In this model, services or products from a formerly excluded industry are added to the offerings, thus leveraging existing key skills and resources. In retail especially, companies can easily provide additional products and offerings that are not linked to the main industry on which they were previously focused. Thus, additional revenue can be generated with relatively few changes to the existing infrastructure and assets, since more potential customer needs are met.
How they do it: After starting with offering a marketplace for accomodations, Airbnb added the experience and restaurants category to their website, allowing customers to book experiences such as sightseeing tours, cooking classes, and various cultural activities right through the Airbnb website and get recommendations for activities close to their booked accomodation.
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How they do it: Although IKEA’s core offering is cheaply priced furniture its physical stores offer a lot of other products related to home and living. In addition, IKEA stores usually have both a restaurant as well as a supermarket with Northern European products.
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How they do it: After starting with razors and razorblades, Dollar Shave Club now offers all kinds of products from adjacent product categories such as grooming cosmetics.
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How they do it: Flyeralarm starting with flyers, added various other products to its portfolio, all having in common to be able to be individualized with a company’s brand / name.
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How they do it: In its stores, Tchibo offers customers not only coffee-related products, but other products and services, ranging from consumer goods to household appliances and travel insurance. Thereby, additional revenues are generated with few changes to the infrastructure.
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