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With his business model design template, an enterprise can easily describe its business model. Osterwalder's canvas has nine boxes: customer segments, value propositions, channels, customer relationships, revenue streams, key resources, key activities, key partnerships, and cost structure.: 16–17 Descriptions below are based largely on the ...
Business model. Business model innovation is an iterative and potentially circular process. [1] A business model describes how an organization creates, delivers, and captures value, [2] 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 ...
The Platform Canvas is a conceptual framework dedicated to explain the mechanisms of multi-sided platform organizations, and how value is created, captured and delivered in the platform economy. [1] Multi-sided platforms, also called two-sided markets, like Amazon, Uber and Airbnb, create value primarily by enabling direct interactions between ...
Business model patterns are reusable business model architectural components, which can be used in generating a new business model. [1] In the process of new business model generation, the business model innovator can use one or more of these patterns to creating a new business model. Each of these patterns has similarities in characteristics ...
Also, providing goods like physical installation media (e.g., DVDs) can be a commercial service. Open-source companies using this business model successfully are, for instance RedHat, [7] IBM, SUSE, Hortonworks (for Apache Hadoop ), Chef, and Percona (for open-source database software).
The Lean Canvas is a version of the Business Model Canvas adapted by Ash Maurya in 2010 specifically for startups. The Lean Canvas focuses on addressing broad customer problems and solutions and delivering them to customer segments through a unique value proposition. "Problem" and "solution" blocks replace the "key partners" and "key activities ...
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Strategy. The resource-based view ( RBV ), often referred to as the "resource-based view of the firm", [1] is a managerial framework used to determine the strategic resources a firm can exploit to achieve sustainable competitive advantage. Barney's 1991 article "Firm Resources and Sustained Competitive Advantage" is widely cited as a pivotal ...