Business Models Quotes

“As society evolves, the possibility for new business models emerge.”
― Hendrith Vanlon Smith Jr, CEO of Mayflower-Plymouth

“The current boundaries, definitions, and clustering of separate and clearly delineated “industries” or “sectors” are disappearing.”
― Roger Spitz, The Definitive Guide to Thriving on Disruption: Volume IV - Disruption as a Springboard to Value Creation

“Similar to living organisms, these living BMaaS (Business Models-as-a-System) have an innate capacity to change creatively within their ecosystems, as they emerge and unfold. Change is expected, organic, and constant.”
― Roger Spitz, The Definitive Guide to Thriving on Disruption: Volume IV - Disruption as a Springboard to Value Creation

“Business models are never inherently good or bad. Business model success is relative to the industry, to what's going on in the economy, to the specific business, to the year, and a few other things.”
― Hendrith Vanlon Smith Jr, CEO of Mayflower-Plymouth

“You can't outsmart, outhustle, or outmaneuver a weak business model”
― Jim Muehlhausen, Business Models for Dummies

“Business models are more disruptive than technology.”
― Harjeet Khanduja, Nothing About Business

“Of more angst to drivers are the customer ratings systems imposed by the app companies. While most drivers do not have a problem with the notion of being rated, they are concerned that they will receive poor marks for circumstances beyond their control. Customers can give even the most earnest drivers bad ratings for any reason such as bumpy rides over pothole strewn roads, traffic congestion and passengers underestimating how much time they need to reach their destinations. Miscommunication between passengers and drivers can occur because passengers cannot speak the local language, are drunk, or fall asleep and cannot direct the driver to their remote destinations. Perhaps some passengers just do not like the ethnic group to which some drivers appear to belong. Circumstances such as these are clearly the fault of passengers who may rate drivers poorly nonetheless.

Drivers with low ratings can be expelled from on-demand taxi services. This unfairness is compounded to the extent that drivers make large investments in their cars, insurance and fuel. Making drivers, who basically invested in a franchise, vulnerable to expulsion from a system because of unfair ratings seems to me to be a potential source of dissention or even litigation.

Another concern associated with the taxi app business model is that drivers only have 15 seconds to respond to notices of pick up opportunities. Drivers that fail to respond in such tight windows lose the business. Repeat failures to make timely responses can result in temporary suspensions. This pressure, and related distractions associated with interacting with handsets, is applied simultaneously with all of the challenges of navigating traffic in a variety of weather conditions. Foremost, this is a driving hazard that imperils everyone in the vicinity. It also ties in with the ratings systems because drivers are only rated on the rides they complete. Drivers who claim rides but abandon the customer if it looks like the pickup will be delayed have no ratings risk. Paradoxically, no ratings result in the worst customer service as passengers end up stranded.”
― David Wanetick, Business Model Validation

“It is common understanding that communication is at the heart of any organisation. So, why have organisational models not evolved accordingly? To truly leverage the potential of this information age, we need to rethink and redesign organisations”
― Miguel Reynolds Brandao, The Sustainable Organisation - a paradigm for a fairer society: Think about sustainability in an age of technological progress and rising inequality

“Moving chemical products to more downstream, to avoid commoditization and keep growth and values high, is more and more not working. Since innovation in this field is a big challenge and the fast growing countries have a limited interest in specialities, businesses need to find other ways to keep margins on a high level.”
― Pedro Ahlers

“Business models and pricing strategies are essential...pair them with lifestyle models and you have the formula I teach to entrepreneurs worldwide.”
― Richie Norton

“Proper business models include human flourishing.”
― Richie Norton

“You can't change mental models until you change mental models.”
― Aidan McCullen, Undisruptable: A Mindset of Permanent Reinvention for Individuals, Organisations and Life

“The most important behavior on your part involves dedicating a disproportionate share of your own time, attention, and discretionary resources to creating new business models. Existing businesses, and the leaders in charge of them, face little difficulty in articulating their needs, building a case for their support, and attracting people. Entrepreneurial initiatives, on the other hand, are usually seen as marginal or unimportant in their early stages. Unless you personally allocate to them disproportionate attention, disproportionate resources, and disproportionate talent, they will get squeezed by the existing business to the extent that they never have a chance to take off. Your challenge is to provide counterpressure to the inertial forces that lead your people to constantly attend to the demands of today’s business.
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By disproportionate resources, we mean budget, access to operating capacity or operating assets, and, most vitally, the very best people. Ironically, these are the very resources that are highly desired by managers of the existing business, who are apt to hotly contest any other claim on them. Like the payment of disproportionate attention, the disproportionate allocation of resources to new business models has its costs. Every dollar and every hour of operations capacity allocated disproportionately to entrepreneurial initiatives is money and time denied the existing business. Disproportionate allocation must be a deliberate process, with commitment of resources being visibly recognized as a matter of strategic choice, not a struggle between long- and short-term goals.
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Finally, you must be prepared for your organization’s top talent to work on entrepreneurial initiatives. This can create a painful dilemma. When top talent works on an entrepreneurial initiative, the current business is weakened accordingly. However, if only mediocre talent is assigned to the difficult task of new business development, the ventures are doomed. Furthermore, allowing ventures to be run by mediocre people sends an even stronger signal to the rest of the business about your real priorities. The smart people in the firm will recognize that business development is not truly a priority for you, and they will organize their own priorities accordingly. The message: If you don’t walk the talk, only the dumb people will listen.”
― Rita Gunther McGrath, The Entrepreneurial Mindset: Strategies for Continuously Creating Opportunity in an Age of Uncertainty

“Assumptions are conditioning and beliefs that we treat as truth. Assessments are objective facts with evidence. Build your business model with a belief, but revise it with evidence.”
― John Endris, The Solopreneur:: Your Guide To Running A One Person Business: