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商業模式創新就是對企業以上的基本經營方法進行變革。一般而言，有四種方法：改變收入模式(revenue model innovation)，改變企業模式(enterprise model)，改變產業模式(industry model innovation)和改變技術模式(technology-driven innovation)。
改變收入模式就是改變一個企業的用戶價值定義和相應的利潤方程或收入模型。這就需要企業從確定用戶的新需求入手。這并非是市場營銷范疇中的尋找用戶新需求，而是從更宏觀的層面重新定義用戶需求，即去深刻理解用戶購買你的產品需要完成的任務或要實現的目標是什么。其實，用戶要完成一項任務需要的不僅是產品，而是一個解決方案(solution)。一旦確認了此解決方案，也就確定了新的用戶價值定義，并可依次進行商業模式創新。
國際知名電鉆企業喜利得公司(Hilti)就從此角度找到用戶新需求，并重新確認用戶價值定義。喜利得一直以向建筑行業提供各類高端工業電鉆著稱，但近年來，全球激烈競爭使電鉆成為低利標準產品(commodity)。于是，喜利得通過專注于用戶所需要完成的工作，意識到它們真正需要的不是電鉆，而是在正確的時間和地點獲得處于最佳狀態的電鉆。然而，用戶缺乏對大量復雜電鉆的綜合管理能力，經常造成工期延誤。因此，喜利得隨即改動它的用戶價值定義，不再出售而出租電鉆，并向用戶提供電鉆的庫存、維修和保養等綜合管理服務。喜利得公司變革其商業模式，從硬件制造商變為服務提供商，并把制造向第三方轉移，同時改變盈利模式。戴爾，沃爾瑪，道康寧(Dow Corning)，Zara，Netflix和Ryanair等都是如此而進行商業模式創新。（中國進出口網）
As IBM Business Institute and Harvard Business School professor Christensen said, a company's business model is the basic method of doing business), which contains four parts: customer value proposition, profit formula, value chain location, key resources & processes.
Business model innovation is to change the basic operation methods of enterprises. In general, there are four ways: the revenue model innovation, enterprise model changing, the industry model innovation, and technology-driven innovation.
To change the revenue model is to change the definition of an enterprise’s customer value and the corresponding profit equation or revenue model. This requires companies to determine the user's new demands from the start. This is not looking for the new demands of users in the marketing category, but redefining the user needs in a more macro level, which is a deep understanding of what tasks users need to accomplish or what goals users want to achieve when buying your product. In fact, when users complete a task, they require not only the product, but a solution. once //confirm/i/ied, this solution will determine the new user-defined value, and turn the business model innovation.
From this point, Internationally renowned drill enterprises company Hilti to find the new users’ needs and re-confirm the user-defined value. Hilti has been providing a wide range of high-end industry drills for the construction industry, but in recent years, global competition makes drills become low-interest standard commodity. Thus, by focusing on what needs to be done by users, Hilti realized that what users really want is not a drill, but to get a drill in the best state at the right time and place. However, users have no enough integrated management capabilities of a large number of complex drills, which often results in schedule delays. Accordingly, Hilti immediately changes its user-defined value, no longer sells but rents drill, provides integrated management services such as drill inventory, repair and maintenance. Hilti changes its business model from the hardware manufacturer into a service provider, transfers manufacturing to third parties, and changes the profit model. Dell, Wal-Mart, Dow Corning, Zara, Netflix and Ryanair all make commercial model innovation like this.
