Business Model Innovation Consulting for New Growth and Revenue
Eyal helps companies rethink how they create, deliver and capture value, identifying new revenue models, customer opportunities, monetization strategies and scalable ways to grow.
Rethink your value proposition, revenue model, customer strategy and operating model before market change forces you to.
- C-Level Operator Experience
- Strategy + Execution Rigor
- Growth & Transformation Track Record
Focus Sectors
When Does Your Business Model Need to Change?
Strategic triggers indicating your model needs to evolve beyond pure sales execution and marketing optimization.
What Is Business Model Innovation Consulting?
Business model innovation consulting helps companies redesign the way in which they generate value for their customers, deliver value to them, and capture the economic value of it. It does not involve trying to catch up to the newest trendiest business model out there. It involves trying to identify the right business model.
The work is organized around three simple questions:
Pillar 01
Create Value
- Who do we serve?
- What problem do we solve?
- What value do we provide?
Pillar 02
Deliver Value
- How do we reach customers?
- What capabilities and partnerships are required?
Pillar 03
Capture Value
- How do we make money?
- How do pricing, revenue streams and economics work?
What Can Business Model Innovation Change?
Our Business Model Innovation Consulting Services
Current Business Model Assessment
A structured business model analysis that maps the current model and identifies structural weaknesses, dependencies and opportunities before any redesign work begins.
Market & Opportunity Analysis
Market opportunity analysis and a review of the competitive landscape to identify market shifts, whitespace opportunities, customer changes and adjacent growth possibilities.
Value Proposition Innovation
Customer value proposition and value proposition design help understand what the customer values and how the product can be made more relevant.
Revenue Model & Monetization Strategy
Revenue model innovation and monetization strategy work exploring alternative methods of subscription models, usage-based pricing, recurring revenue models, premium offerings, commission models, licensing, market and service models.
Pricing & Packaging Strategy
Pricing strategy and revenue optimization work on determining how products and services should be packaged and monetized.
Target Business Model Design
Business model design and business model strategy work to develop alternative business-model scenarios covering customers, value proposition, channels, revenue, capabilities and costs.
Business Model Validation
Business model testing and business model validation to test critical assumptions before committing significant capital.
Transformation & Scaling Playbooks
Business model transformation consulting focused on business model scalability, translating the selected model into organizational, go-to-market and operating changes.
Business Models We Can Explore
Our Business Model Innovation Process
A seven-stage method that moves from understanding the current model to a validated, financially sound model the organization can actually run, not a single untested idea presented as the answer.
Diagnose
Understand Current Model
Before redesigning anything, there is a mapping of the existing model done truthfully, including its customers, value proposition, sources of income, expenses, distribution channels, strategic alliances and unit economics. This process ensures that the solution addresses the root cause of the problem, not just the symptoms.
Discover
Identify New Opportunities
With the current model understood, the next step is to look at the unmet needs of customers, shifts in the marketplace, technological shifts, underutilized resources, adjacent markets, revenue opportunities, and whitespace competition. The end result should be a broad range of opportunities.
Design
Develop Alternative Models
Instead of committing to a single concept immediately, this stage builds several credible scenarios. For each one, the same chain is worked through: customer, value, delivery, revenue, and economics, so options can be compared on equal terms.
Quantify
Test the Economics
Every scenario is evaluated financially: market size, pricing, unit economics, profit margins, customer acquisition cost, lifetime value, operating costs, and financing requirements and scalability. If a concept looks promising on the surface but falls apart under financial scrutiny, it’s eliminated right away at this stage.
Validate
Test Critical Assumptions
The most promising scenarios are validated against reality through customer interviews, willingness-to-pay testing, MVPs, pilots, pricing tests, channel validation, and partner conversations. The purpose of this process is to de-risk the model before making an investment, not afterwards.
Launch
Build the Go-to-Market Roadmap
Once a model is validated, this stage defines the offer, pricing, channel, customer acquisition approach, sales process, operations, resource requirements and KPIs needed to bring it to market.
Scale
Measure & Optimize
After launch, the performance is reviewed with respect to its assumptions, and the company deliberately makes an assessment of what needs to be done regarding that particular component, whether to scale up, adjust, suspend, or terminate.
From Idea to Financially Viable Business Model
- Market Opportunity
- Customer Problem
- Value Proposition
- Revenue Model
- Pricing
- Unit Economics
- Validation
- Go-to-Market
- Scale
Innovation is not measured by how unique a business model is. It is defined by its ability to be desired by customers, economically sound, and implementable by the organization.
Business Model Innovation in Practice
How transitioning from rigid enterprise licensing to an aligned usage-tier model catalyzed commercial growth.
Monetization Redesign for a Mid-Market Analytics Platform · 6-Month Transformation
The Challenge
A mid-size SaaS company sold a single-tier annual license to mid-market customers. The growth rate had decreased since there was a high entry barrier for smaller customers due to the license cost and large customers thought that they were paying for capacity that they did not require. There was a long sales cycle and the product development team had developed some additional features for specific customers which were all charged in the same license cost.
What We Discovered
Usage data showed that a considerable number of customers did not use more than a third of the potential available on the platform, whereas the power users were considerably undermonetized compared to their utilization. Customer interviews confirmed that smaller prospects wanted to start with a lower-cost, narrower version of the product rather than commit to the full license upfront.
The New Business Model
The company moved from a single annual license to a tiered, usage-based subscription model with three tiers aligned to actual product usage, plus an add-on pricing structure for the features previously bundled into the top tier. A lower-cost entry tier was specifically designed to decrease the barrier for small prospects, with an upgrade pathway included within the product itself.
Validation & Execution
Before the full rollout, the new pricing and packaging was tested with a select group of new leads and existing clients up for renewal through actual pricing discussions and not just through surveys, to make sure that there is an agreement to pay at each level before implementing the change in pricing.
+34%
New Customer Acquisition
Lower friction entry tier unlocked mid-tier adoption
+22%
Average Revenue Per Account
Automatic usage overages expanded enterprise revenue
−17%
Sales Cycle Duration
Faster procurement sign-offs on low upfront commitment
Why Work With Eyal Dror on Business Model Innovation?
Most business model consultants are theoretical academics who have never carried a P&L or closed an enterprise contract. Eyal operates from frontline commercial leadership.
Industries served include SaaS, fintech, cybersecurity, e-commerce, consumer, iGaming, and technology.
Who We Help
- Startups Seeking a Scalable Model
- Scale-Ups Facing Growth Constraints
- Established Companies Facing Disruption
- Companies Launching New Products or Services
- Companies Entering New Markets
- Companies Seeking New Revenue Streams
Business Model Innovation
vs Related Consulting Services
Understand how business model redesign fundamentally differs from standard operational consulting.
| Service | Core Question |
|---|---|
| Business Model Innovation Consulting | How should we create, deliver and capture value differently? |
| Strategic Planning Consulting | Where should the organization go and how will it get there? |
| Growth Strategy Consulting | Where will future growth come from? |
| Go-to-Market Strategy Consulting | How should we commercialize an offering? |
| Digital Transformation Consulting | How should digital capabilities change the business? |
| Revenue Operations Consulting | How should the revenue engine operate? |
Business Model Innovation vs Product Innovation
Product innovation changes what you sell. A new feature, new product line, or redesigned offering all come under product innovation.
Business model innovation changes how the business adds, delivers, and captures value, independent of the fact that the product may not have changed at all.
For example, when a new feature is added to the existing product line, there is an innovation in the product. However, when the existing product line is sold using the subscription model rather than one-time purchase, that shift is innovation in the business model. The two are often confused, but solving the wrong one rarely fixes a growth or margin problem rooted in the other.
Frequently Asked Questions
Detailed insights into our methodology, engagement timelines, risk management, and pricing.
What is business model innovation consulting?
Business model innovation consulting involves assisting a business in redesigning the means by which it generates value for customers, how it brings that value to them and how it recovers economic value from it. This includes pricing, sources of revenue, target markets, channels, and the operating model required to support these.
What does a business model innovation consultant do?
A business model innovation consultant examines the existing business model; determines the point of failure in the value creation or capture. They then build and try out other versions of a model. And, finally help design the go-to-market and operational changes needed to launch the new model successfully.
When should a company rethink its business model?
Common reasons are loss of revenue growth, squeeze on margins from competitors or rising costs, evolving customer buying habits, new competitors with a fundamentally different economics, unmonetized assets or abilities, or new lines of business or market that fail to fit the commercial model.
What is the difference between business model innovation and product innovation?
An innovation in a product alters the product that a company offers. Innovation in business model simply means how the business creates, delivers and captures value. This may occur when there is no change in the product itself, or when there is a change.
What is the difference between business model innovation and digital transformation?
Digital transformation is about the impact of digital capabilities and technology on the operating model, the experience of customers and the operating processes. Business model innovation is a more general approach to value creation and capture. It can also involve digital transformation but is not limited to it.
How do you identify new revenue streams?
To uncover new revenue opportunities, unexploited assets, customer data, needs identified in the market and customer analyses, and the disconnect between what customers will pay for and what is being monetized. Following that testing the most promising options for real economic viability.
How do you validate a new business model?
Not relying on internal opinion or spreadsheet, but by using a direct approach, including customer interviews, willingness-to-pay tests, minimum viable product releases, pilot programs, pricing tests and/or channel or partner validation.
What is the Business Model Canvas?
The Business Model Canvas is a visual framework that helps map a business model over the different building blocks. These are the building blocks of your business model, namely customer segments, value proposition, channels, revenue streams, cost structure, key resources and partnerships. This is employed here as part of a larger assessment, design and validation process, rather than as the whole process.
How long does a business model innovation consulting engagement take?
It depends on whether there are many different business models to create and test or not, and the length of time it takes. However, most engagements last for several weeks (assessment and design) to a few months (including validation and go to market planning).
Can an existing company test a new business model without disrupting its core business?
Yes. New models are typically validated through limited pilots, specific customer segments, or parallel offers rather than a full replacement of the existing model. This helps in avoiding disrupting revenue that is already working while the new model is being proven out.
How do you measure whether a new business model is successful?
Through the specific KPIs defined during the quantify and validate stages. These KPIs cover customer acquisition, revenue per customer, margin, retention, and the unit economics assumptions made before launch, tracked against the original business case.
Does Eyal Dror help implement the new business model?
Support can extend beyond the model design itself into go-to-market planning and implementation. It depends on the scope agreed for the engagement.
Is Your Current Business Model Still the Best Way to Grow?
If revenue has plateaued, margins are tightening, or market dynamics are changing, we can evaluate whether your current model needs optimization or a more fundamental redesign.
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