When working with teams who want to innovate and grow, but can't change the product, changing the business model is an option. By using other business models as stimulus, we can spark several ideas during during an inventing session.

Over the years, subscription models, for better or worse, have become more popular, really taking off around 2012 and not slowing down. Research and Markets estimates the global subscription economy at $738.82 billion in 2026, up from $623.61 billion in 2025, and projects it will reach $1.44 trillion by 2030. But that is just one model to use as stimulus.

Dynamic pricing as stimulus.

The newest entry is dynamic pricing: the price of the same product moves with demand. It started with airlines, hotels, ride shares and concerts. Now it is moving into fast food and grocery shelves.

Looking at the events industry, you see the benefit for businesses. Ticketmaster says dynamic pricing helps keep scalpers and resellers from capturing more profits, so more of it goes to artists and promoters. That is good for them. But fans still pay higher prices, and critics say the practice simply moves more resale-level prices onto fans.

Be upfront and honest.

When customers "perceive" that you are simply seeking extra profits, they immediately perceive it to be UNFAIR. The key to successfully changing a price or a pricing model is to give customers a real reason for the change. A real reason only helps if customers actually hear it.

Not joining in can be your point of difference.

If everyone else in your category is jumping on this dynamic pricing trend, then not doing it could be your point of difference.

One of the most important issues for customers is that they feel that they got the best price possible from you. If you have one price and only one price, with no price negotiations, customers may not like it but they feel satisfied that they didn't "overpay." Be direct about what value customers receive and what it costs, and give them confidence in the stability of your pricing.