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The “Business Model Inspirator” has been designed to fuel your imagination and unleash your creativity,
helping to improve your business model in Business Design projects. Start by identifying
the challenges you have in your current business model and find examples
illustrating alternative ways of conducting your business in order to succeed.
Please use our “Business Model Pattern Cards”
if you need more information on
how to apply a certain example
to your specific
situation.
ARM
License
ARM focuses on the
development of micro-
processors and selling the
concept to manufacturers.
Thus, ARM can focus on its
core R&D competence,
whilst delegating the risk of
selling processors to its
customers.
Print-in-a-box
White Label
Print-in-a-box allows
customers to open their
own printing online-shop
by taking care of produc-
tion and delivery and
allowing them to rebrand its
services. Print-in-a-box
generates great profit
without being present on
the market.
BackWerk
Franchising
BackWerk has developed a
successful concept for
bakery shops. Instead of
growing organically,
BackWerk offers products,
creation systems and a
brand to others to conduct
business under its
umbrella.
Wii
Blue Ocean
By introducing the motion
stick, the Wii offers a
gaming experience superior
to other video game
consoles. By doing things
drastically different, the Wii
was able to target
untapped occasional
gamers.
Gillette
Lock-In
Gillette offers innovative
razors cheaply, whilst
selling expensive blades as
consumables. The basic
offer attracts many
customers to join the
“system” and forces them
to buy high-priced supple-
ments later on.
Spotify
Freemium
Offering free access to
music, Spotify attracted 60
million users. By 2015, 25%
has decided to upgrade to a
paying membership with
premium features, creating
great revenues while costs
remained the same.
écurie25
Splitted Ownership
By buying membership to a
fleet of expensive cars,
écurie25 customers can
drive luxury cars which
they otherwise could not
afford. As such, untapped
customers could be
targeted by fractionalising
the ownership.
Tchibo
Cross-Selling
At a certain point, Tchibo’s
customers could simply not
consume more coffee. By
starting to sell non-food
products, Tchibo could
leverage its market access
and loyal customer base to
tap into new business
arenas.
Tetra Pak
Solution Provider
Tetra Pak realised quite
soon that the complexity of
packaging and delivering
food and beverages
overwhelmed its clients.
Therefore, Tetra Pak offers
a full solution for the
duration of their products’
life cycles.
JCDecaux
Market Creator
Outdoor advertisement
surfaces are a scarce
resource. By giving
communities free street
furniture, such as bus
stops, JCDecaux expanded
its offering by creating its
own premium advertise-
ment spaces.
Tieto
Customer As Partner
To increase sales of
customised IT services,
Tieto invites customers to
short problem-solving
workshops. The involve-
ment helps them create
better solutions and turn
customers into partners to
support the selling process
later on.
Geberit
Push-To-Pull
Geberit decided to cut out
intermediaries by talking
directly to customers,
involving their feedback in
early stages of their
product development. This
results in products which
meet the customer's
demand.
MyMuesli
Mass Customisation
At MyMuesli.de, customers
can select the ingredients
for their individualised
Muesli, resulting in count-
less muesli combinations.
MyMuesli tailors their
product to customer needs
despite a high level of
standardisation.
Ford
No Frills
Ford reduced its cars’
features to the minimum,
enabling it to offer cars at
half the usual price. This
lean value proposition
attracted particularly price
sensitive customers as well
as entirely new customer
segments.
CWS boco
From Sale To Rent
CWS boco’s customers
rent professional clothing
instead of buying them. The
company’s service,
including pick-up, delivery
and professional treatment
of the textiles, makes the
customer’s life easier.
Threadless
Customer Integration
Threadless customers
decide which new t-shirt
will be offered every week.
By letting customers
decide in advance what
they would buy, Threadless
ensures great sales volume
with little over-production
and almost no risks.
IBM
Open Business
Instead of actively develop-
ing operating systems, IBM
supported the open source
system Linux. Opening its
value chain reduced IBM’s
R&D costs by 80% and
boosted its server business
significantly.
Xerox
Printer customers are
afraid of the initial invest-
ments and do not want to
spend time ensuring their
printers work. Therefore,
Xerox charges per page
printed, guaranteeing
printing infrastructure and
supply.
Pay-Per-Use
Ibis
Ibis Budget replaced
receptionists with
computer-supported
check-ins, outsourcing the
check-in to their custom-
ers. By passing the savings
on to the guests, Ibis is able
to create a very attractive
offer.
Self-Service
Priceline
Priceline’s customers can
choose a travel-related
offer and tell how much
they would be willing to pay
for it. By letting travel
suppliers compete for the
job, Priceline makes profits
as the intermediary
platform.
Reverse Auctioning
MyFab
MyFab customers vote for
product ideas and pay
upfront to finance the
production. By charging
customers early and paying
suppliers late, MyFab
improves its cash flow,
resulting in lower capital
costs.
Cash Machine
Pebble
Lacking working capital,
Pebble asked its future
customers to fund the
development of their watch
which has the capacity to
read texts and emails. The
campaign raised ten million
Euros in the first two hours.
Crowdfunding
Zara
Instead of outsourcing its
production to developing
countries, Zara produces in
Europe and highly
integrates its value chain.
This allows Zara to react
quickly to customer
demand.
Integrator
Allianz
Facing high competition for
innovation, Allianz created
the “digital accelerator”.
This incubator hub
supports start-ups with
promising ideas to innovate
Allianz’s solutions for its
customers.
Incubator
Hardinge
Hardinge’s business seeks
to transform raw material
into finished tools. Their
business was vulnerable to
crises due to fixed costs.
Thus, the company
outsourced manufacturing
to adjust the fixed/variable
cost ratio.
Fixed To Variable
Bosch
In DIY stores, customers
have a hard time figuring
out which products offer
the best quality / price
ratio. Therefore, Bosch
established dedicated sales
areas in DIY stores to have
full control over the
point-of-sale.
Shop-In-Shop
Local Motors
Instead of investing in the
R&D of a new car, Local
Motors outsourced this
task to engineers from all
over the world. With only
3% of the usual develop-
ment costs, the car
reached break-even after
only two years.
Open R&D
InnoCentive
InnoCentive outsources
R&D to the “crowd” by
offering attractive rewards
to people who find innova-
tive solutions to business,
scientific, social and
technical challenges.
Crowdsourcing
Pinterest
Pinterest allows users to
share pictures of things
with friends which have
caught their attention. The
firm leverages this peer-
to-peer communication by
linking the pictures to web
pages of partners selling
the things in the photos.
Affiliation
Shimano
Struggling to differentiate
from other bicycle brake
suppliers, Shimano directly
advertised their brakes
directly to cyclists. This has
put great pressure on
bicycle manufacturers to
equip their bikes with
Shimano products since
many customers asked for
it.
Ingredient Branding
Harley Davidson
Harley Davidson fans do
not buy bikes, they buy
freedom and a certain
attitude to life. By emotion-
alising their bikes, Harley
Davidson reached a level
whereby their customers
attribute a far higher value
to their bikes than the
objective value.
Selling Emotions
The Body Shop
The Body Shop spends
nearly no money on
advertisement. They create
their “story” by opposing
animal testing and defend-
ing human rights. By doing
this, they differentiate
themselves drastically from
competitors and gain
popularity.
Subcategory
Vorwerk
Vorwerk’s customers might
find it tough to buy a
vacuum cleaner in a shop,
as they cannot test it. That
is why Vorwerk’s sales
agents come to their
homes to demonstrate its
products in a very personal
manner.
Direct Selling
Tupperware
Tupperware uses relation-
ships among its customers
to sell more by letting
hosts organise Tupperware
parties. Friends and
neighbours have a fun
evening, whilst a salesman
presents the newest
products.
Sales Among Friends
Würth
Following the “digitalisation
of things” trend, Würth’s
toolboxes automatically
order new screws when a
critical level is reached. This
service is simply too
comfortable for customers
to switch to other suppliers.
Automatisation
Pampers
Pampers gives free swad-
dling bands to hospitals,
which pass them on to
parents of newborns. By
leveraging the relationship
between doctors and
parents, Pampers creates a
positive brand reputation.
Trust Intermediate
Groupon
Groupon offers its users
attractive discounts for
shops when enough people
sign up. The shops benefit
from high customer
traction, while Groupon
gets 50% of the revenues
generated by its users.
Revenue Sharing
Ponoko
Rather than producing
in-house, Ponoko enables
its customers to create and
sell products to their peers.
Ponoko only needs to
maintain the platform, while
their users carry most
business risk.
Enabling Users
Porsche
To ensure the quality of its
cars, Porsche maintains an
expensive R&D department
which does not operate at
full capacity. To improve its
finances, Porsche offers its
remaining R&D capabilities
to third parties.
Leverage Resources
“Innovation is not always about coming up with the next big idea.
It is about combining existing ideas and parts in a new way.”
Saul Kaplan
All-you-can-eat restau-
rants offer more food than
someone could eat for a
fixed price. Customers
believe they are offered a
good deal, while spending
more than the average
consumption costs of all
guests.
Flat Rate
Running Sushi
Download our
template to visualise
business models here:
http://bit.ly/UHYzra
BUSINESS MODEL INSPIRATOROrange HillsTM
GmbH | www.orangehills.de | Follow us on Twitter: @orangehillsgmbh
Wii
écurie25
Gillette
Spotify
ARM
Print-in-a-box
BackWerk
Pampers
The Body Shop
Shimano
Harley Davidson
Bosch
Vorwerk
Tupperware
W
ürth
JCDecaux
Tchibo
TetraPak
MyMuesli
Tieto
MyFab
Pebble
Hardinge
Porsche
InnoCentive
Local M
otorsAllianz
Pinterest
Groupon
Ponoko
Zara
Priceline
IBM
Running Sushi
Ibis
Xerox
CWSboco
Ford
Threadless
Geberit
Boost
your
brand
Innovate
yoursalesprocess
Expand
your
offerings
Design for
customer
needs
M
ake offerings
m
ore
attractive
Modify
value
chain
Business
Model
Inspirator
Whomto serve
Howtocreate
How
todeliver
What
to offer
Create newcustomerbase
Rethink
your
positioning
Reshape
yourR&D
Leverage
your
users
Improve
profit
formula

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Business Model Inspirator

  • 1. © 2016 Orange HillsTM GmbH. All rights reserved. The “Business Model Inspirator” has been designed to fuel your imagination and unleash your creativity, helping to improve your business model in Business Design projects. Start by identifying the challenges you have in your current business model and find examples illustrating alternative ways of conducting your business in order to succeed. Please use our “Business Model Pattern Cards” if you need more information on how to apply a certain example to your specific situation. ARM License ARM focuses on the development of micro- processors and selling the concept to manufacturers. Thus, ARM can focus on its core R&D competence, whilst delegating the risk of selling processors to its customers. Print-in-a-box White Label Print-in-a-box allows customers to open their own printing online-shop by taking care of produc- tion and delivery and allowing them to rebrand its services. Print-in-a-box generates great profit without being present on the market. BackWerk Franchising BackWerk has developed a successful concept for bakery shops. Instead of growing organically, BackWerk offers products, creation systems and a brand to others to conduct business under its umbrella. Wii Blue Ocean By introducing the motion stick, the Wii offers a gaming experience superior to other video game consoles. By doing things drastically different, the Wii was able to target untapped occasional gamers. Gillette Lock-In Gillette offers innovative razors cheaply, whilst selling expensive blades as consumables. The basic offer attracts many customers to join the “system” and forces them to buy high-priced supple- ments later on. Spotify Freemium Offering free access to music, Spotify attracted 60 million users. By 2015, 25% has decided to upgrade to a paying membership with premium features, creating great revenues while costs remained the same. écurie25 Splitted Ownership By buying membership to a fleet of expensive cars, écurie25 customers can drive luxury cars which they otherwise could not afford. As such, untapped customers could be targeted by fractionalising the ownership. Tchibo Cross-Selling At a certain point, Tchibo’s customers could simply not consume more coffee. By starting to sell non-food products, Tchibo could leverage its market access and loyal customer base to tap into new business arenas. Tetra Pak Solution Provider Tetra Pak realised quite soon that the complexity of packaging and delivering food and beverages overwhelmed its clients. Therefore, Tetra Pak offers a full solution for the duration of their products’ life cycles. JCDecaux Market Creator Outdoor advertisement surfaces are a scarce resource. By giving communities free street furniture, such as bus stops, JCDecaux expanded its offering by creating its own premium advertise- ment spaces. Tieto Customer As Partner To increase sales of customised IT services, Tieto invites customers to short problem-solving workshops. The involve- ment helps them create better solutions and turn customers into partners to support the selling process later on. Geberit Push-To-Pull Geberit decided to cut out intermediaries by talking directly to customers, involving their feedback in early stages of their product development. This results in products which meet the customer's demand. MyMuesli Mass Customisation At MyMuesli.de, customers can select the ingredients for their individualised Muesli, resulting in count- less muesli combinations. MyMuesli tailors their product to customer needs despite a high level of standardisation. Ford No Frills Ford reduced its cars’ features to the minimum, enabling it to offer cars at half the usual price. This lean value proposition attracted particularly price sensitive customers as well as entirely new customer segments. CWS boco From Sale To Rent CWS boco’s customers rent professional clothing instead of buying them. The company’s service, including pick-up, delivery and professional treatment of the textiles, makes the customer’s life easier. Threadless Customer Integration Threadless customers decide which new t-shirt will be offered every week. By letting customers decide in advance what they would buy, Threadless ensures great sales volume with little over-production and almost no risks. IBM Open Business Instead of actively develop- ing operating systems, IBM supported the open source system Linux. Opening its value chain reduced IBM’s R&D costs by 80% and boosted its server business significantly. Xerox Printer customers are afraid of the initial invest- ments and do not want to spend time ensuring their printers work. Therefore, Xerox charges per page printed, guaranteeing printing infrastructure and supply. Pay-Per-Use Ibis Ibis Budget replaced receptionists with computer-supported check-ins, outsourcing the check-in to their custom- ers. By passing the savings on to the guests, Ibis is able to create a very attractive offer. Self-Service Priceline Priceline’s customers can choose a travel-related offer and tell how much they would be willing to pay for it. By letting travel suppliers compete for the job, Priceline makes profits as the intermediary platform. Reverse Auctioning MyFab MyFab customers vote for product ideas and pay upfront to finance the production. By charging customers early and paying suppliers late, MyFab improves its cash flow, resulting in lower capital costs. Cash Machine Pebble Lacking working capital, Pebble asked its future customers to fund the development of their watch which has the capacity to read texts and emails. The campaign raised ten million Euros in the first two hours. Crowdfunding Zara Instead of outsourcing its production to developing countries, Zara produces in Europe and highly integrates its value chain. This allows Zara to react quickly to customer demand. Integrator Allianz Facing high competition for innovation, Allianz created the “digital accelerator”. This incubator hub supports start-ups with promising ideas to innovate Allianz’s solutions for its customers. Incubator Hardinge Hardinge’s business seeks to transform raw material into finished tools. Their business was vulnerable to crises due to fixed costs. Thus, the company outsourced manufacturing to adjust the fixed/variable cost ratio. Fixed To Variable Bosch In DIY stores, customers have a hard time figuring out which products offer the best quality / price ratio. Therefore, Bosch established dedicated sales areas in DIY stores to have full control over the point-of-sale. Shop-In-Shop Local Motors Instead of investing in the R&D of a new car, Local Motors outsourced this task to engineers from all over the world. With only 3% of the usual develop- ment costs, the car reached break-even after only two years. Open R&D InnoCentive InnoCentive outsources R&D to the “crowd” by offering attractive rewards to people who find innova- tive solutions to business, scientific, social and technical challenges. Crowdsourcing Pinterest Pinterest allows users to share pictures of things with friends which have caught their attention. The firm leverages this peer- to-peer communication by linking the pictures to web pages of partners selling the things in the photos. Affiliation Shimano Struggling to differentiate from other bicycle brake suppliers, Shimano directly advertised their brakes directly to cyclists. This has put great pressure on bicycle manufacturers to equip their bikes with Shimano products since many customers asked for it. Ingredient Branding Harley Davidson Harley Davidson fans do not buy bikes, they buy freedom and a certain attitude to life. By emotion- alising their bikes, Harley Davidson reached a level whereby their customers attribute a far higher value to their bikes than the objective value. Selling Emotions The Body Shop The Body Shop spends nearly no money on advertisement. They create their “story” by opposing animal testing and defend- ing human rights. By doing this, they differentiate themselves drastically from competitors and gain popularity. Subcategory Vorwerk Vorwerk’s customers might find it tough to buy a vacuum cleaner in a shop, as they cannot test it. That is why Vorwerk’s sales agents come to their homes to demonstrate its products in a very personal manner. Direct Selling Tupperware Tupperware uses relation- ships among its customers to sell more by letting hosts organise Tupperware parties. Friends and neighbours have a fun evening, whilst a salesman presents the newest products. Sales Among Friends Würth Following the “digitalisation of things” trend, Würth’s toolboxes automatically order new screws when a critical level is reached. This service is simply too comfortable for customers to switch to other suppliers. Automatisation Pampers Pampers gives free swad- dling bands to hospitals, which pass them on to parents of newborns. By leveraging the relationship between doctors and parents, Pampers creates a positive brand reputation. Trust Intermediate Groupon Groupon offers its users attractive discounts for shops when enough people sign up. The shops benefit from high customer traction, while Groupon gets 50% of the revenues generated by its users. Revenue Sharing Ponoko Rather than producing in-house, Ponoko enables its customers to create and sell products to their peers. Ponoko only needs to maintain the platform, while their users carry most business risk. Enabling Users Porsche To ensure the quality of its cars, Porsche maintains an expensive R&D department which does not operate at full capacity. To improve its finances, Porsche offers its remaining R&D capabilities to third parties. Leverage Resources “Innovation is not always about coming up with the next big idea. It is about combining existing ideas and parts in a new way.” Saul Kaplan All-you-can-eat restau- rants offer more food than someone could eat for a fixed price. Customers believe they are offered a good deal, while spending more than the average consumption costs of all guests. Flat Rate Running Sushi Download our template to visualise business models here: http://bit.ly/UHYzra BUSINESS MODEL INSPIRATOROrange HillsTM GmbH | www.orangehills.de | Follow us on Twitter: @orangehillsgmbh Wii écurie25 Gillette Spotify ARM Print-in-a-box BackWerk Pampers The Body Shop Shimano Harley Davidson Bosch Vorwerk Tupperware W ürth JCDecaux Tchibo TetraPak MyMuesli Tieto MyFab Pebble Hardinge Porsche InnoCentive Local M otorsAllianz Pinterest Groupon Ponoko Zara Priceline IBM Running Sushi Ibis Xerox CWSboco Ford Threadless Geberit Boost your brand Innovate yoursalesprocess Expand your offerings Design for customer needs M ake offerings m ore attractive Modify value chain Business Model Inspirator Whomto serve Howtocreate How todeliver What to offer Create newcustomerbase Rethink your positioning Reshape yourR&D Leverage your users Improve profit formula