“companies should focus on one of three value disciplines: operational excellence, product leadership, or customer intimacy.”
―
Alexander Osterwalder,
Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers
“People are moved more by stories than by logic. Ease listeners into the new or unknown by building the logic of your model into a compelling narrative.” ― Alexander Osterwalder, Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers
“A Value Proposition creates value for a Customer Segment through a distinct mix of elements catering to that segment’s needs. Values may be quantitative (e.g. price, speed of service) or qualitative (e.g. design, customer experience).” ― Alexander Osterwalder, Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers
“Dream jobs are more often created than found , so they’re rarely attainable through conventional searches. Creating one requires strong self-knowledge.” ― Alexander Osterwalder, Business Model You: A One-Page Method For Reinventing Your Career
“A business model describes the rationale of how an organization creates, delivers, and captures value” ― Alexander Osterwalder, Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers
“The Value Proposition is the reason why customers turn to one company over another. It solves a customer problem or satisfies a customer need. Each Value Proposition consists of a selected bundle of products and/or services that caters to the requirements of a specific Customer Segment. In this sense, the Value Proposition is an aggregation, or bundle, of benefits that a company offers customers.” ― Alexander Osterwalder, Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers
“Telling a story that illustrates how your business model solves a customer problem is a clear way to introduce listeners to the idea. Stories give you the “buy-in” needed to subsequently explain your model in detail.” ― Alexander Osterwalder, Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers
“Design attitude demands changing one’s orientation from making decisions to creating options from which to choose.” ― Alexander Osterwalder, Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers
“Your customers are the judge, jury, and executioner of your value proposition. They will be merciless if you don’t find fit!” ― Alexander Osterwalder, Value Proposition Design: How to Create Products and Services Customers Want
“MULTI-SIDED PLATFORMS bring together two or more distinct but interdependent groups of customers. • Such platforms are of value to one group of customers only if the other groups of customers are also present. • The platform creates value by facilitating interactions between the different groups. • A multi-sided platform grows in value to the extent that it attracts more users, a phenomenon known as the network effect.” ― Alexander Osterwalder, Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers
“One way multi-sided platforms solve this problem is by subsidizing a Customer Segment. Though a platform operator incurs costs by serving all customer groups, it often decides to lure one segment to the platform with an inexpensive or free Value Proposition in order to subsequently attract users of the platform’s “other side.” One difficulty multi-sided platform operators face is understanding which side to subsidize and how to price correctly to attract customers.” ― Alexander Osterwalder, Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers
“There’s not a single business model . . . There are really a lot of opportunities and a lot of options and we just have to discover all of them.” Tim O’Reilly, CEO, O’Reilly” ― Alexander Osterwalder, Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers
“An organization must make a conscious decision about which segments to serve and which segments to ignore.” ― Alexander Osterwalder, Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers
“Like seeing the doctor for an annual exam, regularly assessing a business model is an important management activity that allows an organization to evaluate the health of its market position and adapt accordingly.” ― Alexander Osterwalder, Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers
“A business model really is a system where one element influences the other; it only makes sense as a whole. Capturing that big picture without visualizing it is difficult. In fact, by visually depicting a business model, one turns its tacit assumptions into explicit information. This makes the model tangible and allows for clearer discussions and changes. Visual techniques give “life” to a business model and facilitate co-creation.” ― Alexander Osterwalder, Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers
“Understanding a business model requires not only knowing the compositional elements, but also grasping the interdependencies between elements. This is easier to express visually than through words. This is even more true when several elements and relationships are involved.” ― Alexander Osterwalder, Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers
“Businesspeople don’t just need to understand designers better; they need to become designers.” ― Alexander Osterwalder, Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers
“Henry Ford once said, “If I had asked my customers what they wanted, they would have told me ‘a faster horse.” ― Alexander Osterwalder, Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers
“Crafting a business model is no different. Ideas placed in the Canvas trigger new ones. The Canvas becomes a tool for facilitating the idea dialogue—for individuals sketching out their ideas and for groups developing ideas together.” ― Alexander Osterwalder, Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers
“People are moved more by stories than by logic. Ease listeners into the new or unknown by building the logic of your model into a compelling narrative.” ― Alexander Osterwalder, Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers
“A Value Proposition creates value for a Customer Segment through a distinct mix of elements catering to that segment’s needs. Values may be quantitative (e.g. price, speed of service) or qualitative (e.g. design, customer experience).” ― Alexander Osterwalder, Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers
“Dream jobs are more often created than found , so they’re rarely attainable through conventional searches. Creating one requires strong self-knowledge.” ― Alexander Osterwalder, Business Model You: A One-Page Method For Reinventing Your Career
“A business model describes the rationale of how an organization creates, delivers, and captures value” ― Alexander Osterwalder, Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers
“The Value Proposition is the reason why customers turn to one company over another. It solves a customer problem or satisfies a customer need. Each Value Proposition consists of a selected bundle of products and/or services that caters to the requirements of a specific Customer Segment. In this sense, the Value Proposition is an aggregation, or bundle, of benefits that a company offers customers.” ― Alexander Osterwalder, Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers
“Telling a story that illustrates how your business model solves a customer problem is a clear way to introduce listeners to the idea. Stories give you the “buy-in” needed to subsequently explain your model in detail.” ― Alexander Osterwalder, Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers
“Design attitude demands changing one’s orientation from making decisions to creating options from which to choose.” ― Alexander Osterwalder, Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers
“Your customers are the judge, jury, and executioner of your value proposition. They will be merciless if you don’t find fit!” ― Alexander Osterwalder, Value Proposition Design: How to Create Products and Services Customers Want
“MULTI-SIDED PLATFORMS bring together two or more distinct but interdependent groups of customers. • Such platforms are of value to one group of customers only if the other groups of customers are also present. • The platform creates value by facilitating interactions between the different groups. • A multi-sided platform grows in value to the extent that it attracts more users, a phenomenon known as the network effect.” ― Alexander Osterwalder, Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers
“One way multi-sided platforms solve this problem is by subsidizing a Customer Segment. Though a platform operator incurs costs by serving all customer groups, it often decides to lure one segment to the platform with an inexpensive or free Value Proposition in order to subsequently attract users of the platform’s “other side.” One difficulty multi-sided platform operators face is understanding which side to subsidize and how to price correctly to attract customers.” ― Alexander Osterwalder, Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers
“There’s not a single business model . . . There are really a lot of opportunities and a lot of options and we just have to discover all of them.” Tim O’Reilly, CEO, O’Reilly” ― Alexander Osterwalder, Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers
“An organization must make a conscious decision about which segments to serve and which segments to ignore.” ― Alexander Osterwalder, Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers
“Like seeing the doctor for an annual exam, regularly assessing a business model is an important management activity that allows an organization to evaluate the health of its market position and adapt accordingly.” ― Alexander Osterwalder, Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers
“A business model really is a system where one element influences the other; it only makes sense as a whole. Capturing that big picture without visualizing it is difficult. In fact, by visually depicting a business model, one turns its tacit assumptions into explicit information. This makes the model tangible and allows for clearer discussions and changes. Visual techniques give “life” to a business model and facilitate co-creation.” ― Alexander Osterwalder, Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers
“Understanding a business model requires not only knowing the compositional elements, but also grasping the interdependencies between elements. This is easier to express visually than through words. This is even more true when several elements and relationships are involved.” ― Alexander Osterwalder, Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers
“Businesspeople don’t just need to understand designers better; they need to become designers.” ― Alexander Osterwalder, Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers
“Henry Ford once said, “If I had asked my customers what they wanted, they would have told me ‘a faster horse.” ― Alexander Osterwalder, Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers
“Crafting a business model is no different. Ideas placed in the Canvas trigger new ones. The Canvas becomes a tool for facilitating the idea dialogue—for individuals sketching out their ideas and for groups developing ideas together.” ― Alexander Osterwalder, Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers
