Most organisations can articulate the fundamental building blocks that make up their business, for example: their customers; their suppliers; their propositions; etc.. It’s likely that at some point they’ll have created a traditional business plan that captures them. However, whilst they are important, often in isolation these building blocks aren’t the differentiators of a successful business.
Successful businesses not only understand the building blocks, but they consider how they are put together, the inter-linkages, and their interplay. It’s this understanding, their business model that creates differentiation and value. A traditional business plan is likely to be a relatively static document articulating a snapshot in time. After the ink has dried, however, the environment that the business sits continues to change and therefore, there is a need to ensure that the business model continues to adapt also. The business model needs to be a dynamic model, adjusting the interplays to accommodate changes in the environment such as competitor threats, supply constraints or opportunities, and changing customer requirements.
Whether you use one of the openly available methodologies, or a proprietary one, to help you understand, map, and evolve your business model, external insights and agitations are powerful in terms of challenging the existing or group think, and ensuring that all of the relevant relational, economic, and legal considerations are considered and balanced.
Kommercialize has many years experience in working with organisations to achieve this and has created commercial structures and business models that challenge the status quo. These have included award winning output based contracts, ground breaking innovative investment fund models, and agile service delivery models.