Business Model Transformation

What is Business Model Transformation?

Business model transformation refers to the process of altering

the fundamental way a company operates and delivers value to
customers, in order to improve its performance,
competitiveness and adapt to changing market conditions.

It involves rethinking the company's strategy, operations,

financials, and organizational structure, in order to create a
new and more effective business model. The goal is to create new
sources of revenue, lower costs, and increase the overall value
the company provides to its customers and stakeholders.

What is a Business Model?

A business model is a conceptual framework that outlines how a

company creates, delivers, and captures value. It defines the
products or services a company offers, the target customers it
serves, the channels through which it reaches those customers,
and the revenue streams it generates. The business model
outlines the underlying logic of how a company operates,
generates revenue, and grows over time. It is a key element of a
company's overall strategy and plays a crucial role in its
success or failure.

New businesses often seek to disrupt existing markets by

introducing new and innovative business models. These new models
can offer unique value propositions, reach customers in new
ways, and generate revenue in ways that traditional businesses
cannot.
Examples of new types of business models include:
Subscription-based models, where customers pay a recurring fee
for access to a product or service

Platform-based models
Platform-based models are where a company creates an ecosystem
of buyers and sellers and takes a commission on transactions

Sharing economy models

Sharing economy models are where individuals share resources,
such as cars or homes, through an online platform

Freemium models
Freemium models are where a basic version of a product or
service is offered for free, with premium features available for
a fee

Crowdfunding models
Crowdfunding models are where a business raises funds from a
large number of people, typically via the internet

Crowdfunding Business Models

There are many more types of business model. Those listed above
and others have the potential to shake up traditional industries
and create new market opportunities, but they also bring new
challenges, such as regulatory hurdles, changing customer
behaviours, and intense competition.

Technology Enabled Business Models

Technology-enabled business models are business models that
leverage digital technologies to create new value propositions
for customers and generate new revenue streams. These business
models often rely on the use of data, analytics, and automation
to increase efficiency, improve customer experiences, and create
new products and services.
Examples of technology-enabled business models include:

Platform business models: Platforms such as Uber, Airbnb, and

Amazon leverage digital technologies to connect buyers and
sellers, hosts and guests, or service providers and customers,
creating new marketplaces and revenue streams.

Subscription business models: Companies such as Netflix,

Spotify, and Adobe use subscription-based models to offer access
to digital content or software as a service, providing recurring
revenue streams.

E-commerce business models: Retailers such as Amazon, Alibaba,

and Zara use e-commerce business models to sell products online,
using data and analytics to personalize the shopping experience
and improve supply chain efficiency.

Freemium business models: Companies such as Dropbox, LinkedIn,

and Hootsuite use freemium business models to offer a basic
service for free and charge for premium features, using data and
analytics to convert free users to paying customers.

Data-driven business models: Companies such as Google, Facebook,

and Twitter use data-driven business models to monetize user
data, providing targeted advertising and insights to
advertisers.

Technology-enabled business models often disrupt traditional

business models and create new opportunities for growth and
innovation. By leveraging digital technologies to create new
value propositions, organizations can stay ahead of the curve
and create sustainable competitive advantages.
Reasons For Business Model Transformation

A business may decide to undergo a business model transformation

for a variety of reasons, including:

1. Market disruption
Market disruption refers to the phenomenon where an emerging
technology or business model disrupts an established market or
industry, leading to significant changes in the competitive
landscape and the way business is conducted. The market or
industry changes, and the older business model is no longer
effective.

Disruptive technologies or business models often challenge

established market leaders by providing a new and innovative way
to deliver products or services that meets customer needs in a
more efficient, convenient, or cost-effective way. Disruptors
often leverage digital technologies, data and analytics, and
platform-based business models to create new value propositions
for customers and generate new revenue streams.

Market disruption can be a double-edged sword, as it can lead to

the downfall of established companies and industries, but it can
also create new opportunities for growth and innovation. By
keeping up with emerging technologies and business models and
embracing innovation, companies can position themselves to be
disruptors rather than the disrupted.

2. Increased competition
Increased competition refers to the situation where a company
faces more competitors in the marketplace, either from new
entrants or from existing competitors who have expanded their
offerings or improved their value propositions.

The emergence of new technologies, changes in consumer

behaviour, and global market dynamics are some of the factors
that can lead to increased competition. In a highly competitive
environment, companies may need to invest more in marketing,
product development, and customer service to differentiate
themselves from their competitors and maintain their market
share.
To stay competitive in a dynamic market, companies need to stay
agile, be open to change, and continually adapt their strategies
to meet the evolving needs of their customers. This may involve
investing in new technologies, expanding into new markets, or
developing new products and services that offer unique value
propositions. By staying ahead of the competition and focusing
on delivering value to their customers, companies can maintain a
competitive edge and succeed in the marketplace.

3. Declining sales
Declining sales refer to the situation where a company
experiences a decrease in the volume or value of its sales over
time. This can be caused by a variety of factors, such as
changes in consumer preferences, increased competition, economic
downturns, and supply chain disruptions.

Declining sales can have significant negative impacts on a

company, such as reduced revenue, lower profit margins, and
decreased market share. This can lead to a vicious cycle, where
lower sales lead to reduced investment in marketing and
innovation, which further depresses sales.

By taking proactive measures to address declining sales,

companies can turn the situation around and regain their
competitive edge. This may require a shift in strategy,
investment in new capabilities, and a willingness to embrace
change and innovation.

4. Technological advancements
New technologies have emerged that enable companies to reach
customers and operate more efficiently, and the current business
model is not taking advantage of these advancements.

Technological advancements can occur across a range of fields,

such as information technology, biotechnology, materials
science, energy, and transportation. They can involve new
discoveries or breakthroughs, as well as incremental
improvements to existing technologies.
Technological advancements can have significant impacts on
society and the economy, creating new opportunities for
innovation and growth, as well as challenges and disruptions. To
leverage the benefits of technological advancements, companies
and individuals need to stay up to date with emerging
technologies, be willing to experiment and innovate, and be
adaptable to change.

5. Changing customer needs

The company's target customers' needs, and behaviours have
changed, and the current business model is no longer meeting
their needs.

Changing customer needs refer to the situation where the

preferences, expectations, or demands of customers evolve over
time due to factors such as changes in technology, lifestyle,
demographics, or societal trends. As customers become more
informed and empowered, they expect businesses to meet their
needs in more personalized and customized ways, and to offer
seamless experiences across all touchpoints.

Changing customer needs can have a significant impact on

businesses, especially those that fail to adapt to these
changes. To stay relevant and competitive, businesses need to be
agile and able to respond to changing customer needs by
developing new products, services, and experiences that meet
evolving expectations.

By prioritising customer needs and staying attuned to changing

trends, businesses can maintain their competitive edge and build
stronger relationships with their customers.
6. Shifting regulatory environment
The company is facing new regulations or changes in existing
regulations that impact its business model.

A shifting regulatory environment refers to the situation where

there are changes in the laws, rules, or policies that govern a
particular industry or sector. These changes can be driven by a
range of factors, such as changes in political leadership,
shifts in public opinion, or new technologies and business
models that disrupt established regulatory frameworks.

A shifting regulatory environment can have significant impacts

on businesses, especially those that operate in highly regulated
industries such as finance, healthcare, and energy. Changes in
regulations can create new opportunities or pose new challenges
for businesses, depending on their ability to adapt and comply
with new requirements.

By staying attuned to changes in the regulatory environment and

adopting a proactive and collaborative approach to compliance,
businesses can position themselves to succeed in the marketplace
and take advantage of new opportunities.

7. Mergers and acquisitions

The company has undergone a merger or acquisition and needs to
integrate the business models of the two companies.

Mergers and acquisitions (M&A) refer to the process of combining

two or more companies through a variety of financial
transactions, such as mergers, acquisitions, consolidations, or
tender offers. The goal of an M&A transaction can be to achieve
various strategic objectives, such as expanding the company's
geographic reach, gaining access to new markets, achieving
economies of scale, or acquiring new technology or talent.
M&A transactions can have significant impacts on both the
companies involved and the broader market. On the one hand, M&A
transactions can lead to increased efficiencies, cost savings,
and other synergies that can benefit the companies and their
stakeholders. On the other hand, M&A transactions can also lead
to job losses, cultural clashes, and other negative impacts,
especially if the companies involved are unable to successfully
integrate their operations and cultures.

M&A transactions can take many forms, including horizontal

mergers, where companies in the same industry merge; vertical
mergers, where companies in different stages of the supply chain
merge; and conglomerate mergers, where companies in unrelated
industries merge.

The ultimate goal of a business model transformation is to

create a new and more effective way for the company to operate,
generate revenue, and grow over time. It requires a strategic
and well-planned approach, as well as a willingness to take
risks and embrace change.

Business Transformation Versus Business Model Transformation

Business Transformation and Business Model Transformation are

similar but distinct concepts. This results in a lot of people
using the terms interchangeably and not understanding how they
differ.

Business Transformation refers to a comprehensive change program

aimed at improving an organisation's overall performance and
competitiveness. It can encompass changes to the company's
strategy, operations, technology, culture, and structure.
Business transformation often requires a significant effort,
resources, and time, and affects many areas of the company.
Business Model Transformation, on the other hand, is a specific
type of transformation focused on changing the way a company
creates, delivers, and captures value. It is a more targeted
effort to improve the company's business model, with the goal of
generating new sources of revenue, reducing costs, and
increasing the overall value the company provides to its
customers and stakeholders.

In short, business transformation is a broader, more

comprehensive effort to improve the entire organisation, while
business model transformation is a specific type of
transformation aimed at improving the company's business model.

Types of Business Transformation

There are several types of business transformation, which we'll
consider below. Note that this is about business transformation
types. Not Business model types. We'll talk about business model
types later.

Digital Transformation
Digital transformation is the type of transformation that is
focused on leveraging digital technologies to transform the
company's operations, reach customers in new ways, and generate
new sources of revenue. It may involve changes to the company's
technology systems, customer engagement strategies, and revenue
models.

Operational Transformation
Operational transformation: This type of transformation is
focused on improving the efficiency and effectiveness of the
company's operations. It may involve changes to the company's
supply chain, production processes, and technology systems.

Organisational Transformation
Organisational transformation: This type of transformation is
focused on changing the company's culture, structure, and
processes to improve its overall performance and
competitiveness. It may involve changes to the company's
management systems, decision-making processes, and employee
engagement strategies.
Market-Focused Transformation
Market-focused transformation: This type of transformation is
focused on entering new markets, expanding the company's reach,
and increasing its market share. It may involve changes to the
company's target customer segments, marketing strategies, and
distribution channels.

Cultural Transformation
Cultural transformation: This type of transformation is focused
on changing the company's culture and values to align with its
overall strategy and goals. It may involve changes to the
company's leadership, communication styles, and employee
engagement strategies.

Business Model Transformation

Business model transformation: This type of transformation is
focused on changing the way a company creates, delivers, and
captures value. It is a targeted effort to improve the company's
business model, with the goal of generating new sources of
revenue, reducing costs, and increasing the overall value the
company provides to its customers and stakeholders.

Each type of transformation has its own set of challenges and

opportunities, and companies must choose the type of
transformation that is most appropriate for their specific needs
and goals. It's also important to note that multiple types of
transformation may occur simultaneously, as companies seek to
adapt to changing market conditions and improve their overall
performance.
Business Model Innovation
Business model transformation cannot occur without innovation,
however, it requires the proper form of innovation as the term
“innovation” often elicits thoughts of product innovation. Some
organisations tend to get caught up in the thrill of developing
new products, frequently neglecting business model innovation.

Business model innovation refers to the process of creating and

implementing new or significantly improved ways of doing
business in order to gain a competitive advantage. This can
include changes to a company's revenue streams, value
proposition, customer segments, distribution channels, or other
aspects of the business model.

The goal of business model innovation is often to create new

sources of revenue, increase efficiency, or improve customer
value. This can be done by exploring new markets, developing new
products or services, or finding new ways to deliver existing
products or services.

Business model innovation can be a key driver of growth and

success for companies, especially in rapidly changing or
disruptive industries.

Business model innovation is gaining recognition as a crucial

aspect of strategic management that contributes to creating
significant competitive advantages for an organisation.

Business Model Innovation Benefits

Business model innovation is important because it allows
companies to adapt to changing market conditions and customer
needs and create new sources of revenue and growth. In today's
fast-paced business environment, companies that are able to
continuously innovate and evolve their business models are more
likely to stay competitive and successful.
5 Benefits of Business Model Innovation

There are several reasons why business model innovation is

crucial for companies:

1. Helps companies stay ahead of the competition

By continuously innovating their business models, companies can
differentiate themselves from their competitors and create a
competitive advantage.

2. Allows companies to explore new markets

Business model innovation can help companies identify new market
opportunities and create new revenue streams.

3. Helps companies adapt to changing customer needs

By understanding and responding to changing customer needs,
companies can improve customer value and loyalty.

4. Enables companies to be more agile and efficient

Business model innovation can help companies streamline their
operations and reduce costs, which can improve overall
efficiency and profitability.

5. Helps companies to be more resilient

A diversified business model with multiple revenue streams can
help companies to be more resilient in the face of market
disruptions or economic downturns.

In summary, business model innovation is important because it

allows companies to stay competitive and adapt to changing
market conditions, which is essential for long-term success.
Business Model Innovation Process
Business model innovation is the development of new business
models, the modification of existing business models, and the
change from one business model to another.

It's increasingly seen as a source for superior organisational

performance and competitive advantage that is complementing or
even partly replacing organisational strategy.

The capability to move into new business models rapidly and

successfully is an important source of competitive advantage and
a key leverage to improve the performance of companies.

Business Model Innovation in 10 Steps

Business model innovation consists of 10 iterative phases. An
organisation undergoing this process may revisit stages and
repeat or skip steps as needed, and may repeat the process to
respond to new opportunities and challenges in its environment.
The steps are:

1. Ideation
The purpose of the business model innovation and its key
stakeholders are defined, and the value proposition and first
conceptual ideas are ideated.

2. Concept design
A first rough conceptualisation of the key business model
elements is developed and documented.

3. Virtual prototyping
A range of prototypes is generated and revised to refine and
communicate the business model concept. The phase also comprises
benchmarking with solutions and concepts from other parties.

4. Experimenting:
The concept's crucial assumptions and variables are assessed
through randomised controlled trials and simulations and by
conducting field experiments.
5. Detailed design
A comprehensive analysis and examination of all the components
of the business model and the connections between these
components is performed.

6. Piloting
The entire idea is validated by launching a preliminary limited
iteration of the business model in a portion of the target
audience.

7. Launch
The implementation of the business model is spread throughout
the relevant organisational units and the designated target
market.

8. Monitoring
The regular collection and analysis of data and metrics relevant
to the business model, such as revenue, customer satisfaction,
market share, and operating costs, provide insights into the
performance of the business model.

9. Diversification
The process of expanding the existing business model can take
various forms, including vertical, horizontal, or geographic
diversification.

10. Refinement
Fine-tuning and improving the business model to achieve better
performance and results involves an examination to identify
areas for improvement, such as increasing efficiency, reducing
costs, improving customer satisfaction, or increasing revenue.

The process of innovating a business model may have to be

repeated if significant changes are needed.

Product, Process, and Business Model Innovation

Product Innovation
Product innovation involves either the development of a new
product, or improvements to an existing product. By
revolutionising the way humans interact with mobile devices,
Apple was a pioneer of product innovation. But even the mighty
Apple has faced its fair share of challenges in this space.
Because while bright ideas are one thing, effective management
to make them a successful business reality is another matter.

Not so long-ago Apple was frustrated by seeing its teams

reinvent the wheel every time a new product was launched. As is
the case in many organisations, teams were often working in
silos. One product team's quick decision would impact the work
of a parallel team, resulting in one team destroying the
progress of another. There was an abundance of great ideas at
Apple, but a significant lack of great management. Apple has
since improved performance in this space with ANPP (Apple New
Product Process), but that still leaves thousands of other
companies struggling to translate their ideas into income.

Process Innovation
Process innovation involves the implementation of new or
improved production and delivery methods to reduce a company's
costs or improve a company’s production levels. It can include
changes across all value chain activities. The Ford Motor
Company demonstrated process innovation more than a hundred
years ago when it introduced the first moving assembly line,
reducing assembly time per vehicle from 12 hours to around 90
minutes. A more modern example is using live data to plan
production runs. Process innovations are typically far less
visible to customers than product innovations. As with product
innovation, executing process innovation projects and programmes
is a struggle for many that lack the right management
capabilities.

Business Model Innovation

Business model innovation includes changes in how a product is
brought to market and is broader and more complex than product
or process innovation. Rather than focusing on the introduction
of a new or improved product or service, business model
innovation relates to the way products and services are brought
to market.
Examples of Business Model Transformation
Here are a few examples of business model transformations:

Netflix Business Model Transformation

Netflix transformed its business model from a DVD rental-by-mail
service to a streaming video service, leveraging the growth of
the internet and the decline of physical media. This
transformation allowed the company to reach a much larger
customer base and generate new sources of revenue.

Amazon Business Model Transformation

Amazon transformed its business model from an online bookstore
to an e-commerce platform, offering a wide range of products and
services to customers. This transformation allowed the company
to become a major player in the retail industry and generate new
sources of revenue through its platform services.

Apple Business Model Transformation

Apple transformed its business model from a computer
manufacturer to a consumer electronics company, offering
products such as the iPhone and iPad. This transformation
allowed the company to reach a much larger customer base and
generate new sources of revenue from mobile devices and
services.

Uber Business Model Transformation

Uber transformed its business model from a ride-hailing service
to a transportation platform, offering a range of services
including ride-hailing, food delivery, and electric bike
rentals. This transformation allowed the company to reach a
wider customer base and generate new sources of revenue through
multiple services.

Walmart Business Model Transformation

Walmart transformed its business model from a brick-and-mortar
retail store to an omni-channel retailer, offering customers the
ability to shop both in-store and online. This transformation
allowed the company to reach a wider customer base and generate
new sources of revenue through e-commerce.
JPMorgan Chase Business Model Transformation
JPMorgan Chase transformed its business model from a traditional
commercial bank to a financial services company, offering a
range of products and services including investment banking,
asset management, and private banking.

Salesforce Business Model Transformation

Salesforce transformed its business model from a customer
relationship management (CRM) software company to a cloud-based
platform for customer engagement, offering a range of products
and services including marketing automation, customer service,
and e-commerce.

Airbnb Business Model Transformation

Airbnb transformed its business model from a peer-to-peer room
rental service to a travel platform, offering a range of
services including home rentals, experiences, and travel
activities.

Spotify Business Model Transformation

Spotify transformed its business model from a music download
service to a streaming platform, offering customers access to
millions of songs and podcasts.

Tesla Business Model Transformation

Tesla transformed its business model from an electric car
manufacturer to a clean energy company, offering a range of
products and services including solar panels, batteries, and
electric vehicle charging stations.

Dropbox Business Model Transformation

Dropbox transformed its business model from a file-sharing
service to a collaboration platform, offering a range of
products and services for businesses, including file storage,
collaboration tools, and virtual meetings.

Square Business Model Transformation

Square transformed its business model from a mobile payment
processor to a financial services company, offering a range of
products and services including point-of-sale systems,
invoicing, and cash advances.
Zoom Business Model Transformation
Zoom transformed its business model from a video conferencing
tool to a platform for remote work, offering a range of products
and services including virtual meetings, webinars, and team
collaboration.

Grubhub Business Model Transformation

Grubhub transformed its business model from an online food
ordering platform to a full-service food delivery company,
offering a range of products and services including food
delivery, pick-up, and catering.

Procter & Gamble Business Model Transformation

Procter & Gamble transformed its business model from a
traditional consumer goods company to a brand management
company, relying on marketing and innovation to drive growth and
profitability.

Microsoft Business Model Transformation

Microsoft transformed its business model from a software company
to a cloud-based platform and services company, offering a range
of products and services including cloud computing, artificial
intelligence, and virtual reality.

Facebook Business Model Transformation

Facebook transformed its business model from a social networking
site to a digital advertising platform, leveraging user data to
target advertising to specific audiences.

Alibaba Business Model Transformation

Alibaba transformed its business model from a
business-to-business e-commerce platform to a digital commerce
company, offering a range of products and services including
retail e-commerce, cloud computing, and financial services.

Instacart Business Model Transformation

Instacart transformed its business model from a grocery delivery
service to a platform connecting shoppers with local grocery
stores, offering a range of products and services including
same-day delivery and pick-up.
Peloton Business Model Transformation
Peloton transformed its business model from a high-end
stationary bike manufacturer to a digital fitness platform,
offering a range of products and services including home
exercise equipment, virtual fitness classes, and nutrition
coaching.

Google Business Model Transformation

Google transformed its business model from a search engine to a
technology company offering a range of products and services
including advertising, cloud computing, and hardware.

Deliveroo Business Model Transformation

Deliveroo transformed its business model from a restaurant
delivery service to a food delivery platform, offering a range
of products and services including restaurant delivery, grocery
delivery, and alcohol delivery.

Adobe Business Model Transformation

Adobe transformed its business model from a software company
offering individual creative applications to a cloud-based
creative platform, offering a range of products and services
including photo and video editing, document management, and
digital marketing.

Etsy Business Model Transformation

Etsy transformed its business model from an online marketplace
for handmade goods to a global platform for creative businesses,
offering a range of products and services including handmade
goods, vintage items, and craft supplies.

Square Business Model Transformation

Square transformed its business model from a mobile payment
processor to a financial services company, offering a range of
products and services including point-of-sale systems,
invoicing, and cash advances.
Zillow Business Model Transformation
Zillow transformed its business model from a real estate listing
site to a full-service real estate platform, offering a range of
products and services including home listings, mortgage loans,
and home improvement services.

Stripe Business Model Transformation

Stripe transformed its business model from a payment processor
to a financial infrastructure platform, offering a range of
products and services including payment processing,
subscriptions, and lending.

Postmates Business Model Transformation

Postmates transformed its business model from a food delivery
service to a delivery platform, offering a range of products and
services including food delivery, grocery delivery, and alcohol
delivery.

Wix Business Model Transformation

Wix transformed its business model from a website builder to a
full-service website and online marketing platform, offering a
range of products and services including website building,
e-commerce, and digital marketing.

Shopify Business Model Transformation

Shopify transformed its business model from an e-commerce
platform to a full-service commerce platform, offering a range
of products and services including e-commerce, point-of-sale
systems, and financial services.

Tencent Business Model Transformation

Tencent in China transformed its business model from an instant
messaging platform to a technology conglomerate, offering a
range of products and services including social media, online
payments, gaming, and cloud computing.
Flipkart Business Model Transformation
Flipkart in China transformed its business model from an online
bookstore to an e-commerce giant, offering a range of products
and services including retail, fashion, and home goods. (India)
Alibaba: Alibaba transformed its business model from an online
marketplace to a technology conglomerate, offering a range of
products and services including e-commerce, cloud computing, and
digital media.

Naspers Business Model Transformation

Naspers in South Africa transformed its business model from a
media company to a technology investment firm, offering a range
of products and services including e-commerce, online
classifieds, and internet services.

JD.com Business Model Transformation

JD.com in China transformed its business model from an online
retailer to a technology-driven retailer, offering a range of
products and services including retail, logistics, and financial
services.

Mercado Libre Business Model Transformation

Mercado Libre in Argentina transformed its business model from
an online marketplace to a digital commerce platform, offering a
range of products and services including retail, payments, and
shipping.

Rocket Internet Business Model Transformation

Rocket Internet in Germany transformed its business model from
an incubator to a technology investment firm, offering a range
of products and services including e-commerce, online
classifieds, and internet services.

SoftBank Business Model Transformation

SoftBank in Japan transformed its business model from a
telecommunications company to a technology investment firm,
offering a range of products and services including
telecommunications, e-commerce, and internet services.
Baidu Business Model Transformation
Baidu in China transformed its business model from a search
engine to a technology company, offering a range of products and
services including search, online advertising, and artificial
intelligence.

Rakuten Business Model Transformation

Rakuten in Japan transformed its business model from an online
marketplace to a technology company, offering a range of
products and services including e-commerce, mobile payments, and
digital media.

Line Business Model Transformation

Line transformed its business model from a messaging app to a
technology company, offering a range of products and services
including mobile messaging, online payments, and mobile gaming.
(Japan)

Wizz Air Business Model Transformation

Wizz Air transformed its business model from a low-cost airline
to a hybrid airline, offering a range of products and services
including low-cost and full-service flights. (Hungary)

Zalando Business Model Transformation

Zalando transformed its business model from an online retailer
to a fashion platform, offering a range of products and services
including retail, logistics, and fashion content. (Germany)

Swiggy Business Model Transformation

Swiggy transformed its business model from a food delivery
service to an on-demand platform, offering a range of products
and services including food delivery, grocery delivery, and
hyperlocal services. (India)

Grab Business Model Transformation

Grab transformed its business model from a ride-hailing service
to a super-app, offering a range of products and services
including ride-hailing, food delivery, and mobile payments.
(Singapore)
Royal Dutch Shell Business Model Transformation
Royal Dutch Shell transformed its business model from an oil and
gas company to an energy company, offering a range of products
and services including oil and gas, renewables, and electric
vehicle charging. (Netherlands)

Carrefour Business Model Transformation

Carrefour transformed its business model from a brick-and-mortar
retailer to an omnichannel retailer, offering a range of
products and services including brick-and-mortar retail,
e-commerce, and home delivery. (France)

Metro Business Model Transformation

Metro transformed its business model from a wholesaler to an
omnichannel retailer, offering a range of products and services
including wholesale, e-commerce, and brick-and-mortar retail.
(Germany)

Tesco Business Model Transformation

Tesco transformed its business model from a brick-and-mortar
retailer to an omnichannel retailer, offering a range of
products and services including brick-and-mortar retail,
e-commerce, and home delivery. (UK)

Tata Group Business Model Transformation

Tata Group transformed its business model from a conglomerate to
a technology-focused conglomerate, offering a range of products
and services including steel, automobiles, information
technology, and engineering services. (India)

The key to a successful transformation is to identify new

opportunities, rethinking existing value propositions, and
embracing new technologies to create a more innovative and
profitable business model.

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