The fast-changing environment and the speed of how small start-up companies disrupt whole industries has challenged many traditional companies. This happens because established companies are mostly based on business models which do not incorporate the new digital possibilities. Started with the raw business idea of the client, the thesis analyzes the existing business cases of Uber and Amazon to derive a new platform business model for the specific sector of the client.

The author used the Business Model Canvas by Osterwalder as well as the Platform Business Model Map from David L. Rogers to analyze the Uber and Amazon business model. The learnings were used to develop a new business model for the client. Hereby, the same frameworks and concepts were used. For the validation of the developed model, the Value Map by Osterwalder was used to ensure that the business model meets market requirements and actual customer needs. In addition, two expert interviews were held to validate the developed business model and to ensure its feasibility, viability and desirability.

The client benefits from a better understanding about the applied concepts of platform business models throughout this thesis. Further the client can get an idea of potential key success factors for developing a platform business model. The thesis visualizes a solution for the new platformed based business model with the Model from Canvas and Platform Business Model Map. Relevant findings and the learned fundamental concepts of a platform business model are investigated and explained. The work is finalized with a conclusion and suggestion for the client on how to proceed.