1. Localized Low-Cost Business Model 2. One-Off Experience Business Model 3. Beyond Advertising Business Model 4. Markets Are Conversations Business Model 5. Low-Budget Innovation Business Model 6. Community-Funded Business Model 7. Sustainability-Focused Business Model 8. Twisted Freemium Business Model 9. Unlimited Niches Business Model 10. In-Crowd Customers Business Model TREND RESEARCH BY trendwatching.com BUSINESS MODEL DESIGN BY Business Models Inc. THE BUSINESS MODEL CANVAS is part of the Business Model Generation methodology

1. 10 Business
Models of
Our Time beta
TREND RESEARCH BY trendwatching.com
BUSINESS MODEL DESIGN BY Business Models Inc.
THE BUSINESS MODEL CANVAS is part of the Business Model Generation methodology

2. 10 Business Models of Our Time
1. Localized Low-Cost Business Model beta
2. One-Off Experience Business Model beta
3. Beyond Advertising Business Model beta
4. Markets Are Conversations Business Model beta
5. Low-Budget Innovation Business Model beta
6. Community-Funded Business Model beta
7. Sustainability-Focused Business Model beta
8. Twisted Freemium Business Model beta
9. Unlimited Niches Business Model beta
10. In-Crowd Customers Business Model beta

3. 1
Localized Low-Cost
Business
Model

5. Localized Low-Cost Business Model

6. Localized Low-Cost Business Model
The Business Model Canvas most relevant for fast moving consumer goods companies
4 Day Month Year
No.
Key Key Value Customer Customer
Partners Activities Proposition Relationships Segments
Who are our Key Partners? What Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer For whom are we creating value?
Independent
Who are our key suppliers?
Which Key Resources are we acquiring from partners?
Our Distribution Channels?
Customer Relationships?
Simple, small
Which one of our customer’s problems are we helping to solve?
What bundles of products and services are we offering to each Customer Segment?
Segments expect us to establish and maintain with them?
Which ones have we established?
Higher incomes
Who are our most important customers?
Which Key Activities do partners perform? Revenue streams? Cost efficient Which customer needs are we satisfying? How are they integrated with the rest of our business model?
product/service and cheap How costly are they? in emerging
procurement
designers product/service markets
Lower
customer
expectations
Standardized Marketing Lower-incomes
Minimum
local micro and quality in emerging
specifications
producers management markets
KeyResources do ourCustomer Relationships?
What Key
Our Distribution Channels?
Value Propositions require? Income Channelsour Customer Segments
Through which Channels do
want to be reached?
Metropolitan
Resources
Revenue Streams?
generating/self- How are we reaching them now?
How are our Channels integrated? areas in
Which ones work best?
sustaining Which ones are most cost-efficient?
How are we integrating them with customer routines? mature markets
Energy efficient
Brands distribution via
local vendors
Other areas in
mature markets
Cost Revenue
Structure costs inherent in our business model?
What are the most important
Which Key Resources are most expensive? Streams pay? really willing to pay?
For what value are our customers
For what do they currently
Which Key Activities are most expensive? How are they currently paying?
How would they prefer to pay?
Micro financed How much does each Revenue Stream contribute to overall revenues?
Low prices x
Low costs local banks/
High volumes
foundations
Designer: Ouke Arts (ouke.arts@businessmodelsinc.com)
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License.
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Business Model Generation
Hardcover and paperback edition available at Amazon.com

7. 2
One-Off Experience
Business
Model

9. One-Off Experience Business Model

10. One-Off Experience Business Model
The Business Model Canvas most relevant for social media companies
4 Day Month Year
No.
Key Key Value Customer Customer
Partners Activities Proposition Relationships Segments
Who are our Key Partners? What Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer For whom are we creating value?
Who are our key suppliers?
Which Key Resources are we acquiring from partners?
Our Distribution Channels?
Customer Relationships? 3rd party
Which one of our customer’s problems are we helping to solve?
What bundles of products and services are we offering to each Customer Segment?
Segments expect us to establish and maintain with them?
Which ones have we established? Customers in
Who are our most important customers?
Which Key Activities do partners perform?
Offline event Revenue streams?
Software Which customer needs are we satisfying? Instant
How are they integrated with the rest of our business model?
see-hear-buy How costly are they? markets of
organizers development consuming
product/service abundance
Conversation Experience
Offline pop-up One-off Instant
engagement seeking
commerce experiences contributing
and initiative customers
KeyResources do ourCustomer Relationships?
What Key
Our Distribution Channels?
Value Propositions require? Channelsour Customer Segments
Through which Channels do
want to be reached?
Online retailers Resources
Revenue Streams? How are we reaching them now?
How are our Channels integrated?
Which ones work best?
Which ones are most cost-efficient?
How are we integrating them with customer routines?
Software Online
platform channels
Cost Revenue
Structure costs inherent in our business model?
What are the most important
Which Key Resources are most expensive? Streams pay? really willing to pay?
For what value are our customers
For what do they currently
Which Key Activities are most expensive? How are they currently paying?
How would they prefer to pay?
Online Commissions
How much does each Revenue Stream contribute to overall revenues? Commissions
Hosting costs presence and pop-up instant online
findability costs commerce retail
Designer: Ouke Arts (ouke.arts@businessmodelsinc.com)
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License.
To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
Business Model Generation
Hardcover and paperback edition available at Amazon.com

11. 3
Beyond Advertising
Business
Model

13. Beyond Advertising Business Model

14. Beyond Advertising Business Model
The Business Model Canvas most relevant for traditional media and print companies
4 Day Month Year
No.
Key Key Value Customer Customer
Partners Activities Proposition Relationships Segments
Who are our Key Partners? What Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer For whom are we creating value?
Who are our key suppliers? Our Distribution Channels? Which one of our customer’s problems are we helping to solve? Segments expect us to establish and maintain with them? Who are our most important customers?
Which Key Resources are we acquiring from partners? Facilitate
Customer Relationships? Trusted
What bundles of products and services are we offering to each Customer Segment? Research,
Which ones have we established? Customers in
Commercial
Which Key Activities do partners perform? Revenue streams? Which customer needs are we satisfying? How are they integrated with the rest of our business model?
How costly are they?
sharing and product/service compare, mature
partners
contributing advice review markets
Public Facilitate On-demand
Individuals
partners interacting interaction
KeyResources do ourCustomer Relationships?
What Key
Our Distribution Channels?
Value Propositions require? Channelsour Customer Segments
Through which Channels do
want to be reached?
Customers in
Review portals Resources
Revenue Streams? How are we reaching them now?
How are our Channels integrated? emerging
Which ones work best?
Which ones are most cost-efficient?
How are we integrating them with customer routines?
markets
Facilitation Online
skills channels
Cost Revenue
Structure costs inherent in our business model?
What are the most important
Which Key Resources are most expensive? Streams pay? really willing to pay?
For what value are our customers
For what do they currently
Which Key Activities are most expensive? How are they currently paying?
How would they prefer to pay?
How much does each Revenue Stream contribute to overall revenues?
Content Online
Facilitators management findability Facilitation fees Commissions
costs costs
Designer: Ouke Arts (ouke.arts@businessmodelsinc.com)
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License.
To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
Business Model Generation
Hardcover and paperback edition available at Amazon.com

15. 4
Markets Are Conversations
Business
Model

17. Markets Are Conversations Business Model

18. Markets Are Conversations Business Model
The Business Model Canvas most relevant for professional services companies
4 Day Month Year
No.
Key Key Value Customer Customer
Partners Activities Proposition Relationships Segments
Who are our Key Partners? What Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer For whom are we creating value?
Who are our key suppliers? Our Distribution Channels? Which one of our customer’s problems are we helping to solve? Segments expect us to establish and maintain with them? Who are our most important customers?
Which Key Resources are we acquiring from partners? Real-time
Customer Relationships? Modular and
What bundles of products and services are we offering to each Customer Segment? Find, follow,
Which ones have we established?
Media
Which Key Activities do partners perform? Revenue streams? Which customer needs are we satisfying? How are they integrated with the rest of our business model?
How costly are they? Engaged
tracking and beta products/ interact and
companies customers
conversing services collaborate
Product/service
Non-engaged
improvement
customers
and innovation
KeyResources do ourCustomer Relationships?
What Key
Our Distribution Channels?
Value Propositions require? Channelsour Customer Segments
Through which Channels do
want to be reached?
Resources
Revenue Streams? How are we reaching them now?
How are our Channels integrated?
Which ones work best?
Which ones are most cost-efficient?
How are we integrating them with customer routines?
Social media
Online social
skilled
networks
employees
Cost Revenue
Structure costs inherent in our business model?
What are the most important
Which Key Resources are most expensive? Streams pay? really willing to pay?
For what value are our customers
For what do they currently
Which Key Activities are most expensive? How are they currently paying?
How would they prefer to pay?
Lower product/ How much does each Revenue Stream contribute to overall revenues?Higher
service failure recurrent
costs revenues
Designer: Ouke Arts (ouke.arts@businessmodelsinc.com)
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License.
To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
Business Model Generation
Hardcover and paperback edition available at Amazon.com

19. 5
Low-Budget Innovation
Business
Model

21. Low-Budget Innovation Business Model

22. Low-Budget Innovation Business Model
The Business Model Canvas most relevant for fast moving consumer goods companies
4 Day Month Year
No.
Key Key Value Customer Customer
Partners Activities Proposition Relationships Segments
Who are our Key Partners? What Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer For whom are we creating value?
Who are our key suppliers? Our Distribution Channels? Which one of our customer’s problems are we helping to solve? Segments expect us to establish and maintain with them? Who are our most important customers?
Which Key Resources are we acquiring from partners? Customer Relationships? What bundles of products and services are we offering to each Customer Segment? Free /
Which ones have we established?
Local customer
Which Key Activities do partners perform? Revenue streams?
Customer Co-created
Which customer needs are we satisfying? How are they integrated with the rest of our business model?
How costly are they?
personalized Early adopters
communities observation products
samples
Global trend Customer
Followers
trackers participation
KeyResources do ourCustomer Relationships?
What Key
Our Distribution Channels?
Value Propositions require? Channelsour Customer Segments
Through which Channels do
want to be reached?
Resources
Revenue Streams? How are we reaching them now?
How are our Channels integrated?
Which ones work best?
Which ones are most cost-efficient?
How are we integrating them with customer routines?
Customer Offline
Online
behavior development
channels
intelligence labs
Cost Revenue
Structure costs inherent in our business model?
What are the most important
Which Key Resources are most expensive? Streams pay? really willing to pay?
For what value are our customers
For what do they currently
Which Key Activities are most expensive? How are they currently paying?
How would they prefer to pay?
How much does each Revenue Stream contribute to overall revenues?
Lower product Higher new
development product
costs success rate
Designer: Ouke Arts (ouke.arts@businessmodelsinc.com)
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License.
To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
Business Model Generation
Hardcover and paperback edition available at Amazon.com

23. 6
Community-Funded
Business
Model

25. Community-Funded Business Model

26. Community-Funded Business Model
The Business Model Canvas most relevant for entertainment and publishing companies
4 Day Month Year
No.
Key Key Value Customer Customer
Partners Activities Proposition Relationships Segments
Who are our Key Partners? What Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer For whom are we creating value?
Who are our key suppliers? Our Distribution Channels? Which one of our customer’s problems are we helping to solve? Segments expect us to establish and maintain with them? Who are our most important customers?
Which Key Resources are we acquiring from partners? Customer Relationships? Community-
What bundles of products and services are we offering to each Customer Segment? Which ones have we established?
Media
Which Key Activities do partners perform? Revenue streams?
Fund Which customer needs are we satisfying?
Community
How are they integrated with the rest of our business model?
How costly are they?
funded Believers
companies management membership
products
Community
Producers Suppliers
management
KeyResources do ourCustomer Relationships?
What Key
Our Distribution Channels?
Value Propositions require? Channelsour Customer Segments
Through which Channels do
want to be reached?
Resources
Revenue Streams? How are we reaching them now? Buyers
Distributors How are our Channels integrated?
Which ones work best?
Which ones are most cost-efficient?
How are we integrating them with customer routines?
Online
Community
community Retail stores
intelligence
platform
Cost Revenue
Structure costs inherent in our business model?
What are the most important
Which Key Resources are most expensive? Streams pay? really willing to pay?
For what value are our customers
For what do they currently
Which Key Activities are most expensive? How are they currently paying?
How would they prefer to pay?
How much does each Revenue Stream contribute to overall revenues?
Marketing Production Distribution Supplier
Product sales Interest
costs costs costs subscriptions
Designer: Ouke Arts (ouke.arts@businessmodelsinc.com)
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License.
To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
Business Model Generation
Hardcover and paperback edition available at Amazon.com

27. 7
Sustainability-Focused
Business
Model

29. Sustainability-Focused Business Model

30. Sustainability-Focused Business Model
The Business Model Canvas most relevant for fast moving consumer goods companies
4 Day Month Year
No.
Key Key Value Customer Customer
Partners Activities Proposition Relationships Segments
Who are our Key Partners? What Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer For whom are we creating value?
Who are our key suppliers?
Which Key Resources are we acquiring from partners?
Ecological
Our Distribution Channels?
Customer Relationships?
Sustainable
Which one of our customer’s problems are we helping to solve?
What bundles of products and services are we offering to each Customer Segment?
Segments expect us to establish and maintain with them?
Which ones have we established?
Who are our most important customers?
Ecological
Which Key Activities do partners perform? Revenue streams? Which customer needs are we satisfying? How are they integrated with the rest of our business model? Customers in
impact products/ How costly are they?
organizations mature markets
research services
Green
storytelling
Customers in
Green
Governments Green status emerging
marketing
markets
KeyResources do ourCustomer Relationships?
What Key
Our Distribution Channels?
Value Propositions require? Channelsour Customer Segments
Through which Channels do
want to be reached?
Resources
Revenue Streams? How are we reaching them now?
How are our Channels integrated?
Which ones work best?
Which ones are most cost-efficient?
How are we integrating them with customer routines?
Brand defining Product/service
Retail stores
employees design
Cost Revenue
Structure costs inherent in our business model?
What are the most important
Which Key Resources are most expensive? Streams pay? really willing to pay?
For what value are our customers
For what do they currently
Which Key Activities are most expensive? How are they currently paying?
How would they prefer to pay?
How much does each Revenue Stream contribute to overall revenues?
Research Marketing Sustainable Government
costs costs premiums grants
Designer: Ouke Arts (ouke.arts@businessmodelsinc.com)
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License.
To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
Business Model Generation
Hardcover and paperback edition available at Amazon.com

31. 8
Twisted Freemium
Business
Model

33. Twisted Freemium Business Model