Efnisyfirlit

• About the Author
• Contents at a Glance
• Table of Contents
• Introduction
  • About This Book
  • Conventions Used in This Book
  • What You’re Not to Read
  • Foolish Assumptions
  • How This Book Is Organized
  • Icons Used in This Book
  • Where to Go from Here
• Part I: Getting Started with Business Models
  • Chapter 1: What Is a Business Model and Why Does It Matter?
    • History of Business Models
    • Business Models Are a Hot Topic
    • Who Needs a Business Model?
    • Value of a Business Model
    • Future of Business Models
  • Chapter 2: Business Models Defined
    • Following the Recipe for a Successful Business Model
    • Comparing Business Models to Business Plans
  • Chapter 3: Business Models Come in Many Different Forms
    • Common Aspects of All Business Models
    • Business Models in Their Simplest Form
    • Examples of Business Models
  • Chapter 4: Your Business Success Depends Upon Your Business Model
    • Trying (And Failing) to Succeed without a Superior Business Model
    • Equating Hard Work with Results — As Long As the Business Model is Solid
    • Experimenting Your Way to a Great Model
• Part II: Creating a Winning Business Model
  • Chapter 5: Using Tools to Design Your Business Model
    • Examining Traditional Business Model Design Methods
    • Discovering Problems with Traditional Methods
    • Designing a Business Model by Using a Structured Process
  • Chapter 6: Finding the Most Attractive Markets to Create a Powerful Offering
    • Gauging the Target Market
    • Determining Industry Attractiveness
    • Looking for Niche Attractiveness
    • Checking Out Customer Attractiveness
    • Finding Your Place on the Industry Value Chain
  • Chapter 7: Completing Your Offering with a Unique Value Proposition
    • Building a Unique Value Proposition
    • Comparing a Unique Selling Proposition to a Unique Value Proposition
    • Maximizing Product Potential
    • Building Marketability
    • Creating a Powerful Brand
  • Chapter 8: Making Money with Your Business Model
    • Building a Profitable Revenue Model
    • Assessing Your Competition
    • Generating Enough Total Margin Dollars
    • Creating a Meaningful Cost Advantage
    • Creating Valuable Recurring Revenue Streams
    • Avoiding Pitfalls
  • Chapter 9: Monetization through Sales Performance
    • Closing the Deal
    • Marketing Beats Sales
    • Creating a Proven and Repeatable Sales Process
  • Chapter 10: Making Your Business Model Last
    • Creating Meaningful Competitive Advantage
    • Sustaining Your Competitive Advantage
    • Gauging Competitive Advantage by Using Porter’s Five Forces Model
  • Chapter 11: Sustaining Your Business Model: Innovating and Avoiding Pitfalls
    • Maintaining the Strength of Your Model with Innovation
    • Avoiding Pitfalls
  • Chapter 12: Cashing In
    • Considering the Next Owner: The Best Business Models Have Transferability
    • Selling Your Business Isn’t the Only Exit Strategy
    • Improving Your Ability to Gracefully Exit
  • Chapter 13: Analyzing Your Business Model
    • Comparing Live Business Models and Theoretical Business Models
    • Using the Business Model Framework
    • Scoring Your Business Model
• Part III: Dealing with Change
  • Chapter 14: Knowing that All Business Models Erode
    • There’s No Shame in a Weakening Business Model
    • Be Proactive and Be Rewarded
  • Chapter 15: Looking for Signs that Your Business Model Is Weakening
    • Decreasing Margins
    • Prolonged Minimal Profits
    • Flat Sales Trend
    • General Dissatisfaction
  • Chapter 16: Detecting Hidden Problems and Adapting before It’s Too Late
    • Fixing Your Business Model to Make Other Problems Disappear
    • Examining Some Disguised Issues
    • Ignoring Business Model Issues Only Extends the Pain
    • Considering the Consequences of Not Adapting
• Part IV: Business Model Innovation
  • Chapter 17: Figuring Out Where to Begin the Innovation Process
    • Adjusting Your Old Model Rarely Works
    • Predicting the Future
    • Failure Can Be Your Friend (As Long As It’s Cheap and Fast)
  • Chapter 18: Starting the Innovation Process
    • Comparing Marginal Innovation and Quantum Innovation
    • Discovering the Correlation between Craziness and Innovative Genius
    • Keeping the Creative Process on Track
  • Chapter 19: Using Disruptive Innovation
    • The Disruptive Innovator Usually Wins
    • Most of Your Existing Model Works Fine: Don’t Throw Out the Baby with the Bathwater
  • Chapter 20: Crowdsourcing as Advanced Business Model Innovation
    • Crowdsourcing Is Here to Stay
    • Ten Things You May Not Know Were Crowdsourced
    • Your Business Model Can Benefit from Crowdsourcing
    • Potential Downsides of Crowdsourcing
  • Chapter 21: Utilizing Virtualized Sales Processes
    • Understanding How the Internet Changed the World of Sales
    • Considering the Benefits of Sales Virtualization
    • Examining the Foundations of a Virtualized Sales Process
    • Walking through the Sales Virtualization Process
  • Chapter 22: Profiting from the Dynamics of Insurance
    • Defining Insurance
    • Understanding the Core of Insurance Profitability
    • Denying Your Customers Insurance Is Costing You
    • Charging Insurance in Creative Ways
    • Worksheet: Creating an Insurance Program
• Part V: The Part of Tens
  • Chapter 23: Ten Terrific Business Models
    • Build Once, Sell Many
    • Create a Must-Have Brand
    • Get Customers to Create Goods for Free
    • True Competitive Advantage as the Low-Cost Provider
    • Extraction of Natural Resources
    • Valued Intellectual Property with Legal or Practical Protection
    • Technological Destruction of Existing Model
    • Gold Plating the Current Gold Standard
    • Playing to Customers’ Ever-Increasing Sense of Self
    • Ultra Niche Player
  • Chapter 24: Ten Signs You May Have an Issue with Your Business Model
    • You Have a Strong Desire to Sell the Business
    • You’re Underpaid
    • You Need to Constantly Borrow Funds in Order to Grow
    • You Feel You Need to Hire Sales Superstars to Fix Your Sales Issues
    • You’re Unbankable
    • Your Margins Are Lower Than Your Competitors’ Margins
    • You Put Up with Lousy Customers Instead of Firing Them
    • You Feel There is No One to Whom You Can Delegate
    • Your Best Performers Often Leave for Better Opportunities
    • Your Customer Base is Stagnant or Declining
  • Chapter 25: Applying Ten Sources of Business Model Innovation
    • Business Books
    • Competitors
    • Consultants
    • Great Companies Outside Your Industry
    • The Crystal Ball
    • Employees
    • Products or Services You Buy
    • Travel to Other Countries or Hotspots
    • Daydreaming
    • Salespeople
  • Chapter 26: Ten Things a Venture Capitalist Never Wants to Hear About Your Business
    • I’ll Figure Out How to Monetize This Later
    • It’s Kind of Like Groupon, Except . . .
    • I Used to Work for a Company That Did the Same Thing
    • My Business Plan Calls For . . .
    • I’ll Make It on the Back End
    • Everybody Needs This Product
    • I’ll Make it Up In Volume
    • We Need to Get Only One Percent of the Market
    • I’ve Been Working on This Big Sale for a Year and It Will Close at Any Time
    • What’s a Business Model?
• Index

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