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New Business Models of the Future

New Business Models of the Future

Around 􂀀% of the business models in 2020 will be driven by the cloud, pushing the global cloud computing market to $􂀀 billion in 2020.

The most critical factor for the success of a business model will be scalability. Scalability beyond traditional product offering and competing beyond a company’s traditional industry will be important as more companies will begin to converge products and services. Companies like Google, Amazon, and Facebook will continue to compete outside their domain, pushing other companies to break their dominant industry model.

In the B2B business models, the service-based models tend to be more agile than the product-based ones. Service and fee-based models appear will continue to gain more traction compared to the previous decade. Product as a service, platform as a service, and data as a service are few business models that have proven future revenue streams beyond sale of the “hard asset.”

B2B licensing models are losing their sheen to new fee-based models such as subscription, leasing, and other fee-based models.

Innovation in new business models have the ability to open markets to companies 􂀀 times bigger than its original market (e.g., Apple).

About this report

Between 2012 and 2014, over 70 global companies that were valued at more than $1 billion were start-ups with unique and transformative new business models. During the same period, most business model innovators have managed to produce consistently profitable returns with a high average revenue gain. The keys to these success stories have been connectivity and convergence, as about half of the start-ups were launched on mobile platforms. The study will explore such innovations and the best practices that drove this success. For the benefit of readers, the study will analyze models from a B2C, B2B, and G2G angle.


  • Executive Summary
    • Key Findings
  • Research Scope, Objective, and Methodology
    • Objective of the Study
    • Research Scope
  • Introduction to New Business Models
    • Definition of a Business Model
    • New Business Models 3-D Matrix
    • Key Variables of a Business Model
    • Business Models
    • Comparative Analysis of B2B and B2C Business Models
  • Best-of-Breed Analysis
    • Best-of-Breed-Business Model Innovation Levers
    • Best-of-Breed-Basket of Business Models
    • Best-of-Breed Analysis-Top Strategic Findings
    • Connectivity as a Key Enabler
    • Connectivity as a Key Enabler-Nexus of Cloud, Data, Mobility, IOT
    • Connectivity as a Key Enabler-Customised and Flexible Solutions
    • Connectivity as a Key Enabler-Main Driver for New Start-ups
    • Connectivity as a Key Enabler-Growth in Business Innovation
    • Product as a Service
    • Unbundling of Value Chains
    • Unbundling of Value Chains-Finance Sector
    • Unbundling of Value Chains-Healthcare Business
    • Unbundling of Value Chain-Automotive
    • Open Innovation and Collaboration
    • Software-oriented for Future Scalability
    • New Business Models Explore New Revenue Streams
    • Traditional vs. New Revenue Models
  • B2B Models-Taxonomy and Case Studies
    • Taxonomy of B2B Models
    • B2B Model-Key Categories
  • B2B-Service-based Models
    • Service-based Model-Product as a Service Case Study
    • Service-based Model-Data as a Service Case Study
    • Service-based Model-Sharing as a Service Case Study: AlphaCity
    • Service-based Model-Platform as a Service Case Study
    • Service-based Models-Platform as a Service Case Study: QIVICON
    • Service-based Model-Contract Manufacturing Model: Working Model
    • Service-based Model-Contract Manufacturing Model Case Study: Rapid Processing Solutions Inc.
  • B2B-Fee-based Models
    • B2B Fee-based Model-Subscription Model: Financial Times
    • Fee-based Model-Leasing Model: BMW i3 Lease Plan
    • Fee-based Model-Examples of B2B Licensing Model
    • B2B eRental Model-Case Study: Storefront
    • B2B Transaction Fee-based Model-Google AdSense: Pay per Click Model
    • B2B Pricing Models-Types of Pricing Strategies
  • B2B-eCommerce Models
    • Types of B2B eCommerce Business Models
    • Comparing the B2B eCommerce Business Models
    • Single Firm Independent Model
    • Single Firm Independent Model Examples
    • Single Firm Independent Model-Case Study: IBM eCatalogues
    • Single Firm Independent Model-Case Study: Siemens Click2Procure
    • Private Consortium-Case Study: Walmart Retail Link
    • Industry Consortium-Buyer Driven (Exostar)
    • Industry Consortium-Supplier Driven (Global Healthcare Exchange)
    • Public Marketplaces-Industry Specific Case Study: eBay
    • Public Marketplaces-Cross-industry Case Study: Alibaba
  • B2B-Models by Value Proposition
    • B2B Models by Value Proposition
    • Connected Ecosystem Model
    • Connected Ecosystem Model-Qixxit by Deutsche Bahn Launches Mobility Integration Services
    • Connected Ecosystem Model-Moovel by Daimler
    • Platform-based Partnership-Digital Life Platform by AT&T
    • Platform-based Product Innovation
    • Single-product Model-Examples of Successful Companies
  • B2C Business Models-Taxonomy and Case Studies
    • B2C Business Models Taxonomy
    • B2C Business Models Innovation Roadmap
  • B2C-Customer Centric Business Models
    • B2C Customer Centric Business Models
    • Mass Customization Business Model
    • Mass Customization-Digital to Physical: Coca-Cola Freestyle
    • Localization-Community-based Direct Sales
    • Localization-Home-based Services
    • Market Creation-Customer Base Extension: Google Driverless Car
    • Market Creation-New Channel Extension: Tesla Retail
    • Market Creation-New Channel Extension Key Takeaways: Tesla Retail
    • Customer-centric Business Models-Drivers and Implications
  • B2C-Value For Many Business Models
    • Democratization-Low Cost Product: Godrej Low Cost Refrigerator
    • Democratization-Digitization of Product: Alivecor
    • Democratization-Affordable Technology: Xiaomi
    • Crowdsourcing-Co-creation: Quirky
    • Crowdsourcing-Crowd Funding Business Models
    • Social Enterprise-Benefit Corp: Donors Choose
    • Social Enterprise-Sponsorship and Data Sales: SaveUp
    • Value for Many Business Models-Drivers and Implications
  • B2C-Value For Money Business Models
    • Disaggregation-Core Services: Mobile App Unbundling
    • End-to-End-Value Chain Consolidation: Coinbase
    • Servicization-Pay-As-You-Go: Car2Go
    • Servicization-Subscription: Surf Air
    • Value for Money Business Models-Drivers and Implications
  • B2C-Digitally Led Business Models
    • Digital Commerce-eCommerce: Tesco
    • Digital Commerce-mCommerce: M-Pesa
    • Digital Processes-Customer Management and Operations
    • Digital Products-Physical to Digital
    • Digital Products-Physical and Digital: LIFX Lightbulbs
    • Digitally Led Business Models-Drivers and Implications
  • C2C Business Models-Taxonomy and Case Studies
    • C2C Business Models
    • C2C Product-Broker Commission: Uber
    • C2C Product-Broker Commission: Uber Operating Model
    • C2C Product-Broker Commission: Uber's Revolutionary Software
    • C2C Product-Broker Commission: Uber's Dynamic Pricing Model
    • C2C Product-Broker Commission: Uber's Success Factors
    • C2C Product-Broker Commission: Uber's Growth
    • C2C Product-Broker Commission: Airbnb Business Model
    • C2C Product-Broker Commission: Airbnb Operating Model
    • C2C Product-Broker Commission: Airbnb's Innovating Platform
    • C2C Product-Broker Commission: Airbnb's Growth
    • C2C Service-Broker Commission: TaskRabbit
    • C2C Product-Service Charge: FlightCar
    • C2C Service-Service Charge: Instacart
    • C2C Business Model-Drivers and Implications
  • Government Business Models-Taxonomy and Case Studies
    • Government Business Models
    • G2C-From eGovernance to mGovernance
    • eGovernance in India-Examples of Emerging G2G, G2C, and G2B Services in India
    • G2B-Government Business Models
    • G2G Model-City Energy Project Case Study: Joint Partnership Model Between 10 Cities in United States
  • Conclusions
    • Value at Stake in Innovation
    • Strategic Recommendations

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