A business model is a description of how a business entity plans to make money.
There are two classic methods of displaying this description:
- as a simple diagram that illustrates the key players and their product development [or acquisition], marketing, and financial relationships.
- as a business model “canvas,” that describes the nine basic building blocks of a business: key partners/key activities/key resources/value propositions/customer relationships/customer segments/channels/cost structure/revenue streams.
Alexander Osterwalder created this template in 2013, and it has become the standard. Learn more in the video above.
We provide both.
Beyond this, we provide two additional essential operational models.
Our Participation Model illustrates our essential approach to driving tennis participation, both in the New Tennis sector [Olympic Virtual Tennis] and in the conventional tennis sector.
Our System Node Model illustrates the monetisation of our core value proposition: Enabling the Essence of Tennis Everywhere. This subsidiary model describes the incentive that we can offer to the end user of Olympic Virtual Tennis, in terms of a widely known and wildly successful product: the Amazon Echo.
Bare Bones, Stripped Down Business Model For Tennis
It’s best to start with a picture.
More detail below.
Cloud Node Model
Needs a little explanation.
Read below first.
We now have the power to concentrate, focus, and enable the power of the infrastructure that you have built for whole new audiences. This is the power of the system node.
Amazon built a gigantic infrastructure of information – and music. Then they created a very clever innovation – a node on that system – called the Echo Dot. That node enabled anyone anywhere to painlessly access that infrastructure for as little as one dollar, plus the small monthly fees that, for instance, opened doors to the world’s music.
We can do the same with our “Dot”: Olympic Virtual Sport, and open doors to the world of tennis participation for everyone.
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