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The Business Model Navigator
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Table of Contents

  • 1 ADD-ON – Charge for Extras
  • 2 AFFILIATION – Partner Success = Own Success
  • 3 AIKIDO – Convert Competitors’ Strengths to Weaknesses
  • 4 AUCTION – Going once, going twice… sold!
  • 5 BARTER – By-Products as a Bonus
  • 6 CASH MACHINE – “Coining” Money with Negative Working Capital
  • 7 CROSS SELLING – Two Birds with One Stone
  • 8 CROWDFUNDING – Swarm Financing
  • 9 CROWDSOURCING – Outsourcing to Swarms
  • 10 CUSTOMER LOYALTY – Rewards for Enduring Loyalty
  • 11 DIGITIZATION – Digitizing Physical Products
  • 12 DIRECT SELLING – Skipping Middlemen
  • 13 E-COMMERCE – Online Transparency and Cost Reductions
  • 14 EXPERIENCE SELLING – Emotionalizing Products
  • 15 FLAT RATE – Unlimited Consumption at a Fixed Price
  • 16 FRACTIONAL OWNERSHIP – Share Ownership and Use Efficiently
  • 17 FRANCHISING – One for All and All for One
  • 18 FREEMIUM – Free Basic and Paid Premium Versions
  • 19 FROM PUSH-TO-PULL – Customers Create a Maelstrom to Attract Value
  • 20 GUARANTEED AVAILABILITY – Product Access is a Certainty
  • 21 HIDDEN REVENUE – Separating Revenues from Customers
  • 22 INGREDIENT BRANDING – Brand-in-Brand
  • 23 INTEGRATOR – Value Added Through Integration
  • 24 LAYER PLAYER – Layer Specialist
  • 25 LEVERAGE CUSTOMER DATA – Varied Use of Customer Data
  • 26 LICENSE – Commercializing Intellectual Property
  • 27 LOCK-IN – High Switching Costs Force Loyalty
  • 28 LONG TAIL – Little and Often Fills the Purse
  • 29 MAKE MORE OF IT – Multiply Competencies outside Your Core Business
  • 30 MASS CUSTOMIZATION – Off the Rack Individualism
  • 31 NO FRILLS – Everything, Except Expensive
  • 32 OPEN BUSINESS MODEL – Leverage Collaborative Value Creation
  • 33 OPEN SOURCE – Creating a Free Solution Together
  • 34 ORCHESTRATOR – Direct the Value Chain
  • 35 PAY PER USE – Consumption-Based Fees
  • 36 PAY WHAT YOU WANT – What is its Worth to You?
  • 37 PEER-TO-PEER – From Person to Person
  • 38 PERFORMANCE-BASED CONTRACTING – Results-Based Fees
  • 39 RAZOR AND BLADE – Bait and Hook
  • 40 RENT INSTEAD OF BUY – Purchase a Temporary Right to Use
  • 41 REVENUE SHARING – Split Symbiotic Returns
  • 42 REVERSE ENGINEERING – Quickly Learn from Competitors
  • 43 REVERSE INNOVATION – Learn from Quick and Dirty Solutions
  • 44 ROBIN HOOD – Take from the Rich and Give to the Poor
  • 45 SELF-SERVICE – Working Customers
  • 46 SHOP-IN-SHOP – Piggy-Backing
  • 47 SOLUTION PROVIDER – One Stop Shop
  • 48 SUBSCRIPTION – Subscribe to Services
  • 49 SUPERMARKET – Huge Selection, Tiny Prices
  • 50 TARGET THE POOR – Customers at the Base of the Earnings Pyramid
  • 51 TRASH-TO-CASH – Monetize Garbage
  • 52 TWO-SIDED MARKET – Attract Indirect Network Effects
  • 53 ULTIMATE LUXURY – More for More Strategy
  • 54 USER DESIGNED – Customers Become Inventive Entrepreneurs
  • 55 WHITE LABEL – Own Brand Strategy
  • Glossary
  • All business model patterns at a glance
  • Further reading

Promotional Information

90% of the world's strongest business innovations spring from just 55 different business models - here they are in one book.

About the Author

 

Prof. Dr. Oliver Gassmann is professor of Technology Management at the University of St. Gallen, Switzerland, and Managing Director of the organisation. He is ranked one of the 5 top-most cited professors by the German Academic Association for Business Research and is one of the most influential economists in Germany, as well as one of IAMOT’s top 45 researchers worldwide.

 

Dr. Karolin Frankenberger is an assistant professor at the Institute of Technology Management, University of St.Gallen, Switzerland. Before joining the institute, she was a consultant at McKinsey & Company for several years, helping various clients in topics such as business model innovation and strategic change.

Michaela Csik works as an Innovation Manager at Hocim Technology Ltd, Switzerland. Previously, she was a Senior Consultant at the BMI-lab as well as a Research Associate at the Institute of Technology Management and at the Center for Design Research at Stanford University.

 

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