Prototyping is pote ntially the mos t imp ortant par t of the boo k and too ls prov ided. My reasoning is based upon the stress and resis tance that established orga- nizations are facing in the proc ess of innovating their own business models. The refore a ver y pot ent str ategy is prot otyping—in order to cre ate buy-in pro cesses nee ded. Terje Sand, Norway Typically when an organization looks at improving their business model, it is as a result of gaps. Visualizing your cur rent bus iness mod el can dem onstrate the logical gaps that exist and make th em tan gible as act ion ite ms. Ravila White, United States In established companies, there are often ample physic al "produc t ideas" that nev er ge t serious consider ation because they don't immediately fit the prevailing business model. Gert Steens, Netherlands Do not get too attached to the first idea or implementation. Build in feedback loops and monitor early warning signals to explicitly challenge your original conc ept and be willing and able to comple tely change it if requir ed. Erwin Fielt, Australia The freemium business model as the rev erse of insuranc e—insightful! Makes me want to turn other models upside down! Victor Lombardi, United States A business model is the "core content" or the "SH ort S tor Y" of the company (actual or prospec tive). A business plan is the “guideline for the action” or the “full st ory.” Fernando Saenz-Marrero, Spain When I work with non-profits the first thing I tell them is that they in fact have a "business" (model) in that they must creat e and cap ture value, whether that value comes from donations, subscrip- tions, and so on. Kim Korn, United States Begin with the end in mind while taking the end client perspective. Karl Burrow, Japan WhA T ELSE? 260 bmgen_final.indd 260 6/15/10 6:01 PM