Posts Tagged ‘business model’

Business Model Generation Book

Friday, August 6th, 2010

In 2009, Alex Osterwalder and I published a new management book for entrepreneurs and executives about business model innovation.

“We talk about business models every day. New disruptive business models are changing the competitive landscape. They are a part of our generation. But rarely do we approach them systematically. Business Model Generation gives you a range of powerful, simple, applicable and tested tools to understand, design, differentiate and challenge your business models.

The book has four main sections that help you design outstanding and innovative business models. It covers describing business models visually, popular business model patterns, designing innovative business models, and questioning your business model strategically.

Business Model Generation is designed as a handbook that shall not just inspire you, but help you with its applicable content. It is a good company in your efforts to strengthen your current business model and/or assist you in your quest to craft new game changing business models.”

Have a look on the website bmgen
See the videos on the making-off vime01 and the preview vimeo2 (from Fisheye)

Another youtube video by Alex.
Since 2010, Wiley is the publisher (site)

A nice review on About (review)
Another on Amazon by Prof. Donald Mitchell (review)
A recent video review by Chris Brogan (review)

Business model CAD tool

Sunday, March 7th, 2010

Fritscher, B., Pigneur, Y. (2010) Supporting Business Model Modelling: A Compromise between Creativity and Constraints. in D. England et al. (Eds.): Proc. 8th International workshop on TAsk MOdels and DIAgrams, Springer, LNCS 5963, p. 28-43.

Diagrams and tools help support task modelling in engineering and process management. Unfortunately they are unfit to help in a business context on a strategic level, because of the flexibility needed for creative thinking and user friendly interactions. We propose a tool which bridges the gap between freedom of actions encouraging creativity, and constraints allowing for validation and advanced features.

(pdf)

Co-opetitive actors in open innovation

Sunday, June 7th, 2009

Bonazzi, R., Hussami, L., Bienz, P., Pigneur, Y. (2010) Respecting the Deal: How to Manage Co-opetitive Actors in Open Innovation. in A. D’Atri et al. (eds.), Management of the Interconnected World, Springer-Verlag, Berlin Heidelberg (forthcoming)

initially presented at the 6th Conference of the Italian Chapter of AIS (2009)

Platforms like E-bay allow product seekers and providers to meet and exchange goods. On the same way in open innovation an enterprise can collect ideas from outside the company. But on E-bay, the seeker can return the product if it does not correspond to the expectations, since E-bay is the third-party actor in charge of assuring that the agreement between seekers and providers will be respected. So who does provide the same service for what concerns open innovation, where specifications might not fully defined? In this paper we shall describe the business model of an organizational structure to support the elicitation and respect of agreements between actors, who have conflicting interests but that gain from cooperating together. The description of our first evaluation phase shall find place at the end.

(pdf)

What is a business model?

Sunday, July 13th, 2008

[from Alex's blog]
A business model is nothing else than a representation of how an organization makes (or intends to make) money. This can be nicely described through the 9 building blocks illustrated in the graphic below, which we call “business model canvas”.

business model

The business model topic is very popular among business people today because in various industries we can see a proliferation of new and innovative business models (i.e. new ways of making money). In several industries new business models are threatening or even replacing established companies and conventional ways of doing business. Just have a look at the music or airline industry.

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Requirements for coopetition project

Tuesday, April 1st, 2008

(2008 – 2011)

Information Technology (IT) departments are under pressure to deliver business value to their organization. There is a need for RE methods that enable engineers to align IT system requirements with the business value expected by the organization. This is becoming ever more complicated with the emergence of complicated business models where the barriers between competitors, suppliers and customers are torn down through the use of IT systems and globalization. Ever more stringent regulations in all types markets are also changing the value proposition expected by companies and public sector organizations. Business-oriented RE methods have only emerged in recent years and much work remains to be done. This proposal seeks to research methods for modeling and simulating these new business models, analyze the value that IT systems can provide and define requirements for these IT systems. The modeling and analysis are based on the inclusion of game theory and system dynamics models within existing business oriented RE methods.

Doctoral thesis
Riccardo Bonnazi, Designing a compliance support system

Research grants
Funded by the Swiss National Science Foundation (NSF) under grant number xxx.
Prime contractor is EPFL – LAMS lab (Prof. Alain Wegmann)

Mobile computing & business modelling

Thursday, January 10th, 2008

Vienna University of Technology
January 2008

Today’s business environment is characterized by rapid technological change that makes disruptive innovations and new business models possible. However, little analytical tools help in identifying disruptive business models. Identifying how insurgents disrupt established markets is a major challenge.

In this seminar, we study techniques for evaluating the disruptive potential of innovative business models. We illustrate these techniques with the case study of Shockfish.

Our analysis is composed of three parts.

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Service design for business innovation

Monday, November 26th, 2007

SERVICES SCIENCE: NEW KEYS TO SUCCESSFULLY DRIVE BUSINESS INNOVATION
Spiral Luxembourg, November 2007

[from Spiral web site]

This talk “presented a rigorous conceptual framework for defining and designing a business model, its value proposition and the associated services. [It] described an analytical instrument for evaluating the value proposition in its environment and detecting its potential disruptiveness”.

e-business (old)

Thursday, September 20th, 2007

Objective

Despite the dot-com bubble burst, e-commerce have redefined the ways of conducting business, providing new business models, and competing in the global marketplace. This course provides the participants with an understanding of e-business from a business perspective, in a Internet-enabled economy. The course integrates principles suggested by the science of design, and mainly concerns business/IT alignment engineering.

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Designing business models and evaluating disruptive innovations.

Tuesday, May 1st, 2007

SIKS day 2007
The Netherlands

Today’s business environment is characterized by rapid technological changes that makes disruptive innovations and new business models possible. A ’managing as designing’ approach is suggested for defining and evaluating business models. There are three reasons why researchers attending the SIKS day could be interested in this course:

  1. It gives a short overview of a scenario-based approach for assessing a technological (ambient intelligence) environment;
  2. It presents a rigorous conceptual framework for defining and designing a business model. It shows how this framework can be applied to design a concrete case study;
  3. It describes an analytical instrument for evaluating a business model in its environment and detecting its potential disruptiveness.

Scenario planning, business model and disruptive technology

Wednesday, February 14th, 2007

MINEMA’07 TUTORIAL
Anzère, Switzerland – February 2007

Identifying how insurgents disrupt established markets is a major challenge. In this tutorial, we study techniques for evaluating the disruptive potential of innovative business models. We illustrate these techniques with the case study of Shockfish.

Our analysis is composed of three parts.

(more…)