Evaluation of a New Business Model

May 29th, 2015
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Osterwalder introduced the concept of 9 building blocks that encompass the canvas of a business model and help assess the logic of how exactly it shall be deployed by the company. This framework has been used by worldwide by companies such as IBM, Deloitte and Ericsson. For the analysis of the subsequent ‘new business models’, this mapping can chalk out the value creation, delivery and capture process.

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Evaluation of a New Business Model: Osterwalders 9 building blocks We know that a business model describes the rationale of how an organization creates, delivers and captures value. Osterwalder introduced the concept of 9 building blocks that encompass the canvas of a business model and help assess the logic of how exactly it shall be deployed by the company. This framework has been used by worldwide by companies such as IBM, Deloitte and Ericsson. For the analysis of the subsequent new business models, this mapping can chalk out the value creation, delivery and capture process.1. Customer segments:This is a description of the groups of people or organizations that an enterprise wishes to reach through its model. It is upto the company to decide whether it wants to cater to one or more customer segments, and it should be clearly defined. The business model can be carefully designed around the strong understanding of specific customer needs.Customer groups represent separate segments if: Their needs require and justify a distinct offer They are reached through different Distribution Channels They require different types of relationships They have substantially different profitabilities They are willing to pay for different aspects of the offerCertain examples of customer segments are Mass market, Niche market, Diversified and multi-sided markets (A credit card company, for example, needs a large base of credit card holders and a lar

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