Business model

About: Business model is a research topic. Over the lifetime, 31509 publications have been published within this topic receiving 599504 citations.

Business Process Orientation: Gaining the E-Business Competitive Advantage

Abstract: From the Publisher: Business Process Orientation: Gaining the E-Business Competitive Advantage provides the "why" and the "how" for building the "horizontal" organization - an essential component of the "e" in e-commerce and business. This book shows you how to weave your business processes into hard-to-imitate strategic capabilities that distinguish you from your competition.The book explores the impact that well-defined and carefully integrated processes have on organizational performance. Using the results of extensive research conducted among consumer, business-to-business, and services-based companies, the authors demonstrate that adopting a business process orientation (BPO) has a positive impact on the organizational culture and business performance. The resulting process oriented e-corporation is now positioned as a necessity not only to thrive but also to survive.The old ways of conducting business are out: pushing costs and compromising quality in order to achieve the lowest possible price. The emerging paradigm focuses on the core processes. The hallmarks of a great business still include high customer relevance, internally consistent decisions about scope and value chain activities performed, value capture mechanisms, a source of differentiation and strategic control, a sound operational system, and carefully designed processes. Business Process Orientation: Gaining the E-Business Competitive Advantage shows you how to balance your functional and horizontal orientation to create and maintain a healthy organization.

Foundations for Growth: How to Identify and Build Disruptive New Businesses

Abstract: The probability of creating a successful, new growth business is 10 times greater if the innovators pursue a disruptive strategy rather than a sustaining one. A sustaining innovation is one which meets the demands of existing customers in established markets. In contrast, a disruptive innovation is one which creates entirely new markets and business models. One strategy for creating disruptive growth is to compete against non-consumption and target customers who are currently not buying at all (perhaps because existing products are too expensive or complex) with simple, inexpensive products. When it is not possible to compete against non-consumption, the strategy must compete against markets dominated by industry leaders. When the existing market already offers products which are 'more than good-enough' and is 'overserving' its customers, the successful disruptive strategy will be able to target the less demanding customers who would be happy with a product which is just 'good-enough' and is less expensive than those currently available. The business model must also allow the growth company to price the disruptive product with a deep discount. Companies usually fail to capitalize on disruptive opportunities not because they are lacking good ideas, but because they do not have a robust process for creating and launching disruptive innovations. Company should establish a corporate team dedicated to disruptive innovation ideas, made of up select members who intuitively understand the 'litmus tests' that make these ideas successful.(LMH)

Platform competition in two sided markets

Abstract: Many if not most markets with network externalities are two-sided. To succeed, platforms in industries such as software, portals and media, payment systems and the Internet, must "get both sides of the market on board ". Accordingly, platforms devote much attention to their business model, that is to how they court each side while making money overall. The paper builds a model of platform competition with two-sided markets. It unveils the determinants of price allocation and enduser surplus for different governance structures (profit-maximizing platforms and not-for-profit joint undertakings), and compares the outcomes with those under an integrated monopolist and a Ramsey planner.