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THE PROCESS LOGIC OF IMP BUSINESS MODEL
 
understand – comprehend – determine – design
 

STEP BY STEP  TO

BUSINESS MODEL EXCELLENCE

 


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Anyone who doesn’t understand that concept doesn’t even need to start seeking forward-thinking forms of growth logic.
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Every company has a business model – at least implicitly. It is therefore vital that the first step focuses on understanding the actual performance capabilities of the current business model. The following perspectives are important here:

  • To what degree does the current business model provide meaningful benefit to the customer (Value Creation) and how effectively does it convert that benefit into profit (Value Capture)?
  • What logic is the existing business model based on, or how would you describe the DNA of the current model?
  • What are the distinctive elements of the current model?
  • What level of intrinsic consistency does the model possess?
  • How stable is the profit logic (Value Capture) of today’s model?
  • ...


IMP’s proprietary business model checklist gives companies a profound view of the current model’s so-called DNA, including its strengths and weaknesses.


 

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Anyone who doesn’t try to anticipate the future is running the risk of not being able to identify the essential elements of creating a sustainably profitable business model.
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At its core, strategic thinking is anticipatory thinking. Anticipation requires that you are capable of drafting visions of the future that are as tangible as possible. This implies that the signs of the time can be seen, comprehended and "correctly" understood within the context of the enterprise in question.


It is therefore dangerous to give credence to the falsehood that the future “suddenly” arrives out of nowhere. In fact, the future typically makes itself known in many ways years ahead of its arrival. Still, we have to be ready to see it and think in advance for the company. Companies that are not ready will have difficulty finding the path to a successful future. They will continue to optimize the business logic of their “outdated” paradigms until they have been squeezed out by the system.

The search for answers to the following questions is vital:

  • Does your business model focus on the customer problems of the future?
  • What social changes and technological opportunities could change customer behavior and why?
  • What technological developments could change the existing product world?
  • Which opportunities present themselves in the added value architecture both inside and outside of our industry?
  • Who are the competitors of the future and what business models will they use to garner the attention of customers?
  • ...


Working with top scientists, IMP has developed a process that enables companies to create a unique and well-founded vision of the future for their organization. These visions of the future, developed specifically for each company, open up the possibility of creating growth strategies from a completely new perspective. The process concentrates on effectively using the IMP Thought Factory’s extensive base of knowledge, with the customer as the focus.



    
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Any company that doesn't focus on the three fundamental growth paths will never be able to maximize its own potential.
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Bad strategies are not concerned with the future and tend to ignore the signs of the time. Good strategies focus on the signs of the times and adjust step-by-step to the new challenges they bring. Excellent strategies use creative thinking based on the signs of the time to develop coherent, unique and sustainable business logic from a holistic perspective and apply them to three growth paths. Evolution, adaptation and revolution are the models for success on which we orient ourselves:

  • By maximizing existing potential, how does a company continue to intelligently develop its current business model for today’s core markets?
  • With innovative adjustments to the intrinsic logic of an existing business model, how can a company successfully expand into developing regions (emerging markets)?
  • Based on existing competencies, how can a company develop completely new business models to solve future customer problems?


IMP uses a unique recipe of elements to develop and create company-specific models for success:  

  • We work with customers to create process logic adapted for their specific needs that will guarantee the highest levels of efficiency and effectiveness.
  • Depending on the task, we identify and bring on board international thinkers and experts for each customer. They then work on the project during different phases as valuable "sparring” partners and purveyors of ideas.
  • With IMP’s proprietary business model simulator, we give clients the opportunity to quickly and effectively assess the quantities, revenues, results and profits of the models within the context of potential environments and market scenarios.
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Status quo analysis - 
The architecture of your existing business model




 

 

 

 

 

 

Short-, mid- and long-term implications of external factors on the current model

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 




Developing, evaluating and
implementing growth options
on three levels


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