New Business Models of the Future

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

USD 4,950.00

* Required Fields

USD 4,950.00


Be the first to review this product

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

1. Executive Summary
Key Findings
2. Research Methodology
Objective of the Study
Research Scope
3. 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
Business Models
Comparative Analysis of B2B and B2C Business Models
4. Best-of-Breed Analysis
Business Model Innovation Levers
Basket of Business Models
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
Unbundling of Value Chains
Finance Sector
Healthcare Business
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
5. B2B Models—Taxonomy and Case Studies
Taxonomy of B2B Models
Key Categories
6. 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
7. 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
8. 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
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
9. 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
Single-product Model—Examples of Successful Companies
Michelin Tires
Yingli Solar Panels
Roku Streaming Player
10. 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
11. B2C—Customer Centric Business Models
Customer Centric
Mass Customization
Business Model
Digital to Physical: Coca-Cola Freestyle
Community-based Direct Sales
Home-based Services
Market Creation
Customer Base Extension: Google Driverless Car
New Channel Extension
Customer-centric Business Models
12. B2C—Value For Many Business Models
Value for Many
Sub -types
Low Cost Product: Godrej Low Cost Refrigerator
Digitization of Product: Alivecor
Affordable Technology: Xiaomi
Co-creation: Quirky
Crowd Funding Business Models
Social Enterprise
Benefit Corp: Donors Choose
Sponsorship and Data Sales: SaveUp
Value for Many Business Models
13. B2C—Value For Money Business Models
Value For Money
Sub –Types
Disaggregation—Core Services: Mobile App Unbundling
The Economist
End-to-End—Value Chain Consolidation: Coinbase
Traditional Online Payment
Coinbase/Bitcoin-enabled Online Payment
Pay-As-You-Go: Car2Go
Car2Go Model
Subscription: Surf Air
Surf Airlines Subscription Model
Value for Money Business Models
14. B2C—Digitally Led Business Models
Digitally Led
Sub Types
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
15. C2C Business Models—Taxonomy and Case Studies
Customer -to-Customer
Sub- Types
C2C Product - Broker Commission
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
C2C Product—Service Charge
C2C Business Model
16. Government Business Models—Taxonomy and Case Studies
Government-to-citizen (G2C)
Government-to-business (G2B)
Government-to-government (G2G)
G2C—From eGovernance to mGovernance
Organization/Cities Deploying It
eGovernance in India—Examples of Emerging G2G, G2C, and G2B Services in India
Services (Examples)
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
17. Conclusions
Value at Stake in Innovation
Strategic Recommendations
Legal Disclaimer
About Frost & Sullivan- The Frost & Sullivan Story

List of Figures & Charts

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

Release Date : 12-May-16

Region : South Asia, Middle East & North Africa

Release Date : 18-Apr-16

Region : Africa

Release Date : 18-Apr-16

Region : Asia Pacific

Release Date : 02-Mar-16

Region : Global

Release Date : 26-Feb-16

Region : Europe

Release Date : 3-Feb-2016

Region : Global

Release Date : 30-Sep-2015

Region : Global

Release Date : 10-Jun-15

Region : Asia Pacific

Release Date : 4-Jun-2015

Region : Global

Why Frost & Sullivan

Working with the CEO’s growth team to create a vision based on a transformation growth strategy

Creating content-based digital marketing strategies that leverage our research perspective to differentiate and “tell your story”

Tracking over 1000 emerging technologies and analyzing the impact by industry and application to reveal the companies to watch in each sector

The Frost & Sullivan team is based in our 45 global offices and have developed a powerful global understandings of how industries operate on a global level.