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Business Model

The Experts below are selected from a list of 140415 Experts worldwide ranked by ideXlab platform

Yves Pigneur – 1st expert on this subject based on the ideXlab platform

  • CBI (1) – Visualizing Business Model Evolution with the Business Model Canvas: Concept and Tool
    2014 IEEE 16th Conference on Business Informatics, 2014
    Co-Authors: Boris Fritscher, Yves Pigneur

    Abstract:

    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.

  • Visualizing Business Model Evolution with the Business Model Canvas: Concept and Tool
    2014 IEEE 16th Conference on Business Informatics, 2014
    Co-Authors: Boris Fritscher, Yves Pigneur

    Abstract:

    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.

  • Business Model Generation – Canvas
    Wiley, 2010
    Co-Authors: Alexander Osterwalder, Yves Pigneur

    Abstract:

    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 – 2nd expert on this subject based on the ideXlab platform

  • Opening Up the Business Model: Business Model Innovation through Collaboration
    University of St. Gallen, 2015
    Co-Authors: Tobias Weiblen

    Abstract:

    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.

  • Measuring Business Model transformation
    European Mediterranean & Middle Eastern Conference on Information Systems (EMCIS 2012), 2012
    Co-Authors: Christina Di Valentin, Tobias Weiblen, Anton Pussep, Markus Schief, Andreas Emrich, Dirk Werth

    Abstract:

    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 – 3rd expert on this subject based on the ideXlab platform

  • THE Business Model PATTERN DATABASE — A TOOL FOR SYSTEMATIC Business Model INNOVATION
    International Journal of Innovation Management, 2017
    Co-Authors: Gerrit Remane, Andre Hanelt, Jan F. Tesch, Lutz Maria Kolbe

    Abstract:

    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.

  • The Business Model Pattern Database-A Tool For Systematic Business Model Innovation
    International Journal of Innovation Management, 2017
    Co-Authors: Gerrit Remane, Andre Hanelt, Jan F. Tesch, Lutz Maria Kolbe

    Abstract:

    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.