apocalypse-and-how-to-survive- BMW Group, 26 A it/506429/), 116 BMW ShareNow, 27 attracting participants, 170 BMW YourNow, 17, 25, 27, 44 Adler, Charles, 164 BMWi, 26 adopting mindsets, 212, 252 The BodyShop, 57, 76 algorithms, developing, 213 B Bolted On pattern, 99, 116 Alibaba Cloud, 147, 149, 151 Boost Emerging Economics pattern, Alibaba Group, 140, 141, 143–151, 166, 168, Baidu, 211 56, 63, 81 207, 260–261 Bain Capital, 73 Bowerman, Bill, 225, 226 Alimama, 146 Bakken, Earl, 28–31, 44 brand avatars, 262 AliPay, 146, 149 Baldwin, Jerry, 77 Breyers, 63 Alphabet, 165, 180, 183–191, 207, 210 Barclay’s Global Investors, 69 Brin, Sergey, 183, 184, 188, 191 AltaVista, 184 Barebottle, 4, 5 Bristol Siddeley, 34 AMap, 260 Bayerische Flugzeugwerke AG, 20 Brown, Ethan, 192, 193, 194 ambition, shifts and, 264 Bayerische Motoren Werke. see BMW Brownies and Downies, 57, 76 Amplify stage, in business model growth Beltman, Henk Jan, 77 Buddy Media, 104 curve, 259 Ben & Jerry’s, 60, 62 Bumble, 98, 118 Anderson, Ray C., 68, 234, 235 Benioff, Marc (https://www.salesforce. Burger, Richard, 37 Android Inc., 185, 187, 188, 189 com/blog/2019/09/changing-world- burn-out, 263 Ansari, Saad, 119 everyones-businesstrailblazer.html), 101, Business Model Canvas, 1–2 AOL, 184 102, 104, 106 Business Model Generation: A Handbook for App Store, 158, 159 Beyond Burgers, 193 Visionaries, Game Changers, and AppExchange, 103, 105, 109 Beyond Meat, 180, 192–195, 210, 262 Challengers (Osterwalder), xii, 6, 270 Apple, 17, 141, 156–159, 166, 169, 187, 211, Black Bear Company Elmhurst, 223 business models 240, 263 Black Bear Tires, 242 canvases, xii Apple Arcade, 158 BlackRock, 57, 68–71, 86 example portfolio, 260–261 Apple HealthKit, 159, 180 Blogger, 186 exponential, 179 Apple Pay, 158 Blue Ribbon Sports, 225, 226 COPYRIGHTED MATERIALgrowing portfolios of, viii–ix Apple TV, 158 Blumenthal, Neil, 110, 111 incremental, 178, 194, 198 assets, financing, 46 BMW (https://discover.bmw.co.uk/article/ linear, 220, 227, 236, 240 The Atlantic (https://www.theatlantic.com/ bmw-future-thought-series/designing- managing portfolios, 257–259 business/archive/2016/11/the-print- the-megalopolis), 16, 19–27, 44 BMW DriveNow, 17, 23 multi-stakeholder, 65–67

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physical, 112 Dollar Shave Club (https://jobs.jobvite TOMS Shoes, 72–75, 86 for products, 14 .com/dollarshaveclub), 37, 38–39, 45 Tony’s, 77, 82–83, 87 for services, 15 Duolingo, 119, 122–123, 129 Unilever, 59–67, 86 shareholder, 54, 61, 74 Elmhurst, 243, 246–247, 251 Warby Parker, 110–113, 128 shifts in, x–xi exponential shift, 192–211 WeChat, 161, 166–167, 169 single, viii Fairphone, 243, 248–249, 251 WE.org, 77, 80–81, 87 stakeholder, 55 Fortnite, 119, 120–121, 128 Castel, Deborah, 231 trends in, 262–263 GitHub, 201, 206–207, 211 Castiglioni, Camillo, 19 Business Models Inc., 270–271 Grab, 152–155, 168 celebrating progress, 253 buyers, connecting with sellers, 144–145 iFixit, 7 Chambers, John T., 94 Interface, 234–237, 250 change C Khan Academy, 201, 204–205, 211 growth of, vi–vii Kickstarter, 161, 164–165, 169 in habits, 64 C.A.F.E. (Coffee and Farmer Equity), 85 LinkedIn, 161, 162–163, 169 response to, vii Call of Duty, 120 Medtronic, 28–31, 44 channels, in business model canvas, xii Car2Go, 25 Netafim, 201, 208–209, 211 Chardack, William, 30 CareStore, 35 New York Times, 114–117, 129 The Chemical, Industrial & Pharmaceutical Carnegie Mellon University, 122 Nike, 225–233, 250 Laboratories. see Cipla case studies Patagonia, 243, 244–245, 251 Chen, Perry, 164 Alibaba Group, 143–151, 168 platform shift, 143–169 Chocolonely, Tony, 82–83 Alphabet, 183–191 Rent the Runway, 37, 42–43, 45 Choudary, Sangeet Paul (https://platformed. Apple, 156–159, 169 response to COVID-19, 4–5 info/platform-stack/), 136 Barebottle, 4–5 Rolls-Royce Aerospace, 32–35, 45 Christian Dior, 112 Beyond Meat, 192–195 Salesforce, 101–109, 129 Cipla, 56, 77, 78–79, 87 BlackRock, 68–71, 86 services shift, 19–45 circular economy, 64–65 BMW (https://discover.bmw.co.uk/article/ Signify, 238–241, 251 circular shift vision-next-100), 19–27, 44 SpaceX, 196–199 about, xi, 215, 217 Cipla, 77, 78–79, 87 stakeholder shift, 59–87 case studies, 225–251 circular shift, 225–251 Starbucks, 77, 84–85, 87 Elmhurst, 243, 246–247, 251 Connecterra, 119, 124–125, 128 Stellar Biotechnologies, 201, 202–203, 211 Fairphone, 243, 248–249, 251 digital shift, 101–129 Swapfiets (https://swapfiets.nl/en/), 37, high-level strategic choices, 252–253 Disney Parks, 119, 126–127, 129 40–41, 45 Interface, 234–237, 250

Business model Shifts conclusion 275

bindex.indd 275 10/21/2020 10:22:37 PM Nike, 225–233, 250 cost structure, in business model canvas, xii (van der Pijl, Lokitz and Solomon), 6, 256, Patagonia, 243, 244–245, 251 Costco, 56, 76 265, 270, 271 patterns, 222–223, 229, 231, 237, 241, 245, COVID-19, 1–7 Design stage, in business model growth 247, 249 creating curve, 258 Signify, 238–241, 251 communities of fans, 213 developing strategic questions for, 218 ecosystems to shift, 264–265 algorithms, 213 Use it, Not Own It pattern, 222, 231, 241 value, 88 circular skills, 253 Use it Again, Elsewhere pattern, 223, 229, value for customers, xi connectivity, 171 231, 237 your own shifts, 255 DiCaprio, Leonardo, 193 Use it Again pattern, 223, 229, 237, 245 customer-centricity, 74 Digital Connection pattern, 99, 127 Use it Longer pattern, 222, 231, 249 customers Digital First pattern, 98, 103, 104, 107, 113, Use it Much Longer pattern, 245 creating value for, xi 121, 123 Use it Together pattern, 222 focusing on, 252 Digital Proposition pattern, 98, 117, 125 Use its By-Product pattern, 223, 247 relationships, in business model digital shift circular skills, developing, 253 canvas, xii about, xi, 91, 93 “Circularity: Guiding the Future of Design,” segments, in business model canvas, xii analyzing customer engagement, 97 230, 233 serving, 55 Bolted On pattern, 99, 116 Cisco Systems, 94 case studies, 101–129 Civil Media, 262 D Connecterra, 119, 124–125, 128 ClassPass, 16, 36 Digital Connection pattern, 99, 127 Close the Loop, 223, 242 Daimler AG, 24, 25, 26, 44 Digital First pattern, 98, 103, 104, 107, 113, Code.org, 207 Daimler-Benz, 20 121, 123 Connecterra, 98, 119, 124–125, 128 Davis, Carolyn, 226 Digital Proposition pattern, 98, 117, 125 connectivity, developing, 171 de Bruijn, Dirk, 37 Disney Parks, 119, 126–127, 129 consumables, 16, 39 Dean, Jeff, 188 Duolingo, 119, 122–123, 129 Consumables pattern, 16, 39 DeepMind, 188 Fortnite, 119, 120–121, 128 consumption, conscious, 221 defining business goals, 130 high-level strategic choices, 130–131 continuous learning, 89 Deja, 184 New York Times, 114–117, 129 Cook, Tim (BrainyQuote.com, BrainyMedia Dell, 157 patterns, 98–99, 103, 104, 107, 113, 116, Inc, 2020. https://www.brainyquote. Democratic Republic of Congo, 248 117, 121, 123, 125, 127 com/quotes/tim_cook_453197, accessed Design a Better Business: New Tools, Skills, physical products, 96 September 15, 2020.), 157 and Mindset for Strategy and Innovation Salesforce, 101–109, 129

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strategic questions for, 95 ecosystems, creating for shifts, 264–265 Energy pattern, 180, 187, 189, 207 supply chain, 96 Ecosystems of Platforms pattern, 141, 149, Food pattern, 180, 187, 189, 195, 207 Warby Parker, 110–113, 128 155, 159, 167 GitHub, 201, 206–207, 211 digitizing value creation, 212 Edesa Biotech, 203 Health pattern, 180, 187, 189, 203, 207 Discover stage, in business model growth Efficient Product Trading pattern, 140, high-level strategic choices, 212–213 curve, 258 145, 147 Khan Academy, 201, 204–205, 211 Disney, Walt, 119 Einstein, 105 Learning pattern, 181, 185, 187, 189, 205, Disney Parks, 99, 119, 126–127, 129 Elasticsearch, 207 207 DistBelief, 188 Ellen MacArthur Foundation (EMF) (https:// Netafim, 201, 208–209, 211 Divest stage, in business model growth www.ellenmacarthurfoundation.org/ patterns, 180–181, 185, 187, 189, 195, 198, curve, 259 circular-economy/concept), 64, 219, 231 203, 205, 207, 209 Doctors without Borders, 79 Elmhurst, 243, 246–247, 251 Space pattern, 181, 199 Doerr, John and Ann, 205 emerging markets, 62–63 SpaceX, 196–199 Dollar Shave Club, 16, 37, 38–39, 45, 64 Energy pattern, 180, 187, 189, 207 Stellar Biotechnologies, 201, 202–203, Dominguez, Frank, 101, 102 engaging 211 Domino’s Pizza, 99, 118 with customers, 47 Water pattern, 181, 187, 189, 207, 209 DoubleClick, 186 everyone, 88 EyeMed, 112 Dove, 60 stakeholders, 55 Dreamforce, 104, 105 Entrepreneurs Fund, 149 F Dubin, Michael, 37, 38–39 envisioning the why, 170 Dunkin’, 195 EPIC Games, 119, 120, 121 Facebook, 211 Duolingo, 98, 119, 122–123, 129, 181 epicenter ideation, 5 facilitating interactions, 170 Duplex, 191 Erento, 222, 242 Fairphone, 222, 243, 248–249, 251 Dutch Margarine Unie, 60 ExactTarget, 104 FairWorks initiative, 236 DyeCoo, 242 Excite.com, 184, 191 Falcon 1 rocket, 197 Dynamic Crop Models, 208 exponential business model, 179 fans, building community of, 213 exponential mindsets, adopting, 212 Fendi, 112 E exponential shift financing assets, 46 about, xi, 173, 175 Fink, Laurence D., 68 Eagle Creek, 244 Alphabet, 183–191 FitBit, 187, 191 East, Warren, 32–35 Beyond Meat, 192–195 Fiverr, 141, 160 eBay, 197, 261 case studies, 192–211 Fleiss, Jennifer, 37, 42–43

Business model Shifts conclusion 277

bindex.indd 277 10/21/2020 4:54:19 PM focusing Golub, Ben, 68 Harvard Business School (https:// on big problems, 212 Google, 115, 146, 166, 183–191, 211 hbr.org/2019/10/the-kind-of- on customers, 252 Google Books, 184 creativethinking-that-fueled-wechats- on the job to be done, 46 Google Brain, 188 success), 11, 153, 166 Food pattern, 180, 187, 189, 195, 207 Google Display Network, 185, 186 Hasan, Aziz, 161 Forbes (magazine), 104, 106, 189 Google Drive, 187 Hastings, Reed, 205 Force to Do Good pattern, 57, 65, 71, Google Earth, 185, 186 HBO, 115 83, 85 Google Fiber, 186 HDT Holdings, 153 Force.com, 104, 105 Google for Entrepreneurs, 187 Health pattern, 180, 187, 189, 203, 207 Fortnite, 98, 119, 120–121, 128 Google Maps, 185, 186, 188 Hellmann, 63 Fortnite World Cup, 121 Google Scholar, 184 Hello Fresh, 16, 36 Frater, Ryan, 68 Google Ventures (GV), 186, 188 Hermundslie, Palmer, 29 Freeman, Doug, 243 GoogleX, 188, 189 Hilnet, 56, 76 FreeNow, 24 Grab, 140, 141, 152–155, 168 Hoffman, Reid, 162 FundersClub, 141, 160 GrabFinance, 154 Hoke, John, 230 funding, shifts and, 265 GrabPay, 154 Hong Kong Stock Exchange, 146 Greatbatch, Wilson, 30 Horowitz, Andreesen, 207 G green pressure, 262 HTC, 186 Greenpeace, 60 Huateng, Ma, 161 Gabor, Dennis, 263 Grow stage, in business model growth human, staying, 131 Gates, Bill, 193 curve, 258 Hunt, Andrew, 110 Gates Foundation, 205 Gucci, 112 HydroRelease, 246 General Electric, 34 Guinness World Records, 120 Hyman, Jenny, 37, 42–43 Gilboa, David, 110 GitHub, 181, 201, 206–207, 211 H I Global Conference on Women and Entrepreneurship, 149 habits, changing, 64 IBM, 207 Gmail, 188 Hacker, Severin, 122 iFixit, 7, 248 goals Hamied, Khwaja Abdul (https://www.cipla Iger, Bob (https://www.wsj.com/articles/ defining, 130 .com/careers/culture-and-values), 77, disneys-iger-on-the-future-of-leisure- specificity of, 252 78–79 technology-built-on-storytelling- Godot, 207 Harris, Parker, 101, 102 1404763327), 126

278

bindex.indd 278 10/21/2020 10:22:55 PM Index A-Z

impact, measuring, 89 key partners, in business model canvas, xii Lever Brothers, 60 Impossible Foods, 187 key resources, in business model Levin, Mark, 37, 38–39 incremental business model, 178, 194, 198 canvas, xii Levinson, Arthur D., 188 Information Goods & Services pattern, 17 Khan, Salman, 201, 204 Levitt, Theodore, 11 Intel, 207 Khan Academy, 181, 201, 204–205, 211 Lightning, 105 interactions Khan Lab School, 204 Lillehei, Walton, 29 facilitating, 170 Khokhar, Yassir (https://www.connecterra.io/ linear business model, 220, 227, 236, 240 monetizing, 171 about/), 119, 124 Ling, Tan Hooi, 152 Interface, 223, 234–237, 250 Kickstarter, 140, 161, 164–165, 169 LinkedIn, 141, 161, 162–163, 169 International Space Station (ISS), 197, 198 Kielburger, Craig, 77, 80–81 Lipton, 61 investing in others, 88 Kielburger, Marc, 77, 80–81 Liu, Lizhi, 148 Irving, Kyrie, 195 Kiva, 200 Local Motors, 180, 200 iTunes, 157, 158 KKR, 64 Lokitz, Justin, 271 KLM, 36 Design a Better Business: New Tools, Skills, J Knight, Phil, 225, 226 and Mindset for Strategy and Innovation, Koo, Wesley Wu-Yi (https://www.ft.com/ 6, 256, 265, 270, 271 JLABS, 76 content/03681055-1b11-3a06-8c42- Long-Term Stock Exchange, 52 Jobs, Steve, 156, 157 0714266edfd3), 148 LoveHomeSwap, 17, 36 Johnson, Kevin, 77 Kraft-heinz, 65 Luepkes, Dan, 208 Johnson & Johnson, 76 Luxottica, 111, 112 Jones, George, 114 L Lyft, 24 Joomla, 207 Jordan, Michael, 226 Lam, Derek, 42 M Joyal, Roxanne, 81 Le Tote, 17, 36 Juhuasan, 146 learning continuously, 89 Ma, Jack, 143, 144, 146, 151 JustPark, 141, 160 Learning pattern, 181, 185, 187, 189, 205, 207 Maezawa, Yusaku, 199 Lely, 124 Maiden, Ran, 201 K Lemonade, 57, 76 Malik, Om, 164 LendingClub, 141, 160 Managed Services pattern, 17 Kapito, Rob, 68 LensCrafters, 112 managing business model portfolios, 257–259 Karr, Jean-Baptiste Alphonse, vi Lever, James Darcy, 59–67 margins, selling at good, 54 key activities, in business model canvas, xii Lever, William Hesketh, 59–67 Marine Stewardship Council, 60

Business model Shifts conclusion 279

bindex.indd 279 10/21/2020 4:54:19 PM markets, emerging, 62–63 multi-stakeholder business model, 65–67 Marktplaats, 40 Mural, 4 O Mars, 83 Musk, Elon, 196, 197, 199, 210 Oakes, Frank (https://seekingalpha.com/ Mars Oasis project, 197 My Teksi, 153 instablog/1256651-life-sciences- Masih, Iqbal, 80 MYbank, 148 report/4870987-stellarbiotechnologies- maximizing profits, 54 Mycoskie, Blake, 72 cures-for-cancer-alzheimersdisease- McDonalds, 195 lupus-and-underscore-critical), 201, 202 measuring impact, 89 N Oakley, 112 Medium, 187 Obers, Martijn, 37 Medtronic, 17, 28–31, 44 NASA, 197, 198 Oliver Peoples, 112 Medtronic Integrated Health Solutions (IHS), National Basketball Association (NBA), 226, On-Demand Offline Services pattern, 30–31, 44 230 140, 154 Merriam Webster Collegiate Dictionary, 185 National Football League (NFL), 226, 230 One for One pattern, 57, 75 Merrill Lynch Investment Management, 69 Nest, 187, 188 Online Products and Services pattern, 141, metamorphic design, 263 Nestlé, 83 158, 163 metrics Netafim, 180, 181, 201, 208–209, 211 Open edX, 207 shifts and, 265 NetBeat, 208 OpenTable, 99, 118 tracking, 171 Netflix, 82, 115 Operationalize stage, in business model Metromile, 16, 36 New York Times, 17, 98, 114–117, 129, growth curve, 259 Microsoft, 163, 187, 201, 207, 211 164, 255 Oracle, 102, 187 Microsoft Teams, 4 newspapers, physical vs. digital, 114–117 Oshrak, Omar, 31 mindsets Nexus, 186 Osterwalder, Alexander adopting new, 212, 252 Nike, 225–233, 250, 262 Business Model Generation: A Handbook shifts and, 265 Nike Adventure Club, 222, 223, for Visionaries, Game Changers, and Minecraft, 120 230–233 Challengers, xii, 6, 270 Mission Zero, 235 Nike Grind, 223, 228–233 Oxford English Dictionary, 185 Mitchell, Cheryl, 246 Nike Trash Talk, 229 Moellenhoff, Dave, 101, 102 Nittie, Alejo, 72 monetizing interactions, 171 Nordstrom, 42 P Motorola, 186 normal, new normal vs., 1–7 PaaS (platform-as-a-service), 104 MSN.com, 184 The North Face, 244 Page, Larry, 183, 184, 188, 191 MuleSoft, 109 Novick, Barbara G., 68

280

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PageRank algorithm, 184 platform shift PlayerUnknown’s Battlegrounds (PUBG), 120 Palliative Care & Training Centre, 79 about, xi, 133, 135 point of sale, 113 participants, attracting, 170 Alibaba, 168 Polman, Paul (https://www.ypo.org/2019/04/ partners, finding unusual, 213 Alibaba Group, 143–151 social-impact-capitalism-and-life-after- Patagonia, Inc., 222, 223, 243, 244–245, 251, Apple, 156–159, 169 unilever-a-conversation-with-paul- 262 case studies, 143–169 polman/), 60, 61, 62, 64, 66, 67 PatientsLikeMe, 141, 160 Ecosystems of Platforms pattern, 141, 149, Popp, Franz Josef, 19 patterns 155, 159, 167 Popular Electronics (magazine), 29 circular shift, 222–223, 229, 231, 237, 241, Efficient Product Trading pattern, 140, Porsche, 98, 118 245, 247, 249 145, 147 Port Sunlight, 60 digital shift, 98–99, 103, 104, 107, 113, 116, exchanging value, 139 portfolios, of business models, viii–ix 117, 121, 123, 125, 127 facilitating connection and Prada, 111 exponential shift, 180–181, 185, 187, 189, interaction, 139 Pratt & Whitney, 34 195, 198, 203, 205, 207, 209 Grab, 152–155, 168 President’s Council of Economic platform shift, 140–141, 145, 147, 149, 151, high-level strategic choices, 170–171 Advisers, 205 154, 158, 159, 163, 165, 167 Kickstarter, 161, 164–165, 169 process, shifts and, 265 services shift, 16–17, 39, 41, 43 LinkedIn, 161, 162–163, 169 Product Plus Services pattern, 16 stakeholder shift, 56–57, 63, 65, 71, 75, 79, On-Demand Offline Services pattern, products 81, 83, 85 140, 154 business models for, 14 PayPal, 197 Online Products and Services pattern, shift to services from, xiii Pearle Vision, 112 141, 158, 163 profits, maximizing, 54 Pebble, 165 patterns, 140–141, 145, 147, 149, 151, 154, progress, celebrating, 253 Periodic Table of Business Model 158, 159, 163, 165, 167 Project Maven, 189 Elements, ix, 2 pushing out products, 138 providers, partnering with, 47 Perkins, Kleiner, 193 Serviced by Your Peers pattern, 141 Pukka Herbs, 64 Persol, 112 Sharing the Passion pattern, 140, 165 personal, making it, 131 strategic questions for, 137 Q PG Tips, 61 streamlining marketing and Philips Research, 239, 240 production, 138 Qualcomm, 186 physical business model, 112 WeChat, 161, 166–167, 169 Quandt, Herbert, 20 Pichai, Sundar, 183, 188, 189, 191 platform-as-a-service (PaaS), 104 Quirky, 200

Business model Shifts conclusion 281

bindex.indd 281 10/21/2020 4:54:19 PM Rover, 21 engagement with customers, 15 R Royce, H., 32 examples if, 16–17 high level strategic choices, 46–47 Radian6, 104 Information Goods and Services Raider, Jeffrey, 110, 113 S pattern, 17 Rapp, Karl, 19 Managed Services pattern, 17 Rau, Thomas, 239 Safeway, 193 Medtronic, 28–31, 44 Ray Ban, 112 Safilo, 112 patterns, 16–17, 39, 41, 43 Raymond, Henry Jarvis, 114 Salesforce, 98, 101–109, 129, 163 Product Plus Services pattern, 16 Reddit, 181, 200 Salesforce Trailblazer, 107 push strategy, 14 renewing service contracts, 47 Salesforce Trailhead, 105 Rent the Runway, 37, 42–43, 45 Rent the Runway (https://www. Salesforce Ventures, 104 Rental or Lease pattern, 17, 41, 43 renttherunway.com/about-us/ Samsung, 186 Rolls-Royce Aerospace, 32–35, 45 community), 17, 37, 42–43, 45 SAP, 102 satisfying needs, 13 Rental or Lease pattern, 17, 41, 43 Schicht, Georg, 59–67 Services Subscription pattern, 16 resources, shifts and, 265 Schlosstein, Ralph, 68 shift from products to, xiii Reuse-A-Shoe program, 228 Schmidt, Eric, 184 strategic questions to ask, 13 revenue streams, in business model Schwartz, Henry, 243, 246, 247 Swapfiets, 37, 40–41, 45 canvas, xii Science, Inc., 38 transactional relationship with RideCell, 26 Scully, John, 157 customers, 14 Ridgeway, Rick, 244 Sears Optical, 112 value proposition, 15 Ring, 118 sellers, connecting with buyers, 144–145 Services Subscription pattern, 16 Rolling Stones, 226 selling, at good margins, 54 serving customers, 55 Rolls, C., 32 Serve the Ones in Real Need pattern, 56, 79 Shapeways, 180, 200 Rolls-Royce Aerospace (https://www.rolls- service contracts, renewing, 47 shareholder business model, 54, 61, 74 royce.com/products-and-services/civil- Serviced by Your Peers pattern, 141 Sharing the Passion pattern, 140, 165 aerospace/future-products.aspx), 17, services mindsets, adopting, 46 shifts. see also specific types 32–35, 45 services shift about, 254–255 Rolodex, 102 about, xi, 9, 11 creating ecosystems for, 264–265 Rondolat, Eric, 238 BMW, 19–27, 44 creating our own, 255 Rosetta Stone, 122 business models for, 15 value and, 256 Rotten (documentary), 82 Consumables pattern, 16, 39 Dollar Shave Club, 37, 38–39, 45 shopping, as a lifestyle, 147

282

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short-termism, 53, 66 high-level strategic choices, 88–89 Siebel, 102 One for One pattern, 57, 75 T Siegl, Zev, 77 patterns, 56–57, 63, 65, 71, 75, 79, Tableau, 109 Signify, 222, 238–241, 251 81, 83, 85 “Take Back the Climate” initiative, 237 skills, shifts and, 265 Serve the Ones in Real Need pattern, 56, 79 Tan, Anthony, 152, 153 Slack, 187 short-termism, 53 TaoBao, 140, 146, 147, 148, 260, 261 Slim, Fundación Carlos, 205 Starbucks, 77, 84–85, 87 Target Optical, 112 SmartWool, 244 strategic questions for, 53 teams, shifts and, 264–265 SnappCar, 222, 242 TOMS Shoes, 72–75, 86 technology, options for, 130 Softbank, 144 Tony’s (https://tonyschocolonely.com/us/ Tencent, 120, 166 Solomon, Lisa Kay en/our-mission), 77, 82–83, 87 TensorFlow, 188–189, 191 Design a Better Business: New Tools, Skills, Unilever, 59–67, 86 Tesla, 24 and Mindset for Strategy and Innovation, WE.org, 77, 80–81, 87 testing, size of, 130 6, 256, 265, 270, 271 stakeholders, engaging, 55 Texas Instruments, 186 Sony, vii Stanford University, 184 thinking beyond the box, 131 SPACE Launch System, 198 Starbucks (https://globalassets.starbucks. Thompson, Mark (https://www.cnbc.com/ Space pattern, 181, 187, 189, 199, 207 com/assets/b48b38aed56e4fdd8dcdbbf 2018/02/12/print-journalism-may-last- SpaceX, 181, 196–199, 210 ad23e3242.pdf), 57, 77, 84–85, 87 another-10-years-new-york-times-ceo. specificity, of goals, 252 Starlink, 199 html), 115 Spotify, 115 Stellar Biotechnologies, 180, 201, Tin Shed Ventures, 245 Sprint, 186 202–203, 211 TMall, 140, 146, 147, 149, 151, 260, 261 stakeholder business model, 55 stories, telling, 89 T-Mobile, 186 stakeholder shift Streetbank, 222, 242 TOMS Bag Collection, 73 about, xi, 4–5, 49, 51 Strickler, Yancey, 164 TOMS Eyeware, 73 BlackRock, 68–71, 86 Subway, 195 TOMS Roasting Co., 73 Boost Emerging Economics pattern, 56, 63, Sunglass Hut, 112 TOMS Shoes, 57, 72–75, 86 81 Sustain stage, in business model growth Tony Chocolonely, 57, 77, 87 case studies, 59–87 curve, 259 Tony’s Chocolate Circus, 83 Cipla, 77, 78–79, 87 Sustainable South Bronx, 56, 76 tracking metrics, 171 Force to Do Good pattern, 57, 65, 71, Swapfiets, 17, 37, 40–41, 45 trends, 262–263 83, 85 Sweeney, Tim, 120 Turo, 141, 160

Business model Shifts conclusion 283

bindex.indd 283 10/21/2020 4:54:19 PM 23andMe, 187 values Waze, 200 Twitch, 121, 141, 160 creating, 88 WeChat, 141, 161, 166–167, 169 Tyson Foods, 193 creating for customers, xi Weiner, Jeff, 161 digitizing creation of, 212 WE.org, 57, 77, 80–81, 87, 181 U shifts and, 256 WePay, 166, 167 van Abel, Bas, 243, 248 WeWork, 42 Uber, 24, 153, 168 van den Berg, Samuel, 59–67 Whole Food Markets, 193 Uitentius, Steven, 37 van der Keuken, Teun, 77, Wijnen, Roland, 270 Under Armour, 98, 118 82–83 WordPress, 200, 207 Unilever, 39, 56, 59–67, 86 van der Pijl, Patrick, 270 working together, 253 Union, 41 Design a Better Business: New Tools, World Wide Fund (WWF), 60 United Nations, 63 Skills, and Mindset for Strategy Wozniak, Steve, 156 United Way, 106 and Innovation, 6, 256, 265, Wu, Jason, 42 Universal Studios, vii, viii 270, 271 University of Maryland, 193 van Hooydonk, Adrian, 24 X University of Minnesota Medical School, 29 Van Lieshour, Maarten, 271 Venmo, 98, 118 University of Missouri, 193 Xerox, 223, 242 Verkade, 83 Unreal Engine, 120 Xianyu, 260 Use it, Not Own It pattern, 222, 231, 241 VF Corp., 244 Use it Again, Elsewhere pattern, 223, 229, Vinted, 140, 160 231, 237 VisionSpring, 111 Y Use it Again pattern, 223, 229, 237, 245 Von Ahn, Luis, 119, 122 Use it Longer pattern, 222, 231, 249 Yahoo!, 146, 184 Use it Much Longer pattern, 245 W Yahoo Doodle, 204 Use it Together pattern, 222 YouTube, 38, 39, 121, 185, 186, 188 YPO, 66 Use its By-Product pattern, 223, 247 Wagner, Susan, 68 uShip, 140, 160 Walt Disney Company, 126 Warby Parker, 57, 98, 110–113, 128 Z V Warp It, 222, 242 Washington Post, 82 Zhang, Daniel, 143 value proposition, in business model Water pattern, 181, 187, 189, 207, 209 Zilok, 17, 36 canvas, xii Waymo, 189 Zoom, 4

284

bindex.indd 284 10/21/2020 4:54:19 PM bindex.indd 285 10/21/2020 4:54:19 PM bindex.indd 286 10/21/2020 4:54:19 PM bindex.indd 287 10/21/2020 4:54:19 PM bindex.indd 288 10/21/2020 4:54:19 PM bindex.indd 289 10/21/2020 4:54:20 PM bindex.indd 290 10/21/2020 4:54:20 PM