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Business model
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A business model describes the rationale of how an organization creates, delivers, and captures value,[1] in economic, social, cultural or other contexts. The process of business-model construction forms a part of business strategy.
In theory and practice, the term business model is used[by whom?] for a broad range of informal and formal descriptions to represent core aspects of a business, including purpose, business process, target customers, offerings, strategies, infrastructure, organizational structures, sourcing, trading practices, and operational processes and policies including culture.
Contents
[hide]
1 Context
2 Definition
3 History
4 Theoretical and empirical insights
4.1 Design logic and narrative coherence
4.2 Complementarities between partnering firms
5 Categorization
5.1 Shift from pipes to platforms
5.2 Platform
6 Applications
7 Design
7.1 Definitions
7.1.1 Economic consideration
7.1.2 Component consideration
7.1.3 Strategic outcome
8 Definitions of design or development
8.1 Design themes emphasis
8.2 Design content emphasis
9 Examples
10 Frameworks
11 Related concepts
12 See also
13 References
14 Further reading
15 External links
Context[edit]
The literature has provided very diverse interpretations and definitions of a business model. A systematic review and analysis of manager responses to a survey defines business models as the design of organizational structures to enact a commercial opportunity.[2] Further extensions to this design logic emphasize the use of narrative or coherence in business model descriptions as mechanisms by which entrepreneurs create extraordinarily successful growth firms.[3]
Business models are used to describe and classify businesses, especially in an entrepreneurial setting, but they are also used by managers inside companies to explore possibilities for future development. Well-known business models can operate as "recipes" for creative managers.[4] Business models are also referred to in some instances within the context of accounting for purposes of public reporting.
Definition[edit]
A business model is an "abstract representation of a business, be it conceptual, textual, and/or graphical, of all core interrelated architectural, co-operational, and financial arrangements designed and developed by an organization presently and in the future, as well as all core products and/or services the organization offers, or will offer, based on these arrangements that are needed to achieve its strategic goals and objectives."[5][6] This definition by the authors Al-Debei, El-Haddadeh and Avison (2008) indicates that value proposition, value architecture (the organizational infrastructure and technological architecture that allows the movement of products, services, and information), value finance (modeling information related to total cost of ownership, pricing methods, and revenue structure), and value network articulate the primary constructs or dimensions of business models.[7][8]
History[edit]
Over the years, business models have become much more sophisticated. The bait and hook business model (also referred to as the "razor and blades business model" or the "tied products business model") was introduced in the early 20th century. This involves offering a basic product at a very low cost, often at a loss (the "bait"), then charging compensatory recurring amounts for refills or associated products or services (the "hook"). Examples include: razor (bait) and blades (hook); cell phones (bait) and air time (hook); computer printers (bait) and ink cartridge refills (hook); and cameras (bait) and prints (hook). A variant of this model is Adobe, a software developer that gives away its document reader free of charge but charges several hundred dollars for its document writer.
In the 1950s, new business models came from McDonald's Restaurants and Toyota. In the 1960s, the innovators were Wal-Mart and Hypermarkets. The 1970s saw new business models from FedEx and Toys R Us; the 1980s from Blockbuster, Home Depot, Intel, and Dell Computer; the 1990s from Southwest Airlines, Netflix, eBay, Amazon.com, and Starbucks.
Today, the type of business models might depend on how technology is used. For example, entrepreneurs on the internet have also created entirely new models that depend entirely on existing or emergent technology. Using technology, businesses can reach a large number of customers with minimal costs. In addition, the rise of outsourcing and globalization has meant that business models must also account for strategic sourcing, complex supply chains and moves to collaborative, relational contracting structures.[9]
Theoretical and empirical insights[edit]
Design logic and narrative coherence[edit]
Design logic views the business model as an outcome of creating new organizational structures or changing existing structures to pursue a new opportunity. Gerry George and Adam Bock (2011) conducted a comprehensive literature review and surveyed managers to understand how they perceived the components of a business model.[2] In that analysis these authors show that there is a design logic behind how entrepreneurs and managers perceive and explain their business model. In further extensions to the design logic, George and Bock (2012) use case studies and the IBM survey data on business models in large companies, to describe how CEOs and entrepreneurs create narratives or stories in a coherent manner to move the business from one opportunity to another.[3] They also show that when the narrative is incoherent or the components of the story are misaligned, that these businesses tend to fail. They recommend ways in which the entrepreneur or CEO can create strong narratives for change.
Complementarities between partnering firms[edit]
Berglund and Sandström (2013) argued that business models should be understood from an open systems perspective as opposed to being a firm-internal concern. Since innovating firms do not have executive control over their surrounding network, business model innovation tends to require soft power tactics with the goal of aligning heterogeneous interests.[10] In a study of collaborative research and external sourcing of technology, Hummel et al. (2010) similarly found that in deciding on business partners, it is important to make sure that both parties' business models are complementary.[11] For example, they found that it was important to identify the value drivers of potential partners by analyzing their business models, and that it is beneficial to find partner firms that understand key aspects of our own firm's business model.[12]
The University of Tennessee conducted research into highly collaborative business relationships. Researchers codified their research into a sourcing business model known as Vested (also referred to as Vested Outsourcing). Vested is a hybrid sourcing business model in which buyers and suppliers in an outsourcing or business relationship focus on shared values and goals to create an arrangement that is highly collaborative and mutually beneficial to each.[13]
Categorization[edit]
From about 2012, some research and experimentation has theorized about a so-called "liquid business model".[14][15]
Shift from pipes to platforms[edit]
Sangeet Paul Choudary (2013) distinguishes between two broad families of business models in an article in Wired magazine.[16] Choudary contrasts pipes (linear business models) with platforms (networked business models). In the case of pipes, firms create goods and services, push them out and sell them to customers. Value is produced upstream and consumed downstream. There is a linear flow, much like water flowing through a pipe. Unlike pipes, platforms do not just create and push stuff out. They allow users to create and consume value.
Alex Moazed, founder and CEO of Applico, defines a platform as a business model that creates value by facilitating exchanges between two or more interdependent groups usually consumers and producers of a given value.[17] As a result of digital transformation, it is the predominant business model of the 21st century.
In an op-ed on MarketWatch,[18] Choudary, Van Alstyne and Parker further explain how business models are moving from pipes to platforms, leading to disruption of entire industries.
Platform[edit]
There are three elements to a successful platform business model.[19] The Toolbox creates connection by making it easy for others to plug into the platform. This infrastructure enables interactions between participants. The Magnet creates pull that attracts participants to the platform. For transaction platforms, both producers and consumers must be present to achieve critical mass. The Matchmaker fosters the flow of value by making connections between producers and consumers. Data is at the heart of successful matchmaking, and distinguishes platforms from other business models.
Chen (2009) stated that the business model has to take into account the capabilities of Web 2.0, such as collective intelligence, network effects, user-generated content, and the possibility of self-improving systems. He suggested that the service industry such as the airline, traffic, transportation, hotel, restaurant, information and communications technology and online gaming industries will be able to benefit in adopting business models that take into account the characteristics of Web 2.0. He also emphasized that Business Model 2.0 has to take into account not just the technology effect of Web 2.0 but also the networking effect. He gave the example of the success story of Amazon in making huge revenues each year by developing an open platform that supports a community of companies that re-use Amazon's on-demand commerce services.[20][need quotation to verify]
Applications[edit]
Malone et al.[21] found that some business models, as defined by them, indeed performed better than others in a dataset consisting of the largest U.S. firms, in the period 1998 through 2002, while they did not prove whether the existence of a business model mattered.
In the context of the Software-Cluster, which is funded by the German Federal Ministry of Education and Research, a business model wizard[22] for software companies has been developed. It supports the design and analysis of software business models. The tool's underlying concept and data were published in various[citation needed] scientific publications.
The concept of a business model has been incorporated into certain accounting standards. For example, the International Accounting Standards Board (IASB) utilizes an "entity's business model for managing the financial assets" as a criterion for determining whether such assets should be measured at amortized cost or at fair value in its financial instruments accounting standard, IFRS 9.[23][24][25][26] In their 2013 proposal for accounting for financial instruments, the Financial Accounting Standards Board also proposed a similar use of business model for classifying financial instruments.[27] The concept of business model has also been introduced into the accounting of deferred taxes under International Financial Reporting Standards with 2010 amendments to IAS 12 addressing deferred taxes related to investment property.[28][29][30]
Both IASB and FASB have proposed using the concept of business model in the context of reporting a lessor's lease income and lease expense within their joint project on accounting for leases.[31][32][33][34][35] In its 2016 lease accounting model, IFRS 16, the IASB chose not to include a criterion of "stand alone utility" in its lease definition because "entities might reach different conclusions for contracts that contain the same rights of use, depending on differences between customers' resources or suppliers' business models."[36] The concept has also been proposed as an approach for determining the measurement and classification when accounting for insurance contracts.[37][38] As a result of the increasing prominence the concept of business model has received in the context of financial reporting, the European Financial Reporting Advisory Group (EFRAG), which advises the European Union on endorsement of financial reporting standards, commenced a project on the "Role of the Business Model in Financial Reporting" in 2011.[39]
Design[edit]
Business model design generally refers to the activity of designing a company's business model. It is part of the business development and business strategy process and involves design methods. Massa and Tucci (2014) [40] highlighted the difference between crafting a new business model when none is in place, as it is often the case with academic spinoffs and high technology entrepreneurship, and changing an existing business model, such as when the tooling company Hilti shifted from selling its tools to a leasing model. They suggested that the differences are so profound (for example, lack of resource in the former case and inertia and conflicts with existing configurations and organisational structures in the latter) that it could be worthwhile to adopt different terms for the two. They suggest business model design to refer to the process of crafting a business model when none is in place and business model reconfiguration for process of changing an existing business model, also highlighting that the two process are not mutually exclusive, meaning reconfiguration may involve steps which parallel those of designing a business model.
Definitions[edit]
Al-Debei and Avison (2010) define a business model as an abstract representation of an organization. This may be conceptual, textual, and/or graphical, of all core interrelated architectural, co-operational, and financial arrangements designed and developed by an organization presently and in the future, as well all core products and/or services the organization offers, or will offer, based on these arrangements that are needed to achieve its strategic goals and objectives.[5] This definition indicates that value proposition, value architecture, value finance, and value network articulate the primary constructs or dimensions of business models.[7]
Economic consideration[edit]
Al-Debei and Avison (2010) consider value finance as one of the main dimensions of BM which depicts information related to costing, pricing methods, and revenue structure. Stewart and Zhao (2000) defined the business model as a statement of how a firm will make money and sustain its profit stream over time. [41]
Component consideration[edit]
Osterwalder et al. (2005) consider the Business Model as the blueprint of how a company does business.[42] Slywotzky (1996) regards the business model as the totality of how a company selects its customers, defines and differentiates it offerings, defines the tasks it will perform itself and those it will outsource, configures its resources, goes to market, creates utility for customers and captures profits. [43]
Strategic outcome[edit]
Mayo and Brown (1999) considered the business model as the design of key interdependent systems that create and sustain a competitive business. [44] Casadesus-Masanell and Ricart (2011) explain a business model as a set of choices (policy, assets and governance) and consequences (flexible and rigid) and underline the importance of considering how it interacts with models of other players in the industry instead of thinking of it in isolation.[45]
Definitions of design or development[edit]
Zott and Amit (2009) consider business model design from the perspectives of design themes and design content. Design themes refer to the system's dominant value creation drivers and design content examines in greater detail the activities to be performed, the linking and sequencing of the activities and who will perform the activities.[46]
Design themes emphasis[edit]
Environment-Strategy-Structure-Operations (ESSO) Business Model Development
Developing a Framework for Business Model Development with an emphasis on Design Themes, Lim (2010) proposed the Environment-Strategy-Structure-Operations (ESSO) Business Model Development which takes into consideration the alignment of the organization's strategy with the organization's structure, operations, and the environmental factors in achieving competitive advantage in varying combination of cost, quality, time, flexibility, innovation and affective.[47]
Design content emphasis[edit]
Business model design includes the modeling and description of a company's:
value propositions
target customer segments
distribution channels
customer relationships
value configurations
core capabilities
commercial network
partner network
cost structure
revenue model
A business model design template can facilitate the process of designing and describing a company's business model.
Daas et al. (2012) developed a decision support system (DSS) for business model design. In their study a decision support system (DSS) is developed to help SaaS in this process, based on a design approach consisting of a design process that is guided by various design methods.[48]
Examples[edit]
In the early history of business models it was very typical to define business model types such as bricks-and-mortar or e-broker. However, these types usually describe only one aspect of the business (most often the revenue model). Therefore, more recent literature on business models concentrate on describing a business model as a whole, instead of only the most visible aspects.
The following examples provide an overview for various business model types that have been in discussion since the invention of term business model:
Bricks and clicks business model
Business model by which a company integrates both offline (bricks) and online (clicks) presences. One example of the bricks-and-clicks model is when a chain of stores allows the user to order products online, but lets them pick up their order at a local store.
Collective business models
Business system, organization or association typically composed of relatively large numbers of businesses, tradespersons or professionals in the same or related fields of endeavor, which pools resources, shares information or provides other benefits for their members. For example, a science park or high-tech campus provides shared resources (e.g. cleanrooms and other lab facilities) to the firms located on its premises, and in addition seeks to create an innovation community among these firms and their employees.[49]
Cutting out the middleman model
The removal of intermediaries in a supply chain: "cutting out the middleman". Instead of going through traditional distribution channels, which had some type of intermediate (such as a distributor, wholesaler, broker, or agent), companies may now deal with every customer directly, for example via the Internet.
Direct sales model
Direct selling is marketing and selling products to consumers directly, away from a fixed retail location. Sales are typically made through party plan, one-to-one demonstrations, and other personal contact arrangements. A text book definition is: "The direct personal presentation, demonstration, and sale of products and services to consumers, usually in their homes or at their jobs."[50]
Distribution business models, various
Fee in, free out
Business model which works by charging the first client a fee for a service, while offering that service free of charge to subsequent clients.
Franchise
Franchising is the practice of using another firm's successful business model. For the franchisor, the franchise is an alternative to building 'chain stores' to distribute goods and avoid investment and liability over a chain. The franchisor's success is the success of the franchisees. The franchisee is said to have a greater incentive than a direct employee because he or she has a direct stake in the business.
Sourcing business model
Sourcing Business Models are a systems-based approach to structuring supplier relationships. A sourcing business model is a type of business model that is applied to business relationships where more than one party needs to work with another party to be successful. There are seven sourcing business models that range from the transactional to investment-based. The seven models are: Basic Provider, Approved Provider, Preferred Provider, Performance-Based/Managed Services Model, Vested outsourcing Business Model, Shared Services Model, and Equity Partnership Model. Sourcing business models are targeted for procurement professionals who seek a modern approach to achieve the best fit between buyers and suppliers. Sourcing business model theory is based on a collaborative research effort by the University of Tennessee (UT), the Sourcing Industry Group (SIG)[1], the Center for Outsourcing Research and Education (CORE)[2], and the International Association for Contracts and Commercial Management (IACCM). This research formed the basis for the 2016 book, Strategic Sourcing in the New Economy: Harnessing the Potential of Sourcing Business Models in Modern Procurement.[51]
Freemium business model
Business model that works by offering basic Web services, or a basic downloadable digital product, for free, while charging a premium for advanced or special features.[52]
Pay what you can (PWYC)
A non-profit or for-profit business model which does not depend on set prices for its goods, but instead asks customers to pay what they feel the product or service is worth to them.[53][54][55] It is often used as a promotional tactic,[56] but can also be the regular method of doing business. It is a variation on the gift economy and cross-subsidization, in that it depends on reciprocity and trust to succeed.
"Pay what you want" (PWYW) is sometimes used synonymously, but "pay what you can" is often more oriented to charity or socially oriented uses, based more on ability to pay, while "pay what you want" is often more broadly oriented to perceived value in combination with willingness and ability to pay.
Value-added reseller model
Value Added Reseller is a model where a business makes something which is resold by other businesses but with modifications which add value to the original product or service. These modifications or additions are mostly industry specific in nature and are essential for the distribution. Businesses going for a VAR model have to develop a VAR network. It is one of the latest collaborative business models which can help in faster development cycles and is adopted by many Technology companies especially software.
Other examples of business models are:
Auction business model
All-in-one business model
Chemical leasing
Low-cost carrier business model
Loyalty business models
Monopolistic business model
Multi-level marketing business model
Network effects business model
Online auction business model
Online content business model
Online media cooperative
Premium business model
Professional open-source model
Pyramid scheme business model
Razor and blades model
Servitization of products business model
Subscription business model
Frameworks[edit]
Technology centric communities have defined "frameworks" for business modeling. These frameworks attempt to define a rigorous approach to defining business value streams. It is not clear, however, to what extent such frameworks are actually important for business planning. Business model frameworks represent the core aspect of any company; they involve "the totality of how a company selects its customers defines and differentiates its offerings, defines the tasks it will perform itself and those it will outsource, configures its resource, goes to market, creates utility for customers, and captures profits".[57] A business framework involves internal factors (market analysis; products/services promotion; development of trust; social influence and knowledge sharing) and external factors (competitors and technological aspects).[58]
A review on business model frameworks can be found in Krumeich et al. (2012).[59] In the following some frameworks are introduced.
Business reference model
Business reference model is a reference model, concentrating on the architectural aspects of the core business of an enterprise, service organization or government agency.
Component business model
Technique developed by IBM to model and analyze an enterprise. It is a logical representation or map of business components or "building blocks" and can be depicted on a single page. It can be used to analyze the alignment of enterprise strategy with the organization's capabilities and investments, identify redundant or overlapping business capabilities, etc.
Although Webvan failed in its goal of disintermediating the North American supermarket industry, several supermarket chains (like Safeway Inc.) have launched their own delivery services to target the niche market to which Webvan catered.
Industrialization of services business model
Business model used in strategic management and services marketing that treats service provision as an industrial process, subject to industrial optimization procedures
Business Model Canvas
Developed by A. Osterwalder, Yves Pigneur, Alan Smith, and 470 practitioners from 45 countries, the business model canvas [1][60] is one of the most used frameworks for describing the elements of business models.
OGSM
The OGSM is developed by Marc van Eck and Ellen van Zanten of Business Openers into the 'Business plan on 1 page'. Translated in several languages all over the world. #1 Management book in The Netherlands in 2015. The foundation of Business plan on 1 page is the OGSM. Objectives, Goals, Strategies and Measures (dashboard and actions).
Related concepts[edit]
The process of business model design is part of business strategy. Business model design and innovation refer to the way a firm (or a network of firms) defines its business logic at the strategic level.
In contrast, firms implement their business model at the operational level, through their business operations. This refers to their process-level activities, capabilities, functions and infrastructure (for example, their business processes and business process modeling), their organizational structures (e.g. organigrams, workflows, human resources) and systems (e.g. information technology architecture, production lines).
Consequently, an operationally viable and feasible business model requires lateral alignment with the underlining business operations.[61]
The brand is a consequence of the business model and has a symbiotic relationship with it, because the business model determines the brand promise, and the brand equity becomes a feature of the model. Managing this is a task of integrated marketing.
The standard terminology and examples of business models do not apply to most nonprofit organizations, since their sources of income are generally not the same as the beneficiaries. The term 'funding model' is generally used instead.[62]
The model is defined by the organization's vision, mission, and values, as well as sets of boundaries for the organization—what products or services it will deliver, what customers or markets it will target, and what supply and delivery channels it will use. While the business model includes high-level strategies and tactical direction for how the organization will implement the model, it also includes the annual goals that set the specific steps the organization intends to undertake in the next year and the measures for their expected accomplishment. Each of these is likely to be part of internal documentation that is available to the internal auditor.
See also[edit]
Business rule
Concept-driven strategy
Enterprise architecture
Growth platforms
Institutional logic
Market structure
Marketing plan
Sensemaking
Strategy dynamics
Strategy Markup Language
The Design of Business
Value migration
Viable system model
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Jump up ^ "FASB Exposure Draft: Leases". Financial Accounting Standards Board. May 16, 2013. p. 82. Retrieved 2013-06-11.
Jump up ^ IFRS 16 Leases: Basis for Conclusions. International Accounting Standards Board. January 2016. p. 39.
Jump up ^ "Application of business model to insurance contracts" (PDF). HUB global insurance group. Archived from the original (PDF) on 2011-07-23. Retrieved 2011-06-03.
Jump up ^ "FASB Education Session - Insurance Contracts:PricewaterhouseCoopers Summary of the Meeting" (PDF). PricewaterhouseCoopers. February 9, 2010. Retrieved 2011-06-03.
Jump up ^ "EFRAG calls for candidates for an Advisory Panel on the proactive project on the Role of the Business Model in Financial Reporting". European Financial Reporting Advisory Group. December 15, 2010. Retrieved 2011-06-03.
Jump up ^ Massa, L., & Tucci, C. L. 2014. Business model innovation. In M. Dodgson, D. M. Gann & N. Phillips (Eds.), The Oxford handbook of innovation management: 420–441. Oxford, UK: Oxford University Press.
Jump up ^ Lee, G. K. and R. E. Cole. 2003. Internet Marketing, Business Models and Public Policy. Journal of Public Policy and Marketing 19 (Fall) 287-296.
Jump up ^ Osterwalder, A., Pigneur, Y. and C. L. Tucci. 2005. Clarifying Business Models: Origins, Present, and Future of the Concept. Communications of the Association for Information Systems 16 1-40.
Jump up ^ Slywotzky, A. J. 1996. Value Migration: How to Think Several Moves Ahead of the Competition. Boston (MA): Harvard Business Review Press.
Jump up ^ Mayo, M. C. and G.S. Brown. 1999. Building a Competitive Business Model. Ivey Business Journal63 (3) 18-23.
Jump up ^ "How to Design a Winning Business Model". Harvard Business Review. Retrieved 2016-11-23.
Jump up ^ Zott, C. and R. Amit. 2009. Business Model Design: An Activity System Perspective. Long Range Planning 43 216-226
Jump up ^ Lim, M. 2010. Environment-Strategy-Structure-Operations (ESSO) Business Model. Knowledge Management Module at Bangor University, Wales.
Jump up ^ Daas, D., Hurkmans, T., Overbeek, S. and Bouwman, H. 2012. Developing a decision support system for business model design. Electronic Markets - The International Journal on Networked Business, published Online 29. Dec. 2012.
Jump up ^ M van der Borgh, M Cloodt & AGL Romme (2012). Value creation by knowledge-based ecosystems: Evidence from a field study. R&D Management, vol. 42: 150-169.
Jump up ^ Michael A. Belch George E. Belch Advertising and Promotion: An Integrated Marketing Communications Perspective, 7/e., McGraw-Hill/Irwin, 2006
Jump up ^ Keith, Bonnie, et. al., (2016). Strategic Sourcing in the New Economy: Harnessing the Potential of Sourcing Business Models for Modern Procurement (1st ed.). New York: Palgrave Macmillan. ISBN 978-1137552181.
Jump up ^ JLM de la Iglesia, JEL Gayo, "Doing business by selling free services". Web 2.0: The Business Model, 2008. Springer
Jump up ^ Gergen, Chris; Gregg Vanourek (December 3, 2008). "The 'pay as you can' cafe". The Washington Times. Retrieved 2009-03-10.
Jump up ^ Mantzaris, Anna (April 2008). "Pay-what-you-like Restaurants". Budget Travel. Retrieved 2009-03-10.
Jump up ^ Tyrangiel, Josh (October 1, 2007). "Radiohead Says: Pay What You Want". Time Magazine. Retrieved 2009-03-10.
Jump up ^ "Pay What You Can". Alley Theatre. Retrieved 2009-03-10.
Jump up ^ Slywotzky, A. J. (1996). Value Migration: How to Think Several Moves Ahead of the Competition. Boston, MA: Harvard Business School Press.
Jump up ^ Ferri Fernando, D'Andrea Alessia, Grifoni Patrizia (2012). IBF: An Integrated Business Framework for Virtual Communities in Journal of electronic commerce in organizations; IGI Global, Hershey (Stati Uniti d'America)
Jump up ^ J. Krumeich, T. Burkhart, D. Werth, and P. Loos. Towards a Component-based Description of Business Models: A State-of-the-Art Analysis. Americas Conference on Information Systems (AMCIS 2012) Proceedings. Paper 19. http://aisel.aisnet.org/amcis2012/proceedings/EBusiness/19
Jump up ^ The Business Model Ontology - A Proposition In A Design Science Approach
Jump up ^ "Solaimani, S. 2014. The alignment of Business Model and Business Operations within Networked Enterprise Environments. PhD Dissertation, Delft University of Technology, The Netherlands."
Jump up ^ William Foster, Peter Kim, Barbara Christiansen. Ten Nonprofit Funding Models, Stanford Social Innovation Review. 2009-03-05.
Further reading[edit]
A. Afuah and C. Tucci, Internet Business Models and Strategies, Boston, McGraw Hill, 2003.
T. Burkhart, J. Krumeich, D. Werth, and P. Loos, Analyzing the Business Model Concept — A Comprehensive Classification of Literature, Proceedings of the International Conference on Information Systems (ICIS 2011). Paper 12. http://aisel.aisnet.org/icis2011/proceedings/generaltopics/12
H. Chesbrough and R. S. Rosenbloom, The Role of the Business Model in capturing value from Innovation: Evidence from XEROX Corporation's Technology Spinoff Companies., Boston, Massachusetts, Harvard Business School, 2002.
Dick Costolo, Business Models,
Marc Fetscherin and Gerhard Knolmayer, Focus Theme Articles: Business Models for Content Delivery: An Empirical Analysis of the Newspaper and Magazine Industry, International Journal on Media Management, Volume 6, Issue 1 & 2 September 2004, pages 4 – 11, September 2004.
George, G., Bock, AJ. Models of opportunity: How entrepreneurs design firms to achieve the unexpected. Cambridge University Press, 2012, ISBN 978-0-521-17084-0.
J. Gordijn, Value-based Requirements Engineering - Exploring Innovative e-Commerce Ideas, Amsterdam, Vrije Universiteit, 2002.
G. Hamel, Leading the revolution., Boston, Harvard Business School Press, 2000.
J. Linder and S. Cantrell, Changing Business Models: Surveying the Landscape, Accenture Institute for Strategic Change, 2000.
Lindgren, P. and Jørgensen,R., M.-S. Li, Y. Taran, K. F. Saghaug, "Towards a new generation of business model innovation model", presented at the 12th International CINet Conference: Practicing innovation in times of discontinuity, Aarhus, Denmark, 10–13 September 2011
Long Range Planning, vol 43 April 2010, "Special Issue on Business Models," includes 19 pieces by leading scholars on the nature of business models
S. Muegge. Business Model Discovery by Technology Entrepreneurs. Technology Innovation Management Review, April 2012, pp. 5–16.
S. Muegge, C. Haw, and Sir T. Matthews, Business Models for Entrepreneurs and Startups, Best of TIM Review, Book 2, Talent First Network, 2013.
Alex Osterwalder et al. Business Model Generation, Co-authored with Yves Pigneur, Alan Smith, and 470 practitioners from 45 countries, self-published, 2009
O. Peterovic and C. Kittl et al., Developing Business Models for eBusiness., International Conference on Electronic Commerce 2001, 2001.
Alt, Rainer; Zimmermann, Hans-Dieter: Introduction to Special Section – Business Models. In: Electronic Markets Anniversary Edition, Vol. 11 (2001), No. 1. link
Santiago Restrepo Barrera, Business model tool, Business life model, Colombia 2012, http://www.imaginatunegocio.com/#!business-life-model/c1o75 (Spanish)
Paul Timmers. Business Models for Electronic Markets, Electronic Markets, Vol 8 (1998) No 2, pp. 3 – 8.
Peter Weill and M. R. Vitale, Place to space: Migrating to eBusiness Models., Boston,Harvard Business School Press, 2001.
C. Zott, R. Amit, & L.Massa. 'The Business Model: Theoretical Roots, Recent Developments, and Future Research', WP-862, IESE, June, 2010 - revised September 2010 (PDF)
Magretta, J. (2002). Why Business Models Matter, Harvard Business Review, May: 86-92.
Govindarajan, V. and Trimble, C. (2011). The CEO’s role in business model reinvention. Harvard Business Review, January–February: 108-114.
van Zyl, Jay. (2011). Built to Thrive: using innovation to make your mark in a connected world. Chapter 7 Towards a universal service delivery platform. San Francisco.
External links[edit]
Media related to Business models at Wikimedia Commons
Sustaining Digital Resources: An on-the-ground view of projects today, Ithaka, November 2009. Overview of the models being deployed and analysis on the effects of income generation and cost management.
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text:
I Can Only Imagine (film)
From Wikipedia, the free encyclopedia
Jump to: navigation, search
I Can Only Imagine
Theatrical release poster
Directed by
Erwin Brothers
Produced by
Cindy Bond
Kevin Downes
Daryl Lefever
Mickey Liddell
Pete Shilaimon
Raymond Harris
Joe Knopp
Screenplay by
Jon Erwin
Brent McCorkle
Story by
Alex Cramer
Jon Erwin
Brent McCorkle
Based on
The life story of
Bart Millard
Starring
J. Michael Finley
Madeline Carroll
Trace Adkins
Priscilla Shirer
Cloris Leachman
Dennis Quaid
Music by
Brent McCorkle
Cinematography
Kristopher Kimlin
Edited by
Andrew Erwin
Brent McCorkle
Production
companies
Kevin Downes Productions
Mission Pictures International
Distributed by
Lionsgate
Roadside Attractions[1]
Release date
March 16, 2018 (2018-03-16)
Running time
110 minutes
Country
United States
Language
English
Budget
$7 million[2]
Box office
$80.4 million[2]
I Can Only Imagine is a 2018 American Christian drama film directed by the Erwin Brothers and written by Alex Cramer, Jon Erwin and Brent McCorkle, based on the story behind the MercyMe song of the same name, the best-selling Christian single of all time.[3] The film stars J. Michael Finley as Bart Millard, the lead singer who wrote the song about his relationship with his father (Dennis Quaid). Madeline Carroll, Priscilla Shirer, Cloris Leachman, and Trace Adkins also star.
I Can Only Imagine was released in the United States on March 16, 2018. It has grossed $80 million worldwide against a production budget of $7 million, and is the third highest-grossing music biopic of all-time in the United States. Some critics praised it as inspiring and noted it as an improvement compared to other faith-based films, while others called it flat and by-the-numbers.
Contents
[hide]
1 Plot
2 Cast
3 Production
4 Reception
4.1 Box office
4.2 Critical response
5 References
6 External links
Plot[edit]
Coming from a home with an abusive father, 10-year-old Bart Millard is dropped off at a Christian camp by his mother, where he meets Shannon. Upon his return from camp, Bart finds his mother has left and movers are removing her belongings, leading to a physical confrontation with his father Arthur, who takes custody of him.
Years later, Millard is in high school and dating Shannon. Hoping to impress his father, he begins playing football. However, he is injured, breaking both ankles and ending his career. In order to make up the credits he would miss from football, he signs up for music class, the only available class left. Initially, Millard is assigned to be a sound technician. After the director catches him singing in the empty auditorium, she casts him as Curly, the lead role in the school production of Oklahoma. He doesn't tell his father of his role in the play, and while Bart has risen to the singing demands of the part, Arthur subsequently collapses with severe abdominal pain, but refuses to tell Bart or Shannon about his cancer diagnosis. The following morning, Millard voices his frustrations with his father and is assaulted by his father, who smashes a plate over his head. Shannon presses Bart to open up, but he responds by breaking up with her and leaving to seek his fortune in the city after graduation.
Millard then connects with the band who would become MercyMe, and eventually attracts the attention of Christian music producer Scott Brickell, who coaches Millard and gets them a showcase in Nashville, leading to meetings with Amy Grant and Michael W. Smith. Millard has been unable to reconcile with Shannon, who rejects his invitation to tour with the band to their upcoming Nashville showcase. While the band felt their performance was the best of their career, industry representatives reject the band as not being good enough to sell records. In despair, Millard quits the band. After talking with Brickell, who encourages him to resolve his issues with his father, Millard rejoins the band but asks they wait for him to confront his father and settle the conflict before they play again.
Millard returns home and is greeted enthusiastically by his father, who prepares breakfast for him the next morning. His father claims to have become a Christian, but Bart is initially skeptical and rejects his father's offer to start over. In anger, Arthur takes a baseball bat and hits his old Jeep, which he had hoped to repair with his son. As Bart prepares to leave, he finds out his father has terminal cancer. Bart and his father reconcile and form a deep bond before Arthur dies of his illness.
After his father's funeral, Millard rejoins the band and writes "I Can Only Imagine". Brickell sends the demo tape to several artists, including Grant, who, deeply moved by the song, asks to record it herself as her next single. The band accepts Grant's offer. Millard is seated in the audience when Grant intends to unveil the song live in concert. However, Grant decides that Millard should be the one to sing the song, and offers it back to him, calling him to the microphone to sing it before the large audience. Millard's unexpected performance is wildly applauded and he reunites with Shannon, who had also been in attendance at the concert. The band releases the song as their first single, achieving success on Christian and mainstream radio.
Cast[edit]
This list is incomplete; you can help by expanding it.
J. Michael Finley as Bart Millard
Brody Rose as Young Bart
Dennis Quaid as Arthur Millard, Bart's father
Cloris Leachman as Meemaw, Bart's grandmother
Madeline Carroll as Shannon, Bart's girlfriend
Taegen Burns as Young Shannon
Trace Adkins as Scott Brickell, MercyMe's manager
Priscilla Shirer as Mrs. Fincher, Bart's teacher
Nicole DuPort as Amy Grant
Jake B. Miller as Michael W. Smith
Mark Furze as Nathan
Production[edit]
This section needs expansion. You can help by adding to it. (March 2018)
The film was announced in December 2016.[4] Dennis Quaid joined the cast in January 2017.[5] Broadway actor J. Michael Finley makes his film debut as Bart Millard.[1] The same month, it was announced that the film was slated for release in the spring of 2018.[5] In August 2017, Lionsgate and Roadside Attractions signed on as distributors for the film for a nationwide release in the United States.[1][6]
Reception[edit]
Box office[edit]
As of April 22, 2018[update], I Can Only Imagine has grossed $79.4 million in the United States, and Canada and $1 million in other territories, for a worldwide total of $80.4 million, against a production budget of $7 million.[2] It is the third-highest grossing music biopic of all-time in the United States, behind Straight Outta Compton and Walk the Line.[7]
The film was released on March 16, 2018, alongside Tomb Raider and Love, Simon, and was originally projected to gross $2–4 million from 1,620 theaters in its opening weekend.[8] However, after making $6.2 million on its first day (including $1.3 million from Thursday night previews), weekend estimates were increased to $14 million.[9] It ended up grossing $17.1 million, exceeding expectations and finishing third at the box office behind Black Panther and Tomb Raider. 67% of the opening weekend audience was female while 80% was over the age of 35.[10] It was the fourth best-ever opening for a faith-based film, following The Passion of the Christ ($83.8 million), Son of God ($25.6 million) and Heaven Is for Real ($22.5 million).[11] In its second weekend the film was added to 624 additional theaters and dropped just 19% to $13.8 million, again finishing third.[12] It was added to another 395 venues and finished fourth in its third weekend, making $10.4 million (including $3 million on Easter Sunday).[13]
Critical response[edit]
On review aggregator website Rotten Tomatoes, the film holds an approval rating of 70% based on 23 reviews, and an average rating of 6/10. The site's critical consensus reads, "I Can Only Imagine's message will have the most impact among Christian audiences, but overall, its performances and storytelling represent a notable evolution in faith-based cinema."[14] On Metacritic, the film has a weighted average score of 29 out of 100, based on 7 critics, indicating "generally unfavorable reviews".[15] Audiences polled by CinemaScore gave the film an average grade of "A+" on an A+ to F scale, one of fewer than 80 films in the history of the service to earn such a score.[9]
The Arizona Republic's James Ward gave the film 4/5 stars and wrote, "Too often faith-based films — say anything with Kirk Cameron or the terrible God's Not Dead series — tend to preach to the choir or hector their audience. The Erwins’ films — I Can Only Imagine definitely among them — are more inclusive, charitable of spirit and hopeful, all qualities that are always appreciated, be they rooted in Christian faith or otherwise."[16] David Ehrlich of IndieWire gave the film a "C–" saying: "There’s a reason why all of these movies are so amateurishly made; why they all end with links to religious websites; why they all look like they were shot on an iPhone by a Walmart-brand Janusz Kaminski who lit each interior like the white light of heaven was streaming through every window...Art can be affirmation, but affirmation cannot be art."[17]
References[edit]
^ Jump up to: a b c Anita, Busch (August 14, 2017). "Faith-Based 'I Can Only Imagine' Picked Up By Lionsgate & Roadside Attractions". Deadline Hollywood. Penske Business Media. Retrieved March 19, 2018.
^ Jump up to: a b c "I Can Only Imagine (2018)". The Numbers. Retrieved April 22, 2018.
Jump up ^ Ryan, Patrick (March 13, 2018). "How did 'I Can Only Imagine' become the biggest Christian hit ever (and inspire a movie)?". USA Today. Retrieved April 18, 2018.
Jump up ^ Staff Reports (December 2, 2016). "MercyMe hit song turning into Okie production". NewsOK. Retrieved March 19, 2018.
^ Jump up to: a b Busch, Anita (January 5, 2017). "Faith-Based Film 'I Can Only Imagine' With Dennis Quaid, Cloris Leachman And Trace Adkins Eyes Spring 2018 Release". Deadline Hollywood. Penske Business Media. Retrieved March 19, 2018.
Jump up ^ Galuppo, Mia (August 14, 2017). "Lionsgate, Roadside Acquire Faith-Based Drama 'I Can Only Imagine'". The Hollywood Reporter. Retrieved March 19, 2018.
Jump up ^ "Biopic - Music Movies at the Box Office". Box Office Mojo. Retrieved April 20, 2018.
Jump up ^ Fuster, Jeremy (March 13, 2018). "Will 'Tomb Raider' Be the Movie to Finally Knock 'Black Panther' From Box Office Perch?". TheWrap. Retrieved March 19, 2018.
^ Jump up to: a b D'Alessandro, Anthony (March 16, 2018). "'Black Panther' Poised For $460M+ In Profit; 'I Can Only Imagine' Surprises – Box Office Update". Deadline Hollywood. Penske Business Media. Retrieved March 17, 2018.
Jump up ^ D'Alessandro, Anthony (March 18, 2018). "'Black Panther' Keeps B.O. Treasure From 'Tomb Raider'; How 'I Can Only Imagine' Hit A $17M High Note". Deadline Hollywood. Penske Business Media. Retrieved March 18, 2018.
Jump up ^ "Box Office: 'I Can Only Imagine' Revives Faith-Based Genre". The Hollywood Reporter. March 20, 2018. Retrieved March 20, 2018.
Jump up ^ D'Alessandro, Anthony (March 25, 2018). "Does 'Pacific Rim: Uprising' Break Even At The Global B.O.?; 'Black Panther' Sets Marvel Record – Sunday Postmortem". Deadline Hollywood. Retrieved March 25, 2018.
Jump up ^ D'Alessandro, Anthony (April 1, 2018). "How Warner Bros. Sold 'Ready Player One' On The Spielberg Spirit & Beat Tracking With $53M+ 4-Day – Sunday Postmortem". Deadline Hollywood. Retrieved April 4, 2018.
Jump up ^ "I Can Only Imagine (2018)". Rotten Tomatoes. Fandango. Retrieved March 29, 2018.
Jump up ^ "I Can Only Imagine Reviews". Metacritic. CBS Interactive. Retrieved March 22, 2018.
Jump up ^ Ward, James (March 15, 2018). "Faith-based drama 'I Can Only Imagine' doesn't just preach to the choir". The Arizona Republic. Retrieved March 22, 2018.
Jump up ^ Ehrlich, David (March 21, 2018). "'I Can Only Imagine' Review: A Christian Rock Biopic Shows Why Faith-Based Films Struggle to Convert Secular Audiences". IndieWire. Retrieved March 22, 2018.
External links[edit]
Official website
I Can Only Imagine on IMDb
I Can Only Imagine at AllMovie
I Can Only Imagine at Box Office Mojo
Retrieved from "https://en.wikipedia.org/w/index.php?title=I_Can_Only_Imagine_(film)&oldid=837811469"
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text:
Jamaica at the Olympics
From Wikipedia, the free encyclopedia
Jump to: navigation, search
Jamaica at the
Olympics
IOC code
JAM
NOC
Jamaica Olympic Association
Website
www.teamja.org
Medals
Gold
22
Silver
35
Bronze
20
Total
77
Summer appearances
1948
1952
1956
1960
1964
1968
1972
1976
1980
1984
1988
1992
1996
2000
2004
2008
2012
2016
Winter appearances
1988
1992
1994
1998
2002
2006
2010
2014
2018
Other related appearances
British West Indies (1960)
Jamaica first participated at the Olympic Games in 1948, and has sent athletes to compete in every Summer Olympic Games since then. In 1960, Jamaican athletes competed as part of the West Indies Federation team. Jamaica has also participated in the Winter Olympic Games since 1988, with the Jamaica national bobsleigh team achieving some fame.
Jamaican athletes have won a total of 77 medals, with all but one medal won in athletics, and all but three of those in the individual and relay sprint events.
The National Olympic Committee for Jamaica is the Jamaica Olympic Association, and was founded in 1936.
Contents
[hide]
1 Medal tables
1.1 Medals by Summer Games
1.2 Medals by sport
2 List of medalists
3 See also
4 External links
Medal tables[edit]
Medals by Summer Games[edit]
See also: All-time Olympic Games medal count
Games
Gold
Silver
Bronze
Total
Rank
1948 London 1 2 0 3 20
1952 Helsinki 2 3 0 5 13
1956 Melbourne 0 0 0 0 –
1960 Rome as part of the British West Indies 39
1964 Tokyo 0 0 0 0 –
1968 Mexico City 0 1 0 1 39
1972 Munich 0 0 1 1 43
1976 Montreal 1 1 0 2 21
1980 Moscow 0 0 3 3 34
1984 Los Angeles 0 1 2 3 28
1988 Seoul 0 2 0 2 34
1992 Barcelona 0 3 1 4 38
1996 Atlanta 1 3 2 6 39
2000 Sydney 0 6 3 9 54
2004 Athens 2 1 2 5 35
2008 Beijing 5 4 1 10 15
2012 London 4 5 3 12 18
2016 Rio de Janeiro 6 3 2 11 16
2020 Tokyo future event
2024 Paris
2028 Los Angeles
Total
22
35
20
77
38
Medals by sport[edit]
Sport
Gold
Silver
Bronze
Total
Athletics 22 35 19 76
Cycling 0 0 1 1
Total
22
35
20
77
List of medalists[edit]
Medal
Name
Games
Sport
Event
01 ! Gold Wint, ArthurArthur Wint 1948 London Athletics Men's 400 metres
02 ! Silver McKenley, HerbHerb McKenley 1948 London Athletics Men's 400 metres
02 ! Silver Wint, ArthurArthur Wint 1948 London Athletics Men's 800 metres
01 ! Gold Rhoden, GeorgeGeorge Rhoden 1952 Helsinki Athletics Men's 400 metres
01 ! Gold Wint, ArthurArthur Wint
Leslie Laing
Herb McKenley
George Rhoden 1952 Helsinki Athletics Men's 4×400 metres relay
02 ! Silver McKenley, HerbHerb McKenley 1952 Helsinki Athletics Men's 100 metres
02 ! Silver McKenley, HerbHerb McKenley 1952 Helsinki Athletics Men's 400 metres
02 ! Silver Wint, ArthurArthur Wint 1952 Helsinki Athletics Men's 800 metres
02 ! Silver Miller, LennoxLennox Miller 1968 Mexico City Athletics Men's 100 metres
03 ! Bronze Miller, LennoxLennox Miller 1972 Munich Athletics Men's 100 metres
01 ! Gold Quarrie, DonDon Quarrie 1976 Montreal Athletics Men's 200 metres
02 ! Silver Quarrie, DonDon Quarrie 1976 Montreal Athletics Men's 100 metres
03 ! Bronze Quarrie, DonDon Quarrie 1980 Moscow Athletics Men's 200 metres
03 ! Bronze Ottey, MerleneMerlene Ottey 1980 Moscow Athletics Women's 200 metres
03 ! Bronze Weller, DavidDavid Weller 1980 Moscow Cycling Men's 1 km time trial
02 ! Silver Lawrence, AlbertAlbert Lawrence
Greg Meghoo
Don Quarrie
Ray Stewart 1984 Los Angeles Athletics Men's 4×100 metres relay
03 ! Bronze Ottey, MerleneMerlene Ottey 1984 Los Angeles Athletics Women's 100 metres
03 ! Bronze Ottey, MerleneMerlene Ottey 1984 Los Angeles Athletics Women's 200 metres
02 ! Silver Davis, HowardHoward Davis
Devon Morris
Winthrop Graham
Bert Cameron 1988 Seoul Athletics Men's 4×400 metres relay
02 ! Silver Jackson, GraceGrace Jackson 1988 Seoul Athletics Women's 200 metres
02 ! Silver Graham, WinthropWinthrop Graham 1992 Barcelona Athletics Men's 400 metres hurdles
02 ! Silver Cuthbert, JulietJuliet Cuthbert 1992 Barcelona Athletics Women's 100 metres
02 ! Silver Cuthbert, JulietJuliet Cuthbert 1992 Barcelona Athletics Women's 200 metres
03 ! Bronze Ottey, MerleneMerlene Ottey 1992 Barcelona Athletics Women's 200 metres
01 ! Gold Hemmings, DeonDeon Hemmings 1996 Atlanta Athletics Women's 400 metres hurdles
02 ! Silver Beckford, JamesJames Beckford 1996 Atlanta Athletics Men's long jump
02 ! Silver Ottey, MerleneMerlene Ottey 1996 Atlanta Athletics Women's 100 metres
02 ! Silver Ottey, MerleneMerlene Ottey 1996 Atlanta Athletics Women's 200 metres
03 ! Bronze Haughton, GregGreg Haughton
Michael McDonald
Roxbert Martin
Davian Clarke
Dennis Blake
Garth Robinson 1996 Atlanta Athletics Men's 4×400 metres relay
03 ! Bronze Freeman, MichelleMichelle Freeman
Juliet Cuthbert
Nikole Mitchell
Merlene Ottey
Gillian Russell
Andria Lloyd 1996 Atlanta Athletics Women's 4×100 metres relay
02 ! Silver Blackwood, MichaelMichael Blackwood
Greg Haughton
Christopher Williams
Danny McFarlane
Sanjay Ayre
Michael McDonald 2000 Sydney Athletics Men's 4×400 metres relay
02 ! Silver Lawrence, TaynaTayna Lawrence 2000 Sydney Athletics Women's 100 metres
02 ! Silver Graham, LorraineLorraine Graham 2000 Sydney Athletics Women's 400 metres
02 ! Silver Hemmings, DeonDeon Hemmings 2000 Sydney Athletics Women's 400 metres hurdles
02 ! Silver Frazer, MerleneMerlene Frazer
Tayna Lawrence
Veronica Campbell-Brown
Beverly McDonald
Merlene Ottey 2000 Sydney Athletics Women's 4×100 metres relay
02 ! Silver Richards, SandieSandie Richards
Catherine Scott
Deon Hemmings
Lorraine Graham
Charmaine Howell
Michelle Burgher 2000 Sydney Athletics Women's 4×400 metres relay
03 ! Bronze Haughton, GregGreg Haughton 2000 Sydney Athletics Men's 400 metres
03 ! Bronze Ottey, MerleneMerlene Ottey 2000 Sydney Athletics Women's 100 metres
03 ! Bronze McDonald, BeverlyBeverly McDonald 2000 Sydney Athletics Women's 200 metres
01 ! Gold Campbell-Brown, VeronicaVeronica Campbell-Brown 2004 Athens Athletics Women's 200 metres
01 ! Gold Lawrence, TaynaTayna Lawrence
Sherone Simpson
Aleen Bailey
Veronica Campbell-Brown
Beverly McDonald 2004 Athens Athletics Women's 4×100 metres relay
02 ! Silver McFarlane, DannyDanny McFarlane 2004 Athens Athletics Men's 400 metres hurdles
03 ! Bronze Campbell-Brown, VeronicaVeronica Campbell-Brown 2004 Athens Athletics Women's 100 metres
03 ! Bronze Smith, RonettaRonetta Smith
Novlene Williams
Nadia Davy
Sandie Richards
Michelle Burgher 2004 Athens Athletics Women's 4×400 metres relay
01 ! Gold Bolt, UsainUsain Bolt 2008 Beijing Athletics Men's 100 metres
01 ! Gold Bolt, UsainUsain Bolt 2008 Beijing Athletics Men's 200 metres
01 ! Gold Fraser, Shelly-AnnShelly-Ann Fraser 2008 Beijing Athletics Women's 100 metres
01 ! Gold Campbell-Brown, VeronicaVeronica Campbell-Brown 2008 Beijing Athletics Women's 200 metres
01 ! Gold Walker, MelaineMelaine Walker 2008 Beijing Athletics Women's 400 metres hurdles
02 ! Silver Simpson, SheroneSherone Simpson 2008 Beijing Athletics Women's 100 metres
02 ! Silver Stewart, KerronKerron Stewart 2008 Beijing Athletics Women's 100 metres
02 ! Silver Williams, SherickaShericka Williams 2008 Beijing Athletics Women's 400 metres
02 ! Silver Williams, SherickaShericka Williams
Shereefa Lloyd
Rosemarie Whyte
Novlene Williams
Bobby-Gaye Wilkins 2008 Beijing Athletics Women's 4×400 metres relay
03 ! Bronze Stewart, KerronKerron Stewart 2008 Beijing Athletics Women's 200 metres
01 ! Gold Bolt, UsainUsain Bolt 2012 London Athletics Men's 100 metres
01 ! Gold Bolt, UsainUsain Bolt 2012 London Athletics Men's 200 metres
01 ! Gold Fraser, Shelly-AnnShelly-Ann Fraser 2012 London Athletics Women's 100 metres
02 ! Silver Blake, YohanYohan Blake 2012 London Athletics Men's 100 metres
02 ! Silver Blake, YohanYohan Blake 2012 London Athletics Men's 200 metres
02 ! Silver Shelly-Ann Fraser-Pryce 2012 London Athletics Women's 200 metres
02 ! Silver Veronica Campbell-Brown
Shelly-Ann Fraser-Pryce
Sherone Simpson
Kerron Stewart 2012 London Athletics Women's 4×100 metres relay
02 ! Silver Christine Day
Shereefa Lloyd
Rosemarie Whyte
Shericka Williams
Novlene Williams-Mills 2012 London Athletics Women's 4×400 metres relay
03 ! Bronze Weir, WarrenWarren Weir 2012 London Athletics Men's 200 metres
03 ! Bronze Hansle Parchment 2012 London Athletics Men's 110 metres hurdles
03 ! Bronze Campbell-Brown, VeronicaVeronica Campbell-Brown 2012 London Athletics Women's 100 metres
01 ! Gold Bolt, UsainUsain Bolt 2016 Rio de Janeiro Athletics Men's 100 metres
01 ! Gold Bolt, UsainUsain Bolt 2016 Rio de Janeiro Athletics Men's 200 metres
01 ! Gold Thompson, ElaineElaine Thompson 2016 Rio de Janeiro Athletics Women's 100 metres
01 ! Gold Thompson, ElaineElaine Thompson 2016 Rio de Janeiro Athletics Women's 200 metres
01 ! Gold McLeod, OmarOmar McLeod 2016 Rio de Janeiro Athletics Men's 110 metres hurdles
03 ! Bronze Fraser-Pryce, Shelly-AnnShelly-Ann Fraser-Pryce 2016 Rio de Janeiro Athletics Women's 100 metres
03 ! Bronze Jackson, SherickaShericka Jackson 2016 Rio de Janeiro Athletics Women's 400 metres
See also[edit]
List of flag bearers for Jamaica at the Olympics
Tropical nations at the Winter Olympics
External links[edit]
"Jamaica". International Olympic Committee.
"Results and Medalists — Jamaica". Olympic.org. International Olympic Committee.
"Olympic Medal Winners". International Olympic Committee.
"Jamaica". Sports-Reference.com. Archived from the original on 2016-03-05.
[show]
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t
e
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Nations at the Summer Olympics
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[show]
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value: Athletics at the 2012 Summer Olympics - Men's 200 metres

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value: List of flag bearers for Jamaica at the Olympics

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value: جمايكا في الألعاب الأولمبية – Arabic

value: অলিম্পিকে জ্যামাইকা – Bangla

value: Jamajka na letních olympijských hrách – Czech

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value: Jamaica en los Juegos Olímpicos – Spanish

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value: ओलंपिक में जमैका – Hindi

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value: ג'מייקה במשחקים האולימפיים – Hebrew

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value: Jamaica az olimpiai játékokon – Hungarian

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value: Јамајка на Олимписките игри – Macedonian

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value: オリンピックのジャマイカ選手団 – Japanese

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value: Jamajka na letnich igrzyskach olimpijskich – Polish

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value: Jamaica nos Jogos Olímpicos – Portuguese

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value: Ямайка на Олимпийских играх – Russian

value: Jamaica at the Olympics – Simple English

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value: Јамајка на олимпијским играма – Serbian

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value: Jamajka na Olimpijskim igrama – Serbo-Croatian

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value: ประเทศจาเมกาในโอลิมปิก – Thai

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value: Ямайка на Олімпійських іграх – Ukrainian

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value: 奥林匹克运动会牙买加代表团 – Chinese

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