If you have had or do have such a process, does it look at business model innovation separately from product and technological innovation?

Many companies see new products and technologies as the only ways to provide increased benefits to customers and end users. As the coffee discussion suggested, it can be easier to add more value by turning a product into a service than it is to focus only on improving the product itself.

For example, General Food's Maxwell House division had introduced flavored coffees conceptually like what you get in a coffee bar in the early 1970s. Few would argue that the taste and experience of these canned items are a match for what is offered at a Starbucks or a coffee bar using Starbucks products. Without a separate focus on designing and implementing new and better business models (that may include new products and technologies), you are probably missing most of your opportunities.

When was the last time your company changed its business model?

If the answer is more than two years ago, the odds favor there being a current opportunity to implement an improved business model.

How many times has the business model changed in your industry in the last ten years?

If the answer is less than three times, there is probably untapped potential for a new business model now.

How expensive is it for you to develop and test a new business model?

The answer differs a lot from industry to industry. If the costs are low, then you have very high potential to develop an improved business model. You will face few internal hurdles to doing the necessary early experimentation. Conversely, if the costs are high, you will probably need to create an improved way to develop business models that is less expensive.

How risky is it for you to develop a test a new business model?

For some companies, reputation is so important, for example, that it is difficult to even test new things until they are almost perfect. In other industries, working with crude prototypes is the expectation.

What would you lose if your business model experiment fails in all of the predictable ways that it could? If not very much, what are you waiting for?

If much is at stake, consider ways to reduce the amount at risk or the visibility of your flops. Early experiments should be expected to create "learning" rather than solutions, so you need to have a way to get your learning on the cheap.

Copyright 2008 Donald W. Mitchell, All Rights Reserved

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