scholarly journals The Dream

2021 ◽  
pp. 47-55
Author(s):  
Jan Jonker ◽  
Niels Faber
Keyword(s):  
Business Model ◽  
Building Block ◽  
Model Idea

AbstractLooking for your Dream provides a second tool to help you build your business model in this first stage of the Business Model Template (BMT). You have previously indicated which major social and/or ecological issues you want to solve. Now you will determine what the result of that solution could be. Look for a solution that goes beyond just tackling one issue. The Dream building block demands thinking big: it is a Big, Hairy, Audacious Goal (BHAG) on which you are going to work. How and why will your business model idea really make a difference? In order to not get lost in thinking about dreams, you could make use of various tools such as scenarios, metaphors or framing, all of which are addressed in this chapter. Putting all the steps in this chapter together, you will have dreamed up something big that you want to go for.

scholarly journals External Test

2021 ◽  
pp. 125-135
Author(s):  
Jan Jonker ◽  
Niels Faber
Keyword(s):  
Business Model ◽  
Building Block ◽  
Model Concept ◽  
Second Stage ◽  
Model Idea ◽  
External Test ◽  
Beta Version

AbstractThe external test is the tenth and final building block of the first and second stage of the Business Model Template (BMT). You will test the viability of the business model concept you have developed so far. You can test your business model idea against all kinds of criteria. If you do not have much time, perform your check on the basis of the very concise set of seven questions we provide. But we also provide many other tools in this chapter. Please bear in mind that you must be well-prepared when looking for feedback. Look for people you know or hope will respond critically and constructively. Going through the External Test steps may mean that you need to partially adjust some elements of your business model before you move on. So be it. Remember that every version of your business model in this stage is a beta version and that feedback will help to make it better.

scholarly journals Value(s) Creation

2021 ◽  
pp. 151-166
Author(s):  
Jan Jonker ◽  
Niels Faber
Keyword(s):  
Business Model ◽  
Value Creation ◽  
Building Block ◽  
Daily Activities ◽  
Take Back ◽  
Broad Variety ◽  
Multiple Value

AbstractThis is the most challenging building block of the Business Model Template (BMT), defining how you shape and use transactions in your business model. Our society can be looked at as an endless flow of transactions translated into daily activities. They are based on either money, or on time or energy (for example); the latter we call hybrid transactions. They are the operational acts that demonstrate an appreciation of the value created between parties. In this chapter, we present a typology of transactions and related strategies, which in turn we link to the concept of multiple (hybrid) values (e.g. sales, take-back, deposit, rent and use). What we want to explain as clearly and as unambiguously as possible is how multiple value(s) creation can be achieved within and through a broad variety of transactions. If this chapter shows anything, it is how difficult it is to make multiple value creation concrete.

scholarly journals The Value Proposition

2021 ◽  
pp. 57-71
Author(s):  
Jan Jonker ◽  
Niels Faber
Keyword(s):  
Business Model ◽  
Value Creation ◽  
Building Block ◽  
Value Proposition ◽  
A Value ◽  
Organizational Logic

AbstractA business model is a description of how value creation is organized, underpinned by a value proposition. Such a proposition solves a problem or appeals to new, often yet undiscovered needs. Value creation has several facets. This building block offers a framework of five positions of value creation from which to choose and links it to strategies you can use. This in turn is then linked to the possibility of creating change with your business model-to-be. The more precisely you align the nature of those values and the change you would like to create, the better you will be able to design an appropriate (organizational) logic at a later stage. Formulating a clear and compelling value proposition is crucial in the development of a business model. It gives direction to the strategy, to the stakeholders with whom you could take these steps, and to what impact you expect to realize.

Does method matter? An experiment on collaborative business model idea generation in teams

Innovation ◽  
2012 ◽  
Vol 14 (3) ◽  
pp. 388-403 ◽  
Author(s):  
Martin J Eppler ◽  
Friederike Hoffmann
Keyword(s):  
Business Model ◽  
Idea Generation ◽  
Model Idea

scholarly journals Motive and Context

2021 ◽  
pp. 37-46
Author(s):  
Jan Jonker ◽  
Niels Faber
Keyword(s):  
Business Model ◽  
Building Block ◽  
The Social ◽  
To Come

AbstractIn this chapter, we will address the motive to start developing a business model and the context in which you are doing so. It is important to use this first building block of the Business Model Template (BMT) to carefully look for the social and ecological components and the context of your idea. The idea of looking carefully at the context is essential because this will steer the possibilities and choices that you have at a later stage. In this way, you can also expand your line of reasoning and motivation into one in which sustainability is central. Looking at a context with respect to its complexity is of the essence: trying your best to discover what truly matters, as well as where you see the opportunities to do things. Getting clear about what motivates you to start working on a specific issue is, after all, the basis for all the steps that are still to come.

scholarly journals Impact

2021 ◽  
pp. 139-150
Author(s):  
Jan Jonker ◽  
Niels Faber
Keyword(s):  
Business Model ◽  
Building Block ◽  
Raw Material ◽  
Long Term Effects ◽  
Social Ecological ◽  
Material Environment ◽  
Short And Long Term ◽  
The Impact ◽  
Practical Feasibility

AbstractThis chapter unpacks the Impact building block. It seeks to determine the impact that your business model will have on the broader social, ecological, economic, and material environment. We think it is important to clarify the short- and long-term effects of your business model. Framing and defining this building block is often challenging. It can be defined in a general sense, but can also be focused on specific stakeholders, a raw material, or a specific context or a relevant combination of indicators. Indicators are also increasingly linked to measuring and reporting methods. We offer various methods to test the set of indicators and link them to reporting standards. Keep a keen eye on the practical feasibility, as well as the costs involved in measuring and reporting. Identifying proper and useful indicators and measuring and monitoring them are easier said than done. Whatever you do, stick to the motto Keep it Simple.

scholarly journals Parties Involved

2021 ◽  
pp. 91-101
Author(s):  
Jan Jonker ◽  
Niels Faber
Keyword(s):  
Business Model ◽  
Building Block ◽  
Crucial Role ◽  
Central Question ◽  
Key Stakeholders ◽  
Made In

AbstractThe central question in this building block of the Business Model Template (BMT) is identifying what stakeholders and other parties are pivotal for your success. Here you make an overview of them, not only determining who they are but also what interests they have in relation to your business model. Numerous tools have been developed to identify stakeholders. We will provide you with various tools to make a balanced identification. Defining the interests, influence and interrelationships between the stakeholders in your network helps to determine the connections that must be reinforced or made in order for your business model to function. In addition it helps in understanding who can play a crucial role in helping to create a fit between your business model and its environment. Finally, reflection on the key stakeholders and their roles is vital because of the input for the choice of strategy underpinning your business model.

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