Although research on business model innovation is flourishing internationally, important questions on the ‘how’, ‘what’, and ‘when’ of this process remain largely unanswered, particularly in regard to the role of top management. Using new knowledge derived from a survey among firms from various industries and several case studies, this book seeks to give us better understanding of ‘how’ firms can innovate their business model, ‘what’ kind of levers management should work on, and ‘when’ management should change the business model. It particularly considers one key question: is it better to replicate existing models or develop new ones? Renewal is especially vital in highly competitive environments. Nonetheless, whatever the environment, high levels of both replication and renewal will be key for a firm to succeed. This book looks at four levers that can be used by managers to innovate their business model: management itself, organizational form, technology, and co-creation with external parties are analysed. Furthermore, specific combinations which strengthen business model innovation are analysed. To help firms, the book also explores the different factors that can either enable or inhibit business model innovation. Through an investigation of replication versus renewal and of strategy-driven versus client-driven change, four distinct modes of business model innovation are identified: exploit and improve (replication which is strategy-driven); exploit and connect (replication which is customer-driven); explore and connect (renewal which is customer-driven); and explore and dominate (renewal which is strategy-driven). This book ends with a list of managerial dos and don’ts for business model innovation.
Business Model Innovation through Value Delivery Differentiation: Multiple Case Studies