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Businesspeople are likely to display one of two reactions to this
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process of business model inquiry. Some might say, "Well, that old new PROTOTYPING
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is a nice idea, if we only had the time to explore different options." thinkin thinking
Others might say that a market research study would be an
equally good way to come up with new business models. Both 163
Few business models ew business models ew business models Multiple business models
F F
reactions are based on dangerous preconceptions.
dominat
dominat
dominate an industrye an industrye an industrye an industrye an industrye an industry in and across industries
dominat
dominat
dominat
DESIGN
The fi rst supposes that “business as usual” or incremental Outside-in: industry defi Inside-out: business models
Outside-in: industry defi
Outside-in: industry defi nes nes nes nes
Outside-in: industry defi
improvements are suffi cient to survive in today’s competitive busines transform industries
business modelss modelss modelss models
busines
busines
environment. We believe this path leads to mediocrity. Businesses
Linear thinking
Linear thinking
Linear thinking
Linear thinking
Linear thinking
that fail to take the time to develop and prototype new, ground- Linear thinking Opportunistic thinking
breaking business model ideas risk being sidelined or overtaken
Early choic
Early choic
by more dynamic competitors—or by insurgent challengers Early choice of business e of business e of business Exploratory search for
model
model business model
appearing, seemingly, from nowhere.
Implementation-
Implementation-focusedfocusedfocusedfocusedfocusedfocused
Implementation- Design-focused
Implementation-
Implementation-
Implementation-
The second reaction assumes that data is the most important
consideration when designing new strategic options. It is not. Effi Value- and effi ciency-focused
Effi
Effi
Effi
Effi
Effi ciency-focused ciency-focused ciency-focused ciency-focused ciency-focused ciency-focused
Market research is a single input in the long and laborious process
of prototyping powerful new business models with the potential
to outperform competitors or develop entirely new markets.
Where do you want to be? At the top of the game, because you’ve
taken the time to prototype powerful new business models?
Or on the sidelines, because you were too busy sustaining your
existing model? We're convinced that new, game-changing
business models emerge from deep and relentless inquiry.
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