Modelos de negócio

“Although choosing a business model is one of the most important decisions any businessperson makes, executives don’t always reflect much on what a business model actually is or does.
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A business model specifies how the firm creates value (and for whom), and how it captures value (and from whom).
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A business model, as defined above, describes how a business is supposed to function in theory. Although businesses will differ from one another in their particulars (name, location, number of employees, financials, and so on), a model allows us to look beyond the particulars to identify conceptual similarities and differences between businesses, whether or not they happen to operate in the same industry. Likewise, a model allows us to chart how business concepts evolve over time.
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As I’ve indicated, the creation of new business models tended to happen slowly prior to the internet. In the supermarket industry, it took half a century or longer for slotting fees and club membership fees to make their debut as a means of capturing value. Even after they appeared, it took decades for other companies within the industry to embrace them.
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This slow pace of change made life comparatively easy for executives. No matter what market or sector you were entering, the choice of a business model was pretty simple. By default, you were handed a standard model or method for creating value and making money. At best, a second option of business model was available to you as well. In media, for instance, a single model for making money dominated for much of the twentieth century. Companies created value for customers by offering free content such as broadcast television shows, news articles, or radio songs to consumer audiences. They captured value by selling viewers’ attention to advertisers, in what was termed an “ad-supported” model. Over time, premium cable television channels such as HBO and satellite radio SiriusXM embraced a different model for making money. They created value for customers in the same way—by providing content. But they captured value by charging for subscriptions, what was called a “paid media” model. For decades, these two models were basically it. If you wanted to compete, you chose one of the two and gave it your best shot. Switching was rare.
This situation changed dramatically with the advent of the commercial internet in the mid-1990s.
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The appearance of business model innovation in and across industries happens so suddenly that executives and entrepreneurs often struggle to understand it. Disruptors tend to use a surfing metaphor, perceiving promising business models as powerful ocean waves. Seeking to catch and ride these waves, they anticipate them by directing their gazes in a direction where waves will likely appear. When they sense that a wave is imminent, they position themselves by paddling directly in front of the wave. Of course, spotting the right wave to ride requires focus and some luck, and staying atop of the wave once it appears requires learning and patience. For incumbents, the spread of business model innovations feels far less fun, and far more threatening. Incumbents tend to think of them, consciously or not, as wildfires that pop up unpredictably, propagate quickly, and wreak devastation in their paths. Their instinctive response is to suppress the wildfire by attacking or buying the startup. If a business model innovation flares up in your industry, turn on the siren, quick!
Which of these metaphors is most accurate?"

Trechos retirados de “Unlocking the Customer Value Chain” de Thales S. Teixeira.