IBM Business Model
The company is one of the leaders in the US IT industry, producing application solutions and technical equipment.
IBM Business Model
Source: shutterstock.com
Target audience segments:
500 largest US companies;
providers of health care and financial services;
educational and research organizations.
Value proposition:
offering unique digital products for large email lists uk manufacturers and the state;
Ensuring high-quality treatment of patients in healthcare institutions through the use of modern technologies.
Distribution channels:
official website, webinars and offline events;
social media.
Interaction with the client:
IBM community and 24/7 user support;
chats with the operator and Watson bot;
e-mail.
Income Streams:
cloud solutions;
business services, business process setup;
IT consulting and financing.
Key partners:
Caco (ocean technology developer);
Klynveld Peat Marwick Goerdeler (business audit);
Twitter;
Apple;
Tencent (Chinese investment company);
Adobe;
Amazon;
Microsoft;
Oracle (software developer).
Key actions:
software solutions, cloud services;
hardware design and development;
application management and IT consulting;
logistics;
research.
Key resources:
employees;
hybrid cloud data structure;
brand reputation;
strong financial position;
intellectual property (patents).
Cost structure:
research and development;
marketing;
intellectual property;
salaries and benefits for employees;
rent, utilities, consumables, etc.
This model allows us to characterize IBM as a large-scale organization focused on cooperation with other market leaders. It independently deals with analytics and product development.
To maintain communication with clients, standard mechanisms are used - a bot and operators, email distribution and a large community that assists IBM in the process of onboarding new users.
The Best Buy Business Model
Osterwalder's business model is also used by The Best Buy, the largest chain of electronics stores in the United States.
Target audience segments:
tech enthusiasts;
homeowners and home improvement professionals.
Value proposition:
Enthusiasts can purchase a variety of technical devices;
Homeowners and repairmen are offered a “Smart Home” system, which includes many mechanisms for automating and protecting the home.
Distribution channels:
online store;
mobile application;
offline store.
Interaction with the client:
engagement and communication in social networks;
warranty service.
Income Streams:
sale of products;
maintenance of equipment;
additional warranties and protection plans.
Key partners:
suppliers and manufacturers;
distributors;
technology partners.
Key actions:
search and purchase of products;
sale;
customer service.
Key resources:
physical storage;
e-commerce platform.
Cost structure:
operating expenses (rent, salaries, housing and communal services, etc.);
logistics;
marketing and advertising.
The Best Buy Business Model
Source: shutterstock.com
IBM's target audience is businesses, while Best Buy's is consumers, which simplifies the model.
Unlike IBM, The Best Buy puts products first. They are not interested in expanding their market, but in meeting their customers’ needs. Their list of partners is constantly changing – they are open to any business, regardless of its size.
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OpenAI Business Model
A good example of Osterwalder's model is OpenAI, a company focused on artificial intelligence.
OpenAI sees technology organizations, universities and research centers, government agencies and non-profits as its key partners.
The company is actively engaged in research and development of new technologies, models and application solutions. Therefore, for it, the main factor of successful development is unique products and a professional team.
To solve the clients' problems, the company develops artificial intelligence, implements the latest technologies. The basis for building partnerships is direct user support and calls for careful handling of technological means. The main marketing tools are publications on the website and informational e-mails.
OpenAI's products are primarily targeted at consumers such as researchers and enterprises. The largest costs are associated with product development, administration, and labor.
The company's sources of income include the sale of licenses, distribution of products by subscription, and investments.