A strong business model is the bedrock to business success. But all too often we fail to adapt, clinging to outdated business models that are no longer delivering the results we need.

Autorentext

Prof. Dr. Oliver Gassmann is Full Professor and Director at the Institute of Technology Management at the University of St. Gallen, Switzerland. Prior to this, he was leading corporate research within the Schindler Group. Gassmann has been recognized as one of the most active innovation scholars (IAMOT) and as one of the leading economists in Germany (FAZ). He received the prestigious Scholarly Impact Award from the Journal of Management and the Citation of Excellence Award from the Emerald Group. He has also founded three spin-off companies and serves on several academic, economic and political boards.

Prof. Dr. Karolin Frankenberger is Full Professor and Director at the Institute of Management & Strategy at the University of St. Gallen. She is also the Academic Director of the St. Gallen Executive MBA. Prior to her academic career Frankenberger worked seven years with the management consultancy McKinsey & Company. Her academic research has won several prestigious awards and recently she was named Thinker of the month by Thinkers50, the world’s foremost resource for sharing leading management ideas of our age. Frankenberger has also founded a spin-off and she is actively involved in supporting company leaders, from numerous industries worldwide, in their strategy and innovation challenges.

Dr. Michaela Choudury is a business model innovation expert, business professional and innovation lecturer with more than ten years of experience in digital innovation and transformation. She worked within the Digital Lead Scale-up and Acceleration division at LafargeHolcim, as a Senior Consultant at the BMI lab as well as a Research Assistant at the Institute for Technology Management at the University of St. Gallen. Currently, she is a Senior Manager within the International Marketplace Unit of Ringier. She received her PhD at the University of St. Gallen and was a Visiting Researcher at the Center for Design Research at Stanford University.

Inhalt

• PART ONE How to drive business model innovation 1 What is a business model and why should it be innovated?
• 2 The Business Model Navigator
• 3 Managing change
• PART TWO 55+ winning business models and what they can do for you
• 1 Add-On
• 2 Affiliation
• 3 Aikido
• 4 Auction
• 5 Barter
• 6 Cash Machine
• 7 Cross-Selling
• 8 Crowdfunding
• 9 Crowdsourcing
• 10 Customer Loyalty
• 11 Digitalisation
• 12 Direct Selling
• 13 E-commerce
• 14 Experience Selling
• 15 Flat Rate
• 16 Fractional Ownership
• 17 Franchising
• 18 Freemium
• 19 From Push to Pull
• 20 Guaranteed Availability
• 21 Hidden Revenue
• 22 Ingredient Branding
• 23 Integrator
• 24 Layer Player
• 25 Leverage Customer Data
• 26 Licensing
• 27 Lock-In
• 28 Long Tail
• 29 Make More of It
• 30 Mass Customisation
• 31 No Frills
• 32 Open Business
• 33 Open Source
• 34 Orchestrator
• 35 Pay Per Use
• 36 Pay What You Want
• 37 Peer to Peer
• 38 Performance-Based Contracting
• 39 Razor and Blade
• 40 Rent Instead of Buy
• 41 Revenue Sharing
• 42 Reverse Engineering
• 43 Reverse Innovation
• 44 Robin Hood
• 45 Self-Service
• 46 Shop in Shop
• 47 Solution Provider
• 48 Subscription
• 49 Supermarket
• 50 Target the Poor
• 51 Trash to Cash
• 52 Two-Sided Market
• 53 Ultimate Luxury
• 54 User Design
• 55 White Label
• 56 Sensor as a Service
• 57 Virtualisation
• 58 Object Self-Service
• 59 Object as Point of Sale
• 60 Prosumer
• PART THREE Finished reading? Let's implement!
• 10 recommendations to innovate your business model
• The 55+ models at a glance
• Glossary