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THE BASIC LOGIC OF IMP BUSINESS MODELS
 
Scientists and management experts all agree on it
 

UNIQUE, COHERENT AND SUSTAINABLE 

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Business models with unique, coherent and sustainable logic must be at the focus of any strategy work.
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In the future, only those companies that can differentiate themselves from the competition with innovative logic will be able to call themselves the real winners. The art of strategy work is therefore in the architecture of business models that simultaneously
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  • provide meaningful and forward-looking added value for customers (VALUE CREATION) and
  • possess an intrinsic logic for converting this added value into profit with above-average frequency (VALUE CAPTURE).

     



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Uniqueness, sustainability and coherence are the decisive factors in creating the correct mixture for today's business models. This is initially applied on the business model level as a whole, but it follows that each element is also vital in designing the individual components of any business model.


Why uniqueness, sustainability and coherence are the core points of orientation

  1. They provide a clear view of the strategic direction a company should and can take in the future within the context of its market
  2. They show the path to a sustainable focus for a company, which then becomes the orientation point for all of its activities.
  3. They sharpen any blurred company positioning logic with clear differentiation.
  4. They provide innovation strategy with clear direction.
  5. They lead a mature product range to real product logic.
  6. They organize the levels of added value into a coherent added value logic.
  7. They connect the individual elements of marketing and sales into an integrated logic.
  8. They provide the necessary clarity for designing effective profit models.
     

Why the architecture of successful business models requires conceptualization on three levels

Long-term profitable growth is based on both the successes of today and the development of implementable growth options for the future. This can only function, however, when a company’s strategy work promotes three distinct growth paths in the context of its business model architecture.
 

CORE MARKET
 The evolution of business logic in the core market 

  • How does a company need to (continually) develop its existing business logic in order to serve the ever-changing demands of customers and markets? 


EMERGING AND DEVELOPING COUNTRIES
 Adapting business logic to successfully deal with emerging and developing countries 

  • How does a company need to adapt its business logic in order to successfully meet the needs of diverse cultures and market structures as part of geographical expansion? 


NEW PROBLEM AREAS
 Revolutionizing your own business logic to handle new and significant problem areas that are outside of your current focus.  

  • Using its own core competencies, how can a company provide unique, coherent and sustainable business logic solutions to solve important and previously unsolved customer or corporate problems? 

 

IMP’s proprietary process logic guarantees that the strategy work at companies is able to provide valuable approaches to these growth areas.

     


IMP's process logic >>

 
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