New Business Models of the Future

New Business Models of the Future

Analysis of Innovative and Emerging Best Practices and Implications to Future Value Chains to 2025

RELEASE DATE
25-Sep-2015
REGION
Global
Research Code: NE43-01-00-00-00
SKU: CI0043-GL-MT_18175

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Description

Between 2012 and 2014, over 70 global companies that were valued at more than $1 billion were start-ups with unique and transformative new business models. During the same period, most business model innovators have managed to produce consistently profitable returns with a high average revenue gain. The keys to these success stories have been connectivity and convergence, as about half of the start-ups were launched on mobile platforms. The study will explore such innovations and the best practices that drove this success. For the benefit of readers, the study will analyze models from a B2C, B2B, and G2G angle.

Table of Contents

Key Findings

Objective of the Study

Research Scope

Definition of a Business Model

New Business Models 3-D Matrix

Key Variables of a Business Model

  • Business to Business (B2B)
  • Business to Consumer(B2C)
  • Consumer to Consumer(C2C)
  • Government to Government (G2G/B/C)

Business Models

  • Customer Segments
  • Key Activities
  • Customer Relations
  • Key Resources
  • Others

Comparative Analysis of B2B and B2C Business Models

Business Model Innovation Levers

Basket of Business Models

Top Strategic Findings

Connectivity as a Key Enabler

Product as a Service

Unbundling of Value Chains

Open Innovation and Collaboration

  • Airbnb
  • Kickstarter
  • Quirky
  • Uber
  • Others

Software-oriented for Future Scalability

New Business Models Explore New Revenue Streams

  • Nexus of Cloud, Data, Mobility, IOT
  • Customised and Flexible Solutions
  • Main Driver for New Start-ups
  • Growth in Business Innovation

Traditional vs. New Revenue Models

  • Automotive
  • Electronics
  • Telecommunication
  • Energy
  • Others

Taxonomy of B2B Models

Key Categories

Product as a Service Case Study

Data as a Service Case Study

Sharing as a Service Case Study: AlphaCity

Platform as a Service Case Study

Platform as a Service Case Study: QIVICON

Contract Manufacturing Model

Subscription Model: Financial Times

Leasing Model: BMW i3 Lease Plan

Examples of B2B Licensing Model

B2B eRental Model—Case Study: Storefront

B2B Transaction Fee-based Model—Google AdSense: Pay per Click Model

B2B Pricing Models—Types of Pricing Strategies

Types of B2B eCommerce Business Models

Comparing the B2B eCommerce Business Models

Single Firm Independent Model

Private Consortium—Case Study: Walmart Retail Link

Industry Consortium

Public Marketplaces

Connected Ecosystem Model

Platform-based Partnership—Digital Life Platform by AT&T

Platform-based Product Innovation

Single-product Model—Examples of Successful Companies

B2C Business Models Taxonomy

B2C Business Models Innovation Roadmap

Mass Customization

Localization

Market Creation

Customer-centric Business Models

Democratization

Crowdsourcing

Social Enterprise

Value for Many Business Models

Disaggregation—Core Services: Mobile App Unbundling

End-to-End—Value Chain Consolidation: Coinbase

Servicization

Value for Money Business Models

Digital Commerce

Digital Processes—Customer Management and Operations

Digital Products

Digitally Led Business Models

C2C Product - Broker Commission

C2C Product—Service Charge

C2C Business Model

G2C—From eGovernance to mGovernance

eGovernance in India—Examples of Emerging G2G, G2C, and G2B Services in India

G2B—Government Business Models

G2G Model—City Energy Project Case Study: Joint Partnership Model Between 10 Cities in United States

Value at Stake in Innovation

Strategic Recommendations

Legal Disclaimer

About Frost & Sullivan- The Frost & Sullivan Story

List of Figures
  • 1. Comparative Analysis of B2B and B2C, Global, 2014
  • 2. Selected Revenue Growth Business Model Innovation Levers, Global, 2012–2014
  • 3. Business Model Mega Trend Matrix, Global, 2014
  • 4. Expected Spending on Key Connectivity Pillars, Global, 2014 and 2019
  • 5. Value Estimation of the Top 10 Most-valuable Start-ups, 2014
  • 6. Correlation Between Global Innovation Index (GII) Score and Fixed Broadband (wired) Penetration, UK, US, Germany, and Japan, 2011–2014
  • 7. Tesla Competitor Mapping, Global, 2012–2015
  • 8. Uber’s Growth, 2009-2015
  • 9. Airbnb’s International Growth Rates by Country Breakdown, 2011-2012
  • 10. Million Guest Nights Booked, 2008-2012
  • 11. Estimated value of innovation markets to global GDP (2025)
  • 12. Estimated Value in Key Innovations Markets (2025)
Related Research
Between 2012 and 2014, over 70 global companies that were valued at more than $1 billion were start-ups with unique and transformative new business models. During the same period, most business model innovators have managed to produce consistently profitable returns with a high average revenue gain. The keys to these success stories have been connectivity and convergence, as about half of the start-ups were launched on mobile platforms. The study will explore such innovations and the best practices that drove this success. For the benefit of readers, the study will analyze models from a B2C, B2B, and G2G angle.
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Table of Contents | Executive Summary~ || Key Findings~ | Research Methodology~ || Objective of the Study~ || Research Scope~ | Introduction to New Business Models~ || Definition of a Business Model~ || New Business Models 3-D Matrix~ ||| Business to Business (B2B)~ ||| Business to Consumer(B2C)~ ||| Consumer to Consumer(C2C)~ ||| Government to Government (G2G/B/C)~ || Key Variables of a Business Model~ ||| Customer Segments~ ||| Key Activities~ ||| Customer Relations~ ||| Key Resources~ ||| Others~ || Business Models~ || Comparative Analysis of B2B and B2C Business Models~ | Best-of-Breed Analysis~ || Business Model Innovation Levers~ || Basket of Business Models~ ||| Airbnb~ ||| Kickstarter~ ||| Quirky~ ||| Uber~ ||| Others~ || Top Strategic Findings~ || Connectivity as a Key Enabler~ ||| Nexus of Cloud, Data, Mobility, IOT~ |||| Industry Verticals~ ||| Customised and Flexible Solutions~ |||| Economics of Connectivity and Convergence to Business Models~ ||| Main Driver for New Start-ups~ |||| Where is the Money Going?~ ||| Growth in Business Innovation~ || Product as a Service~ ||| Automotive~ ||| Electronics~ ||| Telecommunication~ ||| Energy~ ||| Others~ || Unbundling of Value Chains~ ||| Finance Sector~ ||| Healthcare Business~ ||| Automotive~ || Open Innovation and Collaboration~ ||| Rationale for Open Innovation~ ||| Challenges/Success Factors~ || Software-oriented for Future Scalability~ ||| Future Implication~ ||| Transformative Change~ || New Business Models Explore New Revenue Streams~ ||| Volume Driven~ ||| Selling Data~ ||| Revenue Sharing~ ||| Subscription Based~ || Traditional vs. New Revenue Models~ | B2B Models—Taxonomy and Case Studies~ || Taxonomy of B2B Models~ || Key Categories~ | B2B—Service-based Models~ || Product as a Service Case Study~ || Data as a Service Case Study~ || Sharing as a Service Case Study: AlphaCity~ || Platform as a Service Case Study~ || Platform as a Service Case Study: QIVICON~ || Contract Manufacturing Model~ | B2B—Fee-based Models~ || Subscription Model: Financial Times~ || Leasing Model: BMW i3 Lease Plan~ || Examples of B2B Licensing Model~ || B2B eRental Model—Case Study: Storefront~ || B2B Transaction Fee-based Model—Google AdSense: Pay per Click Model~ || B2B Pricing Models—Types of Pricing Strategies~ | B2B—eCommerce Models~ || Types of B2B eCommerce Business Models~ ||| One to Many/Many to One~ ||| Many to Many~ || Comparing the B2B eCommerce Business Models~ || Single Firm Independent Model~ ||| B2B Direct Model Framework~ ||| Examples~ ||| Case Study: IBM eCatalogues~ ||| Case Study: Siemens Click2Procure~ || Private Consortium—Case Study: Walmart Retail Link~ ||| Before—Electronic Data Interchange (EDIs)~ ||| After—Private Extranet System~ || Industry Consortium~ ||| Buyer Driven (Exostar)~ ||| Supplier Driven (Global Healthcare Exchange)~ || Public Marketplaces~ ||| Industry Specific Case Study: eBay~ ||| Cross-industry Case Study: Alibaba~ | B2B—Models by Value Proposition~ || Connected Ecosystem Model ~ ||| Qixxit by Deutsche Bahn Launches Mobility Integration Services~ ||| Moovel by Daimler~ || Platform-based Partnership—Digital Life Platform by AT&T~ || Platform-based Product Innovation~ ||| Google Nest Thermostat~ ||| AlertMe~ || Single-product Model—Examples of Successful Companies~ ||| Michelin Tires~ ||| Yingli Solar Panels~ ||| Roku Streaming Player~ | B2C Business Models—Taxonomy and Case Studies~ || B2C Business Models Taxonomy~ ||| Customer Centric~ ||| Value for Many~ ||| Value For Money~ ||| Digitally Led~ || B2C Business Models Innovation Roadmap~ | B2C—Customer Centric Business Models~ ||| Customer Centric~ ||| Types ~ ||| Sub-types~ ||| Description~ || Mass Customization ~ ||| Business Model~ ||| Digital to Physical: Coca-Cola Freestyle~ || Localization~ ||| Community-based Direct Sales~ ||| Home-based Services~ || Market Creation~ ||| Customer Base Extension: Google Driverless Car~ ||| New Channel Extension~ || Customer-centric Business Models~ ||| Drivers~ ||| Implications~ | B2C—Value For Many Business Models~ ||| Value for Many~ ||| Types~ ||| Sub -types~ ||| Description~ || Democratization~ ||| Low Cost Product: Godrej Low Cost Refrigerator~ ||| Digitization of Product: Alivecor~ ||| Affordable Technology: Xiaomi~ || Crowdsourcing~ ||| Co-creation: Quirky~ ||| Crowd Funding Business Models~ || Social Enterprise~ ||| Benefit Corp: Donors Choose~ ||| Sponsorship and Data Sales: SaveUp~ || Value for Many Business Models~ ||| Drivers~ ||| Implications~ | B2C—Value For Money Business Models~ ||| Value For Money~ ||| Types~ ||| Sub –Types~ ||| Description~ || Disaggregation—Core Services: Mobile App Unbundling~ ||| Facebook~ ||| LinkedIn~ ||| The Economist~ || End-to-End—Value Chain Consolidation: Coinbase~ ||| Traditional Online Payment~ ||| Coinbase/Bitcoin-enabled Online Payment~ || Servicization~ ||| Pay-As-You-Go: Car2Go~ |||| Car2Go Model~ ||| Subscription: Surf Air~ |||| Surf Airlines Subscription Model~ || Value for Money Business Models ~ ||| Drivers~ ||| Implications~ | B2C—Digitally Led Business Models~ ||| Digitally Led~ ||| Types~ ||| Sub Types~ ||| Description~ || Digital Commerce~ ||| eCommerce: Tesco~ ||| Tesco’s Subway Virtual StoremCommerce: M-Pesa~ || Digital Processes—Customer Management and Operations~ ||| Digital Customer Management~ ||| Digital Operations~ || Digital Products~ ||| Physical to Digital~ ||| Physical and Digital: LIFX Lightbulbs~ || Digitally Led Business Models~ ||| Drivers~ ||| Implications~ | C2C Business Models—Taxonomy and Case Studies~ ||| Customer -to-Customer~ ||| Types~ ||| Sub- Types~ ||| Description~ || C2C Product - Broker Commission~ ||| Uber~ ||| Uber Operating Model~ ||| Uber’s Revolutionary Software~ ||| Uber’s Dynamic Pricing Model~ ||| Uber’s Success Factors~ ||| Uber’s Growth~ ||| Airbnb Business Model~ ||| Airbnb Operating Model~ ||| Airbnb’s Innovating Platform~ ||| Airbnb’s Growth~ ||| TaskRabbit~ || C2C Product—Service Charge~ ||| FlightCar~ ||| Instacart~ || C2C Business Model~ ||| Drivers~ ||| Implications~ | Government Business Models—Taxonomy and Case Studies~ ||| Government-to-citizen (G2C)~ ||| Government-to-business (G2B)~ ||| Government-to-government (G2G)~ || G2C—From eGovernance to mGovernance~ ||| Initiatives~ ||| Functions~ ||| Implications~ ||| Organization/Cities Deploying It~ || eGovernance in India—Examples of Emerging G2G, G2C, and G2B Services in India~ ||| Interactions~ ||| Services (Examples)~ ||| Implications~ ||| Medium~ || G2B—Government Business Models~ ||| Government as Private Equity Investors~ ||| Government as Cloud-Service Providers~ ||| Government as Enablers~ || G2G Model—City Energy Project Case Study: Joint Partnership Model Between 10 Cities in United States~ ||| City Energy Project~ | Conclusions~ || Value at Stake in Innovation~ || Strategic Recommendations~ || Legal Disclaimer~ || About Frost & Sullivan- The Frost & Sullivan Story~
List of Charts and Figures 1. Comparative Analysis of B2B and B2C, Global, 2014~ 2. Selected Revenue Growth Business Model Innovation Levers, Global, 2012–2014~ 3. Business Model Mega Trend Matrix, Global, 2014~ 4. Expected Spending on Key Connectivity Pillars, Global, 2014 and 2019~ 5. Value Estimation of the Top 10 Most-valuable Start-ups, 2014~ 6. Correlation Between Global Innovation Index (GII) Score and Fixed Broadband (wired) Penetration, UK, US, Germany, and Japan, 2011–2014~ 7. Tesla Competitor Mapping, Global, 2012–2015~ 8. Uber’s Growth, 2009-2015~ 9. Airbnb’s International Growth Rates by Country Breakdown, 2011-2012~ 10. Million Guest Nights Booked, 2008-2012~ 11. Estimated value of innovation markets to global GDP (2025)~ 12. Estimated Value in Key Innovations Markets (2025)~
Author Martin Kowalewski
Industries Cross Industries
WIP Number NE43-01-00-00-00
Is Prebook No