Business Model Diversification: Risk-Proofing Your Strategy
… a means to winning The Great Race
By William J. Ribaudo, with Seema Bajaj, Parikshit Sinha, and Aditya P. Singh
The BMD Study Value Proposition
Recap of the RMx Framework
The BMD Difference: How Companies Perform During a Crisis
The BMD Methodology: Data Structure and Approach
BMD Analysis of Major Crisis Events
The BMD Study: Key Findings from Crisis Events
How Business Models Affect Resilience and Tenacity
Industry Analysis Reflects Merits of BMD and RMx Insights
The Impact of BMD Study Insights on the Great (Country) Race
Putting Our Findings to Work in Times of Crisis and Beyond
Conclusion
About William J. Ribaudo
About the Co-Authors
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Publisher’s Note: SNS members have long known of our deep conviction that business models provide the best lens by which to view companies and countries. United with the patterns of the actions (and almost never of the words) of their leaders, this also allows uncanny prediction accuracy on what they will do next, and why.
Members may recall the project SNS and Deloitte did in cooperation a few years ago, applying the learnings of Bill Ribaudo’s team regarding how Wall Street rewarded four corporate business model types, with our work on the effect on country GDP of whether they were thieves or inventors, or something in between.
In this issue, Bill’s team shares a chapter of their upcoming book, offering companies a clear path on how to move from a low-multiple (of revenues) category into something safer, and of greater value.
Not only is this view of the core values of each of our business models brilliant and useful – it’s also many times more important to the many companies pivoting for their lives during the Covid pandemic. I expect that will include many, if not most, of our member companies today. Happy reading. – mra
