Overall Satisfaction

In the final part of the interview, the researcher asks if the participating firms were satisfied with the entire business model development process: were business model frameworks seen as helpful, and did they ensure or stimulate that all phases in the process were smoothly completed? If no (theoretical) framework was used the researcher asks if a use of such thing could be helpful in a firm for working on a firm’s business model. The summarised interview results concerning the satisfaction can be found in Table 18.

Firms Overall Satisfaction: Results

Firm 1 The way we do it now is in our eyes very effective. Everybody knows what is expected of him, the steps are clear and our own strategic pillars give us a good view if new business concepts fit within our firm and in the current market. I do not see the relevance of using a theoretical

framework. All elements are checked in our minds, and are quite obvious.

Firm 2 We are not entirely satisfied about the process. It could certainly be better. Implementing more structure such as the use of certain frameworks could really help. At the moment it is often unclear what we exactly need to do and where we have to start when identifying elements like customers, resources and value propositions. Also the phases are not completely clear. The absence of (scientific) models) is because this firm is very informal and pragmatic.

Firm 3 In general we are very content. The use of the Business Model Canvas helps a lot. However somethings can be improved. We need to involve

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customers and partners more in the entire process, they can come up with ideas and this will helps us.

Firm 4 I am very satisfied. When we used the Business Model Canvas in the past as the main framework, I was less satisfied. Now we are using the Lean Canvas the process works a lot better. It comes to the core, it describes the building blocks that really matter.

Firm 5 The value matrix we use works reasonably. Although in some cases it does not work at all. Because we have to deal with other factors that are not present in the matrix. Also the numbers we give to them can be interpreted differently, and thus importance in projects may differ. I see the potential a framework like the Business Model Canvas can have.

Firm 6 We see the Business Model Canvas and Value Proposition Canvas we use just as a model. Nothing more, nothing less. However it works very good in all phases. It helps us with creating the business plan, selecting the product and formulating our value propositions.

Firm 7 We are satisfied with our current activities and the use of the Sequoia Business Plan. It helps a lot with structuring to your thoughts and makes sure you do not forget something. The frameworks you showed are more clear to present in a team. It is easier to communicate your business model in a template instead of a long story. It is a possibility we might use this in the future.

Firm 8 Generally we are very satisfied with the use of the Business Model Canvas. It works very good in my opinion.

Firm 9 It works fine, however we need to optimise this process. At the moment it is a very slow process and not always functional / clear. The use of

frameworks or other tools can certainly help I think.

Firm 10 We are very satisfied about working with frameworks as the Business Model Canvas and the Lean Canvas. In the entire process it works as a great tool to structure, communicate and summarise your ideas.

Firm 11 The Balanced Scorecard is a very fine tool to see if a business model concept has any potential. We are very satisfied with the tool and the whole associated process.

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Firm 12 When making use of the Business Model Canvas and the related Value Proposition Canvas our process runs very smoothly. From the more conceptual phase till the reviewing tasks the canvases prove to be a helpful framework. You can easily communicate and highlight the important elements. If you are in a team meeting or a have meeting with external stakeholders it very handy to present your business model and your value propositions in a template.

Table 18. Overall Satisfaction

Overall the firms are satisfied with the way they create and innovate their business models. Firms that make use of frameworks seems especially content (Firm 3, 4, 6, 8, 10, 12). They describe the frameworks as helpful communication and structuring tools in the business model process. Other firms who use own frameworks or a more descriptive method like the Sequoia Business Plan see potential in the use of frameworks (Firm 5 and 7). They indicate the use of such methods will be better for the process and effectiveness will improve. Also firms who are not using frameworks at the moment declare these can be an addition to their current process (Firm 2 and 9). Overall using frameworks seems to make the business model development process more easy. The frameworks reduces complexity, improves

communication and stimulate understanding a firm’s business model.