The basis of every successful business model innovation is the analysis of the existing business model. It makes little sense to work on and further develop a business model without carrying out an appropriate analysis of the actual situation beforehand. This would amount to medication by the doctor without examination and diagnosis. If you want to change the existing business model, you have to consider the entire business model and understand its basic logic. An innovative product, a new type of technology, a different cost structure or a new sales model do not yet constitute a new business model. Similarly, an innovative earnings model does not yet represent a business model innovation.

Helicopter perspective provides a view of the whole picture

Helicopter perspective means looking at the business model of the entire company from a superior perspective. The individual areas are not analysed down to the last detail, as is the case in a financial report or a production effectiveness report. Instead, all areas of the business model are presented in a clear and easy-to-understand manner using a suitable method. Thus the view of the whole thing is sharpened and one does not lose oneself too much in the detail.

Observation on different flight altitudes possible

The analysis of the company’s own business model can be based on different flight altitudes, depending on the requirements – from a superficial view from high altitude to a more detailed analysis based on figures at a lower flight altitude.

For example, the BMC can be filled in a few hours by a single person or worked out by several employees in a workshop. If more detailed information is needed, a research project can be carried out over a period of one week, in which each area is underpinned by concrete figures.

Concentration on essentials

Looking at it from a helicopter perspective, one always has an eye on what actually constitutes the business model. For example, when working with the BMC, we focus on the essentials at every level of detail in order to understand the core, the real mechanism of the business model.

It shows which activities are not so important or even stand in the way of the goal. The critical aspects can be easily distinguished from minor or quickly solvable problems.

Instead of working on all areas, it is therefore usually sufficient to focus on those areas that have been identified as crucial for success in the particular case. Thus, one remains focused on relevant, essential factors and does not run the risk of getting caught up in detailed or implementation questions in group discussions.

Conclusion: Why a detailed analysis of the business model is essential

If you want to develop a new business model, it is worth taking a look at the existing business model from a superior perspective. With methods such as the Business Model Canvas, business models can be clearly presented and further developed. At a glance, you can see where there are hidden potentials for improvement or weaknesses. At the same time, a common point of reference and a common language will be created, which enables a playful development of ideas and avoids protracted conversations and discussions.

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