Business model innovation changes how a company creates, delivers or captures value. A new pricing method or channel is useful only when it improves the customer's outcome and the business's economics.
Map the existing offer, customer relationships, delivery activities and revenue model. Identify the assumption that most limits the business. Test an alternative with a defined customer group and a measurable outcome.
Compare the result with the cost and operational complexity of the change. Keep the successful elements and revise unsupported assumptions. Do not expand a model solely because it appears novel or produces short-term attention.
Open Sources Used
This page uses open and institutional references as a frame; the final decision still belongs to the company record, threshold and owner.
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Reading adjacent decision areas keeps the topic from becoming an isolated note.