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Present for more than 20 years, 3D food printing (3DFP) technology has not experienced the same widespread adoption as its non-food counterparts. It is believed that relevant business models are crucial for its expansion. The purpose of this study is to identify the dominant prototypical business models and patterns in the 3DFP industry. The knowledge gained could be used to provide directions for business model innovation in this industry.

The authors established a business model framework and used it to analyse the identified 3DFP manufacturers. The authors qualitatively identified the market’s prototypical business models and used agglomerative hierarchical clustering to extract further patterns.

All identified 3DFP businesses use the prototypical business model of selling ownership of physical assets, with some variations. Low-cost 3D food printers for private usage and dedicated 3D food printers for small-scale food producers are the two primary patterns identified. Furthermore, several benefits of 3DFP technology are not being used, and the identified manufacturers are barely present in high-revenue markets, which prevents them from driving technological innovation forward.

The extracted patterns can be used by the companies within the 3DFP industry and even in other additive manufacturing segments to reflect upon, refine or renew their business model. Some directions for business model innovation in this industry are provided.

To the best of the authors’ knowledge, this is the first quantitative study to give an account of the current 3DFP business models and their possible evolution. This study also contributes to the business model patterns methodological development.

The food industry is a well-established and complex industry. New entrants attempting to penetrate it via the commercialization of a new technological innovation could face high uncertainty and constraints. The capability to innovate through collaboration and to identify suitable strategies and innovative business models (BMs) can be particularly important for bringing a technological innovation to this market. However, although the potential for these capabilities has been advocated, we still lack a complete understanding of how new ventures could support the technology commercialization process via the development of BMs. The paper aims to discuss these issues.

To address this gap, this paper builds a conceptual framework that knits together the different bodies of extant literature (i.e. entrepreneurship, strategy and innovation) to analyze the BM innovation processes associated with the exploitation of emerging technologies; determines the suitability of the framework using data from the exploratory case study of IT IS 3D – a firm which has started to exploit 3D printing in the food industry; and improves the initial conceptual framework with the findings that emerged in the case study.

From this analysis it emerged that: companies could use more than one BM at a time; hence, BM innovation processes could co-exist and be run in parallel; the facing of high uncertainty might lead firms to choose a closed and/or a familiar BM, while explorative strategies could be pursued with open BMs; significant changes in strategies during the technology commercialization process are not necessarily reflected in a radical change in the BM; and firms could deliberately adopt interim strategies and BMs as means to identify the more suitable ones to reach the market.

This case study illustrates how firms could innovate the processes of their BM development to face the uncertainties linked with the entry into a mature and highly conservative industry (food).