Showing papers on "Business model published in 2010"
TL;DR: In this paper, the authors explore the significance of business models and explore their connections with business strategy, innovation management, and economic theory, and understand how the enterprise can organize to best meet customers' needs, get paid for doing so, and make a profit.
6,242 citations
Book•
01 Jan 2010
TL;DR: Business Model Generation as discussed by the authors is a handbook for visionaries, game changers, and challengers striving to defy outmoded business models and design tomorrow's enterprises If your organization needs to adapt to harsh new realities, but you don't yet have a strategy that will get you out in front of your competitors, you need Business Model GenerationCo-created by 470 "Business Model Canvas" practitioners from 45 countries, the book features a beautiful, highly visual, 4-color design that takes powerful strategic ideas and tools, and makes them easy to implement in your organization.
Abstract: Business Model Generation is a handbook for visionaries, game changers, and challengers striving to defy outmoded business models and design tomorrow's enterprises If your organization needs to adapt to harsh new realities, but you don't yet have a strategy that will get you out in front of your competitors, you need Business Model Generation
Co-created by 470 "Business Model Canvas" practitioners from 45 countries, the book features a beautiful, highly visual, 4-color design that takes powerful strategic ideas and tools, and makes them easy to implement in your organization It explains the most common Business Model patterns, based on concepts from leading business thinkers, and helps you reinterpret them for your own context You will learn how to systematically understand, design, and implement a game-changing business model--or analyze and renovate an old one Along the way, you'll understand at a much deeper level your customers, distribution channels, partners, revenue streams, costs, and your core value proposition
Business Model Generation features practical innovation techniques used today by leading consultants and companies worldwide, including 3M, Ericsson, Capgemini, Deloitte, and others Designed for doers, it is for those ready to abandon outmoded thinking and embrace new models of value creation: for executives, consultants, entrepreneurs, and leaders of all organizations If you're ready to change the rules, you belong to "the business model generation!"
3,612 citations
TL;DR: In this paper, the authors explore the barriers to business model innovation, which previous academic research has identified as including conflicts with existing assets and business models, as well as cognition in understanding these barriers.
3,147 citations
TL;DR: This work conceptualizes a firm's business model as a system of interdependent activities that transcends the focal firm and spans its boundaries and suggests two sets of parameters that activity systems designers need to consider: design elements and design themes that describe the architecture of an activity system.
2,404 citations
TL;DR: This work presents a conceptual framework to separate and relate business model and strategy, and shows that the concepts of strategy and business model differ when there are important contingencies upon which a well-designed strategy must be based.
2,062 citations
Book•
01 Jan 2010
TL;DR: The authors of What's Mine is Yours as mentioned in this paper describe how these three models come together to form a new economy of more sustainable consumerism and explore how businesses will both prosper and fail in this environment, and examine how it has the potential to help create the mass sustainable change in consumer behaviors this planet so desperately needs.
Abstract: WHAT'S MINE IS YOURS is about Collaborative Consumption, a new, emerging economy made possible by online social networks and fueled by increasing cost consciousness and environmental necessity. Collaborative Consumption occurs when people participate in organized sharing, bartering, trading, renting, swapping, and collectives to get the same pleasures of ownership with reduced personal cost and burden, and lower environmental impact. The book addresses three growing models of Collaborative Consumption: Product Service Systems, Communal Economies, and Redistribution Markets. The first, Product Service Systems, reflects the increasing number of people from all different backgrounds and across ages who are buying into the idea of using the service of the product-what it does for them-without owning it. Examples include Zipcar and Ziploc, and these companies are disrupting traditional industries based on models of individual ownership. Second, in what the authors define as Communal Economies, there is a growing realization that as individual consumers, we have relatively little in the way of bargaining power with corporations. A crowd of consumers, however, introduces a different, empowering dynamic. Online networks are bringing people together again and making them more willing to leverage the proverbial power of numbers. Examples of this second category include Etsy, an online market for handcrafts, or the social lending marketplace Zopa. The third model is Redistribution Markets, exemplified by worldwide networks such as Freecycle and Ebay as well as emerging forms of modern day bartering and "swap trading" such as Zwaggle, Swaptree, and Zunafish. Social networks facilitate consumer-to-consumer marketplaces that redistribute goods from where they are not needed to somewhere or someone where they are. This business model encourages reusing/reselling of old items rather them throwing them out, thereby reducing the waste and carbon emissions that go along with new production. WHAT'S MINE IS YOURS describes how these three models come together to form a new economy of more sustainable consumerism. Collaborative Consumption started as a trend in conjunction with the emergence of shared collective content/information sites such as Wikipedia and Flickr and with the recent economic troubles and increasing environmental awareness, it is growing into an international movement. The authors predict it will be a fully fledged economy within the next five years. In this book the authors travel among the quiet revolutionaries (consumers and companies) from all around the world. They explore how businesses will both prosper and fail in this environment, and, in particular, they examine how it has the potential to help create the mass sustainable change in consumer behaviors this planet so desperately needs. The authors themselves are environmentalists, but they are also entrepreneurs, parents, and optimistic citizens. This is a good news book about long-term positive change.
1,541 citations
TL;DR: It is found that firm sustainability depends on anticipating and reacting to sequences of voluntary and emerging change, giving the label ‘dynamic consistency’ to this firm capability to build and sustain its performance while changing its business model.
1,197 citations
Posted Content•
TL;DR: In this paper, the authors use the RCOV framework to consider business model evolution, looking particularly at the dynamic created by interactions between its business model's components, and illustrate the case of the English football club Arsenal FC over the last decade.
Abstract: The business model concept generally refers to the articulation between different areas of a firm's activity designed to produce a proposition of value to customers. Two different uses of the term can be noted. The first is the static approach - as a blueprint for the coherence between core business model components. The second refers to a more transformational approach, using the concept as a tool to address change and innovation in the organization, or in the model itself. We build on the RCOV framework - itself inspired by a Penrosian view of the firm – to try to reconcile these two approaches to consider business model evolution, looking particularly at the dynamic created by interactions between its business model's components. We illustrate our framework with the case of the English football club Arsenal FC over the last decade. We view business model evolution as a fine tuning process involving voluntary and emergent changes in and between permanently linked core components, and find that firm sustainability depends on anticipating and reacting to sequences of voluntary and emerging change, giving the label ‘dynamic consistency’ to this firm capability to build and sustain its performance while changing its business model.
1,192 citations
TL;DR: This overview indicates nine perspectives needed to develop an open innovation theory more fully and assesses some of the recent evidence that has come to light about open innovation, in theory and in practice.
Abstract: Institutional openness is becoming increasingly popular in practice and academia: open innovation, open R&D and open business models. Our special issue builds on the concepts, underlying assumptions and implications discussed in two previous R&D Management special issues (2006, 2009). This overview indicates nine perspectives needed to develop an open innovation theory more fully. It also assesses some of the recent evidence that has come to light about open innovation, in theory and in practice.
1,180 citations
TL;DR: The authors argue that studying business models as models is rewarding in that it enables us to see how they embody multiple and mediating roles, and illustrate their ideas with reference to practices in real world and to academic analyses, especially in this Long Range Planning Special Issue on Business Models.
1,171 citations
TL;DR: In this article, the authors trace the gradual development of Grameen's expertise in formulating social business models, which require new value propositions, value constellations and profit equations, and as such, resembles business model innovation.
TL;DR: In contrast to conventional strategies that emphasize analysis, strategies that aim to discover and exploit new models must engage in significant experimentation and learning, a "discovery driven" rather than analytical approach as discussed by the authors.
TL;DR: In this paper, the authors present three core meta-capabilities to make an organization more agile: strategic sensitivity, leadership unity and resource fluidity, and propose a repertoire of concrete leadership actions to accelerate the renewal and transformation of business models.
TL;DR: In this paper, the antecedents and drivers of business model innovation in a Spanish dietary products business threatened by economic recession and heightened competition resulting from liberalization are studied, and the evolution of the new retail-market business model in two distinct phases: 1) a five-year phase of experiment and exploration followed by 2) a high-growth exploitation phase when the firm outperformed its competitors by a wide margin and internationalized successfully, in spite of its products and final end customers remaining basically unchanged.
TL;DR: In mechanical engineering and plant design, product-related services are usually considered as an add-on to the actual product as mentioned in this paper, which is a paradigm shift from the separated consideration of products and services to a new product understanding consisting of integrated products and Services.
Journal Article•
TL;DR: To gain business value, organizations need to incorporate community building as part of the implementation of social media to incorporate business value in the creation of virtual customer environments.
Abstract: Social media platforms such as Twitter and Facebook enable the creation of virtual customer environments (VCEs) where online communities of interest form around specific firms, brands, or products. While these platforms can be used as another means to deliver familiar e-commerce applications, when firms fail to fully engage their customers, they also fail to fully exploit the capabilities of social media platforms. To gain business value, organizations need to incorporate community building as part of the implementation of social media.
TL;DR: A unified conceptual framework for the BM concept is argued to be comprehensive and appropriate to the complex nature of businesses today, which leads to fruitful implications for theory and practice and also enables us to suggest a research agenda using this conceptual framework.
Abstract: Recent rapid advances in Information and Communication Technologies (ICTs) have highlighted the rising importance of the Business Model (BM) concept in the field of Information Systems (IS). Despite agreement on its importance to an organization's success, the concept is still fuzzy and vague, and there is little consensus regarding its compositional facets. Identifying the fundamental concepts, modeling principles, practical functions, and reach of the BM relevant to IS and other business concepts is by no means complete. This paper, following a comprehensive review of the literature, principally employs the content analysis method and utilizes a deductive reasoning approach to provide a hierarchical taxonomy of the BM concepts from which to develop a more comprehensive framework. This framework comprises four fundamental aspects. First, it identifies four primary BM dimensions along with their constituent elements forming a complete ontological structure of the concept. Second, it cohesively organizes the BM modeling principles, that is, guidelines and features. Third, it explains the reach of the concept showing its interactions and intersections with strategy, business processes, and IS so as to place the BM within the world of digital business. Finally, the framework explores three major functions of BMs within digital organizations to shed light on the practical significance of the concept. Hence, this paper links the BM facets in a novel manner offering an intact definition. In doing so, this paper provides a unified conceptual framework for the BM concept that we argue is comprehensive and appropriate to the complex nature of businesses today. This leads to fruitful implications for theory and practice and also enables us to suggest a research agenda using our conceptual framework.
TL;DR: In this article, the authors provide a description of crowdfunding and discuss existing research on the topic, putting crowdfunding into perspective of entrepreneurial finance and thereby describing factors affecting entrepreneurial preferences for crowdfunding as source of finance.
Abstract: An inherent problem that entrepreneurs face at the very beginning of their entrepreneurial initiative is to attract outside capital, given the lack of collateral and sufficient cash flows and the presence of significant information asymmetry with investors. Recently, some entrepreneurs have started to rely on the Internet to directly seek financial help from the general public (the “crowd”) instead of approaching financial investors such as business angels, banks or venture capital funds. This technique, called “crowdfunding”, has made possible to seek capital for project-specific investments as well as for starting up new ventures. In this book chapter (forthcoming in the Handbook of Entrepreneurial Finance at Oxford University Press), we discuss crowdfunding as an alternative way of financing projects, with a focus on small, entrepreneurial ventures. We provide a description of crowdfunding and discusses existing research on the topic, putting crowdfunding into perspective of entrepreneurial finance and thereby describing factors affecting entrepreneurial preferences for crowdfunding as source of finance. We elaborate different business models used to raise money from the crowd, in particular with respect to the structure of the crowdfunding process. Building on this discussion, we present and discuss extensively a case study, namely Media No Mad (a French startup). Finally we conclude with recommendations for entrepreneurs seeking to make use of crowdfunding and with suggestions for researchers about yet unexplored avenues of research.
TL;DR: The paper analyzes the intellectual space underlying co-creation research and proposes an inclusive taxonomy of Web-based co- creation, informed both by the extant multidisciplinary research and by results obtained in the natural laboratory of the Web.
Abstract: Enabled by the Internet-Web compound, co-creation of value by consumers has emerged as a major force in the marketplace. In sponsored co-creation, which takes place at the behest of producers, the activities of consumers drive or support the producers' business models. Autonomous co-creation is a wide range of consumer activities that amount to consumer-side production of value. Thus, individuals and communities have become a significant, and growing, productive force in e-commerce. To recognize co-creation, so broadly understood, as a fundamental area of e-commerce research, it is necessary to attain an integrated research perspective on this greatly varied, yet cohering, domain. The enabling information technology needs to be developed to suit the context. Toward these ends, the paper analyzes the intellectual space underlying co-creation research and proposes an inclusive taxonomy of Web-based co-creation, informed both by the extant multidisciplinary research and by results obtained in the natural laboratory of the Web. The essential directions of co-creation research are outlined, and some promising avenues of future work discussed. The taxonomic framework and the research perspective lay a foundation for the future development of co-creation theory and practice. The certainty of turbulent developments in e-commerce means that the taxonomic framework will require ongoing revision and expansion, as will any future framework.
TL;DR: In this paper, a comprehensive Web 2.0 framework is developed, which is illustrated with two cases and verified through in-depth interviews with Internet business managers, and strategic recommendations on how to what extent different Web2.0 aspects affect each business model type are developed.
Posted Content•
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TL;DR: In this article, the authors focus on the Huffington Post, a fast-growing but not yet profitable Internet newspaper that aggregates blog posts from unpaid contributors and excerpts of stories originally published by other news sites.
Abstract: In Feb. 2010, management of the Huffington Post, a fast-growing but not-yet-profitable Internet newspaper that aggregates blog posts from unpaid contributors and excerpts of stories originally published by other news sites, faces a number of decisions about its growth strategy. Foremost, Huffington Post management must determine whether to rely to a greater extent upon social networking technologies (e.g., Facebook, Twitter) to select and present the content delivered to specific users or continue to rely on human editors to play a curator role.Learning Objective:Build students' skill in evaluating business models and their understanding of trade-offs confronting entrepreneurs as they consider growth strategy options.
TL;DR: In this article, the authors proposed a cross-sector business model concept to incorporate cross-sectors collaborations, arguing that such partnerships can create and deliver both social and economic value, which can be mutually reinforcing.
TL;DR: In this paper, the authors describe a business model that is growing in prevalence and that carries novel implications: the development of general-purpose technologies for licensing to downstream specialists, which can be employed by different potential downstream licensees, and can accommodate their different strategies.
01 Jan 2010
TL;DR: In international business the term cooperative venture is often used merely to signify some alternative to 100 per cent equity ownership of a foreign affiliate; it may indicate a joint venture (JV), an industrial collaboration agreement, licensing, franchising, subcontracting, or even a management contract or countertrade agreement as mentioned in this paper.
Abstract: To what extent are cooperative ventures really cooperative? What exactly is meant by cooperation in this context? In international business the term cooperative venture is often used merely to signify some alternative to 100 per cent equity ownership of a foreign affiliate; it may indicate a joint venture (JV), an industrial collaboration agreement, licensing, franchising, subcontracting, or even a management contract or countertrade agreement. It is quite possible, of course, to regard such arrangements as cooperative by definition, but this fudges the substantive issue of just how cooperative these arrangements really are.
TL;DR: In this article, the authors identify several types of complex business models organizations will need to adopt if they are to host paradoxical strategies, and they can engage these functions through team-centric or leader-centric structures.
TL;DR: In this article, a multiple case study of seven manufacturing comp-retrieval companies is presented, which is based on a service-based business model for product-based companies.
Book•
22 Feb 2010
TL;DR: In this article, the authors present a four-box business model framework for growing and renewing a business model for the next generation of the business model, and discuss the white space and business model innovation.
Abstract: Table of Contents Foreword Acknowledgments SECTION I: A NEW MODEL FOR GROWTH AND RENEWAL 1 The White Space and Business Model Innovation 2 The Four-Box Business Model Framework SECTION II: WHEN NEW BUSINESS MODELS ARE NEEDED 3 The White Space Within: Transforming Existing Markets 4 The White Space Beyond: Creating New Markets 5 The White Space Between: Dealing with Industry Discontinuity SECTION III: BUSINESS MODEL INNOVATION AS A REPEATABLE PROCESS 6 Designing a New Business Model 7 Implementation 8 Overcoming Incumbent Challenges Epilogue
19 Nov 2010
TL;DR: In this article, the STOF model provides a holistic view on business models with four interrelated perspectives, i.e., service, technology, organization, and finance, and elaborates on critical design issues that ultimately shape the business model and drive its viability.
Abstract: Modern economies depend on innovation in services for their future growth. Service innovation increasingly depends on information technology and digitization of information processes. Designing new services is a complex matter, since collaboration with other companies and organizations is necessary. Service innovation is directly related to business models that support these services, i.e. services can only be successful in the long run with a viable business model that creates value for its customers and providers. This book presents a theoretically grounded yet practical approach to designing viable business models for electronic services, including mobile ones, i.e. the STOF model and based on it the STOF method. The STOF model provides a holistic view on business models with four interrelated perspectives, i.e., Service, Technology, Organization and Finance. It elaborates on critical design issues that ultimately shape the business model and drive its viability.
TL;DR: In this article, the authors present a review of 10 areas of research relevant to strategic thinking in family business, highlighting promising areas of inquiry and presenting a set of integrated research questions for further exploration.
TL;DR: In this paper, the authors examined 25 cross-industry cases to ascertain cognitive distance's influence on innovation performance and found that there is no direct correlation between a higher or closer distance and a more explorative or exploitative outcome.
Abstract: In cross-industry innovation, already existing solutions from other industries are creatively imitated and retranslated to meet the needs of the company's current market or products. Such solutions can be technologies, patents, specific knowledge, capabilities, business processes, general principles, or whole business models. Innovations systematically created in a cross-industry context are a new phenomenon for theory and practice in respect of an open innovation approach. While the cognitive distance between the acquired knowledge and the problem to be solved was regarded as a counterproductive factor in older research, recent theory regards it as positively related to innovation performance. Following the latest theory, we examine 25 cross-industry cases to ascertain cognitive distance's influence on innovation performance. Our study reveals that there is no direct correlation between a higher or closer distance and a more explorative or exploitative outcome.