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The Business Model Canvas

The Business Model Canvas is a strategic management and entrepreneurial tool. It allows you to describe, design, challenge, invent, and pivot your business model. This method from the bestselling management book Business Model Generation is applied in leading organizations and start-ups worldwide.

business model generation pdf free download

The Business Model Canvas enables you to:

  • Visualize and communicate a simple story of your existing business model.
  • Use the canvas to design new business models, whether you are a start-up or an existing businessManage a portfolio of business models
  • You can use the canvas to easily juggle between "Explore" and "Exploit" business models.

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Business Model Generation: A handbook for visionaries, game changers and challengers

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Marikka Heikkilä

There is a multitude of tools available for Business Model Innovation (BMI). However, Business models (BM) and supporting tools are not yet widely known by micro, small and medium sized companies (SMEs). In this paper, we build on analysis of 61 cases to present typical BMI paths of European SMEs. Firstly, we constructed two paths for established companies that we named as 'I want to grow' and 'I want to make my business profitable'. We also found one path for start-ups: 'I want to start a new business'. Secondly, we suggest appropriate BM toolsets for the three paths. The identified paths and related tools contribute to BMI research and practise with an aim to boost BMI in SMEs.

business model generation pdf free download

To appear in Information Systems and e-Business Management The final publication is available at Springer via http://dx.doi.org/10.1007/s10257-015-0286-3

Marikka Heikkilä , Jukka Heikkilä , Sam Solaimani

Development of successful business models has become a necessity in turbulent business environments, but compared to research on business modeling tools, attention to the role of metrics in designing business models in literature is limited. Building on existing approaches to business models and performance measurement literature, we develop a generic open repository of metrics related to core business model concepts. We validate and assess the practical value of the repository based on four e-Business model cases. The repository can be utilized in designing business models, specifically for networked enterprises. It is neither complete nor universally applicable, but needs adjustment with each design. Ultimately, with this paper, we hope measurement will become an integral part of the business model innovation discussion

Riccardo Bonazzi

Anna B. Holm

Business model innovation is becoming a central research topic in management. However, alack of a common understanding of the nature of the business model leads to disregarding its multifaceted structure when analysing the business model innovation process. This article proposes a more detailed understanding of the business model innovation process by drawing on existing knowledge from new product development literature and examining the front-end and the back-end of business model innovation of three leading Danish newspapers. We studied how changes introduced during the development of digital news production and delivery have affected key components of these business models, namely value creation, proposition, delivery and capture in the period 2002–2011. Our findings suggest the need to distinguish between front-end and back-end business model innovation processes, and to recognise the importance of organizational learning and choice when incumbents are faced with disruptive technologies.

Skender Mustafi

The objective of this Master’s thesis is to propose a valuable business model regarding the data management on the Smart Grid, as one of the domains of the Smart City. Osterwalder and Pigneur’s Business Model Canvas framework has been used for generating the business model. Literature sources, uses cases, and interviews have been collected to carefully conduct a research over the key issues of the Smart Grid which are directly or indirectly explaining and argue different elements of the business model components. In particular, this thesis focuses on treating current state of Smart City domains and issues, Smart Grid impact, requirements, stakeholders, technologies and applications, and data management requirements and activities, and data vulnerability issues in order to create basis for generating the business model. Moreover, changes on the grid business environment have been treated with the focus on customer behavior changes and its impact on the data management business value creation. The research of actual running projects as well as failed projects dealing with data management on Smart Grid have played key role on understanding the relation of Smart Grid stakeholders, their needs and requirement, to generate the business model which would create value for all the actors on the Smart City. However, despite the extensive body of research there wasn’t possible to make exact decisions for some of the business model key components such as Smart Grid technology or some of data management treating issues since there still has no mature technology or unified acceptance how the issues should be globally accepted and treated respectively. Thus, the service providing enterprise should focus on finding suitable and stable technology solution for successful data management as well as promoting interaction and cooperation with partners, competitors and government bodies to develop a unified definition about key issues such as privacy, security and so forth. Finally, based on the conducted deductive research method, the business model for data management enterprise with possibility for practical implementation has been generated and proposed.

Alexia Athanasopoulou

Maíra Nicoletti

Resumo:Este artigo explora os conceitos existentes na literatura acerca do termo modelo de negócio e descreve a ferramenta business model canvas, com a intenção de compreender como ela poderá colaborar para o processo de construção de um modelo de negócio. O objetivo da pesquisa foi busca descrever como ocorreu a aplicação da ferramenta de construção de modelo de negócio business model canvas em uma fábrica de móveis de Santa Catarina. Para tanto, o trabalho se propôs a conceituar e apresentar as partes integrantes de um modelo de negócio, e explicar como funciona a ferramenta business model canvas. Trata-se de uma pesquisa empírica, com abordagem qualitativa desenvolvida por meio de uma pesquisa-ação, por meio de reuniões de ideação e co-criação entre os pesquisadores e gestores da empresa. Os autores do estudo atuaram de forma ativa, intervindo e transformando o processo de construção do modelo de negócio da empresa. Como conclusão percebeu-se a importância de se desenvolver um modelo de negócio, para alinhar o produto ou serviço que está sendo oferecido conforme o perfil do público alvo, e de acordo com as capacidades da organização. A estruturação do modelo de negócio através da ferramenta business model canvas serve de um guia para o empreendedor, ou seja, é um mapa do negócio, que irá ajudar no desenvolvimento das estratégias de negócio. Palavras Chave: modelo de negócio-canvas-business model-processo-sucesso

Joao Pombinho

Modern enterprises struggle to cope with their structural complexity as artificial systems and their role as participants in value networks. Particularly, it is non-trivial to represent and align two distinct dimensions: the (dynamic) purpose and goals of the enterprise, and its construction, moulded by implementation constraints and decisions. Current enterprise modelling approaches have several limitations in addressing this gap, particularly how to express the value perspective of a system in a coherent and traceable way to its constructional components, in order to effectively support change management. The objective of this research is to define a value-oriented system development method supported by sound theory that contributes to address these issues, grounded in the Business Modelling and Enterprise Engineering knowledge areas. The main design artefacts of this thesis are a set of formal models to specify value networks and a process to build and change those networks systematically. These artefacts allow specifying the contribution of an individual actor, the bindings between two actors that exchange these contributions and, finally, the multi-actor chains that form value networks. The utility of the design artefacts is demonstrated by informed argument and modelling the value perspective of a system in a set of case studies.

Flore Sialgnal

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Book description

Business Model Generation is a handbook for visionaries, game changers, and challengers striving to defy outmoded business models and design tomorrow's enterprises. If your organization needs to adapt to harsh new realities, but you don't yet have a strategy that will get you out in front of your competitors, you need Business Model Generation .

Co-created by 470 "Business Model Canvas" practitioners from 45 countries, the book features a beautiful, highly visual, 4-color design that takes powerful strategic ideas and tools, and makes them easy to implement in your organization. It explains the most common Business Model patterns, based on concepts from leading business thinkers, and helps you reinterpret them for your own context. You will learn how to systematically understand, design, and implement a game-changing business model--or analyze and renovate an old one. Along the way, you'll understand at a much deeper level your customers, distribution channels, partners, revenue streams, costs, and your core value proposition.

Business Model Generation features practical innovation techniques used today by leading consultants and companies worldwide, including 3M, Ericsson, Capgemini, Deloitte, and others. Designed for doers, it is for those ready to abandon outmoded thinking and embrace new models of value creation: for executives, consultants, entrepreneurs, and leaders of all organizations. If you're ready to change the rules, you belong to "the business model generation!"

Table of contents

  • Seven Faces of Business Model Innovation
  • 1.1. Def_Business Model
  • 1.2.1. For whom are we creating value? Who are our most important customers?
  • 1.3.1. Example: Apple iPod/iTunes Business Model
  • 2.1. Un-Bundling Business Models
  • 2.2.1. Old Model
  • 2.2.2. A New Model
  • 2.3.1. PSP/Xbox Focus
  • 2.3.2. Wii Focus
  • 2.4. FREE as a Business Model
  • 2.5. Open Business Models
  • 3.1.1. Building Business Models on Customer Insights
  • 3.1.2. The Empathy Map
  • 3.1.3. Understanding a B2B customer using the Empathy Map
  • 3.2.1. Generating New Business Model Ideas
  • 3.2.2. Epicenters of Business Model Innovation
  • 3.2.3. The Power of "What If" Questions
  • 3.2.4. The Ideation Process
  • 3.2.5. Assemble a Diverse Team
  • 3.2.6. Brainstorming Rules
  • 3.2.7. Warm-Up: The Silly Cow Exercise
  • 3.3.1. The Value of Visual Thinking
  • 3.3.2. Visualizing with Post-it™ Notes
  • 3.3.3. Visualizing with Drawings
  • 3.3.4. Understand the Essence
  • 3.3.5. Enhance Dialogue
  • 3.3.6. Explore Ideas
  • 3.3.7. Improve Communication
  • 3.3.8. Different Types of Visualization for Different needs
  • 3.3.9. Telling a Visual Story
  • 3.3.10. Visual Storytelling Activity
  • 3.4.1. Prototyping's Value
  • 3.4.2. Design Attitude
  • 3.4.3. Prototypes at Different Scales
  • 3.4.4. Eight Business Model Prototypes for Publishing a Book
  • 3.4.5. Wanted: A New Consulting Business Model
  • 3.5.1. Storytelling's Value
  • 3.5.2. Why Storytelling?
  • 3.5.3. Making Business Models Tangible?
  • 3.5.4. Making the Future Tangible
  • 3.5.5. Developing the Story
  • 3.5.6. Techniques
  • 3.5.7. SuperToast, Inc. Business Model
  • 3.6.1. Scenario-Guided Business Model Design
  • 3.6.2. Explore Ideas
  • 3.6.3. Future Scenarios
  • 3.6.4. Pharma Business Models of the Future
  • 3.6.5. Scenario D: Reinventing Pharma
  • 3.6.6. Future Scenarios and new Business Models
  • 3.6.7. Further Reading on Design and Business
  • 4.1. BUSINESS MODEL ENVIRONMENT: CONTEXT, DESIGN DRIVERS, AND CONSTRAINTS
  • 4.2.1. ASSESSING THREATS
  • 4.2.2. ASSESSING OPPORTUNITIES
  • 4.2.3. USING SWOT ASSESSMENT ANALYSIS RESULTS TO DESIGN NEW BUSINESS MODEL OPTIONS
  • 4.3.1. BLENDING THE BLUE OCEAN STRATEGY FRAMEWORK WITH THE BUSINESS MODEL CANVAS
  • 4.3.2. QUESTIONING YOUR CANVAS WITH THE FOUR ACTIONS FRAMEWORK
  • 4.4.1. SMH'S AUTONOMOUS MODEL FOR SWATCH
  • 4.4.2. THE NESPRESSO SUCCESS MODEL
  • 4.4.3. NESTLé'S PORTFOLIO OF COFFEE BUSINESS MODELS
  • 4.4.4. DAIMLER'S CAR2GO BUSINESS MODEL
  • 5.1.1. Design Attitude
  • 5.1.2. 5 Phases
  • B.1. WHERE DID THIS BOOK COME FROM?
  • B.2. REFERENCES
  • C. MARKET RESPONSE

Product information

  • Title: Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers
  • Author(s): Alexander Osterwalder
  • Release date: July 2010
  • Publisher(s): Wiley
  • ISBN: 9780470876411

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Business books

Business Model Generation

It’s a book for the Business Model Generation : A Handbook for Visionaries, Game Changers, and Challengers (The Strategyzer series).

Business Model Generation book provides practical tools for understanding, designing, and implementing a new business model or revamping an old one, co-created by 470 professionals from 45 countries and now practiced by millions around the world and designed for executives, consultants, entrepreneurs, managers, designers and leaders of all types of organizations.

Business Model Generation by Alex Osterwalder

Business model generation book pdf free download, business model canvas.

We will make a reservation right away that it is simply impossible to outline the entire book in one article, since the material set forth in it is too original and sufficiently condensed.

The main idea, I'm not afraid of this word, of the textbook is an original approach to strategic business planning. Although the book also shows examples of use in government and non-profit institutions.

Business modeling as a whole is a completely ambiguous process. You never know with absolute certainty whether a business will shoot or not. As part of the discussion of the process, the authors assume the need for a single conceptual "canvas". They propose to formulate an abstract business model concept to facilitate any discussion. The problem with this approach is that it is rather difficult to formalize a simple and specific, at the same time, universal concept. At the moment, several similar concepts dominate in the field of business modeling. And the authors of the book offer us one of the most common.

The book proposes to use a business model template - a general scheme that describes the rules for building a specific business model. This template consists of nine interconnected parts, reflecting the logic of various activities of the company.

Defining a specific customer base

The client is the heart of the business model, from which all other constructions are based. The difference in consumer segments is due to differences in offers, requests and distribution channels.

Value propositions

A set of products is assumed that meets the needs of a certain consumer segment and has predetermined characteristics: price, performance, availability, design, etc. Value propositions can be both quantitative and qualitative in nature.

Sales channels

The following stages of promoting the product to the consumer are assumed, while each channel can include both all stages and some of them. The authors highlight partner and own distribution channels, each of which has its own advantages and disadvantages. Finding the right channels can affect the overall success of your entire business. It often happens that changing distribution channels for unsuccessful businesses provides instant growth in profitability.

Customer relationship

This block of the template describes all types of relationships with all consumer segments of the company, depending on the motives of the company.

Key Resources

Allows the company to create and communicate its value proposition to the consumer, ensure engagement with targeted user segments, and ultimately profit.

Different business models require different resources. Some companies cannot exist without an extensive logistics structure, others can manage with one website, but regardless of the type of activity, any company is unthinkable without any key resources. You cannot make any product out of nothing.

Key activities

Also, an important block of the business model template is the types of activities.

Manufacturers develop and market their own products, consulting companies and medical institutions provide services, and some companies that provide services to their platform are busy supporting and developing it. One of the most prominent representatives of the latter is eBay.

Key partners

In the course of their life, companies acquire various partnerships.

Partnerships can be forged to optimize and save in manufacturing, reduce risk and uncertainty, and supply and collaborate relationships. It should be understood here that almost all companies do not have the entire infrastructure to ensure the functioning of their business model.

Cost structure

Determines all expenses of the company for the functioning of its business model. This includes development and production costs, relationships with customers and partners, etc. The “ideal” extremes of this block describe companies that focus on their own value propositions and to minimize costs. Most often, any business model is between two extremes and differs in proximity to one or another option. The former always strive to ensure the required quality of their products, and the latter, by any means, minimize the costs of providing their value proposition.

Thus, authors receive a complete tool for visual planning of activities. The book describes the cases of applying the methodology to analyze operating business models, and in some cases this helps to find their problem areas, the elimination of which helps to bring companies and organizations to an acceptable level of profitability.

Alex Osterwalder, Author

Dr. Osterwalder is an author, speaker, and adviser on the topic of business model innovation. his practical approach to designing innovative business models, devel- oped together with Dr. Yves Pigneur, is practiced in multiple industries throughout the world by companies including 3M, Ericsson, Capgemini, Deloitte, Telenor, and many others. Previously he helped build and sell a strategic consulting firm, participated in the development of a Thailand-based global nonprofit organization combating hIV/ AIDS and malaria, and did research at the university of Lausanne, Switzerland.

Yves Pigneur, co-Author

Dr. Pigneur has been a Professor of Management Information Systems at the university of Lausanne since 1984, and has held visiting professorships at Georgia State university in Atlanta and at the university of British Columbia in Vancouver. he has served as the principal investigator for many research projects involving informa- tion system design, requirements engineering, information technology management, innovation, and e-business.

Alan Smith, creative Director

Alan is a big scale thinker who loves the details just as much. he's a co-founder at the aptly named change agency: The Movement. There he works with inspired clients to blend community knowledge, business logic, and design thinking. The resulting strategy, communications, and interactive projects feel like artifacts from the future but always connect to the people of today. Why? Because he designs like he gives a damn—every project, every day.

Tim clark, editor and contributing co-Author

A teacher, writer, and speaker in the field of entrepreneurship, Tim’s perspective is informed by his experience founding and selling a marketing research consultancy that served firms such as Amazon.com, Bertelsmann, General Motors, LVMh, and PeopleSoft. Business model thinking is key to his Entrepreneurship for Everyone approach to personal and professional learning, and central to his doctoral work on international business model portability. Business Model Generation is his fourth book.

Patrick van der Pijl, Producer

Patrick van der Pijl is the founder of Business Models, Inc., an international business model consultancy. Patrick helps organizations, entrepreneurs, and management teams discover new ways of doing business by envisioning, evaluating, and implementing new business models. Patrick helps clients succeed through intensive workshops, training courses, and coaching.

Business Model Generation PDF

This book will give you deep insight into the nature of business models. It describes traditional and bleeding-edge models and their dynamics, innovation techniques, how to position your model within an intensely competitive landscape, and how to lead the redesign of your own organization’s business model.

Certainly you’ve noticed that this is not the typical strategy or man- agement book. We designed it to convey the essentials of what you need to know, quickly, simply, and in a visual format. Examples are presented pictorially and the content is complemented with exercises and workshop scenarios you can use immediately. Rather than writing a conventional book about business model innovation, we’ve tried to design a practical guide for visionaries, game changers, and challengers eager to design or reinvent business models. We’ve also worked hard to create a beautiful book to enhance the pleasure of your “consumption.” We hope you enjoy using it as much as we’ve enjoyed creating it.

An online community complements this book (and was integral to its creation, as you will discover later). Since business model innovation is a rapidly evolving field, you may want to go beyond the essentials in Business Model Generation and discover new tools online. Please consider joining our worldwide community of business practitioners and research- ers who have co-created this book. On the Hub you can participate in discussions about business models, learn from others’ insights, and try out new tools provided by the authors.

Business model generation Alexander Osterwalder PDF free download

Business model innovation is hardly new. When the founders of Diners Club introduced the credit card in 1950, they were practicing business model innovation. The same goes for Xerox, when it introduced photo- copier leasing and the per-copy payment system in 1959. In fact, we might trace business model innovation all the way back to the fifteenth century, when Johannes Gutenberg sought applications for the mechanical printing device he had invented.

But the scale and speed at which innovative business models are transforming industry landscapes today is unprecedented. For entre- preneurs, executives, consultants, and academics, it is high time to understand the impact of this extraordinary evolution. Now is the time to understand and to methodically address the challenge of business model innovation.

Ultimately, business model innovation is about creating value, for companies, customers, and society. It is about replacing outdated models. With its iPod digital media player and iTunes.com online store, Apple created an innovative new business model that transformed the company into the dominant force in online music. Skype brought us dirt-cheap global calling rates and free Skype-to-Skype calls with an innovative business model built on so-called peer-to-peer technology. It is now the world’s largest carrier of international voice traffic. Zipcar frees city dwell- ers from automobile ownership by offering hourly or daily on-demand car rentals under a fee-based membership system. It’s a business model response to emerging user needs and pressing environmental concerns. Grameen Bank is helping alleviate poverty through an innovative business model that popularized microlending to the poor.

But how can we systematically invent, design, and implement these powerful new business models? How can we question, challenge, and transform old, outmoded ones? How can we turn visionary ideas into game-changing business models that challenge the establishment—or rejuvenate it if we ourselves are the incumbents? Business Model Generation aims to give you the answers.

Since practicing is better than preaching, we adopted a new model for writing this book. Four hundred and seventy members of the Business Model Innovation Hub contributed cases, examples, and critical com- ments to the manuscript—and we took their feedback to heart. Read more about our experience in the final chapter of Business Model Generation.

Business model generation book

Business Model Generation examines the challenge of building a business model through the web of a business model. The canvas provides a matrix of nine essential "bricks". While most executives and entrepreneurs are already familiar with these categories, this book provides a systematic approach to business modeling. A number of exercises and methods are also available from external sources.

It is more than a mosaic of randomly linked external ideas. By following the steps outlined in the book, the development team can protect itself from chaotic prosperity from one methodology to another. The process presented is organized and logical: it is useful to understand the architecture of business models. For entrepreneurs and managers tasked with developing business models, this could be a useful guide.

This book is aesthetically interesting. Writing is used as a strong design element and comes in many vibrant, basic colors. (Publisher John Wiley & Sons has created other monographs with high design standards.) However, for some readers, the work may be oversized and the form may obscure function.

Business model generation Chapter 1

The business model should consist of nine key elements: customer segments, value propositions, channels, customer relationships, revenue streams, core resources, core business, core partnerships, and cost structure. Consider them in turn.

Customer segments are groups of people (or organizations) that a company wants to target. In some cases, groups should be divided into several segments, for example, when:

Mass market business models do not focus much on customer segments; rather, they treat all customers equally. (This model is quite common in the consumer electronics industry.) On the other hand, niche markets have very narrow and concentrated customer segments. There are many different types of segment models that serve different segments of related customers. Companies with different models serve several unrelated customer segments. Companies with different platforms need to identify segments on each side of the platform.

Value propositions are what the customer values ​​and includes products and services as well as availability or quality. Several features can create value for customers. Better performance can also create value, as can customization. Almost any feature or service can be part of the highest design and value proposition, prestigious brands, affordable prices, availability and convenience are just a few of the features that can make a customer value a product more than competitors.

The company reaches its customers through channels that facilitate the customer’s knowledge of the product and the customer’s understanding of the value proposition. Customers buy the channel and get post-transaction delivery and support. Some companies reach customers through their channels; sometimes they have partners who face it. There are many types of channels - such as wholesalers, websites, brick-and-mortar stores, and more.

Customer relationships define how a business interacts with a customer segment, and these relationships can have a strong impact on the customer experience. They can be used to build customer loyalty or increase sales - businesses benefit from a variety of methods.

A business is about making money, so every business needs income. There are several ways to generate revenue - such as subscription fees, licensing costs, and advertising.

Core resources are the important physical, intellectual, human, and financial resources a business needs.

The core business is the steps a company must take for the business model to work, including not only manufacturing activities, but also things like troubleshooting and knowledge management. (Platform companies in particular are powered by their own networks; their maintenance is a key activity of this model.)

Companies do not exist in isolation; they need suppliers and other partners to run smoothly. These very important partnerships can optimize business models. Partners can help reduce risk and acquire resources.

Finally, the cost structure includes the costs necessary for the business model to function. Some companies are trying to cut costs, while others are more interested in creating value.

Together, these elements form the canvas of the business model.

Business Model Generation PDF Book Reviews

Review by steven forte.

" If you're going to read a business book on design, innovation, and business models, this one. I intend to give a copy to each of my adult children.

Business model generation combines a simple yet compelling business model organization system with a variety of systems and methods from strategy and design thinking. This includes important ideas across multiple platforms (bilateral markets for you, economists), application of design thinking, scenario planning ... It is a powerful integration of these ideas that many people will be able to implement. The book also has a great website [...] and the collaboration in the development and validation of the book is fascinating: around 470 people from all over the world contributed to the book.

I read this in parallel with Cory Doctorow's new novel, Makers Makers, and the two books shoot each other in interesting ways (the fictional company Kodacell can be seen as the ladder of a business model generation method). It is worth thinking about what is happening in Makers, creating new business models.

I have some questions about the book and some reservations.

Why is there no index? An index is needed in such a book and designers could use it as an opportunity to create an innovative visual index, perhaps using mind maps.

Design. I have long advocated such a visual design for business books. While reading this I had some reservations. The book is influenced by PowerPoint and web design, it has some shortcomings, cf. Cognitive PowerPoint Style: Presenting the Corrupt Inside, Second Edition. I had to work hard to incorporate information and ideas into the story of the book. I'm glad the authors and designers followed their approach, but you need to put a lot more work into that book approach before you really understand how to use it.

Depth and originality. There is little new here. Powerful is the way to integrate so many current ideas. I am not an expert in all of these areas, but where I have in-depth knowledge such as pricing, the content has proved to be sparse and somewhat misleading. For example, it's not about pricing based on price and its role in differentiation. See Pricing Strategy and Tactics (5th Edition) (alternative electronic text formats). I also felt that design thinking is treated with too much acquired wisdom and there is no question about the paradigm or innovation (I know that is not the purpose of the book).

The Business Model Generation PDF book is a bit weak in execution and I hope the site will be able to track how people use the business model building method and what experience they have in business model management.

But I hope to come back to this book and use it in my own businesses and teaching others. So despite my reservations, you are six stars!"

Business Model Generation PDF Review by Mark Smith

" This is a great book. For maximum benefit, a physical version of it is required. For best results, I use both a Kindle and a physical copy. It would be nice to see this book reviewed, as many of the examples are now old companies, even if the concerts are valid. The technology has also changed a lot, it will be interesting to see how it has developed new models."

Business Model Generation PDF Review by M. Walleris

" This book is available to anyone who works closely with business models and their respective design, evolution or touchpoints. I like the fact that the BMC gives the "system" a lot of ideas of depth, size and usefulness ... even on the Kindle it works very well. I wasn't clear on the format of the hard copy, but that's okay."

Business Model Generation PDF Review by Nations

" A simple, clear, unconscious approach to creating and building a business model. Don't waste time with multi-page books and analytics - first learn the basics using the business model canvas. You can find the canvas and many online resources for free if in doubt, but the stories, examples and explanations in the text are great!"

Business Model Generation PDF Review by Walter Sargent

" This book has really filled my niche with understanding. I don't have an MBA and haven't read many books on designing and updating a business model generation PDF. So I have nothing to compare. As a beginner to the comparison, I really enjoyed the simple clarity of concepts, designs and descriptions. Most of the case studies were excellent. Although they are linked to very large companies, I have felt that they have helped me understand the concepts and learn the lessons. There were some points where the circumstances seemed a little far from mine - a little harder to connect, but the concepts are much more important. This is a guide, not a cookbook."

Business model generation PDF insights

Today, business model and strategy are among the most sloppily used terms in business, but these are separate concepts with enormous practical value. And when it comes to concepts so fundamental to success, no organization can afford fuzzy thinking. The term business model emerged when personal computers and spreadsheets became common says Joan Magretta, a longtime editor at Harvard Business Review.

Managers could use these tools to literally run the numbers to see models of how various decisions might affect the bottom line.

A new business model generation PDF canvas might hinge on either a different way to make something or a different way to sell something. Take discount retailers like Kmart and Walmart, for example.

These pioneers applied supermarket logic to the conventional department store and developed a discount retail model which involves slashing costs by eliminating chandeliers, carpets, and personal service in exchange for lower prices. While business model is a description of how your business runs, a competitive strategy explains how you will do better than your rivals. So for example, part of Walmart's unique strategy was to prioritize rural customers.

In founder Sam Walton's own words, he put good sized stores into little one-horse towns which everybody else was ignoring, and it worked. Focusing on rural areas let Walmart buy up land for cheap, target customers no one else was going after, and preempt other discount stores from entering the market in those areas.

Their customer strategy thus reinforced other parts of their competitive strategy. In contrast, Kmart tried to appeal to everyone, and that's not a distinctive strategy. While they may have a good business model, without a clear strategy they've struggled to stay competitive.

To get ahead of your rivals, you not only need a good business model and a clear strategy. You also need a clear understanding of the difference between the two.

Business Model Generation reviews

Our next-generation model: Gemini 1.5

Feb 15, 2024

The model delivers dramatically enhanced performance, with a breakthrough in long-context understanding across modalities.

SundarPichai_2x.jpg

A note from Google and Alphabet CEO Sundar Pichai:

Last week, we rolled out our most capable model, Gemini 1.0 Ultra, and took a significant step forward in making Google products more helpful, starting with Gemini Advanced . Today, developers and Cloud customers can begin building with 1.0 Ultra too — with our Gemini API in AI Studio and in Vertex AI .

Our teams continue pushing the frontiers of our latest models with safety at the core. They are making rapid progress. In fact, we’re ready to introduce the next generation: Gemini 1.5. It shows dramatic improvements across a number of dimensions and 1.5 Pro achieves comparable quality to 1.0 Ultra, while using less compute.

This new generation also delivers a breakthrough in long-context understanding. We’ve been able to significantly increase the amount of information our models can process — running up to 1 million tokens consistently, achieving the longest context window of any large-scale foundation model yet.

Longer context windows show us the promise of what is possible. They will enable entirely new capabilities and help developers build much more useful models and applications. We’re excited to offer a limited preview of this experimental feature to developers and enterprise customers. Demis shares more on capabilities, safety and availability below.

Introducing Gemini 1.5

By Demis Hassabis, CEO of Google DeepMind, on behalf of the Gemini team

This is an exciting time for AI. New advances in the field have the potential to make AI more helpful for billions of people over the coming years. Since introducing Gemini 1.0 , we’ve been testing, refining and enhancing its capabilities.

Today, we’re announcing our next-generation model: Gemini 1.5.

Gemini 1.5 delivers dramatically enhanced performance. It represents a step change in our approach, building upon research and engineering innovations across nearly every part of our foundation model development and infrastructure. This includes making Gemini 1.5 more efficient to train and serve, with a new Mixture-of-Experts (MoE) architecture.

The first Gemini 1.5 model we’re releasing for early testing is Gemini 1.5 Pro. It’s a mid-size multimodal model, optimized for scaling across a wide-range of tasks, and performs at a similar level to 1.0 Ultra , our largest model to date. It also introduces a breakthrough experimental feature in long-context understanding.

Gemini 1.5 Pro comes with a standard 128,000 token context window. But starting today, a limited group of developers and enterprise customers can try it with a context window of up to 1 million tokens via AI Studio and Vertex AI in private preview.

As we roll out the full 1 million token context window, we’re actively working on optimizations to improve latency, reduce computational requirements and enhance the user experience. We’re excited for people to try this breakthrough capability, and we share more details on future availability below.

These continued advances in our next-generation models will open up new possibilities for people, developers and enterprises to create, discover and build using AI.

Context lengths of leading foundation models

Highly efficient architecture

Gemini 1.5 is built upon our leading research on Transformer and MoE architecture. While a traditional Transformer functions as one large neural network, MoE models are divided into smaller "expert” neural networks.

Depending on the type of input given, MoE models learn to selectively activate only the most relevant expert pathways in its neural network. This specialization massively enhances the model’s efficiency. Google has been an early adopter and pioneer of the MoE technique for deep learning through research such as Sparsely-Gated MoE , GShard-Transformer , Switch-Transformer, M4 and more.

Our latest innovations in model architecture allow Gemini 1.5 to learn complex tasks more quickly and maintain quality, while being more efficient to train and serve. These efficiencies are helping our teams iterate, train and deliver more advanced versions of Gemini faster than ever before, and we’re working on further optimizations.

Greater context, more helpful capabilities

An AI model’s “context window” is made up of tokens, which are the building blocks used for processing information. Tokens can be entire parts or subsections of words, images, videos, audio or code. The bigger a model’s context window, the more information it can take in and process in a given prompt — making its output more consistent, relevant and useful.

Through a series of machine learning innovations, we’ve increased 1.5 Pro’s context window capacity far beyond the original 32,000 tokens for Gemini 1.0. We can now run up to 1 million tokens in production.

This means 1.5 Pro can process vast amounts of information in one go — including 1 hour of video, 11 hours of audio, codebases with over 30,000 lines of code or over 700,000 words. In our research, we’ve also successfully tested up to 10 million tokens.

Complex reasoning about vast amounts of information

1.5 Pro can seamlessly analyze, classify and summarize large amounts of content within a given prompt. For example, when given the 402-page transcripts from Apollo 11’s mission to the moon, it can reason about conversations, events and details found across the document.

Reasoning across a 402-page transcript: Gemini 1.5 Pro Demo

Gemini 1.5 Pro can understand, reason about and identify curious details in the 402-page transcripts from Apollo 11’s mission to the moon.

Better understanding and reasoning across modalities

1.5 Pro can perform highly-sophisticated understanding and reasoning tasks for different modalities, including video. For instance, when given a 44-minute silent Buster Keaton movie , the model can accurately analyze various plot points and events, and even reason about small details in the movie that could easily be missed.

Multimodal prompting with a 44-minute movie: Gemini 1.5 Pro Demo

Gemini 1.5 Pro can identify a scene in a 44-minute silent Buster Keaton movie when given a simple line drawing as reference material for a real-life object.

Relevant problem-solving with longer blocks of code

1.5 Pro can perform more relevant problem-solving tasks across longer blocks of code. When given a prompt with more than 100,000 lines of code, it can better reason across examples, suggest helpful modifications and give explanations about how different parts of the code works.

Problem solving across 100,633 lines of code | Gemini 1.5 Pro Demo

Gemini 1.5 Pro can reason across 100,000 lines of code giving helpful solutions, modifications and explanations.

Enhanced performance

When tested on a comprehensive panel of text, code, image, audio and video evaluations, 1.5 Pro outperforms 1.0 Pro on 87% of the benchmarks used for developing our large language models (LLMs). And when compared to 1.0 Ultra on the same benchmarks, it performs at a broadly similar level.

Gemini 1.5 Pro maintains high levels of performance even as its context window increases. In the Needle In A Haystack (NIAH) evaluation, where a small piece of text containing a particular fact or statement is purposely placed within a long block of text, 1.5 Pro found the embedded text 99% of the time, in blocks of data as long as 1 million tokens.

Gemini 1.5 Pro also shows impressive “in-context learning” skills, meaning that it can learn a new skill from information given in a long prompt, without needing additional fine-tuning. We tested this skill on the Machine Translation from One Book (MTOB) benchmark, which shows how well the model learns from information it’s never seen before. When given a grammar manual for Kalamang , a language with fewer than 200 speakers worldwide, the model learns to translate English to Kalamang at a similar level to a person learning from the same content.

As 1.5 Pro’s long context window is the first of its kind among large-scale models, we’re continuously developing new evaluations and benchmarks for testing its novel capabilities.

For more details, see our Gemini 1.5 Pro technical report .

Extensive ethics and safety testing

In line with our AI Principles and robust safety policies, we’re ensuring our models undergo extensive ethics and safety tests. We then integrate these research learnings into our governance processes and model development and evaluations to continuously improve our AI systems.

Since introducing 1.0 Ultra in December, our teams have continued refining the model, making it safer for a wider release. We’ve also conducted novel research on safety risks and developed red-teaming techniques to test for a range of potential harms.

In advance of releasing 1.5 Pro, we've taken the same approach to responsible deployment as we did for our Gemini 1.0 models, conducting extensive evaluations across areas including content safety and representational harms, and will continue to expand this testing. Beyond this, we’re developing further tests that account for the novel long-context capabilities of 1.5 Pro.

Build and experiment with Gemini models

We’re committed to bringing each new generation of Gemini models to billions of people, developers and enterprises around the world responsibly.

Starting today, we’re offering a limited preview of 1.5 Pro to developers and enterprise customers via AI Studio and Vertex AI . Read more about this on our Google for Developers blog and Google Cloud blog .

We’ll introduce 1.5 Pro with a standard 128,000 token context window when the model is ready for a wider release. Coming soon, we plan to introduce pricing tiers that start at the standard 128,000 context window and scale up to 1 million tokens, as we improve the model.

Early testers can try the 1 million token context window at no cost during the testing period, though they should expect longer latency times with this experimental feature. Significant improvements in speed are also on the horizon.

Developers interested in testing 1.5 Pro can sign up now in AI Studio, while enterprise customers can reach out to their Vertex AI account team.

Learn more about Gemini’s capabilities and see how it works .

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EU AI Act: first regulation on artificial intelligence

The use of artificial intelligence in the EU will be regulated by the AI Act, the world’s first comprehensive AI law. Find out how it will protect you.

A man faces a computer generated figure with programming language in the background

As part of its digital strategy , the EU wants to regulate artificial intelligence (AI) to ensure better conditions for the development and use of this innovative technology. AI can create many benefits , such as better healthcare; safer and cleaner transport; more efficient manufacturing; and cheaper and more sustainable energy.

In April 2021, the European Commission proposed the first EU regulatory framework for AI. It says that AI systems that can be used in different applications are analysed and classified according to the risk they pose to users. The different risk levels will mean more or less regulation. Once approved, these will be the world’s first rules on AI.

Learn more about what artificial intelligence is and how it is used

What Parliament wants in AI legislation

Parliament’s priority is to make sure that AI systems used in the EU are safe, transparent, traceable, non-discriminatory and environmentally friendly. AI systems should be overseen by people, rather than by automation, to prevent harmful outcomes.

Parliament also wants to establish a technology-neutral, uniform definition for AI that could be applied to future AI systems.

Learn more about Parliament’s work on AI and its vision for AI’s future

AI Act: different rules for different risk levels

The new rules establish obligations for providers and users depending on the level of risk from artificial intelligence. While many AI systems pose minimal risk, they need to be assessed.

Unacceptable risk

Unacceptable risk AI systems are systems considered a threat to people and will be banned. They include:

  • Cognitive behavioural manipulation of people or specific vulnerable groups: for example voice-activated toys that encourage dangerous behaviour in children
  • Social scoring: classifying people based on behaviour, socio-economic status or personal characteristics
  • Biometric identification and categorisation of people
  • Real-time and remote biometric identification systems, such as facial recognition

Some exceptions may be allowed for law enforcement purposes. “Real-time” remote biometric identification systems will be allowed in a limited number of serious cases, while “post” remote biometric identification systems, where identification occurs after a significant delay, will be allowed to prosecute serious crimes and only after court approval.

AI systems that negatively affect safety or fundamental rights will be considered high risk and will be divided into two categories:

1) AI systems that are used in products falling under the EU’s product safety legislation . This includes toys, aviation, cars, medical devices and lifts.

2) AI systems falling into specific areas that will have to be registered in an EU database:

  • Management and operation of critical infrastructure
  • Education and vocational training
  • Employment, worker management and access to self-employment
  • Access to and enjoyment of essential private services and public services and benefits
  • Law enforcement
  • Migration, asylum and border control management
  • Assistance in legal interpretation and application of the law.

All high-risk AI systems will be assessed before being put on the market and also throughout their lifecycle.

General purpose and generative AI

Generative AI, like ChatGPT, would have to comply with transparency requirements:

  • Disclosing that the content was generated by AI
  • Designing the model to prevent it from generating illegal content
  • Publishing summaries of copyrighted data used for training

High-impact general-purpose AI models that might pose systemic risk, such as the more advanced AI model GPT-4, would have to undergo thorough evaluations and any serious incidents would have to be reported to the European Commission.

Limited risk

Limited risk AI systems should comply with minimal transparency requirements that would allow users to make informed decisions. After interacting with the applications, the user can then decide whether they want to continue using it. Users should be made aware when they are interacting with AI. This includes AI systems that generate or manipulate image, audio or video content, for example deepfakes.

On December 9 2023, Parliament reached a provisional agreement with the Council on the AI act . The agreed text will now have to be formally adopted by both Parliament and Council to become EU law. Before all MEPs have their say on the agreement, Parliament’s internal market and civil liberties committees will vote on it.

More on the EU’s digital measures

  • Cryptocurrency dangers and the benefits of EU legislation
  • Fighting cybercrime: new EU cybersecurity laws explained
  • Boosting data sharing in the EU: what are the benefits?
  • EU Digital Markets Act and Digital Services Act
  • Five ways the European Parliament wants to protect online gamers
  • Artificial Intelligence Act

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Say What? Chat With RTX Brings Custom Chatbot to NVIDIA RTX AI PCs

Chatbots are used by millions of people around the world every day, powered by NVIDIA GPU-based cloud servers. Now, these groundbreaking tools are coming to Windows PCs powered by NVIDIA RTX for local, fast, custom generative AI .

Chat with RTX , now free to download , is a tech demo that lets users personalize a chatbot with their own content, accelerated by a local NVIDIA GeForce RTX 30 Series GPU or higher with at least 8GB of video random access memory, or VRAM.

Ask Me Anything

Chat with RTX uses retrieval-augmented generation (RAG), NVIDIA TensorRT-LLM software and NVIDIA RTX acceleration to bring generative AI capabilities to local, GeForce-powered Windows PCs. Users can quickly, easily connect local files on a PC as a dataset to an open-source large language model like Mistral or Llama 2, enabling queries for quick, contextually relevant answers.

Rather than searching through notes or saved content, users can simply type queries. For example, one could ask, “What was the restaurant my partner recommended while in Las Vegas?” and Chat with RTX will scan local files the user points it to and provide the answer with context.

The tool supports various file formats, including .txt, .pdf, .doc/.docx and .xml. Point the application at the folder containing these files, and the tool will load them into its library in just seconds.

Users can also include information from YouTube videos and playlists. Adding a video URL to Chat with RTX allows users to integrate this knowledge into their chatbot for contextual queries. For example, ask for travel recommendations based on content from favorite influencer videos, or get quick tutorials and how-tos based on top educational resources.

business model generation pdf free download

Since Chat with RTX runs locally on Windows RTX PCs and workstations, the provided results are fast — and the user’s data stays on the device. Rather than relying on cloud-based LLM services, Chat with RTX lets users process sensitive data on a local PC without the need to share it with a third party or have an internet connection.

In addition to a GeForce RTX 30 Series GPU or higher with a minimum 8GB of VRAM, Chat with RTX requires Windows 10 or 11, and the latest NVIDIA GPU drivers.

Editor’s note: We have identified an issue in Chat with RTX that causes installation to fail when the user selects a different installation directory. This will be fixed in a future release. For the time being, users should use the default installation directory (“C:\Users\<username>\AppData\Local\NVIDIA\ChatWithRTX”).

Develop LLM-Based Applications With RTX

Chat with RTX shows the potential of accelerating LLMs with RTX GPUs. The app is built from the TensorRT-LLM RAG developer reference project, available on GitHub . Developers can use the reference project to develop and deploy their own RAG-based applications for RTX, accelerated by TensorRT-LLM. Learn more about building LLM-based applications .

Enter a generative AI-powered Windows app or plug-in to the NVIDIA Generative AI on NVIDIA RTX developer contest, running through Friday, Feb. 23, for a chance to win prizes such as a GeForce RTX 4090 GPU, a full, in-person conference pass to NVIDIA GTC and more.

Learn more about Chat with RTX .

NVIDIA websites use cookies to deliver and improve the website experience. See our cookie policy for further details on how we use cookies and how to change your cookie settings.

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  2. Business Model Design & Innovation avec le professeur Yves Pigneur

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