until it realized it needed to lớn change its business playbook. Companies that didn’t make it khổng lồ the fall of the dot-com, had an aggressive sầu playbook, focused on reckless growth và grandiose business plans.

Instead, Amazon started khổng lồ focus its efforts on building a platkhung that would have sầu helped third-tiệc nhỏ sellers lớn host their own products and services. And at the same time, it started to lớn follow a leaner playbook.

With that in mind, Amazon found its business-Model market fit.

When that happens, traction becomes wired to lớn the company’s DNA for a while.

What are the primary components of a business model?

Although there is not a single way to lớn define a business Mã Sản Phẩm, there is a standard called “business model canvas” which is a good way to start lớn understvà what are the pieces and moving parts of a company value creation chain.

Then we’ll look at the i-google-map.com method of classifying a business model.

The business mã sản phẩm canvas perspective 

As highlighted in the business mã sản phẩm canvas there are seven key ingredients for any business mã sản phẩm lớn succeed:

However, in a world where information công nghệ has become predominant, being agile becomes critical. In that context, an evolution of the business mã sản phẩm canvas, the lean startup canvas has become more accurate to thiết kế a business Model for a startup. The key difference is how a startup “behaves” compared to a corporation:

The lean startup canvas started from the lean startup movement launched by Steve sầu Blank in 2013. In short, while large companies relied và still rely primarily on elaborate planning, with business plans hundreds of pages long, full of assumptions. Startups primarily rely on experimentations.

Where large corporations invest large resources upfront lớn kiến thiết or build up a sản phẩm or service; Startups use the process of iterative thiết kế & agile development, where users help the startup get from MVP lớn product/market fit.

Whether you decide khổng lồ use the business mã sản phẩm canvas, the lean startup canvas, or develop your own methodology, it is critical to gain a holistic understanding of your business. Thinking in terms of business modeling is the key to reach that kind of understanding.

In other cases, a framework like the Blitzscaling business Model innovation canvas might be more suited to assess whether your business or the company’s business mã sản phẩm you’ve sầu designed has all the ingredients to scale up, quickly:

*
" data-image-caption="the blitzscaling business Model is a framework khổng lồ build companies that scale super fast in a scenario of massive sầu growth and uncertainty

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In that scenario, you might want to assess whether your business Model has been engineered to encompass four key growth factors (market size, distribution, gross margins, and network effects) & avoid major growth limiters (lachồng of product/market fit and operational scalability).

The i-google-map.com perspective on business Mã Sản Phẩm components for startups

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" data-medium-file="https://i2.wp.com/i-google-map.com/wp-content/uploads/2019/01/i-google-map.com-business-model-framework.png?fit=300%2C226&ssl=1" data-large-file="https://i2.wp.com/fourweekmbố.com/wp-content/uploads/2019/01/i-google-map.com-business-model-framework.png?fit=1024%2C772&ssl=1" class="size-full wp-image-16525" src="https://i2.wp.com/fourweekmbố.com/wp-content/uploads/2019/01/i-google-map.com-business-model-framework.png?resize=1154%2C870&ssl=1" alt="i-google-map.com-business-model-framework" width="1154" height="870" srcset="https://i2.wp.com/fourweekmtía.com/wp-content/uploads/2019/01/i-google-map.com-business-model-framework.png?w=4280&ssl=1 4280w, https://i2.wp.com/i-google-map.com/wp-content/uploads/2019/01/i-google-map.com-business-model-framework.png?resize=300%2C226&ssl=1 300w, https://i2.wp.com/fourweekmcha.com/wp-content/uploads/2019/01/i-google-map.com-business-model-framework.png?resize=768%2C579&ssl=1 768w, https://i2.wp.com/i-google-map.com/wp-content/uploads/2019/01/i-google-map.com-business-model-framework.png?resize=1024%2C772&ssl=1 1024w, https://i2.wp.com/fourweekmtía.com/wp-content/uploads/2019/01/i-google-map.com-business-model-framework.png?resize=150%2C113&ssl=1 150w, https://i2.wp.com/fourweekmcha.com/wp-content/uploads/2019/01/i-google-map.com-business-model-framework.png?resize=500%2C377&ssl=1 500w, https://i2.wp.com/i-google-map.com/wp-content/uploads/2019/01/i-google-map.com-business-model-framework.png?w=2308&ssl=1 2308w, https://i2.wp.com/fourweekmtía.com/wp-content/uploads/2019/01/i-google-map.com-business-model-framework.png?w=3462&ssl=1 3462w" sizes="(max-width: 1154px) 100vw, 1154px" data-recalc-dims="1" />An effective business Model has to lớn focus on two dimensions: the people dimension & the financial dimension. The people dimension will allow you to build a product or service that is 10X better than existing ones và a solid brvà. The financial dimension will help you develop proper distribution channels by identifying the people that are willing to lớn pay for your sản phẩm or service và make it financially sustainable in the long run.

The key components of any business Model according to the i-google-map.com analysis are: 

A compelling value proposition: How vị you want your people lớn think about your brand?A quality brand positioning: What bởi vì you offer khổng lồ your people that make them want more?A 10x goal setting: Can you offer a 10X better sản phẩm or service? (compared to existing solutions)Customer segments: Who is your customer? (lớn notice here we’re not talking anymore about people but customers, those willing lớn pay for your product or service)Distribution channels: How do you get your sản phẩm or service khổng lồ your customers?Profit formula: Is the business financially sustainable?

This business Mã Sản Phẩm framework by i-google-map.com has four aims:

noise reduction: choosing a few key data points, rather than looking at a massive amount of data that only adds noise & paralyze decision-making processesbranding and distribution: looking at a business Model as a systematic way lớn build a strong distribution network and a strong brvà. The two things walk hvà in hand& profitability: the financial viability of a business model is a key element for its success

In short, according to this framework, there are two dimensions of a business:

The people dimensionThe financial dimension

These two dimensions walk h& in hand.

Yet the people side is also what makes the business thick from the economic standpoint.

The people side comprises the following elements:

A compelling value proposition: How vị you want your people khổng lồ think about your brand?A quality br& positioning: What do you offer to your people that make them want more?A 10x goal setting: Can you offer a 10X better product or service? (compared to lớn existing solutions)

This people dimension will help you build a solid brvà. A solid br& builds up a tribe, a group of people that can follow you anywhere. Once you have sầu a solid br&, you can focus on the second dimension: the financial dimension.

The three elements of the financial dimensions are:

Customer segments: Who is your customer? (to lớn notice here we’re not talking anymore about people but customers, those willing lớn pay for your hàng hóa or service)Distribution channels: How do you get your hàng hóa or service khổng lồ your customers?Profit formula: Is the business financially sustainable?

The i-google-map.com VTDF Framework khổng lồ dissect tech companies

The VTDF framework breaks down tech business models inkhổng lồ four main components:

Value model (value propositions, mission, vision),Technological Model (R&D management), And financial Mã Sản Phẩm (revenue modeling, cost structure, profitability, & cash generation/management).

Those elements coming together can serve sầu as the basis to lớn build a solid tech business mã sản phẩm.

How many types of business models exist?

We can classify business models in several ways. For instance, based on how companies và startups monetize their business, how they deal with their suppliers, customers, and the value proposition those companies can offer to lớn several stakeholders.

Some business models have always existed, some others are new, others yet innovate by bringing old business models khổng lồ a new industry (take the Netflix business Mã Sản Phẩm case study as an example).

In this guide, we’ll see several business models based on successful companies, tech startups, and also more traditional organizations. The ayên is to give you an overview of all the different moving parts that comprise a business Mã Sản Phẩm.

In some cases – take Microsoft or Amazon – there isn’t a single way to lớn describe a business model, as some companies have sầu been able khổng lồ diversify so much their operations lớn be able lớn generate value propositions across several stakeholders across many industries.

For instance, Microsoft isn’t just the company selling Microsoft Office products. True, that is still an essential part of the business, as of 2017. Yet, Microsoft has many other segments, that are independent of others, & some others that are complementary:

From a quiông xã look at Microsoft revenues breakdown from 2015-2017, you can appreciate the changes the company has gone through and the complexity of its business mã sản phẩm. Indeed, while Microsoft Office is still the core of the business, other products, such as Xbox, might seem at first sight completely separate segments.

However, when you understvà that Microsoft’s involvement in the gaming industry has proved as a perfect ground for AI systems; you can appreciate how the Xbox becomes the perfect “playground” for innovation in the other company’s segments! 

Take also LinkedIn, a social truyền thông network for professionals. If you look at it merely as a social network, you don’t realize the importance of LinkedIn on Microsoft’s overall business mã sản phẩm. In fact, LinkedIn, which is powered by a knowledge graph might be playing a critical role in Microsoft’s tìm kiếm engine, Bing.

Or take how Amazon baông xã in 2000 was trying lớn figure out a way khổng lồ allow other stores lớn build their e-commerce on top of Amazon, yet it was impossible lớn do that with its infrastructure at the time. That is why Amazon started to develop that infrastructure, which has now become Amazon AWS:

In 2017, Amazon AWS represented the fastest-growing segment of the company, và it generated over $17 billion in revenues!

Why am I telling you that? As highlighted so far, a business model can be designed. Yet, most of it is about tinkering và experimentation. Thus, the business Mã Sản Phẩm kiến thiết is a tool khổng lồ accelerate the process of building up a sustainable machine that captures value in the long-run. The key though is lớn leave sầu that machine unleashed.

How do you understand the way the business Model moving parts come together? What is the glue that keeps them together?

Vision vs. Mission: why understanding the difference between them is important

There is one key ingredient of any company’s business Mã Sản Phẩm that seldom changes, that is the company’s vision.

While the company’s mission statement might change over time, the vision sticks. The main difference between mission and vision is about the present and future. The mission is the way the company wants to lớn achieve sầu its objectives now và its purpose in the present.

Take the Google mission statement:

In other words, the vision is the map, that influences the company directions and decisions for the future. The mission is about how the company wants lớn achieve its objectives, thus getting closer to lớn its future vision, in the moving present.

That is a tool aligning the key players of an organization (employees, suppliers, customers, and more), while it allows the forming of a culture within the organization.

The mission statement instead might have two functions, one is internal, và one is external. Internally, the vision aligns with people around the same bản đồ. Externally, the vision allows outside observers khổng lồ understand why an organization might be looking toward a certain direction.

Therefore, the vision is “organizational DNA.” Once the vision is clear, you might not even need a mission statement khổng lồ succeed. Even though the mission statement is a critical propeller that helps companies focus on short-term success.

Going back lớn Google’s mission statement “lớn organize the world’s information & make it universally accessible và useful,” that allows Google to focus its efforts lớn achieve its future vision. For instance, when Google announced its transition from mobile to lớn AI-first that hasn’t changed its mission.

That only represented the means lớn achieve sầu its mission.

54 business mã sản phẩm examples in a nutshell

In this guide, we’ll look at 53 business models, spanning across several industries, monetization strategies & ways lớn unlock value in the long run!