商業模式圖
參考資料

1 2  Osterwalder, Alexander; Pigneur, Yves; Clark, Tim. . Strategyzer series. Hoboken, NJ: John Wiley & Sons. 2010. ISBN 9780470876411. OCLC 648031756.  With contributions from 470 practitioners from 45 countries.
↑  Barquet, Ana Paula B., et al. "Business model elements for product-service system". Functional Thinking for Value Creation. Springer Berlin Heidelberg, 2011. 332–337: They stated that "The Canvas business model was applied and tested in many organizations (eg IBM and Ericsson), being successfully used to easily describe and manipulate business models to create new strategic alternatives."
↑  De Reuver, Mark, Harry Bouwman, and Timber Haaker. "Business model roadmapping: A practical approach to come from an existing to a desired business model". International Journal of Innovation Management 17.01 (2013): They described the business model canvas as the "Most prominent... popular tool that makes it simple for practitioners to design business models in a creative session."
↑  Osterwalder, Alexander. . business-model-design.blogspot.com. 2005-11-05  [2019-06-19]. （原始内容存档于2006-12-13）. ... we could define a business model as a simplified description of how a company does business without having to go into the complex details of all its strategy, processes, units, rules, hierarchies, workflows, and systems. However, now that we know that the business model is a simplified representation of how we do business, we still have to decide which elements to describe. A synthesis of literature shows that there are mainly 9 building blocks to help us describe a business model ...
↑  Osterwalder, Alexander.  (PDF) (学位论文). Lausanne: University of Lausanne. 2004  [2022-10-26]. OCLC 717647749. （原始内容 (PDF)存档于2011-05-11）.  See also: Osterwalder, Alexander; Pigneur, Yves; Tucci, Christopher L. . Communications of the Association for Information Systems. 2005, 16 (1): 1. doi:10.17705/1CAIS.01601 .
↑  Osterwalder, Alexander. . business-model-design.blogspot.com. 2008-07-02  [2018-10-17]. （原始内容存档于2008-09-06）.
↑  Carton, Guillaume. . Entrepreneur & Innovation Exchange. 2021-08-02  [2022-10-26]. （原始内容存档于2022-10-09） （英语）.
↑  . 零一行銷. 2019-11-28  [2020-12-04]. （原始内容存档于2020-12-04）.
↑  吳建銘、林靈. . 行政院農業委員會臺中區農業改良場. 2019-06: 17–18  [2020-08-12]. （原始内容存档于2020-08-12）.
↑  . support.strategyzer.com.   [2015-03-22]. （原始内容存档于2018-04-02）.
↑  . grasshopperherder.com. 2012-06-19  [2012-06-20]. （原始内容存档于2019-11-04）.
↑  . practicetrumpstheory.com.   [2014-04-25]. （原始内容存档于2014-04-26）.
↑  . eee.do. 2016-04-28  [2016-05-28]. （原始内容存档于2022-12-03）.
↑  Sinkovics, Noemi; Sinkovics, Rudolf R.; Yamin, Mo. . International Business Review. 2014, 23 (4): 692–707. doi:10.1016/j.ibusrev.2013.12.004 .
↑  Romero, María Camila; Sánchez, Mario; Villalobos, Jorge. . Hammoudi, Slimane; Maciaszek, Leszek A.; Missikoff, Michele M.; Camp, Olivier; Cordeiro, José  (编). . Lecture Notes in Business Information Processing 291. Cham: Springer-Verlag. 2017: 463–487. ISBN 9783319623856. OCLC 992990130. doi:10.1007/978-3-319-62386-3_21. The critical problem with current business model representations is the focus on a structural dimension (e.g., Osterwalder's Canvas, or Gordijn's e3-value). In particular, they leave (mostly) aside the specification of how business models components interact and behave in order to make the model work. Therefore, only a partial understanding of the business can be achieved with these business models.
↑  Searle, Nicola; White, Gregor. Towse, Ruth; Handke, Christian , 编. . In Handbook on the Digital Creative Economy (Cheltenham, UK and Northampton, MA, USA: Edward Elgar Publishing). 2013: 45–56. ISBN 9781781004876. doi:10.4337/9781781004876.00014.
↑  Bocken, N.M.P.; Rana, P.; Short, S.W. . Journal of Industrial and Production Engineering. 2015, 32 (1): 67–81. doi:10.1080/21681015.2014.1000399 .
↑  Sparviero, Sergio. . Journal of Social Entrepreneurship. 2019, 10 (2): 232–251. doi:10.1080/19420676.2018.1541011 .