What is a Business Model?



It is one thing to have a terrific vision, but something else for it to be effected in a manner that creates value. A business model helps to systematically define the manner in which the organization creates value and for whom. It consists of four components: market segments, customer value, delivery and operation.


Business Model Market Segment Customer Group Customer Contact Position Position 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.


  1. Frei, F., & Morriss, A. (2012). Uncommon service – How to win by putting customers at the core of your business. Boston: Harvard Business Review Press.Google Scholar
  2. Geelhoed, J., Samhoud, S., & Hamurcu, N. (2014). Creating lasting value—How to lead, manage and market your stakeholder value. London: Kogan Page.Google Scholar
  3. Grönroos, C. (2000). Service management & marketing—A customer relationship management approach (2nd ed.). Chichester: John Wiley & Sons.Google Scholar
  4. Heskett, J. L., Sasser, W. E., Jr., & Schlesinger, L. (2003). The value profit chain—Treat employees like customers and customers like employees. New York: Free Press.Google Scholar
  5. Heskett, J. L., Sasser, W. E., Jr., & Wheeler, J. (2008). The ownership quotient—Putting the service profit chain to work for unbeatable competitive advantage. Boston, MA: Harvard Business Press.Google Scholar
  6. Kemperman, J. E. B., & van Engelen, J. M. L. (1999). Operationalizing the customer value concept. In L. Hildebrand, D. Annacker, & D. Klapper (Eds.), Marketing and Competition in the Information Age—Proceedings of the Annual Conference of the European Marketing Academy, 14 May 2011. Berlin: European Marketing Academy.Google Scholar
  7. Kemperman, J., Geelhoed, J., & op’t Hoog, J. (2013). Briljante businessmodellen—Een bijzondere benadering voor betere business. The Hague: Academic Service.Google Scholar
  8. Kemperman, J. E. B., Edelman, T., & van der Pool, H. (2000, May). Strategisch ketenmanagement. In Holland Management Review, no. 71.Google Scholar
  9. Kemperman, J. E. B., & Trampe, L. (2012). De Merkrolmethode—Over merkportfolio’s, kalkoenen en grindbakken. Schiedam: Scriptum.Google Scholar
  10. Osterwalder, A., & Pigneur, Y. (2010). Business model generation. Hoboken: John Wiley and Sons. (Dutch edition), Deventer: Kluwer.Google Scholar
  11. Porter, M. E. (1980). Competitive strategy. New York: Free Press.Google Scholar
  12. Porter, M. E. (1985). Competitive advantage. New York: Free Press.Google Scholar
  13. Reddy, A. C., Buskirk, B. D., & Kaicker, A. (1993). Tangibilizing the intangibles: Some strategies for services marketing. Journal of Service Marketing, 7(3), 13–17.CrossRefGoogle Scholar

Copyright information

© Springer International Publishing Switzerland 2017

Authors and Affiliations

  1. 1.Zilveren Kruis, AchmeaAmsterdamThe Netherlands
  2. 2.&samhoudUtrechtThe Netherlands
  3. 3.AchmeaTilburgThe Netherlands

Personalised recommendations