... where visionaries, game changers, and challengers discuss business models
The term pattern comes from architecture and stands for the idea of capturing architectural design ideas as archetypal and reusable descriptions. In Business Model Generation we tried to do the same for business models: we described archetypal business models by using the Business Model Canvas as a shared language.
In Business Model Generation we limited ourselves to sketching out five business model patterns built on important concepts in the business literature. Of course, many more business model patterns are imaginable.
To qualify as a business model pattern a business model should have similar...
Which business model patterns should we try to describe and discuss on the Business Model Innovation Hub?
Hi Daniel, I'm came across the slideshareyou posted above and I found the simplicity of these models to be very powerful in conveying the essence / summary of the business model canvas. Is that how you also benefited from this slideshare? Does anyone else have any input on how you gather your thoughts and present them to the decision making team for funding? Its been my experience that using the canvas to talk through the proposed/derived business model is too confusing because a lot of time the senior executive team did not have the background in understanding the canvas. Any comments are greatly appreciated.
I'd like to see the description of private public business models.
More specifically, I'd like to see the canvas for selling capital equipment to government.
Here is a pattern I encounter frequently in my travels.
Location, Location, Location.
This business model is based upon the premise that the product or service that does not necessarily require repeat business to be sustainable. The volume of potential customers passing by is sufficient to sustain the revenue stream(s).
The "location-bound" business operates within a prime location that creates "captive" micro-market that thus presents no alternative to the customer within the planned purchase timeframe. The proposition probably needs to be unique within the location (primarily to secure its sub-lease). Can lead to high-profitability.
No specific building block arrangements. See behavior.
The business does not need to sell on: higher quality or service; the lowest price; just "good enough".
Transport Hubs (e.g. airports, railway terminals)
Entertainment events (e.g. football matches, concerts)
In this pattern, the business's value proposition is secondary to the customer. The customer is "in the location" for a more compelling value proposition. The customer's tolerance to the pain of this secondary value proposition is higher because its dis-benefits are outweighed by the benefits received from the primary value proposition.
"Off the beaten track".
In this business model, the "location-bound" business is compelled to provide superior service because it cannot rely on "passing customers". It must attract through reputation and other means.