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Book part
Publication date: 8 July 2010

Markus Perkmann and André Spicer

Despite a rich extant literature, it is unclear what business models are. We assess three dominant conceptions of business models in the academic literature: as…

Abstract

Despite a rich extant literature, it is unclear what business models are. We assess three dominant conceptions of business models in the academic literature: as transactional structures, value extracting devices, and mechanisms for structuring the organization. To overcome the shortcomings of these approaches, we draw on theories of performativity, social typecasting, and managerial cognition. We propose an alternative conception of business models as performative representations that work in three ways: as narratives that convince, typifications that legitimate, and recipes that guide social action. Rather than actual features of firms, business models are representations that allow managers to articulate and instantiate the value of new technologies.

Details

Technology and Organization: Essays in Honour of Joan Woodward
Type: Book
ISBN: 978-1-84950-984-8

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Article
Publication date: 7 November 2019

Bijaya Kumar Panda

The purpose of this paper is to study the details of new age digital business using a freemium business model.

Abstract

Purpose

The purpose of this paper is to study the details of new age digital business using a freemium business model.

Design/methodology/approach

Study of the various prospects of various digital business firms like revenues, customer base, share price, ranks. Uses of freemium business model to hold on to existing customers and attract new customers.

Findings

Innovative service or product offerings and growth strategy is the base of this business model. So businesses must assess innovation strategy before deciding whether to opt the freemium business model or not. Retaining the existing user and constant addition of new users are the founding stone of the freemium business model. So, the value offerings have to be well perceived by the customer so that switching costs will be increased for them and the customer will remain loyal.

Originality/value

Analyzing consumer behavior with recent analytical tools and techniques such as web analytics, bigdata analytics are required in order to get deeper market knowledge. It is crucial to get the knowledge of recent trends of markets, the perception of customer and customer’s journey mapping in order to run a business with freemium model.

Details

Journal of Management Development, vol. 39 no. 4
Type: Research Article
ISSN: 0262-1711

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Article
Publication date: 18 April 2017

Louis-David Benyayer and Martin Kupp

The purpose of this paper is to provide guidelines for practitioners in choosing the right response to potential threats by open business models.

Abstract

Purpose

The purpose of this paper is to provide guidelines for practitioners in choosing the right response to potential threats by open business models.

Design/methodology/approach

The study focuses on identifying the dimensions of open business models. It consisted of 32 interviews with experts on open business models complemented by panel discussions with a selection of experts to validate the findings.

Findings

Five dimensions of open business models are identified: motivation, object, community, action and governance. Based on those dimensions, three responding strategies are proposed.

Practical implications

This paper offers insights for strategists and entrepreneurs who consider developing open business models or are attacked by competitors or other market players with open business models.

Originality/value

Complementing previous research, this paper highlights how the five dimensions of open business model can serve as a tool to design appropriate strategies when confronted with new forms of competition.

Details

Journal of Business Strategy, vol. 38 no. 2
Type: Research Article
ISSN: 0275-6668

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Article
Publication date: 19 September 2016

Cara Wrigley, Sam Bucolo and Karla Straker

In what is going to be an uncertain and rapidly evolving global economic landscape, it is clear that firms will have to become more adaptive and responsive to changes…

Abstract

Purpose

In what is going to be an uncertain and rapidly evolving global economic landscape, it is clear that firms will have to become more adaptive and responsive to changes within their marketplace. To do this, businesses will not only need to engage in business model experimentation but also look to embrace business model innovation as a core competency and a means for sustained competitive advantage.

Design/methodology/approach

This paper outlines how a design process of experimenting and prototyping can apply to the design of business models through the case study of hypothetical luggage company Packright.

Findings

Five meta-models with differing foci are illustrated as an accessible and provoking framework that provides a new logic to classifying, experimenting and prototyping business model designs.

Practical implications

These five meta-models provide a tangible starting point from which a business can begin to explore different perspectives and gain insights into the internal and external capabilities of their company.

Originality/value

This paper builds upon the emerging research and exploration into the importance and relevance of dynamic, design-driven approaches to the creation of innovative business models.

Details

Journal of Business Strategy, vol. 37 no. 5
Type: Research Article
ISSN: 0275-6668

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Article
Publication date: 18 April 2017

Ryan Rumble and Niall Anthony Minto

This paper aims to present a method for interpreting and reinterpreting business models as analogies to support the creation of new business model ideas.

Abstract

Purpose

This paper aims to present a method for interpreting and reinterpreting business models as analogies to support the creation of new business model ideas.

Design/methodology/approach

The authors use the literature on cognitive frames and attention to demonstrate the often-overlooked potential of analogies. From this, the authors derive practical recommendations for the use of analogies in creative business model design.

Findings

Managers can design creative business models by seeking multiple interpretations of the way other businesses create and capture value.

Originality/value

Business model frameworks are commonplace, but there is little discussion on how to use them effectively. Furthermore, while analogies are helpful in inspiring novel ideas, their creative potential is limited if the questions asked of and insights found in the case study are not reimagined. The authors provide a practical solution to increase creativity in business model design by recursively reflecting upon issues and solutions.

Details

Journal of Business Strategy, vol. 38 no. 2
Type: Research Article
ISSN: 0275-6668

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Article
Publication date: 23 August 2013

Youmin Xi and Xiaojun Zhang

The purpose of this paper is to explore the topic of the Chinese business model and provide a brief introduction to the papers in this special issue.

Abstract

Purpose

The purpose of this paper is to explore the topic of the Chinese business model and provide a brief introduction to the papers in this special issue.

Design/methodology/approach

The paper explores the importance of studying business model in the Chinese market and summarises the eight papers in this issue.

Findings

The papers in this special issue address what the business model is in China, how it influences organizational outcomes, and how to build the business model in the Chinese market. These papers may be germane to both researchers and practitioners concerned with managing business model in China. For scholars, these papers broaden the understanding of business model and extend the theoretical boundaries of the business model from the Western to the Eastern context. For practitioners doing business in China, these papers give implications on how to build business models in China as well as what institutional and technological factors should be considered when designing their business models.

Research limitations/implications

Further investigation is needed into the interaction among Chinese firms' activities on business model design and operation and the institutional, technological, and market environment.

Originality/value

Overall, these papers make remarkable contributions to our understanding of Chinese business model. The topics of these studies are various and the methods are also multiplex. Several interesting Chinese business models are addressed such as Bandit business model and “a company + farmers”.

Details

Chinese Management Studies, vol. 7 no. 3
Type: Research Article
ISSN: 1750-614X

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Article
Publication date: 6 July 2010

Edward Giesen, Eric Riddleberger, Richard Christner and Ragna Bell

Businessmodel innovation is critical to success in today's increasingly complex and fast‐changing environment. So corporate leaders need to understand when to adapt the

Abstract

Purpose

Businessmodel innovation is critical to success in today's increasingly complex and fast‐changing environment. So corporate leaders need to understand when to adapt the business model and how to execute the change. This paper aims to address this issue.

Design/methodology/approach

Data from IBM's Global CEO Study 2008 and an analysis of 28 successful businessmodel innovators, produced insights into both the best timing and process for business model innovation.

Findings

The IBM researchers identified a set of characteristics that strong businessmodel innovators demonstrate consistently.

Practical implications

A set of characteristics, which the IBM researchers call the “Three A's,” are critical to the successful design and execution of businessmodel innovation: Aligned – Leverage core capabilities and design consistency across all dimensions of the business model, both internally and externally, that build customer value; Analytical – Use information strategically to create foresight, and prioritize actions while measuring and tracking for rapid course correction; and Adaptable – Link innovative leadership with the ability to effect change and institutionalize operational flexibility.

Originality/value

The paper answers two questions that can help companies develop their innovation strategy and transformation approach for the new economic environment: Under what conditions should companies adapt their business model?; and What capabilities and characteristics support the design and execution of successful businessmodel innovation?

Details

Strategy & Leadership, vol. 38 no. 4
Type: Research Article
ISSN: 1087-8572

Keywords

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Article
Publication date: 18 January 2016

Cara Wrigley and Karla Straker

Business models to date have remained the creation of management, however, it is the belief of the authors that designers should be critically approaching, challenging and…

Abstract

Purpose

Business models to date have remained the creation of management, however, it is the belief of the authors that designers should be critically approaching, challenging and creating new business models as part of their practice. This belief portrays a new era where business model constructs become the new design brief of the future and fuel design and innovation to work together at the strategic level of an organisation.

Design/methodology/approach

The purpose of this paper is to explore and investigate business model design. The research followed a deductive structured qualitative content analysis approach utilizing a predetermined categorization matrix. The analysis of forty business cases uncovered commonalities of key strategic drivers behind these innovative business models.

Findings

Five business model typologies were derived from this content analysis, from which quick prototypes of new business models can be created.

Research limitations/implications

Implications from this research suggest there is no “one right” model, but rather through experimentation, the generation of many unique and diverse concepts can result in greater possibilities for future innovation and sustained competitive advantage.

Originality/value

This paper builds upon the emerging research and exploration into the importance and relevance of dynamic, design-driven approaches to the creation of innovative business models. These models aim to synthesize knowledge gained from real world examples into a tangible, accessible and provoking framework that provide new prototyping templates to aid the process of business model experimentation.

Details

Strategy & Leadership, vol. 44 no. 1
Type: Research Article
ISSN: 1087-8572

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Article
Publication date: 29 March 2013

Kurt Matzler, Franz Bailom, Stephan Friedrich von den Eichen and Thomas Kohler

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

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Originality/value

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.

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Article
Publication date: 1 June 2005

Eric Ng

To develop a preliminary framework for Australian agribusiness organisations seeking to select business‐to‐business (B2B) e‐business models.

Abstract

Purpose

To develop a preliminary framework for Australian agribusiness organisations seeking to select business‐to‐business (B2B) e‐business models.

Design/methodology/approach

A literature review was conducted on topics related to strategic decision making and B2B e‐business models. Particularly, factors influencing the strategic decision on the choice of e‐business models to be selected were examined. The review aims to provide an initial framework for the research study to be conducted. The research was conducted in two stages: depth interviews (stage one) and case studies (stage two).

Findings

Provides information on factors (both internal and external) influencing the choice of e‐business models and also insight into the current practices of Australian agribusiness in relation to the selection process of B2B e‐business models. A framework was developed to assist agribusiness organisations to make decisions on the selection of the most appropriate e‐business models.

Research limitations/implications

This study is exploratory in nature and thus the findings cannot be generalised to the population at large. Further conclusive explanatory research is required for generalisation and the guidelines developed in this study could be replicated and tested in other agribusiness sectors or in other industries.

Practical implications

Managers are able to consider and examine the relevance of the guidelines and criteria developed, and determine the essential factors that require consideration during their selection process. The guidelines can also assist managers to determine the level of resources, technological infrastructure and knowledge and understanding of e‐business models required.

Originality/value

This paper brings together two disciplines – strategic decision making and development of e‐business models – that have not been combined prior to this study. The research findings have contributed to the development of existing theory in these two areas. The research also offers insights into the selection of e‐business models within the agribusiness industry that traditionally lagged behind in e‐business. The development of the framework and guidelines has assisted managers in their selection of e‐business models and given them an appreciation of what others in the industry are doing.

Details

Journal of Business & Industrial Marketing, vol. 20 no. 4/5
Type: Research Article
ISSN: 0885-8624

Keywords

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