Your winning business model agenda: four questions to shape growth

2018 ◽  
Vol 46 (4) ◽  
pp. 21-27 ◽  
Author(s):  
Vladyslav Biloshapka ◽  
Oleksiy Osiyevskyy
Keyword(s):  
Business Model ◽  
High Performance ◽  
Design Methodology ◽  
Business Models ◽  
Scale Up ◽  
The Other ◽  
Content Type ◽  
Current State ◽  
Growth Planning ◽  
Practical Implications

Purpose Defines clear steps for growth planning that support answers to the crucial question: How and where are you planning to scale up the business and what talent do you need to implement this? Design/methodology/approach As the “Business model value matrix” shows, having ‘happy customers’ is only one determinant of a business model’s success. The other essential block of diagnostic questions deals with the current state and prospects of the firm’s growth. Findings We found that companies that have found ways to keep their business models in a winner’s state can provide clear, evidence-based answers to questions about growth opportunities and risks, while their less successful peers have difficulty addressing the issues. Continuous collecting and analyzing of this information allows successful companies to embrace the strategy-as-learning model of development, built around active learning and proactive adjustment to evolving environment. Practical implications To develop a strategy for moving to and sustaining the Winner state, managers must clearly articulate and test a set of hypotheses about the mechanisms of their company’s growth. The first step on this path is related to obtaining a clear view on the factors that underpin the current financial performance. Originality/value High-performance cultures make sure that each manager has the clear answers to the questions of value, growth and digitization in order to learn, experiment and implement the company business model agenda. The unproductive cultures, on the other hand, are sustained by managerial teams that usually do not have the answers to these crucial questions, but are very good at political games.

Business models in the business-to-business and business-to-consumer worlds – what can each world learn from the other?

2016 ◽  
Vol 31 (8) ◽  
pp. 943-954 ◽  
Author(s):  
Ryan Neill Stott ◽  
Merlin Stone ◽  
Jane Fae
Keyword(s):  
Business Model ◽  
Design Methodology ◽  
Business Models ◽  
Academic Research ◽  
Content Type ◽  
Managerial Implications ◽  
Business To Consumer ◽  
Business To Business ◽  
Practical Implications ◽  
Proper Analysis

Purpose The purpose of this research is to identify how managers can apply the results of academic research into the concept of business models for creating and evaluating possible models for their businesses. Design/methodology/approach A review of the literature is followed by two case studies, from the airline and logistics industries, followed by recommendations based on both. Findings The findings are that there is relatively weak consensus among academics as to the definition and meaning of a business model and its components, and that the notion of generic business model applies better within rather than between industries, but that the discussion is a very fertile one for developing recommendations for managers. Practical implications The managerial implications of the study are that in their planning and strategizing, managers should factor in a proper analysis of the business model they currently use and one that they could use. Originality/value The study provides a useful addition to the literature on the practical implications of business models.

Five strategies provide a model for innovation

2016 ◽  
Vol 32 (5) ◽  
pp. 19-21
Keyword(s):  
Business Model ◽  
Cross Section ◽  
Design Methodology ◽  
Business Models ◽  
Content Type ◽  
High Performing ◽  
Business Model Canvas ◽  
Starting Point ◽  
Pertinent Information ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Here, the Business Model Canvas devised by Alexander Osterwalder and Yves Pigneur is a starting point for categorization of the efforts of 40 companies to create their own appropriate model. From these, five archetypal business models were then derived. Those firms represent a cross section of popular and dominant industries and sectors, with a preference toward enterprises with non-traditional business models. Five high-performing companies have been chosen to illustrate the success of each business model. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Business model innovation: a review and research agenda

2018 ◽  
Vol 11 (4) ◽  
pp. 348-369
Author(s):  
Wahyono Wahyono
Keyword(s):  
Business Model ◽  
Design Methodology ◽  
Business Models ◽  
Evolutionary Process ◽  
Business Model Innovation ◽  
Fine Tuning ◽  
Single Element ◽  
Content Type ◽  
Factors Associated ◽  
Practical Implications

Purpose This paper aims to review and synthesise the recent advancements in the business model literature and explore how firms approach business model innovation. Design/methodology/approach A systematic review of business model innovation literature was carried out by analysing 219 papers published between 2010 and 2016. Findings Evidence reviewed suggests that rather than taking either an evolutionary process of continuous revision, adaptation and fine-tuning of the existing business model, or a revolutionary process of replacing the existing business model, firms can explore alternative business models through experimentation, open and disruptive innovations. It was also found that changing business models encompasses modifying a single element, altering multiple elements simultaneously, and/or changing the interactions between elements in four areas of innovation: value proposition, operational value, human capital and financial value. Research limitations/implications Although this review highlights the different avenues to business model innovation, the mechanisms by which firms can change their business models and the external factors associated with such change remain unexplored. Practical implications The business model innovation framework can be used by practitioners as a “navigation map” to determine where and how to change their business models. Originality/value Because conflicting approaches exist in the literature on how firms change their business models, this review synthesises these approaches and provide a clear guidance as to the ways through which business model innovation can be undertaken.

Responding to open business models

2017 ◽  
Vol 38 (2) ◽  
pp. 33-40
Author(s):  
Louis-David Benyayer ◽  
Martin Kupp
Keyword(s):  
Business Model ◽  
Design Methodology ◽  
Business Models ◽  
Community Action ◽  
Content Type ◽  
Five Dimensions ◽  
The Right ◽  
Practical Implications ◽  
Selection Of ◽  
Open Business Models

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.

scholarly journals Business model innovation: a review and research agenda

2019 ◽  
Vol 22 (2) ◽  
pp. 89-108 ◽  
Author(s):  
Boumediene Ramdani ◽  
Ahmed Binsaif ◽  
Elias Boukrami
Keyword(s):  
Business Model ◽  
Design Methodology ◽  
Business Models ◽  
Evolutionary Process ◽  
Business Model Innovation ◽  
Fine Tuning ◽  
Single Element ◽  
Content Type ◽  
Factors Associated ◽  
Practical Implications

Purpose The aim of this paper is to review and synthesise the recent advancements in the business model literature and explore how firms approach business model innovation. Design/methodology/approach A systematic review of business model innovation literature was carried out by analysing 219 papers published between 2010 and 2016. Findings Evidence reviewed suggests that rather than taking either an evolutionary process of continuous revision, adaptation and fine-tuning of the existing business model or a revolutionary process of replacing the existing business model, firms can explore alternative business models through experimentation, open and disruptive innovations. It was also found that changing business models encompasses modifying a single element, altering multiple elements simultaneously and/or changing the interactions between elements in four areas of innovation: value proposition, operational value, human capital and financial value. Research limitations/implications Although this review highlights the different avenues to business model innovation, the mechanisms by which firms can change their business models and the external factors associated with such change remain unexplored. Practical implications The business model innovation framework can be used by practitioners as a “navigation map” to determine where and how to change their existing business models. Originality/value Because conflicting approaches exist in the literature on how firms change their business models, the review synthesises these approaches and provides a clear guidance as to the ways through which business model innovation can be undertaken.

Two-directional convergence of platform and pipeline business models

2020 ◽  
Vol 31 (4) ◽  
pp. 693-721 ◽  
Author(s):  
Makarand Mody ◽  
Jochen Wirtz ◽  
Kevin Kam Fung So ◽  
Helen HaeEun Chun ◽  
Stephanie Q. Liu
Keyword(s):  
Business Model ◽  
Design Methodology ◽  
Network Effects ◽  
Business Models ◽  
Natural Extension ◽  
Conceptual Approach ◽  
Content Type ◽  
Service Business ◽  
Key Characteristics ◽  
Practical Implications

PurposeThis article examines the new phenomenon of the convergence of platform and pipeline business models. It examines the potential synergies and challenges for platforms to add pipeline components and vice versa for pipeline businesses.Design/methodology/approachThis paper uses a conceptual approach that synthesizes and integrates the literature from service, hospitality, and strategy, and supplements them with two illustrative mini-case studies.FindingsWhile the extant literature typically focuses on the dichotomy between incumbent pipeline businesses that create value by controlling a linear series of activities and network effects-driven platforms, we differentiate between two types of platform business models (i.e. platforms with asset control and platforms with peer-provided assets). Further, we identify three common pathways of convergence; that is, pipelines moving towards (1) platforms with asset control and (2) those with peer-provided assets, and (3) platforms with peer-provided assets adopting defining business characteristics of pipelines. Furthermore, we contrast key characteristics of the three business models and examine potential synergies and challenges for business model convergence. Our findings suggest that convergence from pipelines to platforms with asset control seems to be a natural extension that offers many potential synergies and relatively minor challenges. In contrast, convergence from pipelines to platforms with peer-provided assets is likely to encounter more serious challenges and few synergies. Finally, the synergies and challenges of convergence from platforms with peer-provided assets to pipelines seem to be in between the other two in terms of synergies and challenges.Practical implicationsThis article helps managers think through key considerations regarding potential synergies to develop and challenges to mitigate for embarking on convergence strategies between pipeline and platform business models.Originality/valueThis article is the first in the service, business model and strategy literature to identify, define, and conceptualize business model convergence between platforms with asset control, those with peer-provided assets and pipeline businesses. It is also the first to examine potential synergies and challenges these different paths of business model convergence may entail.

Redesigning the business model: from one-sided to multi-sided

2017 ◽  
Vol 38 (2) ◽  
pp. 52-61 ◽  
Author(s):  
Guy Parmentier ◽  
Romain Gandia
Keyword(s):  
Business Model ◽  
Design Methodology ◽  
Business Models ◽  
Digital Content ◽  
Critical Threshold ◽  
Complex Issue ◽  
Content Type ◽  
Model Free ◽  
Practical Implications ◽  
Development And Evolution

Purpose This study aims to examine the way to develop a multi-sided logic for existing business models. More precisely, the objective is to find rules for designing a multi-sided business model from a one-sided business model. Design/methodology/approach Given that business model (BM) literature and multi-sided literature do not address the complex issue of multi-sided business model design, the authors propose here a set of six redesign operations. These operations are built from a comprehension of the development and evolution of multi-sided platforms and their consequences for business model architecture. Several empirical cases illustrate each operation. Findings A process of business model redesign is proposed with three phases: setting-up a technological digital platform to support the multi-sided architecture, identifying and engaging several customer groups on the platform and linking the customer groups and structuring the revenue model. This process details the chronological order in which the redesign operations can be implemented to build a multi-sided BM. Practical implications The importance of the stage of semi-finished development of the platform, the openness of digital content, reaching the critical threshold and the combination of a dual economic model (free/paid) is highlighted. For managers, this provides better practices to successfully manage the business model redesign process. Originality/value This paper helps managers in companies, especially small and medium-sized enterprises, to profit from a multi-sided business model by proposing a way to achieve it.

scholarly journals Succeeding with freemium: strategies for implementation

2017 ◽  
Vol 38 (2) ◽  
pp. 16-24 ◽  
Author(s):  
Anna B. Holm ◽  
Franziska Günzel-Jensen
Keyword(s):  
Business Model ◽  
Design Methodology ◽  
Business Models ◽  
Point Of View ◽  
Strategic Choices ◽  
Content Type ◽  
Key Points ◽  
Generic Strategy ◽  
Model Execution ◽  
Practical Implications

Purpose The purpose of this article is to highlight the key points for succeeding with the freemium business model in online digital business from a strategic point of view. The freemium business model has recently become one of the most dominant business models in online markets. However, entrepreneurs and managers still have a limited understanding of why some freemium business models become successful and sustainable while others do not. Design/methodology/approach The findings and recommendations derive from the study of online digital companies and applications, which either succeeded or failed to develop a sustainable freemium model. These are LinkedIn, Spotify, Box, Eventbrite, Chargify, Gasketball and TravelCrony. Findings The article describes the generic strategy and the key strategic choices that enable and support successful freemium business model execution in an online digital business. Research limitations/implications The research is limited to digital companies applying a freemium business model and offering their products and services online. Practical implications The findings and recommendations can help new and existing companies, first, to evaluate if the freemium business model is feasible for them, and second, to adjust strategies to develop a successful freemium business model and scale it up. Originality/value The article extends the current understanding of the freemium business model logic.

Multi-sided platform strategies for organizations: transforming the business model

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Rubén Mancha ◽  
Steven Gordon
Keyword(s):  
Business Model ◽  
Design Methodology ◽  
Network Effects ◽  
Business Models ◽  
Market Segment ◽  
Content Type ◽  
Indirect Network Effects ◽  
Revenue Streams ◽  
Practical Implications

Purpose The purpose of this study is to explore and summarize the strategies organizations can follow when adopting a multi-sided platform (MSP) business model. MSPs benefit from direct and indirect network effects, quick scaling, fast innovation and new revenue streams. Design/methodology/approach This study draws from the literature on business model innovation to identify five strategies in which organizations can transform by creating or acquiring an MSP. This taxonomy is confirmed with a classification of 20 MSPs adopted by 18 organizations, 5 short case studies and an interview with an executive involved in the launch of an organization’s MSP. Findings To implement an MSP, companies can expand their offerings, intermediate their industry with a marketplace, expand to new geographies or market segment, co-innovate their core product or service and co-innovate complementary offerings. Practical implications Organizations are presented with five distinct approaches to transform their business model and benefit from MSP interactions. The cases, quotes from executives and analyzes will serve organizations in designing a platform strategy. Originality/value This study provides executives and researchers with insights about how organizations can transform their business models with MSPs.

Measuring the service gaps in the roles of quantity surveyors in the emerging market

2016 ◽  
Vol 23 (5) ◽  
pp. 1111-1131 ◽  
Author(s):  
AbdulLateef Olanrewaju
Keyword(s):  
Emerging Markets ◽  
Construction Industry ◽  
Design Methodology ◽  
Emerging Market ◽  
Supply And Demand ◽  
The Other ◽  
Primary Data ◽  
Content Type ◽  
Practical Implications ◽  
Survey Questionnaires

Purpose – The opportunities that the emerging markets present to the players in the construction industry means that the players need to expand on the scope and size of their responsibilities and duties to the stakeholders. Each of the professionals now demands more specialised and sophisticated services from one another. The other players in the construction industry now require more emerging responsibilities and duties from the quantity surveyors. The purpose of this paper is to examine the roles that “modern” quantity surveyors play by measuring the gaps that exist in the services that the quantity surveyors provide. Design/methodology/approach – Primary data are collected through survey questionnaires. In total, 23 roles played by modern quantity surveyors are identified and addressed to the respondents to rank the rate at which quantity surveyors provide these “emerging” services. The collected data were analysed statistically. Findings – The results of the findings led to the conclusion that the quantity surveyors were not meeting the expectations of other players. Therefore, for competitiveness, quantity surveyors need to better meet demand expectations. Research limitations/implications – This findings of this research are constrained to the services or functions that the quantity provide in the construction industry. Practical implications – This knowledge is valuable to academic institutions that offer quantity surveying programmes, to practicing quantity surveyors, governments, and other players in the construction industry. It will allow quantity surveyors to reconcile supply and demand expectations. Originality/value – There is no known conclusive empirical study on services offered by quantity surveyors in any emerging markets. Therefore, the findings offer a fresh understanding on the services of quantity surveyors not only in Nigeria but elsewhere. While some of the services are common, others are peculiar to emerging markets.

Sign in / Sign up

Export Citation Format

Share Document