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This article aims to examine the concept of business model innovation and to discuss the design of the key elements. Based on a detailed case study of Nespresso, it seeks to outline how business model innovation can be implemented successfully.

Based on a theoretical conceptualization of a business model, the authors conduct an in‐depth case study to draw conclusions for a successful implementation of a business model innovation.

A business model innovation comprises five components: an innovative, unique positioning, a consistent product and service logic, an appropriate value creation architecture, an effective sales and marketing logic and a profit formula that works. Success is based upon a unique, innovative and coherent design of the business model's components.

Based on Nespresso's business model, this paper illustrates what a business model innovation is, what its components are and how they should be designed to create and capture value.

In a world afflicted with hyper‐competition, dynamic and increasingly rapid market changes, and global economic crises, there still exist, however rare, exceptional companies that have found a way to weather the storm and position themselves for a bright future. This study investigates success factors of top performing companies and drivers of innovativeness and corporate success.

Based on a research study of over 700 European companies, this article explores ways in which many top companies have surged passed their competitors and achieved sustained corporate success. A synthesis of scientific studies, practical experience, and numerous conversations with successful entrepreneurs and senior executives, the results of the project are discussed in order to direct readers' attention to those levers that can help companies create, maintain and strengthen a competitive edge.

The study identifies the pillars of success of high‐performing companies and shows how leadership, entrepreneurship culture, market orientation, core competences and leadership influence innovativeness and corporate success.

Based on a large‐scale empirical study success factors are identified and it is shown how they work together. Examples of successful companies and interviews with senior executives give insights into the secrets of success of top performers.

Asks which product qualities are decisive for the satisfaction of the customer and which features merely prevent dissatisfaction. Proposes Kano’s model of customer satisfaction for answering these questions and for drawing conclusions for the management of product development. In his model, Kano distinguishes between three types of product requirement which influence customer satisfaction in different ways when met: must‐be requirements, which are basic criteria of a product ‐ if these requirements are not fulfilled, the customer will be extremely dissatisfied; one‐dimensional requirements, where customer satisfaction is proportional to the level of fulfillment, the higher the customer’s satisfaction and vice versa; and attractive requirements, which are the product criteria which have the greatest influence on how satisfied a customer will be with a given product. Attractive requirements are neither explicitly expressed nor expected by the customer.

Under certain conditions, a mass of people can be smarter than the best expert – even if the expert is part of the group. In this paper we show how leaders can improve decision making by tapping into the collective intelligence of their organization.

Based on James Surowiecki’s four conditions of collective intelligence (cognitive diversity, independence, utilization of decentralized knowledge, and effective aggregation of dispersed knowledge), we discuss how leaders can tap into the wisdom of the crowd of their organizations.

We show how leaders can increase cognitive diversity in decision making, access decentralized knowledge in their organizations, encourage individuals to contribute their knowledge without interference from peer pressure, conformity or influence from superiors, and how knowledge can effectively be aggregated to make wiser decisions.

While various tools exist to reap the collective intelligence of a group, we argue that leaders also must change their attitudes and leadership styles. Using evidence from various studies and several examples we show what leaders can do to make smarter decisions.

This paper aims to discuss the barriers to successful business model innovation and derive implications for management on how to overcome each barrier, as many attempts to innovate a business model have failed.

The authors draw on their experience they gained in numerous business model innovation projects and identify barriers that occur along a cycle of business model innovation, the authors use case examples to describe the barriers and derive managerial implications.

Barriers to successful business model innovation are related to barriers of awareness, search, system, logic and culture. Very often, these barriers are not recognized as such. Overcoming those barriers has to do with openness, with opening, with networking, with affirmation (and mastering) of complexity and thinking and acting in a whole.

With this paper, the authors contribute to a better understanding of why many business model innovations fail, they identify and describe barriers to business model innovation and develop some recommendations for managers on how to overcome the barriers.