TRANSITIONAL

BUSINESS
MODELS

THE BUSINESS
MODEL ANALYST
1
SUPER GUIDE:
BUSINESS
MODEL
EVOLUTION

BY DANIEL PEREIRA

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 © THE BUSINESS MODEL ANALYST

The Business Model Analyst is a website dedicated to

analyzing business model types, patterns, and innovation
using the business model canvas as its primary tool. The site
o ers a wide variety of free and premium content, including
digital products such as PDF tools, presentations,
spreadsheets, ebooks & guides, and much more. Check it out
here.

Daniel Pereira
The Business Model Analyst
Ottawa, ON, Canada
businessmodelanalyst.com

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TABLE OF CONTENTS
Introduction 1
Why Business Models Evolve 2
Business Model Evolution Timeline 4
The Digital Evolution 7
Business Model Shifts 9
The Platform Shift 9
The Digital Shift 10
The Services Shift 11
The Exponential Shift 11
The Stakeholder Shift 12
The Circular Shift 13
Conclusion 15
References 16
About the Author 17

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 INTRODUCTION
The term business model is relatively new and still raises a lot
of doubts about its de nition and how everything works.
Some descriptions are even simplistic when summarizing a
business model as just the way a company makes money.

In fact, an e cient business model is much more

comprehensive and deeper than that. The business model
describes, in short, how an organization creates and delivers
value in a given socio-economic and cultural context.

And, in order to follow all these socio-economic and cultural

changes and transformations, to keep up with its target
audience, o ers, strategies, organizational structure,
operational and political processes, the business models
evolve.

“Business model evolution is the process of aligning the

components of the business model through voluntary or
emergent changes to achieve a better t or congruence
between them in order to create and capture value more
e ciently1.”

1 Demil and Lecocq, 2010

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WHY BUSINESS MODELS EVOLVE
As mentioned above, a business model aims to picture how a
company or organization will generate revenue and pro ts.
The objective is to identify the product and/or service to be
sold, as well as the public to whom it will be o ered, while
anticipating the expenses involved in the entire production
and sale process, in pursuit of the established goals.

Most business models can actually be pro table for a long

time. But they do evolve. And, when they do, it is mostly for
three main reasons:

1. Technology Disruptions

Technology is maybe the scenario that quickly changes these

days. And, due to that, consumers also change their interests,
behaviors, and, consequently what and how they perceive
value. And these new perceptions will also provide new
technology transformations, as a cycle.

That’s how we left reading news on the paper and started to

read them online. That’s how we left believing everything we
see on TV or on the internet and began questioning it on
social media, for example.

2. Commoditization

When a product or service is not able to compete on value, it

becomes a commodity, by simply competing on price.
Therefore, it will be forced to scale the business, just by
selling on quantity.

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 Sometimes, when a new commodity rises, an older one fades
away. It is the case of the telephone industry and service. As
a result of the commoditization of cell phones (now
smartphones), landline telephones have mostly disappeared,
since people don’t perceive value in that anymore.

3. Competition

On the other hand, when a product or service bases its sales

on its actual value, not price, competition will play an
imperative role. Competition is, indeed, the most evident
reason for business models to evolve - and it also contributes
to the rst two elements.

It is not unusual that too much competition results in a

changing business model (and even in a blue ocean
scenario). On the opposite side, too little competition is able
to delay or even kill innovation, especially when the market
leader relaxes.

That’s how Google has taken over Microsoft O ce’s space,

by o ering a new freemium business model that has earned
users’ trust.

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BUSINESS MODEL EVOLUTION
TIMELINE
Surely you have already noticed that some brands and
companies have vanished from the market, such as
Blockbuster, or reduced - and even changed - their share,
such as Kodak. The truth is that, somehow, these businesses
missed some points at the strategic level, eventually
outdating their business models.

As said before, business models need evolution, in order to

follow socio-political expectations and technological
innovations. And that has been the same all over history.
Check it out:

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1900-1950

The early 1900s brought the advent of mass production to

manufacture. It was rst introduced at Ford Motor Company,
between 1910 and 1920, with the Ford-T model.

A high degree of standardization at technology, processes,

and design, associated with technical innovations made it
possible to reduce the cost of car production at a point that
the sale cost lowered to less than 50%.

Ford-T became rapidly the best-selling car of the time, with

sales overcoming all the competitors’ together. The mass
production, therefore, turned into a meaningful competitive
advantage (for other companies as well, such as GE and P&G)
and permitted to make the products a ordable for a broader
population.

1950-1990

The age of mass production would meet global transport

systems the next half-century, promoting, therefore, the age
of distribution. Logistics was, then, the new greatest advent,
summed up with standardized production.

Besides, the post-war years characterized an enhanced

purchasing power of the population, also fomented by
customer-targeted campaigns and, mainly, low prices, which
were reached by outsourcing production and separating
facilities across continents, increasing logistics and
distribution.

1990-2010

The two decades before and after the millennium change

was known as the age of information, especially due to the
popularization of the internet. Data processing was able to
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increase production and distribution e ciency and, more
than that, create new business models, never seen before,
like advertising- nanced companies such as Google and
Facebook.

Thanks to the internet and technological innovations, some

business models became scalable for a global market, with
worldwide supply chains. Also, new monetization concepts
were developed, like freemium (with Skype). Besides, some
online-centric companies, such as eBay and Amazon were
founded in this period.

2010-2025

These days, most companies are placing the customer over

other traditional strengths of businesses. Because now the
user is able to have all the information over the product,
availability, and prices from anywhere on the planet.

The strategy has changed. Product innovation is now

replaced by real-time knowledge about the customer’s needs
and wishes. Logistic chains are optimized customer journeys
through adequate channels. Advertising is losing space to
interactive marketing. The power is in the customer’s hands:
the product that best meets what they want gets the deal.

2025-??
Possibly, the next decades will keep focused on the
customer. The di erence is that we will have more
technology to predict their needs, wishes and expectations,
by applying AI/cognitive technologies, and psychometric
methods.

Businesses’ success will, therefore, depend on owning a

broad data set on the consumers. So, business models
targeted at data collection will probably have a great
advantage over productions and other service segments.
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THE DIGITAL EVOLUTION
The main drive of business model evolution is the
digitalization of means, products, and services. However,
although we are all able to see what digital technology has
allowed Apple to cause to the musical industry or Uber to
taxis, the digital is still fomenting a few new business models
- or business model turning points.

On the other hand, digital can actually help enhance current

products and services, making business models evolve,
instead of transforming or being launched. Digital technology
may indeed permit entrepreneurs to rethink their products,
resources, processes, and models. One good example of that
is General Electric. GE would always invest in product
innovation in order to keep it up-to-date and competitive.
Nowadays, the company is rethinking its model, by
monitoring the production through advanced analytics.

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This real-time data allows enhancing e ciency, productivity,
and maintenance, thus quickly adapting its model to
customers’ values and increasing pro tability. Besides, GE
can even change the nature of its products and bring the
customer closer.

Another example is the Spanish-language media company

Entravision, which reaches the Latino audience in the U.S.
The company has always processed a great deal of data due
to its contracts and started to collect ne-grained behavioral
insights over this public.

That has become a valuable currency to trade with

companies that sell products and services to the Latino
population. That’s how Luminar was founded, in 2012, to o er
big data as a service to clients such as Nestlé and Target.

So, it is possible to state that, although consumers expect

changes due to digitalization, companies do not actually
need to revolutionize or build new business models from
scratch. In fact, they may simply evolve their business models
using digital technology.

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BUSINESS MODEL SHIFTS
Business model evolution usually occurs through shifts. The
shifts are small changes in a current business model, such as
a shift of a value proposition or of a customer segment.

In the past, the number of business model shifts was limited,

because the companies evolved linearly and, therefore,
slowly. Nowadays, shifts are getting more and more frequent,
and probably data will become a more imperative value for
the customer than the product ou service itself.

The combination of these small changes groups up into six

business model shift movements:

THE PLATFORM SHIFT

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The shift is from Pipeline to Platform, and it changes as a
result of where the value is created. Instead of the
transaction, the value is in the interaction. A good example of
that is Uber. The service is the same as a taxi could provide.

But the value trigger lies in the fact that, with Uber, the
passenger knows how much the ride will cost and when they
will get to the destination, before even getting in the car.

THE DIGITAL SHIFT

The shift is from Analogue to Digital. The digital allows a new

kind of accessibility, faster and cheaper than o ine
operations, mostly. An example is Picnic online supermarket.
They actually have no supermarket, just distribution centers.

The users will access the products through an app and

receive their groceries within 30 minutes, at no delivery fee.
On the business’s side, it has a 70% cheaper cost structure,
with real-time customer-driven information and no stock.

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THE SERVICES SHIFT

The shift is from Products to Services. The value depends on

the problem the customer has solved. Net ix, for example,
had had this shift even before streaming or on-demand.
Because, in the beginning, the di erential of Net ix was the
service, not the product.

The company started as a DVD delivery that would charge

their customers a regular monthly fee, instead of an individual
fee like the video rental stores. Basically, the product was the
same, DVDs, but the service and the revenue streams were
completely distinct.

THE EXPONENTIAL SHIFT

The shift is from Incremental to Exponential. Usually, a
company grows slowly and steadily, in a regular curve.
Exponential growth, on the other hand, is about scaling faster,
but also e ectively. For that to be true, instead of satisfying
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simple needs, the value is created by a self-sustainable
mechanism with a profound change, generally, global.

A great example is SpaceX. Before it, only government

agencies had the means to re a rocket. But SpaceX made it
commercially available.

THE STAKEHOLDER SHIFT

The shift is from Shareholder to Stakeholder. Shareholders

invest in order to get pro t with the business. And, in order to
reach that, they have demands and choices that not
everybody enjoys or agrees with.

Stakeholders, on the other hand, aim to bene t everyone

involved, starting with the customers, who will feel cared for
and, therefore, be loyal to the brand.

An example of this shift is Starbucks. With the nancial crisis

in 2008, they went for their customers, asking for ideas -
literally. And the company tested 100 of them, giving voice to
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the consumers and pleasing the community. Besides, the
company has global initiatives, making it known as a
responsible and reliable business.

THE CIRCULAR SHIFT

The shift is from Linear to Circular. In this case, the value is

created in reusing and cutting down waste, in order to reduce
the footprint.

Particularly after the implementation of the UN sustainability

goals in 2015, the awareness of sustainability has increased.
That means working with carbon accounting, sustainability
strategies, and life cycle analysis.

Patagonia, a famous American outdoor clothing company, is a

good example. The company works towards closing the
resource loop to promote circularity.

For that, they include self-repair tools and o er a knowledge

bank for customers to x damages to the clothes and wear
them longer.
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If that is not enough, the customer can send it back to their
repair plant or the brand can collect the piece to be sold
second-hand. Finally, the items that cannot be repaired are
broken down to be part of something new.

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CONCLUSION
Technology and social behaviors are changing customers’
expectations and, therefore, the way companies do business.
There are many new opportunities for business models.

However, while building new ones can be pretty expensive,

challenging, and risky, evolving your business models may be
easier and pro table.

In order for that to happen, start by analyzing how you can

deliver greater value to your customers. That can actually
give you insight into your business model innovation before
you search for the next big revolution.

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REFERENCES

The following references were consulted to create this Super

Guide:

- http://www.designdamage.com/why-business-models-
evolve-and-how-to-stay-on-top/#axzz6g5w777aP

- https://businessmodel.company/business-model-evolution/

- https://hbr.org/2015/01/the-best-digital-business-models-
put-evolution-before-revolution

- https://www.businessmodelsinc.com/business-model-
shifts-blog/

- https://www.youtube.com/watch?v=uM028PB4GUA

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ABOUT THE AUTHOR

Daniel Pereira is a Brazilian-Canadian entrepreneur that has

been designing and analyzing business models for over 15
years. You can read more about his journey as a Business
Model Analyst here.

E-mail Daniel if you have any questions at:

[email protected]

You can connect with Daniel at Linkedin:

https://www.linkedin.com/in/dpereirabr/
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THE BUSINESS
MODEL ANALYST
18