Literature on business models deals extensively with how to design new business models, but hardly with how to make the transition from an existing to a newly designed business model. The transition to a new business model raises several practical and strategic issues, such as how to replace an existing value proposition with a new one, when to acquire new resources and capabilities, and when to start new partnerships. In this paper, we coin the term business model roadmapping as an approach to define the transition path from a current to a desired business model. We develop our approach based on core concepts from business model literature as well as technology roadmapping. The approach is illustrated using a simplified case study. We find that visualizing business model road maps elicits how operational actions and business model impacts are interrelated. The merits of business model roadmapping not only lie in defining a road map of actions and business model changes, but also in identifying and discussing trade-offs between strategic business model issues and operational activities. Especially if an organization still has to choose between different alternative business models, business model roadmapping may help to identify overlapping paths, path dependencies and points of no return.

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