Table 1 Diagnostic tool with sample... | Emerald Publishing

Table 1

Diagnostic tool with sample reflection questions to support the manager's reflection process about the BM according to BM expressions (DOT) and BM elements (COM)

	Customer	Offering	Markets
Observing (what information needs to be collected and processed	Do we have sufficiently relevant information about our customers?	What information do we have about how customers perceive our offering?	Who are the key actors and stakeholders in our market?
	How do we learn about customers' current and future thoughts, behaviours, decision-making, and logics?	Are we aware of whether, what, and why our customers choose to buy from us?	How can we gain insights into their strategies and underlying decision-making logic?
	What alternative, more insightful methods exist for obtaining deep customer insights?	Do we know why some potential customers opt not to purchase from us, or why existing customers discontinue their relationships with our company?	How do we identify the changes and trends in the markets and competitive landscape?
Thinking (reasoning of what to do and why)	Do we understand customers' logics and what they personally perceive as valuable to them?	Do customers perceive the company's offering as we intend them to?	How do we define our market?
	How are customers' logics different from our own value creation logic?	Do we understand the logic of our customers and the role of our offering in their value creation process?	What would the customers' perspective on the market be?
	How might the environmental change alter customer behaviour?	Is their logic fundamentally different from the company's logic, and what might happen in the case of environmental change?	Is our current market definition relevant considering emerging changes?
Doing (how business processes and practices are conducted)	Do we know why our customers are customers and why potential customers are not?	How do customers respond to our activities, including information, interactions, and delivery?	What are the current key success factors in our market?
	What are the key activities we believe most significantly impact customers?	Are all current processes and practices aligned with both company strategy and customer requirements?	Can our position and capabilities be an advantage in emerging or adjacent markets?
	Will environmental change affect customer requirements and the relevance of our activities?	In response to environmental change, what new could—and should—we introduce?	Can we envision how an environmental change would affect our market and how the company could respond strategically?

	Customer	Offering	Markets
Observing (what information needs to be collected and processed	Do we have sufficiently relevant information about our customers?	What information do we have about how customers perceive our offering?	Who are the key actors and stakeholders in our market?
	How do we learn about customers' current and future thoughts, behaviours, decision-making, and logics?	Are we aware of whether, what, and why our customers choose to buy from us?	How can we gain insights into their strategies and underlying decision-making logic?
	What alternative, more insightful methods exist for obtaining deep customer insights?	Do we know why some potential customers opt not to purchase from us, or why existing customers discontinue their relationships with our company?	How do we identify the changes and trends in the markets and competitive landscape?
Thinking (reasoning of what to do and why)	Do we understand customers' logics and what they personally perceive as valuable to them?	Do customers perceive the company's offering as we intend them to?	How do we define our market?
	How are customers' logics different from our own value creation logic?	Do we understand the logic of our customers and the role of our offering in their value creation process?	What would the customers' perspective on the market be?
	How might the environmental change alter customer behaviour?	Is their logic fundamentally different from the company's logic, and what might happen in the case of environmental change?	Is our current market definition relevant considering emerging changes?
Doing (how business processes and practices are conducted)	Do we know why our customers are customers and why potential customers are not?	How do customers respond to our activities, including information, interactions, and delivery?	What are the current key success factors in our market?
	What are the key activities we believe most significantly impact customers?	Are all current processes and practices aligned with both company strategy and customer requirements?	Can our position and capabilities be an advantage in emerging or adjacent markets?
	Will environmental change affect customer requirements and the relevance of our activities?	In response to environmental change, what new could—and should—we introduce?	Can we envision how an environmental change would affect our market and how the company could respond strategically?