Selling a Vision
As we saw in Chapters 3 and 4, planning your business model should begin with an in-depth understanding of your customers and their current concerns. As Johnson, Christensen, and Kagleman note, “it all starts with thinking about the opportunity to satisfy a real customer who needs a job done.”1 Both Joel Bomgar and Martin Jue knew their customers very well.
But what happens when your business idea is based on something else? Like the belief that you can make the world a better place. The question to be addressed in this chapter is: Can you build a successful business model around selling a vision? And if so, how do you ensure that your customers will continue to be part of the vision?
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