1. 10 Business Models of Our Time betaTREND RESEARCH BY trendwatching.comBUSINESS MODEL DESIGN BY Business Models Inc. THE BUSINESS MODEL CANVAS is part of the Business Model Generation methodology

2. 10 Business Models of Our Time 1. Localized Low-Cost Business Model beta 2. One-Off Experience Business Model beta 3. Beyond Advertising Business Modelbeta4. Markets Are Conversations Business Model 5. Low-Budget Innovation Business Model 6. Community-Funded Business Modelbeta7. Sustainability-Focused Business Model 8. Twisted Freemium Business Model 9. Unlimited Niches Business Modelbetabetabetabeta10. In-Crowd Customers Business Modelbetabeta 3. 1Localized Low-CostBusiness Model 4. Localized Low-Cost Business Model 5. 4Localized Low-Cost Business ModelThe Business Model Canvasmost relevant for fast moving consumer goods companiesDayMonthNo.Key PartnersKey ActivitiesWho are our Key Partners? Who are our key suppliers? Which Key Resources are we acquiring from partners? Which Key Activities do partners perform?Independent product/service designersStandardized local micro producersWhat Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams?Cost efcient procurementValue PropositionCustomer RelationshipsWhat value do we deliver to the customer? Which one of our customers 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?Marketing and quality managementWhat Key Value Propositions require? KeyResources do ourCustomer Relationships? Our Distribution Channels? Revenue Streams? ResourcesSimple, small and cheap product/serviceWhat 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?Lower customer expectationsMinimum specicationsIncome generating/selfsustainingThrough 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?Energy efcient distribution via local vendorsBrandsCost What are the most important Structure costs inherent in our business model? Which Key Resources are most expensive?For whom are we creating value? Who are our most important customers?Higher incomes in emerging marketsLower-incomes in emerging marketsMetropolitan areas in mature marketsOther areas in mature marketsRevenue For what value are our customers Streams pay? really willing to pay? For what do they currentlyWhich Key Activities are most expensive?Low costsCustomer SegmentsMicro nanced local banks/ foundationsHow are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?Low prices x High volumesDesigner: Ouke Arts (ouke.arts@businessmodelsinc.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.Business Model Generation Hardcover and paperback edition available at Amazon.comYear 6. 2One-Off ExperienceBusiness Model 7. One-Off Experience Business Model 8. 4One-Off Experience Business ModelThe Business Model Canvasmost relevant for social media companiesDayMonthNo.Key PartnersKey ActivitiesWho are our Key Partners? Who are our key suppliers? Which Key Resources are we acquiring from partners? Which Key Activities do partners perform?Ofine event organizersOfine pop-up commerceOnline retailersWhat Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams?Software developmentValue PropositionCustomer RelationshipsWhat value do we deliver to the customer? Which one of our customers 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?Conversation engagement and initiative3rd party see-hear-buy product/serviceWhat 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?Customers in markets of abundanceInstant contributingExperience seeking customersThrough 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?Software platformCost What are the most important Structure costs inherent in our business model? Which Key Resources are most expensive?Online channelsRevenue For what value are our customers Streams pay? really willing to pay? For what do they currentlyWhich Key Activities are most expensive?Hosting costsFor whom are we creating value? Who are our most important customers?Instant consumingOne-off experiencesWhat Key Value Propositions require? KeyResources do ourCustomer Relationships? Our Distribution Channels? Revenue Streams? ResourcesCustomer SegmentsOnline presence and ndability costsHow are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?Commissions pop-up commerceCommissions instant online retailDesigner: Ouke Arts (ouke.arts@businessmodelsinc.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.Business Model Generation Hardcover and paperback edition available at Amazon.comYear 9. 3Beyond AdvertisingBusiness Model 10. Beyond Advertising Business Model 11. 4Beyond Advertising Business ModelThe Business Model Canvasmost relevant for traditional media and print companiesDayMonthNo.Key PartnersValue PropositionKey ActivitiesWho are our Key Partners? Who are our key suppliers? Which Key Resources are we acquiring from partners? Which Key Activities do partners perform?Commercial partnersWhat Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams?What value do we deliver to the customer? Which one of our customers 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?Facilitate sharing and contributingPublic partnersTrusted product/service adviceFacilitate interactingReview portalsCustomer 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?For whom are we creating value? Who are our most important customers?Research, compare, reviewCustomers in mature marketsOn-demand interactionWhat Key Value Propositions require? KeyResources do ourCustomer Relationships? Our Distribution Channels? Revenue Streams? ResourcesIndividualsThrough which Channels do Channelsour Customer Segments want to be reached?Customers in emerging marketsHow 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?Online channelsFacilitation skillsCost What are the most important Structure costs inherent in our business model? Which Key Resources are most expensive?Revenue For what value are our customers Streams pay? really willing to pay? For what do they currentlyWhich Key Activities are most expensive?FacilitatorsCustomer SegmentsHow are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?Content management costsOnline ndability costsFacilitation feesCommissionsDesigner: Ouke Arts (ouke.arts@businessmodelsinc.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.Business Model Generation Hardcover and paperback edition available at Amazon.comYear 12. 4Markets Are ConversationsBusiness Model 13. Markets Are Conversations Business Model 14. 4The Business Model CanvasMarkets Are Conversations Business Model most relevant for professional services companiesDayMonthNo.Key PartnersKey ActivitiesWho are our Key Partners? Who are our key suppliers? Which Key Resources are we acquiring from partners? Which Key Activities do partners perform?Media companiesWhat Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams?Real-time tracking and conversingValue PropositionCustomer RelationshipsWhat value do we deliver to the customer? Which one of our customers 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?Modular and beta products/ servicesWhat 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?Find, follow, interact and collaborateProduct/service improvement and innovationWhat Key Value Propositions require? KeyResources do ourCustomer Relationships? Our Distribution Channels? Revenue Streams? ResourcesWhich Key Activities are most expensive?For whom are we creating value? Who are our most important customers?Engaged customersNon-engaged customersThrough 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 employeesCost What are the most important Structure costs inherent in our business model? Which Key Resources are most expensive?Customer SegmentsOnline social networksRevenue For what value are our customers Streams pay? really willing to pay? For what do they currently Lower product/ service failure costsHow are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?Higher recurrent revenuesDesigner: Ouke Arts (ouke.arts@businessmodelsinc.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.Business Model Generation Hardcover and paperback edition available at Amazon.comYear 15. 5Low-Budget InnovationBusiness Model 16. Low-Budget Innovation Business Model 17. 4Low-Budget Innovation Business ModelThe Business Model Canvasmost relevant for fast moving consumer goods companiesDayMonthNo.Key PartnersKey ActivitiesWho are our Key Partners? Who are our key suppliers? Which Key Resources are we acquiring from partners? Which Key Activities do partners perform?Local customer communitiesGlobal trend trackersWhat Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams?Customer observationValue PropositionCustomer RelationshipsWhat value do we deliver to the customer? Which one of our customers 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?Co-created productsCustomer SegmentsWhat 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?For whom are we creating value? Who are our most important customers?Free / personalized samplesEarly adoptersCustomer participationWhat Key Value Propositions require? KeyResources do ourCustomer Relationships? Our Distribution Channels? Revenue Streams? ResourcesCustomer behavior intelligenceCost What are the most important Structure costs inherent in our business model? Which Key Resources are most expensive?FollowersThrough 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?Ofine development labsOnline channelsRevenue For what value are our customers Streams pay? really willing to pay? For what do they currentlyWhich Key Activities are most expensive?Lower product development costsHow are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?Higher new product success rateDesigner: Ouke Arts (ouke.arts@businessmodelsinc.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.Business Model Generation Hardcover and paperback edition available at Amazon.comYear 18. 6Community-FundedBusiness Model 19. Community-Funded Business Model 20. 4The Business Model CanvasCommunity-Funded Business Model most relevant for entertainment and publishing companiesDayMonthNo.Key PartnersKey ActivitiesWho are our Key Partners? Who are our key suppliers? Which Key Resources are we acquiring from partners? Which Key Activities do partners perform?Media companiesProducersDistributorsWhat Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams?Fund managementValue Proposition What value do we deliver to the customer? Which one of our customers 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?Communityfunded productsCustomer SegmentsWhat 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?For whom are we creating value? Who are our most important customers?Community membershipBelieversCommunity managementSuppliersWhat Key Value Propositions require? KeyResources do ourCustomer Relationships? Our Distribution Channels? Revenue Streams? ResourcesThrough which Channels do Channelsour Customer Segments want to be reached?BuyersHow 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?Online community platformCommunity intelligenceCost What are the most important Structure costs inherent in our business model? Which Key Resources are most expensive?Retail storesRevenue For what value are our customers Streams pay? really willing to pay? For what do they currentlyWhich Key Activities are most expensive?Marketing costsCustomer RelationshipsHow are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?Production costsDistribution costsProduct salesInterestSupplier subscriptionsDesigner: Ouke Arts (ouke.arts@businessmodelsinc.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.Business Model Generation Hardcover and paperback edition available at Amazon.comYear 21. 7Sustainability-FocusedBusiness Model 22. Sustainability-Focused Business Model 23. 4Sustainability-Focused Business ModelThe Business Model Canvasmost relevant for fast moving consumer goods companiesDayMonthNo.Key PartnersValue PropositionKey ActivitiesWho 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 Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams?Ecological impact researchEcological organizationsCustomer RelationshipsWhat value do we deliver to the customer? Which one of our customers 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?Sustainable products/ servicesWhat 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?Customers in mature marketsGreen storytelling Green marketingGovernmentsWhat Key Value Propositions require? KeyResources do ourCustomer Relationships? Our Distribution Channels? Revenue Streams? ResourcesBrand dening employeesThrough 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?Product/service designCost What are the most important Structure costs inherent in our business model? Which Key Resources are most expensive?Retail storesRevenue For what value are our customers Streams pay? really willing to pay? For what do they currentlyWhich Key Activities are most expensive?Research costsCustomers in emerging marketsGreen statusMarketing costsHow are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?Sustainable premiumsGovernment grantsDesigner: Ouke Arts (ouke.arts@businessmodelsinc.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.Business Model Generation Hardcover and paperback edition available at Amazon.comYear 24. 8Twisted FreemiumBusiness Model 25. Twisted Freemium Business Model 26. 4Twisted Freemium Business ModelThe Business Model Canvasmost relevant for software development companiesDayMonthNo.Key PartnersKey ActivitiesWho are our Key Partners? Who are our key suppliers? Which Key Resources are we acquiring from partners? Which Key Activities do partners perform?Open source development communityWhat Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams?Product support servicesValue Proposition What value do we deliver to the customer? Which one of our customers 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?Free open source based productProduct versioning and testingCustomer SegmentsWhat 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?Self-service and access to platformFor whom are we creating value? Who are our most important customers?Self-service customersContinuously serviced productWhat Key Value Propositions require? KeyResources do ourCustomer Relationships? Our Distribution Channels? Revenue Streams? ResourcesPaying customersThrough 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 productOnline platformCost What are the most important Structure costs inherent in our business model? Which Key Resources are most expensive?Local branchesRevenue For what value are our customers Streams pay? really willing to pay? For what do they currentlyWhich Key Activities are most expensive?Platform development costsCustomer RelationshipsSales costsDistribution costsHow are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?Professional subscriptionDesigner: Ouke Arts (ouke.arts@businessmodelsinc.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.Business Model Generation Hardcover and paperback edition available at Amazon.comYear 27. 9Unlimited NichesBusiness Model 28. Unlimited Niches Business Model 29. 4Unlimited Niches Business ModelThe Business Model Canvasmost relevant for online retail companiesDayMonthNo.Key PartnersKey ActivitiesWho are our Key Partners? Who are our key suppliers? Which Key Resources are we acquiring from partners? Which Key Activities do partners perform?Niche content providersWhat Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams?Platform management and promotionUser generated contentValue PropositionCustomer RelationshipsWhat value do we deliver to the customer? Which one of our customers 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?Unlimited scope of niche contentWhat 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?MasscustomizedContent production toolsService deliveryWhat Key Value Propositions require? KeyResources do ourCustomer Relationships? Our Distribution Channels? Revenue Streams? ResourcesFor whom are we creating value? Who are our most important customers?Many niche segmentsNiche content providersThrough 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?Online channelsPlatformCost What are the most important Structure costs inherent in our business model? Which Key Resources are most expensive?Revenue For what value are our customers Streams pay? really willing to pay? For what do they currentlyWhich Key Activities are most expensive?Platform developmentCustomer SegmentsHow are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?Platform managementPlatform promotionLow volumes x unlimited itemsDesigner: Ouke Arts (ouke.arts@businessmodelsinc.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.Business Model Generation Hardcover and paperback edition available at Amazon.comYear 30. 10In-Crowd CustomersBusiness Model 31. In-Crowd Customers Business Model 32. 4In-Crowd Customers Business ModelThe Business Model Canvasmost relevant for travel, leisure and lifestyle companiesDayMonthNo.Key PartnersKey ActivitiesWho are our Key Partners? Who are our key suppliers? Which Key Resources are we acquiring from partners? Which Key Activities do partners perform?Brand ambassadorsSocial and cultural agenciesWhat Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams?Selective marketingValue PropositionCustomer RelationshipsWhat value do we deliver to the customer? Which one of our customers 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?Production/ service deliveryWhat Key Value Propositions require? KeyResources do ourCustomer Relationships? Our Distribution Channels? Revenue Streams? ResourcesStatus triggering product/serviceWhat 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?For whom are we creating value? Who are our most important customers?In-crowd customers in mature marketsExtremely personalizedSocial and cultural experiencesPersonal in-crowd encountersThrough 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?Ofine networksBrandCost What are the most important Structure costs inherent in our business model? Which Key Resources are most expensive?Revenue For what value are our customers Streams pay? really willing to pay? For what do they currentlyWhich Key Activities are most expensive?Ambassador marketing costsCustomer SegmentsProduction/ service delivery costsHow are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?Highest margin pricesDesigner: Ouke Arts (ouke.arts@businessmodelsinc.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.Business Model Generation Hardcover and paperback edition available at Amazon.comYear 33. 10 Business Models of Our Time betaPRODUCED BY:Youre holding a handbo ok for visionaries, gam e changers, and challengers striving to defy outmoded bus iness models and design tomorrows enterprises. Its a boo k for theOuke Arts, Business Model Designer written by Alexander Osterwalder & Yves Pigneur co-created byAn amazing crowd ofTHANK YOU: Reinier Evers, Founder/CEO trendwatching.com Patrick van der Pijl, Founder/CEO Business Models Inc. Alexander Osterwalder, Author Business Model Generation470 practitioners fromdesigned byAlan Smith, The Movement45 countriesHard co pape ver/ rback availa b le Amaz at on