21 There are diΩerent types of Customer Segments. Here are some examples: Mass market Business models focused on mass markets don’t distinguish between diΩerent Customer Segments. The Value Propositions, Distribution Channels, and Customer Relationships all focus on one large group of customers with broadly similar needs and problems. This type of business model is often found in the consumer electronics sector. Niche market Business models targeting niche markets cater to specific, specialized Customer Segments. The Value Propositions, Distribution Channels, and Customer Relationships are all tailored to the specific require- ments of a niche market. Such business models are often found in supplier-buyer relationships. For example, many car part manufacturers depend heavily on purchases from major automobile manufacturers. Segmented Some business models distinguish between market segments with slightly diΩerent needs and problems. The retail arm of a bank like Credit Suisse, for example, may distinguish between a large group of customers, each possessing assets of up to U.S. $100,000, and a smaller group of aΩluent clients, each of whose net worth exceeds U.S. $500,000. Both segments have similar but varying needs and problems. This has implications for the other building blocks of Credit Suisse’s business model, such as the Value Proposi- tion, Distribution Channels, Customer Relationships, and Revenue streams. Consider Micro Precision Systems, which specializes in providing outsourced micromechanical design and manufacturing solutions. It serves three diΩerent Customer Segments—the watch industry, the medical industry, and the industrial automation sector—and oΩers each slightly diΩerent Value Propositions. Diversified An organization with a diversified customer business model serves two unrelated Customer Segments with very diΩerent needs and problems. For example, in 2006 Amazon.com decided to diversify its retail business by selling “cloud computing” services: online storage space and on-demand server usage. Thus it started catering to a totally diΩerent Customer Segment—Web companies—with a totally diΩerent Value Proposition. The strategic rationale behind this diversification can be found in Amazon.com’s powerful IT infrastructure, which can be shared by its retail sales operations and the new cloud computing service unit. Multi-sided platforms (or multi-sided markets) Some organizations serve two or more interdepen- dent Customer Segments. A credit card company, for example, needs a large base of credit card holders and a large base of merchants who accept those credit cards. Similarly, an enterprise oΩering a free news- paper needs a large reader base to attract advertisers. On the other hand, it also needs advertisers to finance production and distribution. Both segments are required to make the business model work (read more about multi-sided platforms on p. 76). For whom are we creating value? Who are our most important customers? bmgen_final.indd 21 6/15/10 5:32 PM