Business Model Framework: Strategic Considerations

2020 ◽  
pp. 33-54
Author(s):  
James A. Cunningham ◽  
Brian Harney ◽  
Ciara Fitzgerald
Keyword(s):  
Business Model ◽  
Model Framework

Business model framework applications in health care: A systematic review

2017 ◽  
Vol 30 (4) ◽  
pp. 219-226 ◽  
Author(s):  
Jens Jacob Fredriksson ◽  
Pamela Mazzocato ◽  
Rafiq Muhammed ◽  
Carl Savage
Keyword(s):  
Systematic Review ◽  
Health Care ◽  
Business Model ◽  
Health Care Organizations ◽  
Model Description ◽  
Model Framework ◽  
Triple Aim ◽  
Financial Assessment ◽  
Constituent Elements ◽  
Synthesis Approach

It has proven to be a challenge for health care organizations to achieve the Triple Aim. In the business literature, business model frameworks have been used to understand how organizations are aligned to achieve their goals. We conducted a systematic literature review with an explanatory synthesis approach to understand how business model frameworks have been applied in health care. We found a large increase in applications of business model frameworks during the last decade. E-health was the most common context of application. We identified six applications of business model frameworks: business model description, financial assessment, classification based on pre-defined typologies, business model analysis, development, and evaluation. Our synthesis suggests that the choice of business model framework and constituent elements should be informed by the intent and context of application. We see a need for harmonization in the choice of elements in order to increase generalizability, simplify application, and help organizations realize the Triple Aim.

Service Logic Business Model Canvas for Lean Development of SMEs and Start-Ups

2020 ◽  
pp. 436-463
Author(s):  
Jukka Ojasalo ◽  
Katri Ojasalo
Keyword(s):  
Business Model ◽  
Business Models ◽  
Business Community ◽  
Service Development ◽  
Model Framework ◽  
Business Plans ◽  
Business Model Canvas ◽  
Start Up ◽  
Service Logic ◽  
Start Ups

Business models have made a breakthrough both in the academic and in business community in the area business development. Old fashioned business plans are in many cases considered as a waste of time and resources. Particularly start-ups and SMEs have a great potential to take advantage of business model approach which allows lean and agile product and service development. However, the existing widely used business model frameworks are lacking the new service logic orientation. They mostly see the world in terms of goods logic. Since all sizes of businesses in all industries are increasingly adopting the service logic or service-dominant logic, there was a clear need to develop a new service logic based business model framework. Based on an extensive empirical study with both practitioners and academics, a new Service Logic Business Model Canvas was developed to fill this need. This chapter explains the theoretical foundations of this framework in SME and start-up context, as well as the framework itself and its application.

A Business Model Framework for Second Life

E-Marketing ◽  
2012 ◽  
pp. 652-665 ◽  
Author(s):  
Alessia D’Andrea ◽  
Fernando Ferri ◽  
Patrizia Grifoni
Keyword(s):  
Knowledge Sharing ◽  
Virtual Environment ◽  
Business Model ◽  
Second Life ◽  
Virtual Communities ◽  
New Products ◽  
Business Strategies ◽  
Model Framework ◽  
The Third ◽  
Dynamic Form

This chapter provides a framework to analyse the marketing and promotion advantages of Virtual Communities. Virtual Communities offer companies the possibility to carry out a new products and services promotion and to develop trustful relationships with customers. The key element in the use of Virtual Communities for these purposes is the wide amount of customers that can be reached. Virtual Communities present the aptitude to generate social influence and knowledge sharing among customers. As a consequence, it brings out the increasing number of skills, competencies and “knowledge profiles” of each customer involved in the virtual environment. The framework is consequently applied to Second Life in order to analyse three different business strategies that companies usually implement by using this platform. The first strategy allows companies to perform the placement of their products/services in a dynamic form. The second strategy provides companies the possibility to have a better knowledge of customers’ needs in order to develop products and services that satisfy customer’s expectations. Finally, the third strategy allows companies to develop high brand awareness.

The Design of Mobile Television in Europe

2011 ◽  
pp. 150-173 ◽  
Author(s):  
Pieter Ballon
Keyword(s):  
Business Model ◽  
Mobile Application ◽  
Business Models ◽  
Model Design ◽  
Mobile Tv ◽  
Model Framework ◽  
Mass Market ◽  
Technological Service ◽  
Mobile Broadcasting ◽  
Mobile Television

Mobile Television is potentially the most anticipated mass-market mobile application across Europe. This chapter examines the business model design of Mobile TV by the various stakeholders currently piloting mobile broadcasting in the European national markets. It adapts a generic business model framework to systematically compare five recent pilots of the two mobile broadcasting technologies that are currently trialled most intensively in Europe, i.e. DVB-H and DAB-IP. The article illustrates the cross-impact of cooperation agreements between the various stakeholders with technological, service-related and financial design choices. It also provides insights as to the likely business models in the upcoming commercialisation phase of mobile broadcasting in Europe.

A Framework for Narrowing the Digital Divide

2003 ◽  
pp. 104-115
Author(s):  
Alexander Osterwalder ◽  
Mathias Rossi ◽  
Minyue Dong
Keyword(s):  
Developing Countries ◽  
Economic Development ◽  
Digital Divide ◽  
Business Model ◽  
The Internet ◽  
Model Framework ◽  
Governmental Organizations ◽  
Non Governmental Organizations ◽  
New Information ◽  
Information And Communication

The bridging of the so-called digital divide is an important issue in today’s development efforts of international and non-governmental organizations and developing countries. This does not only concern access to new information and communication technology (ICT) such as the Internet, but also access to the knowledge how to use these technologies for economic development. This chapter outlines the business model framework and the business model handbook that shall help to develop a knowledgeable class of e-entrepreneurs that are able to use ICT and to detect the opportunities of the Internet era.

Developing a generic retail business model – a qualitative comparative study

2019 ◽  
Vol 47 (10) ◽  
pp. 1029-1056 ◽  
Author(s):  
Yvonne Haas
Keyword(s):  
Literature Review ◽  
Business Model ◽  
Systematic Literature Review ◽  
Business Models ◽  
Explanatory Power ◽  
Retail Industry ◽  
Model Framework ◽  
Content Type ◽  
Retail Business ◽  
Core Elements

Purpose Global trends like digitalization and verticalization increase the complexity within the retail industry and decrease the explanatory power of prevailing retail concepts. This paper responds to the call for new ways of understanding retailers’ business activities. The purpose of this paper is to structure and stimulate the emerging conceptual debate about retail business models (RBM) by developing a literature-based and empirically-substantiated generic retail business model framework (generic RBM). Design/methodology/approach The research is based on a systematic literature review and a qualitative study with 16 expert interviews in the German retail industry. Findings The paper identifies six core elements and respective sub-elements of a generic RBM. Contrasting the literature with empirical data, it confirms some common elements (e.g. “value proposition”) but invalidates others (e.g. “organization” or “governance”). The empirical findings add retail specifics like “horizontal integration,” “vertical integration” and “partners and networks” as core elements of a generic RBM. Originality/value The paper is the first to develop a generic RBM based on a systematic literature review and an empirical study across retailers. The resulting generic RBM can be used as a retail concept for systemizing and typifying the appearances of retailers in retailing theory. It can also be used for building, analyzing and comparing RBMs in retailing practice. The paper further provides a guideline for generic business model design with a hybrid approach based on literature and qualitative data.

How to build a business

2015 ◽  
Vol 31 (11) ◽  
pp. 33-36
Keyword(s):  
Firm Performance ◽  
Business Model ◽  
Illustrative Case ◽  
Conceptual Approach ◽  
Model Framework ◽  
Content Type ◽  
The Right ◽  
Entrepreneurial Activities ◽  
The Relationship ◽  
Practical Implications

Purpose – This paper aims to deconstruct entrepreneurial orientation (EO) using a business model framework. Design/methodology/approach – Develops a conceptual approach supported by illustrative case studies that show how five Swedish small-to-medium-sized enterprises identified entrepreneurial opportunities and how they then modified their business model to exploit them. Findings – What makes an enterprise enterprising? What distinguishes these firms from the conservative, steady-as-she-goes, take-no-risks company quietly supplying its chosen market and expecting to do so for many more? Intuitively you might expect that entrepreneurial activities would be better rewarded – but researchers evaluating the link between EO and firm performance have found ambiguous results. So are we asking the right questions? And are we measuring the right things? Practical implications – Shows that companies can be entrepreneurial in some parts of their business model and more cautious in their approach to other activities. Social implications – Draws attention to the way that differences in entrepreneurs’ background, skills and growth ambitions affect their firm’s activities. Originality/value – Highlights opportunities for further research clarifying the relationship between EO and firm performance.

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