Business Model: Difference between revisions

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A [[Business Model]] is a [[For-Profit Organization Model]] that defines how an organization creates, delivers, and captures value.
A [[Business Model]] is a [[For-Profit Organization Model]] that defines how an organization creates, delivers, and captures value.
* <B>Context:</B>
* <B>Context:</B>
** It can includes key components such as [[Value Proposition]], [[Revenue Streams]], [[Customer Segments]], [[Channels]], [[Customer Relationships]], [[Key Resources]], [[Key Activities]], [[Key Partnerships]], and [[Cost Structure]].
** It can include key components such as [[Value Proposition]], [[Revenue Streams]], [[Customer Segments]], [[Channels]], [[Customer Relationships]], [[Key Resources]], [[Key Activities]], [[Key Partnerships]], and [[Cost Structure]].
** It can serve as a blueprint for an organization's strategy execution and operations.
** It can serve as a blueprint for an organization's strategy execution and operations.
** It can be designed to exploit new opportunities or to optimize existing business processes.
** It can be designed to exploit new opportunities or to optimize existing business processes.
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** It can be evaluated and adapted to ensure alignment with organizational goals and changing business environments.
** It can be evaluated and adapted to ensure alignment with organizational goals and changing business environments.
** ...
** ...
* <B>Examples:</B>
* <B>Example(s):</B>
** [[Subscription Business Model]]: Customers pay a recurring fee for continuous access to a product or service (e.g., Netflix, Spotify).
** a [[Subscription Business Model]] that involves customers paying a recurring fee for continuous access to a product or service, such as Netflix or Spotify.
** [[Freemium Business Model]]: Basic services are provided free of charge, while premium features require payment (e.g., LinkedIn, Dropbox).
** a [[Freemium Business Model]] that provides basic services free of charge, while premium features require payment, such as LinkedIn or Dropbox.
** [[Marketplace Business Model]]: Connects buyers and sellers, facilitating transactions and generating revenue through commissions or fees (e.g., Amazon, Airbnb).
** a [[Marketplace Business Model]] that connects buyers and sellers, facilitating transactions and generating revenue through commissions or fees, such as Amazon or Airbnb.
** [[Razor-Razorblade Model]]: Selling a product at a low price to increase sales of complementary high-margin products (e.g., printers and ink cartridges).
** a [[Razor-Razorblade Model]] that involves selling a product at a low price to increase sales of complementary high-margin products, such as printers and ink cartridges.
** ...
** ...
* <B>Components:</B>
* <B>Counter-Example(s):</B>
** [[Value Proposition]]: The unique value a company offers to its customers through its products or services.
** [[Non-Profit Organization]], which operates to serve public or social benefits rather than focusing primarily on profit generation.
** [[Revenue Streams]]: The ways a company generates income from its business activities.
** [[Customer Segments]]: The specific groups of customers a company aims to serve and create value for.
** [[Channels]]: The means by which a company communicates with and reaches its customer segments.
** [[Customer Relationships]]: The types of relationships a company establishes with its customer segments.
** [[Key Resources]]: The most important assets required to make a business model work.
** [[Key Activities]]: The most important actions a company must take to operate successfully.
** [[Key Partnerships]]: The network of suppliers and partners that support the business model.
** [[Cost Structure]]: All costs incurred to operate a business model.
** ...
** ...
* <B>Types:</B>
* <B>See:</B> [[Business Strategy]], [[Strategic Planning]], [[Business Plan]], [[Lean Canvas]], [[Value Chain]], [[Competitive Advantage]], [[Business Culture]], [[Organization]], [[Value Creation]], [[Alexander Osterwalder]], [[Yves Pigneur]], [[Profit (Economics)]], [[Mission Statement]], [[Business Process]], [[Target Market]], [[Infrastructure]]
** [[Subscription Model]]
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** [[Freemium Model]]  
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** [[Marketplace Model]]
== References ==
** [[Razor-Razorblade Model]]
 
** [[Franchise Model]]
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** [[Advertising Model]]
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** [[Affiliate Model]]
[[Category:Concept]]
** ...
[[Category:Business Models]]
* <B>See also:</B> [[Business Strategy]], [[Strategic Planning]], [[Business Plan]], [[Lean Canvas]], [[Value Chain]], [[Competitive Advantage]]


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==References==


== References ==
=== 2024 ===
* (Wikipedia, 2024) &rArr; https://en.wikipedia.org/wiki/business_model Retrieved:2024-4-18.
** A '''business model''' describes how an [[organization]] creates, delivers, and captures [[value creation|value]],<ref name="Osterwalder2010">''Business Model Generation'', [[Alexander Osterwalder]], [[Yves Pigneur]], Alan Smith, and 470 practitioners from 45 countries, self-published, 2010 </ref> in economic, social, cultural or other contexts. For a business, it describes the specific way in which it conducts itself, spends, and earns money in a way that generates [[Profit (economics)|profit]]. The process of business model construction and modification is also called ''business model innovation'' and forms a part of [[business strategy]].<ref name=":1"></ref> <P> In theory and practice, the term ''business model'' is used for a broad range of informal and formal descriptions to represent core aspects of an organization or [[business]], including [[Mission statement|purpose]], [[business process]], [[target market|target customers]], offerings, strategies, [[infrastructure]], [[organizational structure]]s, profit structures, sourcing, trading practices, and operational processes and policies including [[Business culture|culture]].
<references/>


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[[Category:Concept]]
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Revision as of 05:55, 18 April 2024

A Business Model is a For-Profit Organization Model that defines how an organization creates, delivers, and captures value.



References




References

2024

  1. Business Model Generation, Alexander Osterwalder, Yves Pigneur, Alan Smith, and 470 practitioners from 45 countries, self-published, 2010
  2. Cite error: Invalid <ref> tag; no text was provided for refs named :1