The business model is a "scaffolding" on which the foundation of the company is built. A good one can in itself be a guarantee for success, while a bad one condemns the company to failure from the very beginning. But even the best business model must be implemented well in order to reap the greatest benefits. At the moment, both young and established companies are constantly facing new challenges. It's not just a matter of keeping up with the times, but of being ahead of them. Even though increasing digitalization threatens long-established systems, it also offers us all the opportunity to outperform the competition and strengthen our own position. But only if we are prepared to move with the times in a wide variety of areas:
Even the best business idea is no longer a novelty. Innovations can help make companies faster, smarter, and more efficient.
Increasingly, established business models are being strengthened with innovations that result from the digital transformation of the company's value chain.
In the post-Corona era, digital marketing and digital sales are no longer seen as "multi-channel" but are becoming the most important access to customers in the digital age.
Business models in the B2B sector, in the high-tech sector but also in consumer goods benefit from Industry 4.0 concepts. Intelligent and digitally networked systems make self-organized production possible. This applies to all phases of the value chain: from product policy, through development, to recycling, comprehensive communication chains are created.
Work steps in the production process are no longer isolated from the market - customer feedback in real-time becomes the basis for action for adjustments in marketing, sales, production, and logistics.
Disruptive innovations are innovations that change entire systems, value chains, or even markets. They are the opposite of classical innovation management with its focus on continuous improvement processes.
Disruptive innovations result in completely new business models - only very few management teams benefit from them.
If established companies want to bring their business into the digital future with disruptive innovations, all existing structures, business models and assumptions about the future must be questioned. Only in this way can new systems and business ideas be developed.
A firm place in the market, which has been fought for over years, leads to stagnation for many established players. Especially long-established companies are often afraid of weakening their hard-earned leadership position and their own brand through risky innovations.
This stagnation, however, causes them to increasingly lose touch with their own customers and ultimately end up on the sidelines. Many companies that were once at the top have now slipped into insignificance. The reason: they have clung on desperately to old practices and images.
Traditional players in all industries have to further develop established business models and, especially in the post-Corona era, adjust their marketing and sales to permanently changing customer behavior - especially in the B2B environment.
The days when the company's own sales force could approach new customers in the early stages of the buying process are over. Today, not only is the search for information done digitally, but also the contacts to the sales department are online and have to be specifically supplemented with content in order to establish a continuous dialogue with the prospective buyer.
These changes require some companies to completely reposition themselves in the market - without losing touch with their own traditions.
Even the most innovative product or business model can easily go under if it does not get the stage and support it deserves. Many young companies and start-ups fail not because of creativity or intelligence, but because of the operational implementation of their business model or the wrong management decisions.
Jumping into the cold water of starting a business with a new, unproven business model is hard enough. And to keep a clear head between cost management and expansion with your own business model, you need a true masterstroke: this requires vision, strategic thinking and analytical know-how.
Many young companies consider their business model to be tried and tested after the first few months. Banks, investors, and even your own employees demand that you stick to your chosen path - a terrible and momentous management mistake.
The so-called Business Model Generation with the well-known Business Model Canvas helps to discover the most important business potentials, resources, and revenue streams when developing a new business model.
Even start-up gurus such as Eric Ries or Geoffrey Moore emphasize that successful start-ups only consider their business model a "minimum viable product" and must adapt it several times until the so-called "product-market fit" is achieved. Only rarely are the customers and services that make the first money at the beginning also the success factors of the later, scalable business model.
Business models are created for customers. You to adapt to their wishes and requirements in order to bind them to your brand and increase sales. Unfortunately, many companies fail to keep up with their customers and, above all, with the times.
Always keeping an eye on your own original roots is the first step towards maximizing success. Because it is not for nothing that every tradition began as an idea.
The goal is therefore the reinterpretation of old success factors with the help of an analysis of your own company. Because one thing is certain: without an overview of your own strengths, you cannot play to your strengths.
Even the best business model has to be well implemented and executed to get the most out of it. However, it is precisely this point that confronts many, especially young companies, with almost insurmountable hurdles. What is needed is a clear operational understanding, a clear vision, and far-reaching strategic thinking. Every start-up requires a different approach.
It is just as difficult to change the entire business model after a few years. This can also prove to be very difficult or almost impossible. This makes it all the more important to take the right path from the very beginning. New business models must be perfectly tailored to the respective market, product, and customers.
We at Thought Leader Systems are at your side if you want to make your established business model fit for the digital age. Together with you, we will find the perfect framework and bring your company step by step on the road to success.
Thought Leader Systems is also at home with the development and successful introduction of new business models. We support successful players in industries such as high-tech, software, medical technology, energy, and finance - with the complete service chain for market success in the digital age:
We are a think tank: We screen markets and identify untapped market potential, unseen customer groups, innovative marketing approaches, and new sources of income in the market (revenue streams).
We are business architects: We build complete business models - with business cases, feasibility studies, financial and capital planning, and planning of the implementation in product management, marketing, and sales. Our references include international payment platforms, multi-channel business models for energy, finance, and B2B world market leaders.
We are system partners: Business models in the digital age need a digital infrastructure. We supply you as a partner of leading manufacturers such as SAP, Oracle, Salesforce, and Adobe. Turnkey ready and perfectly implemented. With the associated consulting and training for teams of startups and corporations. With the experience of over 100 implementations and about 500 training.
We are a full-service digital agency: we provide holistic support for our clients' business models in marketing and sales. We transform the websites of global market leaders with SEO, content, and UX into ranking boosters and lead generation machines. We develop leads with email marketing, marketing automation, CRM, and customer loyalty programs to regular customers.
As different as our customers' business may be, our success is always evaluated in the same way: by the newly acquired leads, customers, sales, and by the customer lifetime value of the acquired customers.
That is why we not only activate the acquisition of new clients but also and above all, the retention of existing clients, the exploitation of their potential, and the potential for recommending them to others.
We assign three different attributes to each business model, which should be individually adapted and optimized in harmony with each other.
This modular approach enables us to find the optimal approach and to set different priorities according to your ideas. Together we will find the right building blocks for the foundation of your success.
The value proposition, also known as "value proposition", is simply what you offer to customers and partners. It is a mistake to assume that the customers are the only beneficiaries of your own business. Every supplier, marketer and business partner is an integral part of their own success. If you make the mistake of excluding these partners, you also exclude half of your own potential.
Any partner who could be a part of your success should also become a part of your business model. Because every partner creates value. This value must be optimized in its three central components (price, product and service). In this way, together with you, we create the best for your products and for your customers.
These highly simplified business areas provide the basis for our optimizations and the structure of the process chains. In order to control the processes and make them as responsive as possible, they are further broken down.
Directly involved in value creation for the customer
Ensure the execution of direct activities
Ensures the quality of other activities
The revenue model is the part of the business model that deals with the buyer personas and distribution channels. The questions we help you within this respect are no longer just "How?", but also "Where?" and "Who?".
Once your product and value creation are set and optimized, the question is how, where, and to whom your product should be advertised and sold so that it receives the attention and success it deserves.
With our help, you will find the perfect profit model for your company, so that nothing stands in the way of success.
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