Four Paths to Business Model Innovation

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Four Paths to Business
Model Innovation
The secret to success lies in who makes what
decisions when and why. by Karan Girotra and
Serguei Netessine
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WHATHYW
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ATWH
OOYWH
WHEN
four paths to business
model innovation
The secret to success lies in who makes what decisions
when and why. by Karan Girotra and Serguei Netessine
Karan Girotra is a professor of technology
and operations management at INSEAD in
Fontainebleau, France. Serguei Netessine is the
Timken Chaired Professor of Global Technology
and Innovation at INSEAD in Singapore. They are
the authors of The Risk-Driven Business Model:
Four Questions That Will Define Your Company
(Harvard Business Review Press, 2014).
B
usiness model innovation is a
wonderful thing. At its simplest, it
demands neither new technologies
nor the creation of brand-new
markets: It’s about delivering existing
products that are produced by existing
technologies to existing markets. And
because it often involves changes
invisible to the outside world, it can
bring advantages that are hard to copy.
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from Dec 2021 to Jun 2022.
The challenge is defining what business model innovation actually entails. Without a framework for
identifying opportunities, it is hard to be systematic
about the process, which explains why it is generally
done on an ad hoc basis. As a result, many companies miss out on inexpensive ways to improve their
pro”tability and productivity.
In the following pages we present a framework
to help managers take business model innovation
to the level of a reliable and improvable discipline.
Drawing on the idea that any business model is essentially a set of key decisions that collectively determine how a business earns its revenue, incurs its
costs, and manages its risks, we view innovations
to the model as changes to those decisions: what
your o#erings will be, when decisions are made, who
makes them, and why. Successful changes along
these dimensions improve the company’s combination of revenue, costs, and risks.
WHAT Mix of
Products or Services
Should You Offer?
Uncertain demand is a challenge all businesses face
and is in most cases their major source of risk. One
way to reduce that risk is to make changes to your
company’s mix of products or services. In “nance,
if you have two portfolios offering a 20% return,
you choose the less risky one, because it will create
more value over time. The same is true with product portfolios.
Companies looking to recalibrate their product or
service mix have essentially three options:
Focus narrowly. In October 2010 Bloomberg
Businessweek ran a cover story with the sensationalist title “What Amazon Fears Most.” The article
pro”led Quidsi, a relatively small New Jersey–based
internet start-up cofounded by Marc Lore (a former
student of ours) and best known for its main venture,
the online retailer Diapers.com.
Diapers would appear to be a terrible product to
sell on the internet. They are bulky and expensive to
ship, and they have low margins because everyone—
from convenience stores to Costco—sells them. But
diapers have one thing going for them: Demand is
highly predictable—birthrates are stable, and infants
pee and poop constantly over an extended period of
time. Also, product variety is limited, because there
are only three or four major diaper manufacturers,
and diapers come in just a few sizes. Given that every newly acquired customer will use the product
repeatedly for two years or more, the company can
count on a steady revenue stream with little or no
risk for a long time to come.
Focused business models are most effective
when they appeal to distinct market segments with
clearly di#erentiated needs. So if your business currently serves multiple segments, it may be best to
subdivide into focused units rather than try to apply
one model. Amazon, which bought both Quidsi and
the online shoe and apparel retailer Zappos, allows
its focused acquisitions considerable autonomy in
serving their segments.
The main drawback for a focused business is that
it must rely on a single product, service, or customer
segment—and it may omit key customer needs.
People buy both bread and butter.
Search for commonalities across products.
The success of Volkswagen owes much to a strategy
whereby its cars share components. Although the
strategy does not protect VW from general demand
swings, it reduces demand variability for individual
components, because shared components make it
easy for VW to switch production at its plants from
one model to another whenever the demand for car
models shifts.
Commonalities aren’t just shared components
among di#erent products. They may also be the capabilities needed to serve various product, customer,
and market segments. Consequently, companies can
add to their mix products or services that re$ect new
applications of their capabilities. For instance, in the
late 1990s Amazon expanded from books into music,
video, and games—all of which required the same
logistics capabilities that books did. This allowed
the company to cover the risk of failing to acquire
enough share in any one of these categories with a
potentially superior share in another.
Commonality can, however, carry significant
costs if components must be engineered for a wide
range of makes and models. What’s more, the strategy requires that the component-sharing products
not all experience their demand highs and lows
simultaneously.
Create a hedged portfolio. Just as “nancial institutions try to create portfolios of investments that
will hedge one another’s risks, companies can select
an assortment of products or markets to reduce the
overall riskiness of the business model. Chile’s LAN
4 Harvard Business Review July–August 2014
FOUR PATHS TO BUSINESS MODEL INNOVATION
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Airlines takes such an approach: Unlike most major U.S. carriers, which derive less than 5% of their
revenue from cargo, LAN uses the same wide-body
planes, $ying international routes, to transport both
passengers and cargo.
Because almost all travel from the Americas to
Europe is on overnight flights, passenger-only airlines keep their planes on the ground for long periods. LAN uses the downtime to carry cargo: A plane
to Santiago that has picked up cargo in Europe can
deliver it to other Chilean cities before returning to
Santiago for its next overnight $ight.
This approach reduces the risks associated with
LAN’s capacity decisions. Airlines make such decisions infrequently—by ordering new airplanes—and
they are hard to reverse, leaving the companies vulnerable to periods of over- or underutilized capacity,
with harsh e#ects on revenue. Hedging passengers
with cargo mitigates this risk because their respective demand curves rarely rise or fall in concert.
Moreover, carrying cargo allows the airline to fly
pro”tably with fewer passengers, so it can a#ord to
serve destinations that other airlines avoid.
Clearly, the approach works mainly for product
and market combinations in which demand fluctuations are negatively correlated. For example, a
manufacturer of ski apparel could hedge sales in
North America with sales in South America—where
the seasons are opposite. Overall demand stays
fairly constant.
WHEN Should
You Make Your
Key Decisions?
Decisions must often be made before you have
enough information to make them with con”dence.
We have identi”ed three strategies that, depending
on the circumstances, can improve a business model
by changing the timing of decisions.
Postpone the decision. In many industries
companies make “rm decisions about prices well before they actually sell anything. This, of course, often
exposes them to risk. It’s risky to price airplane seats
early, for instance, because demand on any given
route is highly contingent on economic and other
conditions and can vary by the time of day, the day
of the week, or the week of the month.
American Airlines solved this problem in the
1980s by using the booking system known as SABRE
(for semi-automated business research environment), which makes it relatively easy to alter prices
quickly by factoring in new information. The ability
to price dynamically changed the airline industry
forever. On any given $ight, the price that passengers have actually paid to $y—even within the same
seating class—can vary tremendously. Recently Uber,
a company that matches customers who need rides
with vehicles for hire, borrowed the same toolbox:
In high-demand periods, the company implements
“surge pricing,” whereby prices for rides go up, reducing demand while increasing supply.
Price quotes can be delayed at the individual level.
The casino and hospitality company Caesars Entertainment uses a sophisticated database compiled
Idea in Brief
THE PROBLEM
Business model innovation is
typically an ad hoc process,
lacking any framework for
exploring opportunities. As
a result, many companies
miss out on inexpensive ways
to radically improve their
profitability and productivity.
THE SOLUTION
Drawing on the idea that a
business model reflects a set
of decisions, the authors frame
innovation in terms of deciding
what products or services to
offer, when to make decisions,
who should make them, and
why the decision makers
choose as they do.
AN EXAMPLE
Traditional call centers hire
a staff to supply services as
needed from a place of work,
incurring significant up-front
costs and risks. LiveOps
created a new model by
revising the order of decisions:
It employs agents as calls
come in by routing the calls to
home-based freelancers who
have signaled their availability.
Amazon’s Path
Founded in 1994 with
the U.S. book market
in mind, Amazon
has adopted many
of the strategies in
our framework over
the years.
1996
PASS THE DECISION
RISK TO THE PARTY
THAT CAN BEST MANAGE
THE CONSEQUENCES
Cash-strapped, the
company gets distributors
and publishers to carry
slow-moving inventory,
rather than stocking the
books itself.
1997
INTEGRATE THE
INCENTIVES
Partners can’t keep up
with Amazon’s growth and
quick shipping promise,
so the company reverses
course and builds its own
warehouses.
1998
SEARCH FOR
COMMONALITIES ACROSS
PRODUCTS
Success with books leads
to expansion into music,
video, and games—where
the company’s logistics
competencies can be
applied.
July–August 2014 Harvard Business Review 5
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from Dec 2021 to Jun 2022.
by its Total Rewards loyalty program. When a repeat customer calls to make a reservation, the agent
asks for his Total Rewards number, which links to
detailed information about the customer’s gambling habits (including average bet size) and hence
the profit he is likely to bring the casino. Depending on what the agent sees, the customer may hear
anything from “Sorry, all our rooms are booked” to
“You’re in luck! We can offer you a complimentary
stay in our Presidential Suite!”
Change the order of your decisions. Some
companies don’t have the option of changing the
time frame within which they operate, but they
can shu%e the order in which decisions are made
in order to delay investment commitments until
pertinent information is known.
Most product development, for example, begins
with proposing a solution or a technology for a customer need. If, after initial investments, the solution proves to be a dud, then it’s back to the drawing
board. But an increasing number of companies, including the open-innovation pioneers InnoCentive
and Hypios, have “gured out that if they switch that
sequence to performance !rst, investment after, they
can shift much of the risk of R&D onto others.
These companies offer clients (“seekers”) a secure website on which to present R&D problems to
a global freelance community of quali”ed engineers,
product designers, and scientists (“solvers”). The
companies help seekers define their problems—
which might range from the chemical synthesis of
a speci”c molecule to designing the look and feel of a
new product—with enough speci”city to interest an
appropriately skilled subset of solvers. Seekers o#er
monetary rewards for the right solutions (sometimes
more than one is selected), and solvers compete to
develop the best solutions and win the rewards.
A similar change in sequence explains the success
of one company in the call center industry: LiveOps.
Traditional centers make up-front investments in
facilities and hard infrastructure (primarily communications) before they sign a single client or take their
“rst call. They must also decide how many agents to
hire, at what levels of skill and expertise, and provide training. Next they must sign up clients whose
needs match the capabilities they have assembled.
Finally, they must develop daily and weekly staffing plans to ensure that enough agents with the right
skills will be available to handle calls.
LiveOps, in contrast, employs agents as the calls
come in. Its agents work independently from home
and signal LiveOps when they are ready to take
calls. They are paid according to the duration of a
call and—because calls are automatically recorded
and scored—their skill at meeting callers’ needs.
Intelligent software routes callers to the most quali-
“ed agents available according to the nature of the
call, so capacity and sta&ng are constantly adjusted
in real time to meet actual demand.
This approach has its limits. Training on-demand
employees in advance is di&cult, and because they
assume the risk of being idle and making no money,
the business model depends on having an ample
supply of people for whom downtime has a relatively low cost.
Split up the key decisions. The lean startup movement is taking the corporate innovation
and start-up worlds by storm (see “Why the Lean
Start-Up Changes Everything,” HBR May 2013). At
the heart of the movement is a new approach for
entrepreneurs who are making decisions about their
businesses. In the past, starting a risky new venture
involved putting together a detailed business plan
that would cover all essential pieces of the business
model and then executing on the plan. All the key
decisions were made at once and up front.
The lean start-up approach divides up the key
decisions. A venture starts with relatively imprecise
and limited hypotheses about where an opportunity
may lie. Multiple stages of information gathering and
“pivoting” follow, as the business model is revised to
arrive at the “nal, validated version. Typically, the
founders radically change their hypotheses as the
venture unfolds.
In the start-up world, this approach is today the
rule rather than the exception. BBureau, a mobile
beauty and wellness service that was born in our
classroom (one of us is an investor and board member), is a case in point. Rather than commit up front
to one target market and a fixed portfolio of services, BBureau ran a number of small experiments
on many di#erent markets to identify the combinations of customers and services that would be most
lucrative for its pop-up delivery model, e#ectively
splitting the venture-design decision into a number
of smaller ones.
After numerous rounds of experimentation
and re”nement, the team converged on a business
model that included o#ering wellness services (such
as massages) at boutique hotels and frequently repeated beauty services (such as nail treatments)
at office locations. Those combinations kept the
6 Harvard Business Review July–August 2014
FOUR PATHS TO BUSINESS MODEL INNOVATION
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company’s delivery costs low while ensuring a high
customer willingness to pay.
This approach depends on “nding decisions that
can be divided up. In some cases the decision process is indivisible. (You can’t price a little bit now and
a little bit later.) In other cases it can be divided up
only at some additional cost, and risk-return calculations should be performed.
WHO Are the
Best Decision
Makers?
Many companies “nd that they can radically improve
decision making in the value chain simply by changing the people who make the calls. Companies can:
Appoint a better-informed decision maker.
The whole employee empowerment movement is
based on giving decision rights to the most informed
person or organization. Google’s engineers, for example, have extraordinary freedom to decide what
development projects the company should pursue,
because Google believes they are better informed
about technologies and tastes than the company’s
executives are.
The best-informed people aren’t always in the
company. More than 25 years ago, Walmart transferred some decision rights about stocking its store
shelves to Procter & Gamble, because it saw that a
supplier had the right combination of information
and incentives to keep Walmart well stocked with
products by optimizing delivery and production
schedules. This has become a standard arrangement
with the company’s large suppliers.
More recently, we’ve seen decisions being made
by algorithms. In the restaurant business, for example, servers are often scheduled for shifts they
would rather not work and not scheduled for those
they want. Worse, the least-productive servers are
frequently put on the most-pro”table shifts.
To get around this problem, the Boston-based restaurant chain Not Your Average Joe’s uses an analytic
tool called Muse, which was developed by Objective
Logistics, a start-up in Cambridge, Massachusetts
(in which one of us is both an adviser and an investor). Muse tracks servers’ performance over time according to sales per customer (as measured by check
size) and customer satisfaction (as measured by tips
or directly). This has enabled the chain to develop a
productivity-based ranking system whereby servers
can schedule themselves, choosing both their shifts
and the tables they serve.
Although the advantages of making decisions
using better information are obvious, empowering
employees, suppliers, or customers and collecting
extensive data often entail costs and difficulties.
Walmart made a considerable up-front investment
in the largest private satellite network in the world
in order to enable seamless data $ow, and the company had to negotiate and coordinate complicated
new relationships with trading partners.
Pass the decision risk to the party that
can best manage the consequences. The key
to Amazon’s early prosperity was its drop-shipping
model, which allowed it to o#er more than a million
books while stocking only 2,000 or so of the most
popular titles. For the rest, Amazon forwarded orders
to book wholesalers or publishers, who then often
shipped the products directly to customers using
Amazon packaging.
In this innovative model, Amazon’s network of
wholesalers and publishers independently managed their inventories. They, not Amazon, bore the
risk of carrying books without knowing the likely
demand for them. But because the risk was widely
distributed, all were able to manage their own bits of
it with relative ease.
Shifting the decision risk to the party best able
to bear it is often an attractive strategy when no
decision maker clearly has superior information. In
its early years, Amazon was too small and too cash
constrained to stock every single book in its catalog,
whereas bigger wholesalers were well positioned to
match supply with demand from Amazon and thousands of other small retailers. But for this strategy to
work, the replacement decision maker’s incentives
must be aligned with yours. Amazon’s model would
2001
PASS THE DECISION
RISK TO THE PARTY
THAT CAN BEST MANAGE
THE CONSEQUENCES
Amazon hosts the websites
of Toys“R”Us, Borders, and
Target and performs most
site development, order
fulfillment, and customer
service.
2005
CHANGE THE REVENUE
STREAM
Per-item shipping costs
deter many customers,
so Amazon offers Amazon
Prime: Customers buy
a shipping subscription
rather than paying for
individual shipments. This
also encourages impulse
purchases.
POSTPONE THE DECISION
The acquisition of
BookSurge (on-demand
book publishing) and
CreateSpace (selfpublishing of books, CDs,
DVDs, and video) allows
Amazon to delay publication
decisions until customer
tastes are known.
Amazon’s Path,
CONTINUED
July–August 2014 Harvard Business Review 7
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from Dec 2021 to Jun 2022.
have failed if the publishers had been motivated to
poach its customers.
Select the decision maker with the most to
gain. In many business models, key decisions are
made by those with less to gain than others in the
chain. A company’s customers, for example, often
feel that they gain less when they buy a company’s
products than the company does. That was a problem facing Neta”m, the Israeli market leader in dripirrigation technology.
energy management for their customers, implementing whatever e&ciencies they think necessary and
bearing all the up-front costs. They then share the
savings that result from these improvements with
the customers. Like Netafim, they bear additional
risk quite easily, because they understand the technology and can predict its performance. And as resistance to adoption declines, their revenues scale up.
There are catches. A company can safely take on
more risk only if the relevant technology is very reliable. And behavioral issues may arise: The savings
from energy-e&cient equipment will shrink if customers decide that they can economically leave their
lights on longer.
WHY Do Key Decision Makers
Choose as They Do?
When decision makers collaborate to create value,
they must also be able to pursue their private objectives without damaging the value chain. Many
business model innovations, therefore, come from
adjusting decision makers’ motivations. There are
three ways of doing this:
Change the revenue stream. Traditionally,
when the U.S. Department of Defense bought
aircraft, it would agree to a time-and-materials
contract, under which suppliers charged for labor
and materials consumed (on a cost-plus basis) in
the course of each maintenance event—just as a
mechanic does for car repairs. Unfortunately, this
model doesn’t provide suppliers with customerfriendly incentives; from their point of view, the
more problems the client has, the better. It has been
estimated that for every dollar the government
spent to buy a new airplane, it spent seven more
over the plane’s life.
Until, that is, the DoD gave suppliers a reason to
care about engine reliability. In 2003, facing pressure
to cut costs and improve performance, the department adopted what’s called performance-based
contracting, which changed the revenue model for
contractors. They would be paid for the amount of
time the aircraft was actually in service, with the
DoD specifying, for example, 95% availability as its
threshold. As a result, the longer a jet performed
without needing to be taken out of service for maintenance or repair, the more the contractor earned.
Drip irrigation is the watering method of choice
for small farmers in hot countries. Netafim developed a technology that “ne-tunes water application
according to the soil’s water content, salinity, and
fertilization and to meteorological data. The company demonstrated to farmers that its system could
increase crop yields by 300% to 500%, making it a
potentially lucrative investment.
Initially, though, the technology was a hard sell.
Small farmers were reluctant to engage with and pay
for anything so sophisticated. They did not trust the
company and felt that they were shouldering a lot
of risk in adopting its approach. Neta”m solved the
problem by o#ering them a free integrated package
that included system design and installation, all required hardware, and periodic maintenance. Payback
came from a share of each farmer’s increased crop
yields. Thus Neta”m took on all the risks of the decision, and farmers simply said yes or no to a strong
chance of earning more money with no downside.
Netafim could do this because it realized that
it had the most to gain from the adoption of its
technology. Given its expertise and access to sophisticated forecasting systems, the risks were a
lot smaller for the company than for the individual
farmers. Moreover, it could spread the risk: If the
system failed at one farm, Neta”m could make up
for it elsewhere. As farmers achieved greater success,
word would spread; Neta”m would increase its sales
and realize economies of scale.
Something similar is at work with energy-efficiency companies, many of which essentially take on
8 Harvard Business Review July–August 2014
FOUR PATHS TO BUSINESS MODEL INNOVATION
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from Dec 2021 to Jun 2022.
Changing the revenue stream to align the interests of a decision’s stakeholders works best when
performance can be fully and unambiguously de-
“ned. It would be di&cult to set reasonable performance standards and develop appropriate metrics
for, say, a new airplane that relied on advanced
technologies and materials, because the unknowns
involved would simply be too numerous.
Synchronize the time horizons. Traditionally,
sourcing relied on competitive-bidding rituals that
ensured low prices and moderate but acceptable
quality. The chosen provider won the business for a
relatively short period of time, after which the bidding process was repeated.
But as overseas sourcing increased, this model
developed $aws. Faraway suppliers cut corners on
quality control and materials reliability. Worse, revelations of abusive labor practices, product diversion,
and the counterfeiting of goods emerged. And because most sourcing transactions were one-o# deals,
shoddy providers faced few consequences—until, of
course, multinationals felt the corrosive impact of
repeated performance problems on their brands.
Enter Li & Fung, a Hong Kong–based company
that has changed the world of outsourcing by creating a new business model based on combining the
flexibility of competitive sourcing with the confidence of long-term relationships. It selects, veri”es,
and approves suppliers and allocates their business
among its manufacturing clients, and it manages
each client’s relationship with each supplier—including performance, compliance, and crafting incentives
for suppliers to invest in people, facilities, and materials. Given the potential for an enduring relationship with Li & Fung, suppliers are motivated to create
long-term value for manufacturing partners.
But companies like Li & Fung are few and far
between. If your organization sources in sectors
or regions where you lack recourse to a trusted
intermediary, you will need to manage such relationships directly, which can be di&cult.
Integrate the incentives. Companies without
a trusted intermediary can develop contractual arrangements and management systems (such as the
famous balanced scorecard) to focus independent
agents on maximizing an agreed-upon outcome.
This is essentially what one of the most promising reforms to U.S. health care is about: Under the bundled
payments system, all parties involved in a patient’s
treatment agree to measure performance according
to the outcome for the patient (see “How to Design a
Bundled Payment Around Value,” on hbr.org).
Sometimes such contractual arrangements can be
so complex that it’s easier to simply integrate operations. Quad/Graphics, a printing company with approximately 25,000 employees and annual revenue
of more than $4 billion, has created its own health
care system, complete with doctors and hospitals,
lowering health care costs for its employees by some
30% in the process. Patient outcomes have improved
as well: For example, the rate of cesarean-section
births among women in the Quad health care system
is only 12%, compared with 26% nationally.
Achieving full integration is not trivial; many organizations rightly hesitate to take on directly performing activities that are outside their core competencies. Thus we tend to regard it as a last resort, to
be applied only when other approaches won’t su&ce.
USING A framework like ours, any experienced manager can “nd ways to create a better business model.
Companies can also use the framework to make their
innovation processes more systematic and open,
with business model reinvention becoming a continual, inclusive process rather than a series of isolated, internally focused events. When they do, they
“nd that the resulting capabilities o#er a sustainable
competitive advantage. HBR Reprint R1407H
2006
APPOINT A BETTERINFORMED DECISION
MAKER
Amazon takes over
retailers’ A-to-Z fulfillment
function—a logical
extension of its third-party
services.
CREATE A HEDGED
PORTFOLIO
Amazon expands into
computing services
including storage, simple
queue service (SQS), cloud
computing, and electronic
data systems.
2008–2010
FOCUS NARROWLY
Amazon realizes efficiencies
by acquiring focused
verticals: Diapers.com
(baby consumables)
and Zappos (shoes).
Acquired retailers operate
independently to maintain
these efficiencies.
When decision makers
collaborate to create value,
they must also be able to
pursue their private objectives.
Amazon’s Path,
CONTINUED
July–August 2014 Harvard Business Review 9
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from Dec 2021 to Jun 2022.

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Get Professional Assignment Help Cheaply

Are you busy and do not have time to handle your assignment? Are you scared that your paper will not make the grade? Do you have responsibilities that may hinder you from turning in your assignment on time? Are you tired and can barely handle your assignment? Are your grades inconsistent?

Whichever your reason is, it is valid! You can get professional academic help from our service at affordable rates. We have a team of professional academic writers who can handle all your assignments.

Why Choose Our Academic Writing Service?

• Plagiarism free papers
• Timely delivery
• Any deadline
• Skilled, Experienced Native English Writers
• Subject-relevant academic writer
• Adherence to paper instructions
• Ability to tackle bulk assignments
• Reasonable prices
• 24/7 Customer Support
• Get superb grades consistently

Online Academic Help With Different Subjects

Literature

Students barely have time to read. We got you! Have your literature essay or book review written without having the hassle of reading the book. You can get your literature paper custom-written for you by our literature specialists.

Finance

Do you struggle with finance? No need to torture yourself if finance is not your cup of tea. You can order your finance paper from our academic writing service and get 100% original work from competent finance experts.

Computer science

Computer science is a tough subject. Fortunately, our computer science experts are up to the match. No need to stress and have sleepless nights. Our academic writers will tackle all your computer science assignments and deliver them on time. Let us handle all your python, java, ruby, JavaScript, php , C+ assignments!

Psychology

While psychology may be an interesting subject, you may lack sufficient time to handle your assignments. Don’t despair; by using our academic writing service, you can be assured of perfect grades. Moreover, your grades will be consistent.

Engineering

Engineering is quite a demanding subject. Students face a lot of pressure and barely have enough time to do what they love to do. Our academic writing service got you covered! Our engineering specialists follow the paper instructions and ensure timely delivery of the paper.

Nursing

In the nursing course, you may have difficulties with literature reviews, annotated bibliographies, critical essays, and other assignments. Our nursing assignment writers will offer you professional nursing paper help at low prices.

Sociology

Truth be told, sociology papers can be quite exhausting. Our academic writing service relieves you of fatigue, pressure, and stress. You can relax and have peace of mind as our academic writers handle your sociology assignment.

Business

We take pride in having some of the best business writers in the industry. Our business writers have a lot of experience in the field. They are reliable, and you can be assured of a high-grade paper. They are able to handle business papers of any subject, length, deadline, and difficulty!

Statistics

We boast of having some of the most experienced statistics experts in the industry. Our statistics experts have diverse skills, expertise, and knowledge to handle any kind of assignment. They have access to all kinds of software to get your assignment done.

Law

Writing a law essay may prove to be an insurmountable obstacle, especially when you need to know the peculiarities of the legislative framework. Take advantage of our top-notch law specialists and get superb grades and 100% satisfaction.

What discipline/subjects do you deal in?

We have highlighted some of the most popular subjects we handle above. Those are just a tip of the iceberg. We deal in all academic disciplines since our writers are as diverse. They have been drawn from across all disciplines, and orders are assigned to those writers believed to be the best in the field. In a nutshell, there is no task we cannot handle; all you need to do is place your order with us. As long as your instructions are clear, just trust we shall deliver irrespective of the discipline.

Are your writers competent enough to handle my paper?

Our essay writers are graduates with bachelor's, masters, Ph.D., and doctorate degrees in various subjects. The minimum requirement to be an essay writer with our essay writing service is to have a college degree. All our academic writers have a minimum of two years of academic writing. We have a stringent recruitment process to ensure that we get only the most competent essay writers in the industry. We also ensure that the writers are handsomely compensated for their value. The majority of our writers are native English speakers. As such, the fluency of language and grammar is impeccable.

What if I don’t like the paper?

There is a very low likelihood that you won’t like the paper.

Reasons being:

• When assigning your order, we match the paper’s discipline with the writer’s field/specialization. Since all our writers are graduates, we match the paper’s subject with the field the writer studied. For instance, if it’s a nursing paper, only a nursing graduate and writer will handle it. Furthermore, all our writers have academic writing experience and top-notch research skills.
• We have a quality assurance that reviews the paper before it gets to you. As such, we ensure that you get a paper that meets the required standard and will most definitely make the grade.

In the event that you don’t like your paper:

• The writer will revise the paper up to your pleasing. You have unlimited revisions. You simply need to highlight what specifically you don’t like about the paper, and the writer will make the amendments. The paper will be revised until you are satisfied. Revisions are free of charge
• We will have a different writer write the paper from scratch.
• Last resort, if the above does not work, we will refund your money.

Will the professor find out I didn’t write the paper myself?

Not at all. All papers are written from scratch. There is no way your tutor or instructor will realize that you did not write the paper yourself. In fact, we recommend using our assignment help services for consistent results.

What if the paper is plagiarized?

We check all papers for plagiarism before we submit them. We use powerful plagiarism checking software such as SafeAssign, LopesWrite, and Turnitin. We also upload the plagiarism report so that you can review it. We understand that plagiarism is academic suicide. We would not take the risk of submitting plagiarized work and jeopardize your academic journey. Furthermore, we do not sell or use prewritten papers, and each paper is written from scratch.

When will I get my paper?

You determine when you get the paper by setting the deadline when placing the order. All papers are delivered within the deadline. We are well aware that we operate in a time-sensitive industry. As such, we have laid out strategies to ensure that the client receives the paper on time and they never miss the deadline. We understand that papers that are submitted late have some points deducted. We do not want you to miss any points due to late submission. We work on beating deadlines by huge margins in order to ensure that you have ample time to review the paper before you submit it.

Will anyone find out that I used your services?

We have a privacy and confidentiality policy that guides our work. We NEVER share any customer information with third parties. Noone will ever know that you used our assignment help services. It’s only between you and us. We are bound by our policies to protect the customer’s identity and information. All your information, such as your names, phone number, email, order information, and so on, are protected. We have robust security systems that ensure that your data is protected. Hacking our systems is close to impossible, and it has never happened.

How our Assignment Help Service Works

1. Place an order

You fill all the paper instructions in the order form. Make sure you include all the helpful materials so that our academic writers can deliver the perfect paper. It will also help to eliminate unnecessary revisions.

2. Pay for the order

Proceed to pay for the paper so that it can be assigned to one of our expert academic writers. The paper subject is matched with the writer’s area of specialization.

3. Track the progress

You communicate with the writer and know about the progress of the paper. The client can ask the writer for drafts of the paper. The client can upload extra material and include additional instructions from the lecturer. Receive a paper.

4. Download the paper

The paper is sent to your email and uploaded to your personal account. You also get a plagiarism report attached to your paper.

GET A PERFECT SCORE!!!

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