New types of value creation. We have heard that song before. In the mid 1990’s there was an overflow of literature documenting how new types of value creation spawned several new fields of interest such as e.g. intellectual capital, networks and e-business as important “new” drivers of value creation (cf. Zott et al. 2011) in the wake of the dot.com era. However, neither intellectual capital, networks nor e-business are by themselves new types of business models. Rather, they represent important sub-elements of business models. This book introduces you to the basic knowledge you need to understand what business models are and how they can be analysed and communicated. Furthermore, it provides a platform for understanding the more complex notions of working with network-based business models, innovating business models and globalising business models.

• Author Bio’s

1. An Introduction to Business Models
   1. Overview of the book
   2. Networking, innovating and globalizing
   3. Value configuration
   4. Driving out the business model
   5. Archetypes of business models: looking for patterns
   6. Sum-up questions for chapter 1
2. A Brief History of the Business Model Concept
   1. Sum-up questions for chapter 2
3. Moving Towards Maturity in Business Model Definitions
   1. Business model typologies
   2. Business model characteristics
   3. Towards business model building blocks
   4. Sum-up questions for chapter 3
4. Frameworks for Understanding and Describing Business Models
   1. Service-profit chain
   2. The strategic systems auditing framework
   3. Strategy maps
   4. Intellectual capital statements
   5. Chesbroughs open business model framework
   6. Business model canvas
   7. Sum-up questions for chapter 4
5. Communicating and Reporting on the Business Model
   1. The demand and supply of value-creation information
   2. The business model and business reporting
   3. Good advice on communicating business models
   4. Sum-up questions for chapter 5
6. The Investor Perspective on Business Models
   1. Information needs of investors and analysts
   2. Background on the market for information
   3. Gaining a competitive edge in the market for information
   4. Information trigger-points for investors
   5. Analysts as infomediaries
   6. Translated to the real world context this means...
   7. Sum-up questions for chapter 6
7. Analyzing Business Models
   1. The analytical guideline
   2. The process of evaluating business models
   3. Sum-up questions for chapter 7

• References
• Endnotes