Q2. What are the future works in this paper?
However, such business model innovations were only found in some of the 50 main case studies, highlighting the potential for more business model innovations in the future. Many firms in the main case studies used digital technologies to enhance or extend their business models, although many of them expressed strong intentions to introduce more radical business model innovations in the future. Much remains to be done in future research. Some business leaders in their case studies and workshops also found the framework useful as a practical tool for planning business model innovations, which should be further examined.
Q3. What level of transformation did the majority of the mini case studies use digital technologies to transform their relations?
At the functional architecture level, 60% transformed their product development; 40% transformed their production and distribution processes; and 80% transformed their relations with customers.
Q4. What did the mini case studies use digital technologies to transform their relations with customers?
90% of them used digital technologies to transform their relations with customers in the activity architecture; 87% redefined value sensing, and 80% transformed their value capture in the value architecture.
Q5. What is the critical criterion for evaluating a business model?
Since a business model is essential for translating commercial opportunities intorevenue generating activities, the most critical criterion for its evaluating is its financial sustainability (Desyllas & Sako, 2013; Esslinger, 2011; Lazonick & Tulum, 2011; Seelos & Mair, 2007; Clemons, 2009).
Q6. What is the main trend emerging from the case studies?
One significant trend emerging from the case studies is the increasing adoption of theportfolio models in four different variants.
Q7. What were the feedbacks and reflections prompted to develop the framework?
The feedbacks and reflections prompted additional literature review in order to refine and extend the framework, which was used to extend existing case studies and guide data gathering for new ones.
Q8. What are the main case studies that used digital technologies to enhance or extend their business models?
Many firms in the main case studies used digital technologies to enhance or extend their business models, although many of them expressed strong intentions to introduce more radical business model innovations in the future.
Q9. What is the role of digital technologies in enabling business model innovations?
The holistic business model framework is developed and extended through a recursivelearning process, which is validated as an effective cognitive instrument for understanding business models and the role of digital technologies in enabling business model innovations.
Q10. What is the importance of the time scale when evaluating new business models?
An important consideration when evaluating new business models is the time scale, because what works well in the short and medium terms could be disastrous in the long term.
Q11. What did the firm do to adapt and sell a standardised version of the software to multiple?
This enabled the firm to adapt and sell a standardised version of the software to multiple new clients, and also set up an online hosting service for large project management.
Q12. What criteria were not universally regarded as critical or essential?
Other criteria – such as operational scalability – were also highlighted by some business leaders, but they were not universally regarded as critical or essential.