Exploring the Systematic Business Model Innovation

2020 ◽  
pp. 414-435
Author(s):  
Tsung-Yi Chen
Keyword(s):  
Business Model ◽  
Building Blocks ◽  
Business Model Innovation ◽  
Functional Requirements ◽  
New Paradigm ◽  
Design Support System ◽  
Designed Environment ◽  
Knowledge Support ◽  
Key Dimensions ◽  
Innovation Approach

An electronic-based business model (BM) is the new paradigm in business model innovation (BMI). In order to adapt to an ever-changing and extremely volatile Internet environment, an enterprise needs a systematic approach and tools to improve its existing business model or create a new one. This study analyzes the issues and system requirements for collaborative business model innovation relating to (1) BM design, (2) BM innovative system design, and (3) moral and intellectual property. Focusing on level (1) BM design, this study develops a systematic business model innovation approach based on the business model canvas (BMC) with nine building blocks and integrates the innovation radar (IR) with twelve key dimensions. Based on level (2), the study proposes a suitable collaborative BMI environment to enable the planning of a BM innovative design support system through virtual innovation teams (VITs), and to understand the system's functional requirements. Using the designed environment, this study develops the architecture of a BM knowledge support service environment based on cloud technology. To verify the proposed method, a bookstore is used as a case study. This study engages in innovative research in order to design a conceptual and systematic BMI approach.

Exploring the Systematic Business Model Innovation

2020 ◽  
pp. 286-307
Author(s):  
Tsung-Yi Chen
Keyword(s):  
Business Model ◽  
Building Blocks ◽  
Business Model Innovation ◽  
Functional Requirements ◽  
New Paradigm ◽  
Design Support System ◽  
Designed Environment ◽  
Knowledge Support ◽  
Key Dimensions ◽  
Innovation Approach

An electronic-based business model (BM) is the new paradigm in business model innovation (BMI). In order to adapt to an ever-changing and extremely volatile Internet environment, an enterprise needs a systematic approach and tools to improve its existing business model or create a new one. This study analyzes the issues and system requirements for collaborative business model innovation relating to (1) BM design, (2) BM innovative system design, and (3) moral and intellectual property. Focusing on level (1) BM design, this study develops a systematic business model innovation approach based on the business model canvas (BMC) with nine building blocks and integrates the innovation radar (IR) with twelve key dimensions. Based on level (2), the study proposes a suitable collaborative BMI environment to enable the planning of a BM innovative design support system through virtual innovation teams (VITs), and to understand the system's functional requirements. Using the designed environment, this study develops the architecture of a BM knowledge support service environment based on cloud technology. To verify the proposed method, a bookstore is used as a case study. This study engages in innovative research in order to design a conceptual and systematic BMI approach.

Exploring the Systematic Business Model Innovation

2017 ◽  
Vol 13 (2) ◽  
pp. 45-63
Author(s):  
Tsung-Yi Chen
Keyword(s):  
Business Model ◽  
Building Blocks ◽  
Support Service ◽  
Business Model Innovation ◽  
Functional Requirements ◽  
New Paradigm ◽  
Business Model Canvas ◽  
Designed Environment ◽  
Knowledge Support ◽  
Innovation Approach

An electronic-based business model (BM) is the new paradigm in business model innovation (BMI). In order to adapt to an ever-changing and extremely volatile Internet environment, an enterprise needs a systematic approach and tools to improve its existing business model or create a new one. This study analyzes the issues and system requirements for collaborative business model innovation relating to (1) BM design, (2) BM innovative system design, and (3) moral and intellectual property. Focusing on level (1) BM design, this study develops a systematic business model innovation approach based on the business model canvas (BMC) with nine building blocks and integrates the innovation radar (IR) with twelve key dimensions. Based on level (2), the study proposes a suitable collaborative BMI environment to enable the planning of a BM innovative design support system through virtual innovation teams (VITs), and to understand the system's functional requirements. Using the designed environment, this study develops the architecture of a BM knowledge support service environment based on cloud technology. To verify the proposed method, a bookstore is used as a case study. This study engages in innovative research in order to design a conceptual and systematic BMI approach.

scholarly journals The new BMW: business model innovation transforms an automotive leader

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Prasanna Kumar Kukkamalla ◽  
Andrea Bikfalvi ◽  
Anna Arbussa
Keyword(s):  
Business Model ◽  
Single Case ◽  
Business Model Innovation ◽  
Model Framework ◽  
Value Capture ◽  
Content Type ◽  
New Business ◽  
Impacting Factors ◽  
Key Dimensions ◽  
S Model

Purpose The car no longer serves simply as a means of transport but is at the core of a new concept of mobility. Car manufacturers are seizing opportunities to change the traditional business model of the auto business. Innovation in this business model has become vital to survival in today’s dynamic market conditions. This paper aims to find out what factors motivate and drive business model change and what the resulting business model innovation is. Design/methodology/approach This qualitative study is based on a single case, namely, BMW as an illustrative example of an advanced, highly innovative customer-centric service business model (BM). The study adopts a document analysis method to reveal the firm’s BMI process. Findings First, the study presents a conceptual framework for business model change with the factors –motivators and drivers – that impact on the process of change. BMW’s BMI and its impacting factors are discussed based on this model. The McKinsey 7 s Model framework, the elements of which are strategy, structure, systems, shared values, style, staff and skills is used as an analytical tool to discuss new business model implementation. The study highlights the BM configuration of a traditional car manufacturer, the car as a product and the new car as a service concept. Originality/value This study reveals the BMI of BMW’s digital services and its key motivators and drivers. BMW mostly innovates in three key dimensions of the Business model. These are value creation, value delivery and value capture. Most of the elements in these dimensions are innovated.

An Integrated Business Model Innovation Approach

2010 ◽  
pp. 1-16
Author(s):  
Roman Boutellier ◽  
Markus Eurich ◽  
Patricia Hurschler
Keyword(s):  
Dynamic Model ◽  
Business Model ◽  
Business Models ◽  
Business Model Innovation ◽  
Competitive Advantages ◽  
General Overview ◽  
Information And Communication ◽  
Ict Industry ◽  
Innovation Approach

This chapter will foster the understanding of business model innovation with a focus on the Information and Communication Technology (ICT) industry and e-entrepreneurship. A general overview of business models and their elements as well as an introduction to innovation alternatives will provide the necessary background for business model innovation. On the basis of Schumpeterian innovation, this chapter will pioneer in describing business model innovation as addendum to Abernathy’s and Utterback’s dynamic model of process and product innovation. Thereby an integrated business model innovation approach will be initiated overcoming the drawbacks of unilateral innovation. The integrated business model innovation approach proposes a framework for long-term differentiation and competitive advantages. Different examples, in particular ICT-ventures, will clarify the effect of integrated business model innovation.

An Integrated Business Model Innovation Approach

2010 ◽  
Vol 1 (3) ◽  
pp. 1-13 ◽  
Author(s):  
Roman Boutellier ◽  
Markus Eurich ◽  
Patricia Hurschler
Keyword(s):  
Business Model ◽  
Communication Technology ◽  
Product Innovation ◽  
Business Models ◽  
Business Model Innovation ◽  
Competitive Advantages ◽  
Information And Communication ◽  
Ict Industry ◽  
Innovation Approach

This chapter will foster the understanding of business model innovation with a focus on the Information and Communication Technology (ICT) industry and e-entrepreneurship. A general overview of business models and their elements as well as an introduction to innovation alternatives will provide the necessary background for business model innovation. On the basis of Schumpeterian innovation, this chapter will pioneer in describing business model innovation as addendum to Abernathy’s and Utterback’s dynamic model of process and product innovation. Thereby an integrated business model innovation approach will be initiated overcoming the drawbacks of unilateral innovation. The integrated business model innovation approach proposes a framework for long-term differentiation and competitive advantages. Different examples, in particular ICTventures, will clarify the effect of integrated business model innovation.

scholarly journals Linking IT Assets and Competitive Advantage - IT Capabilities of Servitized Business Models

2021 ◽  
Author(s):  
Christoph Brosig ◽  
◽  
Markus Westner ◽  
Susanne Strahringer ◽  
◽  
...  
Keyword(s):  
Information Systems ◽  
Qualitative Analysis ◽  
Competitive Advantage ◽  
Business Model ◽  
Business Models ◽  
Digital Technologies ◽  
Building Blocks ◽  
Business Model Innovation ◽  
Innovation Strategy ◽  
It Capabilities

This paper connects research from business model innovation and information systems by exploring critical IT capabilities for servitized business models. The adoption of servitized business models is a major business model innovation strategy. At the same time, digitalization drives the evolution of IT capabilities at these business models. Scholars argue that it remains unclear how IT capabilities enable servitized business models to build a competitive advantage by achieving cost advantages or differentiation. This paper explores IT capabilities that enable building a competitive advantage for servitized business models based on a qualitative analysis of multiple published case studies. The authors identify configurations of IT capabilities among servitized business models. The findings contribute to servitization research by exploring IT capabilities and how they are combined among servitized business models. The insights help practitioners deploy digital technologies and IT assets effectively as building blocks of IT capabilities to advance their servitized business model.

scholarly journals Rethinking the prototyping process for applying design thinking to business model innovation

2019 ◽  
Vol 1 (1) ◽  
Author(s):  
Jamie BRASSETT ◽  
Tsuyoshi AMANO ◽  
Lawrence GREEN ◽  
Monika HESTAD
Keyword(s):  
Literature Review ◽  
Business Model ◽  
Business Models ◽  
Design Thinking ◽  
Business Model Innovation ◽  
Managing Innovation ◽  
Key Dimensions ◽  
Process Context ◽  
Process Dimension

This research proposes a prototyping perspective in design for business model innovation to facilitate disruption. The value of design-led approach for managing innovation has been recognised under the concept of ‘design thinking’. In the research on innovation, the concept of business model innovation has been discussed as business models started to be acknowledged as a key aspect of managing innovation. Although experimentation for business model innovation is argued to be of importance, how to apply prototyping of design thinking to business model innovation has been limitedly theorised. This research is based on a literature review to articulate theoretically the concept of prototyping in business model innovation. Through the literature review, this research identifies four key dimensions of prototyping in business model innovation: purpose, process, context and engagement. This paper focuses on the Process dimension to interrogate the existing argument.

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