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• 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