Your business mission is to deliver value to customers. But it is also important that while doing that, you capture value for yourself. Companies which fail to capture value die. It is not just enough to disrupt the sector; you must capture value during the redesign. In Harvard Business Review, I explained how firms can capture that value through new business models like the Double Play Strategy. Simply, you must have a playbook where value, for you, will come even as you deliver value to your customers?
Do not be like Skype which found a way to deliver value for users, destroying aggregated value for telecom firms, but has struggled to capture any decent value for itself.
Pick the pencil, look at the business and ask yourself: “value is being created for users here and here but where am I getting my own value as a business?” If you cannot see a clear roadmap, question the hypothesis of that business model. Yes, you cannot make customers super-happy and go out looking at bankruptcy.
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