"A useful way to represent business models is by means of a causal-loop diagram: choices and consequences linked by arrows representing causality."
"A business model representation consists of (i) choices (generally a subset of all choices), (ii) consequences (generally a subset of all consequences), and (iii) theories."
O exemplo do modelo de negócio da Ryanair é eloquente. Entre as escolhas estão, por exemplo: "low fares, flying to secondary airports, all passengers treated equally, nothing is free...". Entre as consequences destas escolhas estão, por exemplo: "low variable and fixed costs, reputation for reasonable fares, combative management team, large volume, ..."
Este pormenor é muito interessante, sobretudo para quem lida com o balanced scorecard: "Organizations often have multiple goals. The balance between different goals may itself be a goal. Notice the trivial fact that, in most cases, goals are consequences, not choices: a company that tries to maximize profit, for instance, is not choosing profit directly; profit arise endogenously as a function of choices made by the company."
A relação entre modelo de negócio e mapa da estratégia é quase directa.