Re-equacionar modelos de negócio

O número deste Dezembro da Harvard Business Review inclui um interessante artigo "Reinventing Your Business Model" assinado por Mark Johnson, Clayton Christensen e Henning Kagermann.
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Em tempos de mudança acelerada da paisagem adaptativa onde se inserem as organizações a que chamamos empresas e que se traduz na migração de valor a que estamos a assistir todos os dias, é crucial repensar e re-inventar o modelo do negócio.
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"A 2005 survey by the Economist Intelligence Unit reported that over 50% of executives believe business model innovation will become even more important for success than product or service innovation."
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"few companies understand their existing business model well enough—the premise behind its development, its natural interdependencies, and its strengths and limitations. So they don’t know when they can leverage their core business and when success requires a new business model."
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"The first is to realize that success starts by not thinking about business models at all. It starts with thinking about the opportunity to satisfy a real customer who needs a job done. The second step is to construct a blueprint laying out how your company will fulfill that need at a profit. In our model, that plan has four elements. The third is to compare that model to your existing model to see how much you’d have to change it to capture the opportunity. Once you do, you will know if you can use your existing model and organization or need to separate out a new unit to execute a new model."
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"These four elements form the building blocks of any business. The customer value proposition and the profit formula define value for the customer and the company, respectively; key resources and key processes describe how that value will be delivered to both the customer and the company.
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As simple as this framework may seem, its power lies in the complex interdependencies of its parts."
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Ainda ontem, no âmbito de uma acção de formação, referi esta estatística:
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"Remember that 96% of all business start-ups in the US fail within 10 years, but the failure rate of franchises is less than one third of the rate of regular businesses.Why is this so?
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A significant part of franchises' greater general success is because of alignment. The best franchises have thought through very carefully who their target customer is and what the promise is that they want to make to that customer. And they've thought through all the internal systems and processes to deliver on that promise in the most efficient and effective way. Franchises have learned to invest in developing and maintaining alignment of resources to mission."
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Trecho retirado de "Six Disciplines for Excellence" de Gary Harpst
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A imagem é preciosa:
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"We can learn much about achieving excellence - not only for our customers, but for ourselves - by taking a lesson from franchises. The franchising concept has been wildly successful over the past 40 years..
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The appeal of a franchise is rooted in two promises. First, there's a very clear promise to the customer that's reflected in the brand.
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Second, there's a promise to the business owner (franchisee) of a well-considered and proven business model that delivers on the customer promise. The result is two-fold. It delivers something of excellence to the customer ...
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It also delivers something of excellence to the business owner - a predictable return on investment, established business procedures, employee training, staffing plans, marketing strategies and interested customers.
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The point isn't that all businesses should be franchised; the point is that all businesses would benefit from taking the same holistic approach to excellence that franchises take. Franchised businesses recognize that there are two products - the product or service which the customer buys, and the business which the investor buys."
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Qual o modelo de negócio da sua empresa?
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Até que ponto é que tem de ser reformulado?