Customer Ins I ght s des I gn 129 you Organization-centric business model design What can we sell customers? h ow can w e reach customers most e≈ciently? What relationships do we need to establish with customers? h ow can w e make money from our customers? As pioneering automaker Henry Ford once said, “If I had asked my customers what they wanted, they would have told me ‘a faster horse.’” Another challenge lies in knowing which cus- tomers to heed and which customers to ignore. Sometimes tomorrow’s growth segments wait at the periphery of today’s cash cows. Therefore business model innovators should avoid focusing exclusively on existing Customer Segments and set their sights on new or unreached segments. A number of business model innovations have succeeded precisely because they satisfied the unmet needs of new customers. For example, Stelios Haji-Ioannou’s easyJet made air travel available to lower- and middle-income customers who rarely flew. And Zipcar allowed city dwellers to eliminate the hassles of metropolitan car owner- ship. Instead, customers who pay an annual fee can rent automobiles by the hour. Both are examples of new business models built on Customer Segments located at the periphery under incumbent models: traditional air travel and traditional car rentals. them Customer-centric business model design What job(s) do(es) our customer need to get done and how can we help? What are our customer’s aspirations and how can we help him live up to them? h ow do our cust omers prefer to be addressed? h ow do w e, as an enterprise, best fit into their routines? What relationship do our customers expect us to establish with them? f or what value(s ) are customers truly willing to pay? bmgen_final.indd 129 6/15/10 5:39 PM