The Experts below are selected from a list of 140415 Experts worldwide ranked by ideXlab platform
Yves Pigneur - One of the best experts on this subject based on the ideXlab platform.
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CBI (1) - Visualizing Business Model Evolution with the Business Model Canvas: Concept and Tool
2014 IEEE 16th Conference on Business Informatics, 2014Co-Authors: Boris Fritscher, Yves PigneurAbstract:The Business Model Canvas (BMC) assists in the design of companies' Business Models. As strategies evolve so too does the Business Model. Unfortunately, each BMC is a standalone representation. Thus, there is a need to be able to describe transformation from one version of a Business Model to the next as well as to visualize these operations. To address this issue, and to contribute to computer-assisted Business Model design, we propose a set of design principles for Business Model evolution. We also demonstrate a tool that can assist in the creation and navigation of Business Model versions in a visual and user-friendly way.
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Visualizing Business Model Evolution with the Business Model Canvas: Concept and Tool
2014 IEEE 16th Conference on Business Informatics, 2014Co-Authors: Boris Fritscher, Yves PigneurAbstract:The Business Model Canvas (BMC) assists in the design of companies’ Business Models. As strategies evolve so too does the Business Model. Unfortunately, each BMC is a standalone representation. Thus, there is a need to be able to describe transformation from one version of a Business Model to the next as well as to visualize these operations. To address this issue, and to contribute to computer-assisted Business Model design, we propose a set of design principles for Business Model evolution. We also demonstrate a tool that can assist in the creation and navigation of Business Model versions in a visual and user-friendly way.
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Business Model Generation - Canvas
Wiley, 2010Co-Authors: Alexander Osterwalder, Yves PigneurAbstract:A Business Model describes the rationale of how an organization creates, delivers, and captures value. We believe a Business Model can best be described through nine basic building blocks that show the logic of how a company intends to make money. The nine blocks cover the four main areas of a Business: customers, oΩer, infrastructure, and financial viability. The Business Model is like a blueprint for a strategy to be implemented through organizational structures, processes, and systems.
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The Business Model Canvas Poster
Business Model Generation: A Handbook for Visionaries Game Changers and Challengers, 2010Co-Authors: Alexander Osterwalder, Yves PigneurAbstract:A Business Model describes the rationale of how an organization creates, delivers, and captures value. We believe a Business Model can best be described through nine basic building blocks that show the logic of how a company intends to make money. The nine blocks cover the four main areas of a Business: customers, oΩer, infrastructure, and financial viability. The Business Model is like a blueprint for a strategy to be implemented through organizational structures, processes, and systems.
Tobias Weiblen - One of the best experts on this subject based on the ideXlab platform.
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Opening Up the Business Model: Business Model Innovation through Collaboration
University of St. Gallen, 2015Co-Authors: Tobias WeiblenAbstract:In recent years, market entrants with innovative Business Models have radically changed entire industries. Increasingly, established firms realize that product and process innovations alone are not sufficient to stay competitive in today's fast-moving economy. Innovation must also be applied to a firm's core logic of doing Business, its Business Model. As a topic in research, Business Model innovation has emerged over the past few years and its empirical foundations are still weak. This is particularly true for research on open Business Models, in which a focal firm incorporates capabilities and resources of independent partners into the logic of its own value creation and capturing. Opening up the Business Model for partners is a managerial task which has hardly been studied. Extant research falls short in providing relevant insights into the antecedents, processes, design practices, and implementation issues of open Business Models. This paper-based dissertation aims to contribute to the knowledge on achieving Business Model openness in established firms. It is structured into an introduction to the topic, followed by five independent research articles. The first two articles serve to establish a foundation by clarifying two issues in the underlying streams of research: the exact meaning of the open Business Model as a concept and the process of innovating the Business Model in established firms. The remaining three articles then combine the two streams and use the process structure developed to study key issues of opening up the Business Model: (1) Initiation – What are the specific antecedents which promote an opening-up of Business Models in established firms?; (2) Integration – What are causal relationships in the design of partner networks underlying open Business Models and how can they be explained?; (3) Implementation – How can a focal firm be supported in the implementation of a Business Model which commercializes its ecosystem? By studying the above research questions, the articles compiled in this thesis contribute to the knowledge on managing Business Model innovation in established firms, with a particular focus on openness and collaboration. The thesis thereby contributes highly relevant empirical findings to a nascent research area. Its results and recommendations are intended to improve managerial practices of achieving Business Model innovation in an increasingly interconnected Business reality.
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Measuring Business Model transformation
European Mediterranean & Middle Eastern Conference on Information Systems (EMCIS 2012), 2012Co-Authors: Christina Di Valentin, Anton Pussep, Markus Schief, Tobias Weiblen, Andreas Emrich, Dirk WerthAbstract:Pressure amongst competitors combined with a rapidly changing economy drive enterprises to continuously adapt their current Business Models to prevail over competitors. Business Models nowadays must be flexible enough to cope with external or internal changes and therefore should be managed and controlled dynamically. Hence, enterprises must be aware of the interconnections between the strategic level and the operational level of Business processes for being able to adjust their current Business Models to external or internal influencing factors. However, for enterprises it is not enough to solely adapt their Business Models. Enterprises must also be able to measure the quality of their adapted Business Model as they continuously need feedback about the quality of their current Business Models. Therefore the transformation mechanism from Business Models into Business processes has to be evaluated. This paper presents an approach for measuring Business Model adaptation. With regard to the software industry an approach is presented to measure the degree and the quality of Business Model adaptation by evaluating a companys Business processes that result from Business Model adaptations.
Lutz Maria Kolbe - One of the best experts on this subject based on the ideXlab platform.
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THE Business Model PATTERN DATABASE — A TOOL FOR SYSTEMATIC Business Model INNOVATION
International Journal of Innovation Management, 2017Co-Authors: Gerrit Remane, Jan F. Tesch, Andre Hanelt, Lutz Maria KolbeAbstract:Companies are more frequently seen shifting their focus from technological innovation towards Business Model innovation. One efficient option for Business Model innovation is to learn from existing solutions, i.e., Business Model patterns. However, the various understandings of the Business Model pattern concept are often confusing and contradictory, with the available collections incomplete, overlapping, and inconsistently structured. Therefore, the rich body of literature on Business Model patterns has not yet reached its full potential for both practical application as well as theoretic advancement. To help remedy this, we conduct an exhaustive review, filter for duplicates, and structure the patterns along several dimensions by applying a rigorous taxonomy-building approach. The resulting Business Model pattern database allows for navigation to the relevant set of patterns for a specific impact on a company’s Business Model. It can be used for systematic Business Model innovation, which we illustrate via a simplified case study.
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The Business Model Pattern Database-A Tool For Systematic Business Model Innovation
International Journal of Innovation Management, 2017Co-Authors: Gerrit Remane, Jan F. Tesch, Andre Hanelt, Lutz Maria KolbeAbstract:Companies are more frequently seen shifting their focus from technological innovation towards Business Model innovation. One efficient option for Business Model innovation is to learn from existing solutions, i.e., Business Model patterns. However, the various understandings of the Business Model pattern concept are often confusing and contradictory, with the available collections incomplete, overlapping, and inconsistently structured. Therefore, the rich body of literature on Business Model patterns has not yet reached its full potential for both practical application as well as theoretic advancement. To help remedy this, we conduct an exhaustive review, filter for duplicates, and structure the patterns along several dimensions by applying a rigorous taxonomy-building approach. The resulting Business Model pattern database allows for navigation to the relevant set of patterns for a specific impact on a company’s Business Model. It can be used for systematic Business Model innovation, which we illustrate via a simplified case study.
Peter Lindgren - One of the best experts on this subject based on the ideXlab platform.
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Advanced Business Model Innovation
Wireless Personal Communications, 2017Co-Authors: Peter LindgrenAbstract:The development and innovation of Business Models to a Future teleinfrastructure for multi-sensory devices—is a complex venture related to adaptability in especially for the Business research and praxis community. As numerous types of sensor and wireless technologies are these days being embedded both external and internal human beings, things and Business Models the Business community are still lacking behind and challenge because they still not have agree to standards of Business Model language and are dealing with Business Model Innovation as if it was simple product- or service innovation. Research shows that Business Model Innovation are different and when it becomes embedded with persuasive technologies it requires advanced Business Model innovation approach and mindset. A conceptual outlook to advanced Business Model innovation embedded with persuasive technologies is the aim of this paper. The paper discuss on behalf of inputs from Strategic Workshop 2016, IEE workshop at NJIT 2016, lab experiments in the MBIT Lab–our findings and understanding of advanced Business Model innovation of tomorrow.
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A Business Model Innovation Typology
Decision Sciences, 2015Co-Authors: Yariv Taran, Harry Boer, Peter LindgrenAbstract:An effective Business Model is the core enabler of any company's performance. Business Model innovation is not only becoming more and more important due to increasing and globalizing competition, but also an enormous challenge, both theoretically and practically. Although many managers are eager to consider more disruptive changes to their Business Model, they often do not know how to articulate their existing or desired Business Model and, even less so, understand the possibilities for innovating it. One of the steps toward developing more theoretical insight and practical guidelines is the identification of types and the development of a typology of Business Model innovations. Ten retrospective case studies of Business Model innovations undertaken by two industrial companies provide the empirical basis for this article. We analyzed the characteristics of these innovations as well as their success rates. The findings suggest that there are indeed various Business Model innovation types, each with its own characteristics and challenges.
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The Sensing Business Model
Wireless Personal Communications, 2014Co-Authors: Peter Lindgren, Annabeth AagaardAbstract:The Business Model concept is not new and there has been an increasing number of papers published, fast growing communities on Business Model's (BM) and an abundance of conference sessions and panels on the subject of BM's. Business Model and Business Model innovation has been the focus of substantial attention by both academics and practitioners. However, it appears that researchers and practitioners have yet not researched widely on how sensors can be applied and embedded in BM's and what Businesses can gain from sensing Business Models (Lindgren and Taran in J Green Eng 2:1---10, 2011). Society and Businesses today invest tremendous amount of resources in sensors and digitalization to achieve better and deeper understanding of their BMs. Taking these enormous amounts of resources invested into account, when creating a "sensing BM" still turn out to be a very complex venture and has several invention iteration still to go before we reach a full scale "sensing Business Model". The paper shows different levels and attempt of sensing Business Models and shows these in reference of a definition and framework of a sensing Business Model. Five different Businesses--working with different sensing BM's and sensor technology--are presented. The use cases show combination of biological and mechanical sensors together with physical and digital sensors. In combination the sensoring BM could lead Businesses into a new area of Business Modeling.
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The sensing Business Model
Wireless Personal Communications, 2014Co-Authors: Peter Lindgren, Annabeth AagaardAbstract:The Business Model concept is not new and there has been an increasing number of papers published, fast growing communities on Business Model's (BM) and an abundance of conference sessions and panels on the subject of BM's. Business Model and Business Model innovation has been the focus of substantial attention by both academics and practitioners. However, it appears that researchers and practitioners have yet not researched widely on how sensors can be applied and embedded in BM's and what Businesses can gain from sensing Business Models (Lindgren and Taran in J Green Eng 2:1-10, 2011). Society and Businesses today invest tremendous amount of resources in sensors and digitalization to achieve better and deeper understanding of their BMs. Taking these enormous amounts of resources invested into account, when creating a "sensing BM" still turn out to be a very complex venture and has several invention iteration still to go before we reach a full scale "sensing Business Model". The paper shows different levels and attempt of sensing Business Models and shows these in reference of a definition and framework of a sensing Business Model. Five different Businesses - working with different sensing BM's and sensor technology - are presented. The use cases show combination of biological and mechanical sensors together with physical and digital sensors. In combination the sensoring BM could lead Businesses into a new area of Business Modeling. © 2014 Springer Science+Business Media New York.
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The Business Model Cube
Journal of Multi Business Model Innovation and Technology, 2013Co-Authors: Peter Lindgren, Ole Horn RasmussenAbstract:The amount of literature concerning Business Model (BM) has increased in recent years (Zott 2010, Teece 2010, Krcmar 2011). A definition and a generic language of the BM have been long under way. Many of the existing BM frameworks are not empirically tested but are just BM concepts, which lead to a large variety of definitions in scholarly and practical literature. A commonly accepted and generic language of the BM is therefore highly needed to embrace the opportunities but also challenges of Business Models and Business Model innovation (BMI). A commonly accepted BM language will enable the BM research to take one step further to become an accepted academic theory. The paper attempts to fill in a piece of this gap in BM literature by proposing an empirically tested framework and language of BM by answering the research question: "What are the dimensions of any Business Model?" This paper proposes that any Business Model has seven generic dimensions. The purpose of this paper is to verify and describe these dimensions. Previous BM concepts and related academic frameworks are compared to these seven dimensions. A BM Cube is finally proposed as a generic framework for working with any Business Model. The BM Cube presents a new approach and framework to BM literature. Two case studies are used to show how the BM language and the BM Cube can be used in practice. The case study empirically documents the existence of the seven dimensions and that the BM Cube is useable when mapping "TO BE" and "AS IS" BM's.
Tilo Böhmann - One of the best experts on this subject based on the ideXlab platform.
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Formative Evaluation of Business Model Representations - The Service Business Model Canvas
European Conference on Information Systems (ECIS) 2014, 2014Co-Authors: Andreas Zolnowski, Tilo BöhmannAbstract:Drivers like global competition, advances in technology, and new attractive market opportunities foster a process of servitization and thus the search for innovative service Business Models. To facilitate this process, different methods and tools for the development of new Business Models have emerged. Nevertheless, Business Model approaches are missing that enable the representation of co- creation as one of the most important service-characteristics. Rooted in a cumulative research design that seeks to advance extant Business Model representations, this goal is to be closed by the Service Business Model Canvas (SBMC). This contribution comprises the application of thinking-aloud protocols for the formative evaluation of the SBMC. With help of industry experts and academics with experience in the service sector and Business Models, the usability is tested and implications for its further development derived. Furthermore, this study provides empirically based insights for the design of service Business Model representation that can facilitate the development of future Business Models.
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ECIS - FORMATIVE EVALUATION OF Business Model REPRESENTATIONS - THE SERVICE Business Model CANVAS
2014Co-Authors: Andreas Zolnowski, Tilo BöhmannAbstract:Drivers like global competition, advances in technology, and new attractive market opportunities foster a process of servitization and thus the search for innovative service Business Models. To facilitate this process, different methods and tools for the development of new Business Models have emerged. Nevertheless, Business Model approaches are missing that enable the representation of cocreation as one of the most important service-characteristics. Rooted in a cumulative research design that seeks to advance extant Business Model representations, this goal is to be closed by the Service Business Model Canvas (SBMC). This contribution comprises the application of thinking-aloud protocols for the formative evaluation of the SBMC. With help of industry experts and academics with experience in the service sector and Business Models, the usability is tested and implications for its further development derived. Furthermore, this study provides empirically based insights for the design of service Business Model representation that can facilitate the development of future Business Models.
