Business model

Post-COVID-19 Innovation Business Model, 2021 Market Growth Opportunity Report –

DUBLIN – (COMMERCIAL THREAD) – The “Business Model Innovation Post-COVID-19 Growth Opportunities” report has been added to offer.

As the post-COVID-19 scenario looms, traditional business models are undergoing rapid change, and the need to innovate and expand the portfolio of business models becomes critical to enable businesses to survive and grow.

Multiple trends are driving the need for innovation in business models, such as supply chains undergoing pandemic-induced transformation, growing environmental awareness driven by climate change, role of data in all functions and the transition from a product model to a service model.

Rapid innovation in business models characterized by technological convergence will be the norm to support growth in a hyper-competitive world, while a lack of innovation can render companies obsolete. Value will shift from the current product-centric model to consumer-centric data, systems and services in the new competitive ecosystem.

Companies began to serve customers for strength and longevity instead of focusing primarily on product-based transactions. The emergence of the as-a-service model for critical business elements, such as data as a service (DaaS), simplifies product access with flexible payment options.

After COVID-19, consumers will expect more technologically convergent experiences with unique interfaces and platforms that unify their journey. Product experience, interactive engagement, and personalization will shape unified end-user experiences in customer-driven models.

Crowd-based business models that harness the potential of collective thinking, crowd capacity, and crowd behaviors will create markets and uncover needs in a changing environment. Crowd-based models harness the power of the collective, making them an essential category.

Socially conscious and environmentally friendly companies have taken the initiative to adopt circular models. A growing awareness of the environment and sustainability among end consumers has prompted traditional businesses to explore models based on the circular economy.

Organizations must strategize to seize growth opportunities by adopting appropriate business models to achieve measurable impacts, such as revenue growth, growth in valuations, growth in new markets, and growth in new customer segments. Adjacent and new business models will overtake traditional businesses over time. The successful businesses of tomorrow must build a portfolio of initiatives across the core, adjacent and new opportunities that support revenue growth.

Main topics covered:

Trends Strategic Imperative

  • Why is growth getting harder and harder to achieve?

  • The strategic imperative

  • Our universe Mega Trend-Overview

  • Growth opportunities fuel the engine of the growth pipeline

Executive dashboard

  • Our Mega-Trend Universe – New Business Models

  • Main conclusions

  • Growth opportunities critical to future success

  • Presentation of business models

  • Presentation of business models

  • Shareholder value driven by business models

  • What is the impact of BMI?

  • Key Trends and Enablers of BMI

  • Scope and Coverage of Business Models

  • BMI coverage overview

  • BMI Mapping Framework Scoring Index

Client-based models

Customer-centric exemplary business models

  • Business model 1 – The economy of virtual experience

  • Business model 2 – Pop-ups

  • Business model 3 – Direct to consumer

  • Business model 4 – Personalization

  • Business Model 5 – Hyperlocation

  • Business model 6 – Results-based model

  • Business model 7 – Flexible payment models

Crowd-based exemplary business models

  • Business Model 1 – Co-creation

  • Business model 2 – Community collective purchasing

  • Business Model 3 – Democratization of access

  • Business model 4 – Identity dissemination

  • Business Model 5 – Micro Job

  • Business Model 6 – Online Ecommerce

Exemplary Business Models as a Service

  • Business model 1 – Product as a service

  • Business model 2 – BPaaS

  • Business model 3 – Paas

  • Business Model 4 – Aaas

  • Business model 5 – Daas

Exemplary ecosystem-based business models

  • Business model 1 – Sharing economy

  • Business model 2 – Vertical integration

  • Business model 3 – Network orchestrator

  • Business Model 4 – PMP

  • Business model 5 – Decentralized company without owner

Exemplary business models of the circular economy

  • Business model 1 – Shared repackaging platforms

  • Business model 2 – Secondary markets

  • Business Model 3 – Reverse Logistics

  • Business Model 4 – Dematerialization

  • Business model 5 – Carbon trading

  • BMI Mapping Framework

Universe of growth opportunities

  • Growth opportunity levers

  • Growth Opportunity 1 – Convergence of Technology and Travel Could Launch Virtual Travel Business Model in Travel

  • Growth opportunity 2 – Coopetition-based business model with a focus on sustainability

  • Growth Opportunity 3 – The result as a service model drives the compression of the value chain and turns the customer into a partner for OEMs

  • Critical Success Factors for Growth

  • Assessment – The Way Forward

Next steps

  • Identify the growth area of ​​your business

  • Your next steps

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