RQ1According to Osterwalder and Pigneur (2010), a business model is used to demonstrate the rationalization of the methods an organization uses to create, capture, and deliver value. The business model serves as a blueprint for implementing strategy through the organization's processes, structures and systems; therefore, nine building blocks can be used to describe the logic behind the firm's intentions to make profits (Osterwalder and Pigneur, 2010). The nine building blocks named by Osterwalder and Pigneur (2010) are customer segments, value propositions, channels, customer relationships, revenue streams, key resources, key activities, key partnerships and business structure. costs. These basic elements are used to describe: the imperative groups of organizations or people that will be served, the value created by services and products within a defined segment of customers, the communication and capacity with which the value will be provided, the types of relationships within the specific segments, the cash generated within the customer segments, the assets critical to the success of a business model, the critical functions that must be performed by the business to ensure the success of the model business, the network of partners and suppliers that make the model work, and the costs necessary for the activity. model operations (Osterwalder & Pigneur, 2010). Each block of the business model continues to “build” on the previous block to create a business model that will generate value effectively and efficiently. An effective model will not compromise the desired company culture; rather, they will complement each other (Osterwalder & Pigneur, 2010). All businesses are based on customers; therefore, a profitable customer base is crucial to survival......middle of paper......r & Pigneur, 2010). Ensure the session stays focused on the problem and rules are in place from the start to reduce distractions and side conversations, ideas should be drawn or written in a place visible to all, an immersive experience can also be facilitated to ensure that everyone is aware of the problem (Osterwalder & Pigneur, 2010).ReferencesBaden-Fuller, C., & Haefliger, S. (2013). Long-term planning. Business Model Management for Innovation, Strategic Change and Value Creation, 46(6), 419-426. doi: http://dx.doi.org/10.1016/j.lrp.2013.08.023 Mason, K. and Mouzas, S. (2012). Flexible business models. European Journal of Marketing, 46(10), 1340-1367. doi:http://dx.doi.org/10.1108/03090561211248062Osterwalder, A. and Pigneur, Y. (2010). Generation of economic model. Hoboken, New Jersey: John Wiley & Sons.