The business model is either a growth propeller, or a growth anchor.
When powered by a good model, you can ask, “What will I produce today?” and know that whatever it is, you’ll build efficiently. Everything you produce stacks and adds value to the model.
With a bad model, what you produce is fragmented. One thing doesn’t necessarily serve another. It makes your activity inefficient.
(This is compounded when you have multiple businesses.)
A good model is usually a ‘complete solution’ to a problem.
A bad model is a partial solution. Partial solutions require far more marketing and selling. Complete solutions are ‘no brainers’ — simply ‘getting attention’ will result in eventual sales.