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In early 2013, three young Nepalese entrepreneurs were deciding whether to launch Kaffeine, the first of a large chain of coffee shops, in Kathmandu, the capital city of Nepal. As experienced entrepreneurs, the partners were interested in a recently vacated location near Durbar Marg, a major street and shopping destination in Kathmandu that represented a unique opportunity to build a highly successful coffee chain. Coupled with the increasing trend in Nepal toward coffee drinking rather than tea, this was an opportunity the trio felt they could not pass up. The entrepreneurs had many things to consider, such as location, competition, target market, and how to measure the feasibility of this new venture.

This is an MIT Sloan Management Review article. Digital technology has already upended the media and information sectors. It's about to do the same to the manufacturing economy, and pave the way for what can be called the "pan-industrial"strategy.

As companies attempt to diversify into portfolios of business models that achieve higher performance than other configurations, they need to match their own resources and capabilities to the external opportunities they face. In this article, the authors argue that executives need to assess whether there is fit not only between the activities underpinning the business models they use but also across multiple business models. How can companies assess whether there are advantages to using multiple business models? And when might it make sense to focus on fewer business models rather than more? To develop their understanding of business models, the authors studied the Formula One auto racing industry, the various businesses operated by Amazon.com Inc., and nearly 50 other companies. This article addresses three core questions: What should you consider when thinking about business model diversification? In deciding to add a new business model to your portfolio, how can you assess and optimize its value? How should you modify your business model portfolio over time? Like other forms of corporate diversification, the authors say, business model diversification does not always generate superior performance. In settings where a business model isn't generating the synergies that were envisioned, managers shouldn't be afraid to streamline, improve, or divest from some business models in the portfolio to focus on and bolster the activities that are strategically optimal.

Scenario planning came to prominence following World War II and gained recognition in the corporate world in the late 1960s and early 1970s. While several different approaches to scenario planning have emerged since then, this article focuses specifically on the Oxford scenario planning approach. Rather than taking a probabilistic stance (that is, making predictions in percentage terms or as best-case/worst-case scenarios) or a normative stance (that is, envisioning what a future should look like), the Oxford scenario methodology is based on plausibility. By recognizing the part of uncertainty that is unpredictable and by actively exploring the sources of the turbulence and uncertainty, the goal is to iteratively and interactively generate new knowledge and insights to help organizations reperceive their circumstances. During periods of turbulence, unpredictable uncertainty, novelty, and ambiguity (what the authors refer to as TUNA conditions), organizations frequently experience serious challenges that threaten existing value chains, communities, and even whole fields of endeavor. Such conditions can be unsettling and destabilizing on many different levels. A core feature in the Oxford scenario planning approach is making a distinction between the immediate business environment an organization inhabits (where business transactions take place) and the broader environment, or context, in which it operates. Different organizations go about scenario planning in different ways -there is no cookie-cutter methodology, the authors write. This article examines two cases. The first case involves Rolls-Royce plc, a leading supplier of power systems for aircraft and the marine and energy markets; the second case looks at the Royal Society of Chemistry, a London, U.K.-based international organization involved in advancing the field of chemical sciences.

In a global survey of 2,000 C-suite executives in more than 60 countries, McKinsey & Co. found that few companies are responding appropriately to digital disruption. While 90% of companies indicated that they are engaged in some form of digitization, only 16% said their companies have responded with a bold strategy and at scale; only 30% of companies are focusing on new ways to bundle demand or resegment their market. Based on these numbers, some leaders might assume that they have plenty of time to get their digital acts together. But the authors argue that this would be a dangerous assumption because new digital entrants are seizing a significant share of revenue across regions and industries. The authors highlight three bold tactics companies can use: 1. Develop new customer segments. Rather than just defending existing business lines through cost cutting, automation, or service improvements for existing customers, companies should focus on developing new customer segments. Medialaan NV, a leading free-to-air video broadcaster in Belgium, spotted young customers moving to platforms such as Netflix or YouTube. In response, it bought a mobile virtual operator with attractive data plans, thus becoming one of the few traditional broadcast companies to grow its TV audience in the youth segment. 2. Introduce new business models. Innovative companies are experimenting with business models intended to disrupt their own legacy strategies. When Schibsted Media Group of Oslo, Norway, saw that its print classified advertising was drying up, it moved the classified business to a free online marketplace. Today, more than 80% of the group's earnings come from commissions on sales from its consumer e-commerce platform. 3. Redefine the value chain. When digital entrants threatened its payment services business, Commonwealth Bank of Australia (CBA) chose to confront the disrupters head-on with a new open payments platform that hosts an ecosystem of applications and

After hearing from friends that SoulCycle's very first studio was different from other cycling studios, Whelan decided to give it a try. One visit was all it took for her to appreciate the full sensory experience, the charismatic instructor, and the passion of the client community. A few years later she joined the company, which today operates 74 studios. SoulCycle doesn't view itself as a fitness company--it's a "player in the broader experiential economy." That's why it takes a different approach to recruiting and training instructors, with the aim of making them inspirational coaches who empower riders in their lives as well as on their bikes. It doesn't charge monthly fees, but each class costs $30 to $35, and riders must book bikes in advance, on the theory that the pay-per-class model elicits greater energy and commitment. Choosing the location for a new studio involves a year of research to understand the lifestyle of future customers. Amenities such as iPhone chargers in the lockers have improved studio design. Next-generation bikes are coming in 2017, and the company's apparel line is expanding. Because SoulCycle has friendships and community at its core, Whelan writes, the brand will endure.

Whether you make cars or mattresses, operate a hospital or a grocery store, or are in some other business, successful innovation depends on understanding what's driving the technological changes in your industry and anticipating what product and service features consumers will value in the future. In this article, the author describes her proven system for gaining those vital insights. The first step is to look back at the evolution of your business's technology and identify three to six dimensions where advances have significantly furthered its development--"big picture" dimensions such as cost, comfort, and safety. Next, plot the utility curve for each dimension (to see how progress on that dimension correlates with customer appreciation) and pinpoint the technology's current position on the curve. Third, decide where to focus your innovation efforts--a task made easier by using the author's matrix for scoring each dimension according to its importance to customers, its potential for improvement, and the ease with which improvements can be made. By following this three-step approach, a host of diverse companies are already creating promising new products.

Five of the 10 most valuable companies in the world today--Apple, Alphabet, Amazon, Facebook, and Microsoft--derive much of their worth from their multisided platforms, which facilitate interactions or transactions between parties. Many MSPs are more valuable than companies in the same industries that provide only products or services: For instance, Airbnb is now worth more than Marriott, the world's largest hotel chain. However, companies that weren't born as platform businesses rarely realize that they can--at least partially--turn their offerings into one, say the authors. And even if they do realize it, they often wander in the dark searching for a strategy to achieve this transformation. In this article, Hagiu and Altman provide a framework for doing so. They lay out four specific ways in which products and services can be turned into platforms and examine the strategic advantages and pitfalls of each: (1) opening the door to third parties; (2) connecting customers; (3) connecting products to connect customers; and (4) becoming a supplier to a multisided platform. These ideas can be used by physical as well as online businesses.

As customer participation in business transactions increases, it is important to investigate how consumers approach financial transactions with firms in terms of selfishness and fairness. Pay-what-you-wish pricing models continue to attract managerial and academic interest as allowing customers to set prices provides an unorthodox setting in which to examine forces that drive buyer-seller interactions. This Executive Digest provides an overview of the current state of pay-what-you-wish (PWYW) pricing and the benefits it can provide to a firm.

In 2014, Dairy Khoury, a medium-sized family dairy located in Lebanon, was accused of using a health-threatening carcinogenic substance as a preservative in its products. The news created an immediate food safety concern and a product harm crisis, resulting in dramatic reputation loss and operational risks to Dairy Khoury. In this article, we analyze Dairy Khoury's response to the product harm crisis through an examination of the communication strategies used to address internal and external stakeholders. We then introduce traditional corrective action response strategies from the crisis communication literature. In the Dairy Khoury case study, the company opted to defend its reputation and clarify the misunderstanding using catalytic defiance, a long-term crisis response strategy. Our analysis provides insight regarding the risks and benefits of pursuing long-term versus short-term strategies during crisis recovery. This article contributes to crisis communication theory and practice and sheds light on the dynamics of crisis management in family businesses.

Many successful companies spend substantial time and effort engaging with potential consumers on social media sites. They determine how consumers spend their time online and develop interesting content to increase awareness and enjoyment of the brand-often only to lose those potential customers because the purchase process becomes too difficult once consumers have decided to buy the product. New technology recently introduced by third-party vendors allows companies to offer a sales option directly on social media websites such as Facebook and Instagram. In this article, we present the effects on the consumer decision process created by the 'Buy Now' option across the consideration, evaluation, purchase, and post-purchase stages. We compare and contrast three distinct decision models: (1) traditional media only, (2) traditional media and social media with only a communication capability, and (3) traditional media and social media with the added function of immediate purchase. We argue that though the possibility of buying on social media will decrease the number of brands considered and evaluated, the number of purchases and amount of brand advocacy will increase significantly due to the ease of purchase. We conclude with some recommendations on future research.

This paper compares different types of shared mobility solutions, in particular carsharing and ride hailing, the two most prevalent forms today. It describes the major trends prompting OEMs to engage in the mobility industry, such as urbanization, shifting consumer preference from 'owning' to 'sharing', and various technological advances. With that understanding in mind, the authors examine the current state of the shared mobility industry in more detail, taking a closer look at growth, profitability, and strategies for the different solutions. The study also considers the impact that highly automated vehicles might have on these mobility businesses, and suggests that carsharing will ultimately fold into ride hailing. Based on those analyses, the paper discusses forward directions for automakers, such as investments vs. partnerships, criteria for market selection, and synergies with other industry trends.

After a remarkable success in Japan, the producer of the Japanese female singing group AKB48 evaluates market opportunities overseas for his artistic creation. This case introduces the business model behind the AKB48 concept and allows students to identify what geographic market - China, Indonesia, Taiwan, The Philippines, Thailand or South Korea - is more suitable for AKB48's first move overseas. During the discussion, students also identify the geographic limits of a product and what changes, if any, should be done to adapt it to a chosen market. Given high levels of piracy in the music industry, students are not only able to explore the value creation aspects of AKB48 but also the value capture features of its business model.

After a remarkable success in Japan, the producer of the Japanese female singing group AKB48 evaluates market opportunities overseas for his artistic creation. This case introduces the business model behind the AKB48 concept and allows students to identify what geographic market - China, Indonesia, Taiwan, The Philippines, Thailand or South Korea - is more suitable for AKB48's first move overseas. During the discussion, students also identify the geographic limits of a product and what changes, if any, should be done to adapt it to a chosen market. Given high levels of piracy in the music industry, students are not only able to explore the value creation aspects of AKB48 but also the value capture features of its business model.

A global environmental service provider goes through major changes to offer integrated solutions and reach out to new countries.

This case provides four examples of organizations with very different business strategies: Walmart, Starbucks, Harvard Business School, and Google. To support their varying strategies, each of these organizations requires a specific configuration to provide the most value to their primary customer. Configurations examined include the Low Price, Local Value Creation, Global Standard of Excellence, Dedicated Service Relationship and the Expert Knowledge designs. Students are asked to analyze the configurations used in each of these examples and then to apply the analysis to a company with which they are familiar.

Kaiser Permanente (KP) is the largest managed care organization in the US with over 10 million members. KP evolved from a pre-payment or capitation model that focuses the organization around the efficiency of care and the health of the population it serves. This financial model is in stark contrast to the fee-for-service payment model for other health care organizations. Given the epidemic of obesity in the US, KP is facing an enormous potential liability from future costs of obesity and diabetes. Given low turnover in health plan membership, how should they respond to this crisis? How should they invest in the health of their covered population, their employees, and the communities they serve? The case details the origins and development of KP.

In December 2016, Amazon.com, Inc. (Amazon), the largest online retailer, entered the offline retailing industry by launching its first Amazon Go store in Seattle. Previously, the company had entered the food, diaper, and housekeeping product manufacturing industries with its Amazon Elements brand. The company had not been profitable until 2001 and was still facing some financial difficulties, but it was named the fourth most valuable public company in the United States in 2016. In 2015, it surpassed Wal-Mart Stores, Inc. (Walmart) as the most valuable online retailer in the country. Given its current competitive advantages in the online retail business, could Amazon reproduce this success in offline markets? Did Amazon's diversification into offline retailing make sense considering its existing resources and capabilities, the presence of established traditional retailers such as Walmart, and a market trend that was increasingly moving toward online stores?

Sunrise Power, a first-generation mid-sized power and mining company in India, was considering geographical diversification in the African continent. While many African nations were rich in resources, they often lagged in economic indicators, and global companies hesitated to invest in infrastructure due to limited risk appetite. However, this left an opportunity for mid-sized firms such as Sunrise Power, so long as they could attain regulatory support and ensure high returns. Sunrise Power needed to evaluate the complexities in identifying the right market in Southern Africa. This included examining indicators like population, gross domestic product, energy demand forecasts, and electrification capacity. The firm also had to identify the critical success factors and assess the risks in the strategy planning process. Finally, it needed to design an organizational structure for its African venture so as to realize the benefits of diversification.

In late 2015, CEO Vince Forlenza was reviewing Becton Dickinson's transformation efforts designed to enable the company to innovate and grow in a changing environment. Becton Dickinson had been a successful medical device company for over 100 years. In recent years, cost pressures were causing its major customers to consolidate, and also to rethink their purchasing practices-moving from looking for products to looking for cost-effective solutions that added value and improved patient outcomes. These market forces caused Becton Dickinson to try to adapt to remain successful. In 2009, the company used the Growth and Innovation Profiling process to determine what barriers were preventing the company from achieving its strategic objectives. The result showed that the company needed to make changes in the areas of capabilities, coordination, and culture. Forlenza then led a transformation effort consisting of numerous initiative to overcome these barriers. Despite significant progress over the next few years, by 2013 Forlenza and his team became convinced that these changes alone would not be enough to enable Becton Dickinson to transform into a solutions company and achieve sufficient growth to remain relevant. In early 2015, Becton Dickinson acquired CareFusion, an acquisition 25-times larger than any of its previous acquisitions, and set out to create a new, integrated company made up of the best of both. By late that year, with the integration well underway, Forlenza was asking himself how successful the transformation had been and what he should do next to continue the journey.