Would you be willing to continuously provide services to Ferrari for free, just to be able to tell other potential clients you have Ferrari as a reference customer? Would you be willing to provide your technology and IP to one company, free of charge for exclusive use in their industry, just to get rights to the improvements they plan to make on your technology through investments in R&D? How much would the brand awareness be worth if the logotype of your new technology was seen on some customers' products - enough to get the technology for free? If access to one of your customers' customer data would help you improve your products and services towards all your customers, should you really charge for your products towards that customer? If a company provides you with substantial market data in exchange for your anonymized customer data, who is creating most value for whom? If you help develop other companies' key resources do you think they could reduce the price for you or provide you with more support? If you grow the market for other companies could you get something in return? If you provide tons of non-monetary value to your employees would they be happy with lower or even no salaries?
It would be a great mistake to believe that the revenue streams are the only measure of potential or existing value creation. It merely records the netting after barter has taken place.
When designing business models, do not limit your thinking to customer value creation and revenue streams.