The VDMbee Business Model Portfolio is a practical approach to create overview and insight about the life cycle of your different Business Models. This module will support you in applying Multi Business Model and Technology Innovation (BMI). Professor Peter Lindgren invented this Business Model Portfolio (Bee Board) methodology and representation.
In the past, businesses often maintained a business model for long periods. Today, this is no longer possible. Inter-industry competition, changing patterns of demand (sustainability included), new products, production or distribution technologies, new communication channels, new regulations, the proliferation of alliances, the rise of social media, and more recently, the cloud and big data analytics – all phenomena deemed to erode the power of established business models. As a consequence, business are urged to review and reconfigure or reinvent completely their business models systematically – and become dexterous at doing so.
There is increasing evidence that BMI is a key factor for competitiveness in many industries. An early study by Deloitte in 2000 found various cases where BMI had enabled rapid and substantial growth in market share and profitability. A worldwide survey in 2004-2005 by the Economist Intelligence Unit (EIU) of more than 4000 senior executives found that 54% of the respondents considered that new business models were a more important source of future competitive advantage than new products or services. Also in 2005, the EU carried out a similar survey for KPMG of 336 senior executives from different sectors and mainly large businesses. The findings were straightforward: more successful businesses will be those that have the capacity to adapt and innovate their business models more quickly and effectively.
In 2006 the IBM Global CEO Survey raised awareness that BMI was of wide significance – indeed, the results showed that competitive pressures had pushed BMI much higher than expected on CEOs’ priority lists. Moreover, high performing businesses were almost twice as likely as poorly performing businesses to have implemented BMI, as opposed to product or process innovation. Interestingly, it reveals that CEOs are expanding the business model innovation horizon. In fact, there is a categorical shift toward a more expansive and unconventional view of business model innovation, as well as a need for a greater mix of business model innovation types. While CEOs still believe that product, service and operational innovations are important, they feel that business model innovation must also be applied to a company’s very core — to the way it does business and drives revenue; i.e. to the businesses BM´s. CEOs deemed these business model innovations vital to creating new and differentiating value for their businesses.
Similar to the IBM study discussed above, the Business Week/BCG Innovation Survey of 2008 addressed to almost 3000 senior executives of global businesses – mostly from North America and Europe, found that business model innovators achieved a substantially higher shareholder return than businesses that introduced only product or service innovation. The survey found that over a three year period the business model innovators achieved total shareholder return averaging 8.5%, compared with 1.7% for product/service innovators. This superior relative performance was sustained over 10 years.
The recent KPMG 2013 Survey on business transformation of 900 senior executives shows that a striking 93% of US-based multinational businesses are in some phase of changing their business models. This may be due to several concurring triggers, inter alia changes in customer demand, a tipping point in globalization, a major slowdown in Western economies, significant shifts in technology and energy costs, and the challenges of regulatory compliance. Interesting from a BMI management perspective is the fact that the majority of companies assume a strategic view of BMI –aligning systematically their BMs with strategy.
The two key questions that need to be answered are:
- What Value (financial and non-financial) contribution are my Business Models making
- In which state of the AS-IS/TO-BE life cycle are my Business Models
Answering the questions is team work. This module supports you to view all your business models in a portfolio overview in different aspects of your important business Values.