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Understandingstanding
Under

Research and analyze the elements needed
for the business model design effort

activities critical success factors key dangers Scanning, though, is inevitably accompanied by the risk of over-
252 › JZXe \em`ifed\ek › ;\\g le[\ijkXe[`e^ f] gfk\ek`Xc › Fm\i$i\j\XiZ_`e^1 [`jZfee\Zk researching. Make your team aware of this risk at the outset and
kXi^\k dXib\kj Y\kn\\e i\j\XiZ_ Xe[ fYa\Zk`m\j ensure that everyone agrees to avoid excessive researching. “Analysis
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› Cffb`e^ Y\pfe[ k_\ kiX[`k`feXc › 9`Xj\[ i\j\XiZ_ Y\ZXlj\ f] gi\Zfd$ paralysis” can also be avoided by prototyping business models early
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Yfle[Xi`\j [\Ôe`e^ kXi^\k dXib\kj d`kd\ek kf X Z\ikX`e Ylj`e\jj `[\X on (see Prototyping, p. 160). This has the added benefit of allowing you
› I\j\XiZ_ n_Xk _Xj Xci\X[p Y\\e to quickly collect feedback. As mentioned earlier, research, under-
ki`\[ \%^% \oXdgc\j f] ]X`cli\j Xe[ standing, and designing go hand in hand, and the boundaries separat-
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ing them are often unclear.
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This second phase consists of developing a good understanding During research, one area that deserves careful attention is develop-
of the context in which the business model will evolve. ing deep knowledge of the customer. This sounds obvious, but it
is often neglected, particularly in technology-focused projects.
Scanning the business model environment is a mix of activities, The Customer Empathy Map (see p. 131) can serve as a powerful tool
including market research, studying and involving customers, to help you structure customer research. One common challenge is
interviewing domain experts, and sketching out competitor business that the Customer Segment is not necessarily clear from the outset.
models. The project team should immerse itself in the necessary A technology “still in search of a problem to solve” may be applicable
materials and activities to develop a deep understanding of the in several different markets.
business model “design space.”

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