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The growing business handbook : inspiration and advice ... - Sparkler

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3<br />

Business models<br />

<strong>and</strong> competitive<br />

advantage<br />

1.1<br />

High growth depends on how you set yourself up to deliver value into the market.<br />

Colin Mason at the Hunter Centre for Entrepreneurship, University of Strathclyde<br />

<strong>and</strong> Ross Brown at Scottish Enterprise report on how fast-growth enterprises<br />

design their <strong>business</strong> models<br />

<strong>The</strong> commercial l<strong>and</strong>scape is littered with examples of firms with innovative<br />

products or services which failed because they could not achieve profitability –<br />

typically either they could not attract sufficient customers or were based on unsound<br />

economics. A good product or service is therefore no guarantee of success in the<br />

marketplace. Nor is the best technology. A company also needs to have an effective<br />

<strong>business</strong> model. In essence this describes the way in which companies are ‘designed’.<br />

New <strong>business</strong> models can have just as disruptive an effect on the competitive l<strong>and</strong>scape<br />

as new technologies. Consider budget airlines. By re-engineering the costs <strong>and</strong><br />

revenues of running an airline they have undermined the competitive position of the<br />

so-called legacy airlines. Free newspapers, such as the Metro, have had a similar effect<br />

on the traditional paid-for newspaper industry. Direct Line’s approach to selling<br />

insurance over the telephone transformed the personal insurance market, which until<br />

then had been sold through brokers. <strong>The</strong> Internet has facilitated new kinds of <strong>business</strong><br />

models <strong>and</strong> the re-invention of older ones (eg auctions). Indeed, as products have<br />

become increasingly commodified <strong>and</strong> undifferentiated so <strong>business</strong> models are now a<br />

critical source of competitive advantage precisely by providing a source of<br />

differentiation.<br />

Business models: a definition<br />

At its most basic, a <strong>business</strong> model is the story of how a company operates. In slightly<br />

more detail, it describes how a company competes, uses its resources, structures its<br />

relationships, interfaces with customers <strong>and</strong> creates <strong>and</strong> captures value to sustain<br />

itself. <strong>The</strong> key elements in a <strong>business</strong> model include the following:

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