A Quote by Niklas Zennstrom

It's extremely hard to build a company with a product that everyone loves, is free and has no business model, and then to innovate a business model. I did that with Kazaa, had half a billion downloads but that wasn't a sustainable business.
Not long ago, the term 'business model' was not exactly on the tip of everyone's tongue. Then, in the early to mid-1990s, 'business model' became a catchphrase that described how a company makes money or saves money.
PepsiCo is a $63 billion company. Half the company is snacks, and half the company is beverages. We have a glorious snacks business and a glorious beverage business. We are extremely profitable. We are growing.
What you want to do is innovate on your product and your business model, management structure is not where I would try and innovate.
What I tell founders is not to sweat the business model too much at first. The most important task at first is to build something people want. If you don't do that, it won't matter how clever your business model is.
We don't have a business model for health care in this country, We just have a business model for care. The way doctors and hospitals get paid is something bad has got to happen. It's a pure reactive model.
I tell my graduate students [at Bard College], ‘There are two ways to change the world: through policy, or through sustainable business.’ With sustainable business, individuals build solutions within the current system… Sustainable business asks, ‘How would nature do this?’
If you have a strong business idea, then it is comparatively easy now to get capital. It is a positive thing that increasingly more people want to join the startup bandwagon. However, to build a successful business, focus on creating more value through the product, and direct your efforts on solving real issues. If you manage to build a sustainable product, revenue will follow. A lot of startups fail because they concentrate on incremental innovations, increasing user base, and monetisation before strengthening the core of their business.
Visionary CEOs are product- and business-model-centric and extremely customer focused.
If you have a business model that relies on customers being misinformed, you better start working on changing your business model.
The basic problem is with the business model of journalism. That business model is premised on the idea that talk is cheap and reporting is expensive.
All too often, a successful new business model becomes the business model for companies not creative enough to invent their own.
If you ask me, 'So what is your business model?' Our business model's always about shifting to higher value opportunities.
So my advice to startups in this particular category is if you’re going to put your product in beta - put your business model in beta with it. Far too often we are too product focused and not business-model focused. That’s one thing I definitely would have done differently with JotSpot.
Generally, the technology that enables disruption is developed in the companies that are the practitioners of the original technology. That's where the understanding of the technology first comes together. They usually can't commercialize the technology because they have to couple it with the business model innovation, and because they tend to try to take all of their technologies to market through their original business model, somebody else just picks up the technology and changes the world through the business model innovation.
The networks have a particular agenda, a particular model and structure. It doesn't have anything to do with content. This is not a dis on them - they are a business model, run by business people.
The business model of Linux distribution is broken; it's like the business model of the dotcoms. Running your company on Linux is like running your company on Napster.
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