Business Model Validation: What Makes Business Models Work?
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Table of Contents
- Introduction
- Who Should Read This Book
- 1
- Objectives of this Book
- 2
- Business Models in Context
- 7
- Why Business Models are Important
- 9
- Crucial Elements of a Business Model
- 12
- Evaluating Business Models
- 13
- The Four Ps of Business Models
- 15
- The Most Important Skills for Assessing Business Models
- 17
- Political Correctness
- 22
- Industry Sizing
- Industry Sizing
- 29
- The Seduction of Extrapolation
- 34
- Revenue Analysis
- Revenue Analysis
- 43
- The Merits of Encouraging Unethical Behavior
- 50
- Revenue Trajectories
- 52
- Value of Revenue
- 56
- Revenue Traps
- 62
- Appropriability Analysis
- 66
- Substitutes Impact Revenue Projections
- 68
- Derivative Impact of Industry Developments
- 70
- Pickaxe Companies
- 73
- Selected Accounting Issues
- 75
- Selected Risk Issues
- 78
- Business Model Analysis
- Supply Chain Analysis
- 85
- Distribution Channel Analysis
- 90
- Stakeholder Alignment Analysis
- 94
- Shareholder Alignment
- 94
- Partner Alignment
- 95
- Talent Alignment
- 97
- Opposition from First Responders
- 98
- Opposition from Animal Rights Activists
- 100
- Opposition from Environmentalists
- 102
- Opposition from Unions
- 102
- Opposition from Government
- 103
- Thoughts on Customer Service
- 105
- Internal Consistency
- 107
- Name Consistency and Relevance
- 107
- Perspectives on Competition
- 111
- The Delusion of Relative Performance
- 114
- Barriers to Entry
- 115
- Barriers to Exit
- 125
- Leverage in Business Models
- 129
- Value of Endorsements
- 132
- The Network Effect
- 134
- Scalability Analysis
- 137
- Market Spoilage
- 143
- Optionality Implicit in Business Models
- 145
- Icarus Paradox
- 149
- The Las Vegas Conundrum
- 154
- The Tom Sawyer Fence Painting Business Model
- 156
- Veto Power
- 158
- Platform Dependence
- 160
- Alligators
- 163
- Business Model Portability
- 165
- Technology Overfitting
- 169
- Capacity Head-Fakes
- 171
- Agency Issues
- 173
- The Chicken-and-Egg Conundrum
- 175
- Business Model Fragility
- 177
- The Transparency Conundrum
- 182
- Mafia and Corruption
- 190
- Corruption Throughout the World
- 196
- Mafia States
- 200
- Analysis of Emerging Business Models
- Marijuana Dispensaries
- 213
- Electronic Cigarettes
- 218
- BitCoin
- 222
- Crowdfunding Operators
- 226
- Flash Sales Operators
- 230
- Charitable Giving Business Models
- 232
- Kiva
- 233
- Freemium Business Models
- 237
- Massive Open Online Course Operators (MOOCs)
- 240
- Hits Businesses
- 247
- Music Streaming
- 250
- e-Book Subscription Services
- 255
- The Sharing Economy
- 257
- Home Sharing
- 259
- Time Sharing Offices
- 263
- Car Sharing Services
- 265
- On-Demand Taxis
- 266
- Municipal Bike Sharing
- 274
- Freelance Platform Operators
- 277
- Cloud Storage
- 281
- Gamification
- 285
- Smart Homes
- 287
- Vehicle-to-Vehicle Crash Avoidance Systems
- 289
- Electric Vehicles
- 290
- Tesla Motors
- 293
- Drones
- 295
- 3-D Printers
- 299
- 3-D Movies
- 303
- Robocall Blockers
- 305
- Safety Devices
- 308
- Analysis of Selected Traditional Business Models
- Restaurant Analysis
- 313
- Analysis of Gyms
- 315
- Airline Analysis
- 316
- Selected Company-Specific Business Model Analysis
- Segway
- 321
- GoPro
- 323
- SodaStream
- 325
- Keurig Green Mountain
- 329
- Final Analytical Considerations
- Analogs and Antilogs
- 333
- Parting Thoughts on Making Business and Investment Decisions
- 336
- Conclusion
- Conclusion
- 343
- A Note About Sources
- 344
- In Appreciation to My Readers
- 345
- Acknowledgments
- 346