Business model reinvention
Introduction
The world is changing fast, and it won’t wait for your five‑year business plan. In Thailand, AI and hyperscaler build‑outs, rising energy demand, an aging society, and geopolitics are rewriting the rules. It’s no coincidence 61% of Thai CEOs believe their companies won’t last a decade if they stay on the same path.
Business Model Reinvention is how you play offense. Not “tweak and hope,” but designing a new way to create and capture value. Turn products into services. Go direct. Launch digital platforms. Shift up or down the value chain as industries blur into customer‑centric ecosystems.
You don’t need a crystal ball - you need conviction. Choose where to play, who to partner with, and build the trust to move fast and confidently.
Before the market reinvents you, what will you reinvent first?
Video
PwC’s business model reinvention video
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Transcript
Drivers of business model reinvention
Market disruptions:
Changes in technology, customer preferences or the competitive landscape can disrupt traditional business models, necessitating a reinvention to remain relevant.
Declining performance:
Shrinking market share or declining customer satisfaction may indicate that the current business model is no longer effective, prompting the need for reinvention.
Innovation opportunities:
The identification of innovative ideas or emerging technologies with potential to revolutionize the company’s operations and offerings can be a catalyst for reinvention.
Industry shifts:
Evolving regulatory environments, emerging trends, or shifts in consumer behavior can require companies to reinvent.
PwC’s business model reinvention framework
MVP | Minimum Viable Product Design & Build
1
Strategy
Shape your future
2
Structure
Build your foundation
3
Solutions
Accelerate innovations
4
Sustain
Sustain outcomes
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Drive growth with PwC’s framework for business model reinvention
Using PwC’s business model reinvention framework, we collaborate closely with organisational leaders to map out a plan that drives towards value creation and growth. Our focus is to use our human-led, tech-powered capabilities to address opportunities to help your organisation reinvent your business model and radically transform how you create, deliver, and capture value. Stop dabbling and make reinvention real.
Our BMR approach
Anything as a service (XaaS)
XaaS - The end-to-end transformation of traditional products and assets to an on-demand subscription or consumption-based service model to change business from “one-and-done” customer interactions to recurring customer relationships
Connected Physical Products
Digital Products – Software-enabled assets that users can interact and transact with without requiring a physical form, allowing organizations to expand their addressable markets, better customer experiences and gain more customer loyalty
Digital Products
Connected physical product - Transitioning analogue or digital products into connected physical products to enhancing customer experiences and gathering valuable data for personalized marketing and product development
Ecosystem/ platform play
Ecosystem/ platform play - Engage in an ecosystem/ platform play to unlock new revenue streams, increase valuation, drive increased customer loyalty and increase business agility
Channel Innovation
Channel Innovation - The creation of new channels to effectively engage new and existing customers to increase control over distribution, reduce costs and provide direct access to customers
Value chain shifts
Value chain shifts - Offering wide-ranging products and services for an all encompassing customer journey solution, vs a specific segment of the value chain
PwC’s success story of BMR
1. Financial services
The opportunity: A multinational insurance company reimagined its business model to enter the US market with a bold new go-to-market strategy. Instead of a traditional insurance offering, the organization focused on creating an ecosystem of products and services tailored for the caregiver industry, aimed at employers, brokers and carriers. Leveraging extensive experience in caregiving, it identified a critical gap in eldercare solutions within the US — a rapidly growing need—and positioned the brand to fill it with holistic eldercare offerings. This business model reinvention moved the company beyond insurance, transforming them into a leading business partner for eldercare solutions that support both employers and families.
Solution: Through extensive research, PwC helped identify a critical need for a caregiving solution and pinpointed the ideal target market. Together, PwC and the client designed a user-centric platform aimed at busy professionals with limited eldercare experience which leveraged the company’s brand to establish a strong US presence. This brought innovation to the caregiving space, providing a streamlined, accessible support solution that redefined how professionals could approach eldercare.
Impact: Within nine months of the organization’s business model reinvention journey, they generated an additional revenue stream of $8.5 million by merging digital technology with concierge services tailored for caregivers. Within a year, they surpassed their vision of a multi-channel product, successfully launching the platform across consumer, employer, broker and carrier channels. The platform quickly gained traction, with employees from four employers adopting it within the first month of launch. Today, the insurance organization has established a dedicated US business unit of over 20 employees focused on supporting and expanding the platform — solidifying their commitment to innovation in the caregiving industry.
2. Tech and telecom
The opportunity: With the sector in a low-growth phase and significant pressure on profits and valuations, a telecommunications company was looking for new revenue opportunities that utilized existing assets and capabilities to reposition them for higher growth, lower CapEx markets.
Solution: The company enlisted PwC to help identify key market needs, assess capabilities and analyze competitor positioning to determine high-value opportunities. PwC recommended a “data-as-a-service” business model, allowing the company to enter new markets with new buyers via digital business and insights services.
Impact: Based on performance over the first 18 months, the new offering’s top-line earnings will be three times higher than core services. The company is also tapping into new value creation through strategic relationships and various other channel commissions.
3. Health industries
The opportunity: Despite increasing consumer demand for in-home products, a medical supply manufacturer’s dependence on distributors left it with a limited digital infrastructure to connect directly with customers. Traditionally focused on acquiring customers through TV advertising and field sales by physician referrals, the company’s lack of direct engagement with consumers and their healthcare providers has hindered its ability to support patient condition management effectively — ultimately impacting its potential to scale revenue in the in-home product market.
The approach: A global strategy director enlisted guidance from PwC to help unlock the full potential of business model reinvention as a strategic growth lever. PwC addressed the opportunity through a strategic lens, deploying a BMR approach that was designed to support both immediate experiential needs and long-term operational success. By aligning BMR with broader business objectives, PwC helped the company build a robust framework for sustainable growth, positioning the company to thrive in an evolving market landscape.
The impact: In just eight months, the company achieved $1 million in incremental monthly sales and a 29% increase in traffic. Enhanced with Salesforce, lead conversion rose by 7.6%, driving new opportunities for re-orders and upsells. Additionally, the company has seen a 1,400% surge in returning customer revenue which further highlights the success of improving customer experience, satisfaction and scalability enabled by touchless orders. These e-commerce gains allowed the company to self-fund, reaching full ROI and realizing the impact of their reinvention within the first quarter.
4. Industrial products and services
The opportunity: A leading semi-trailer manufacturer redefined its market approach by launching “trailer as a service” — a subscription-based model enabling customers to access trailers flexibly without ownership or long-term leases. This innovative offering meets growing demand for asset-as-a-service solutions, setting the company apart in a competitive landscape and driving recurring revenue while aligning with customers’ evolving needs for operational agility.
The approach: The manufacturer successfully transformed its business from simply selling trailers to offering trailers as-a-service, empowering customers with flexible solutions for managing capacity as needs fluctuate. This shift involved building both business and technical capabilities, including an operational model and enabling technical architecture to support new services like a marketplace for renting and servicing trailers. The company managed this innovation while navigating the complexities of its existing dealer channels, helping to confirm alignment and increasing market impact.
The impact: The company employed PwC’s help to build out enabling capabilities, upskill team members and build and maintain the online marketplace where dealers and customers engage to procure trailer rentals and after-market parts. Along with the digital roadmap to enhance their IT and data capabilities, the program is set to deliver over $140 million in benefits.
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