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1
2 3 CATEGORIZATION OF BUSINESS MODELS
and explain their business model. In further extensions to the nature of targeted market segment(s) along with
the design logic, George and Bock (2012) use case stud- their preferences.
ies and the IBM survey data on business models in large
companies, to describe how CEOs and entrepreneurs cre- • Value Architecture: portrays the concept as a
ate narratives or stories in a coherent manner to move the holistic structural design of an organization, includ-
business from one opportunity to another. They also show ing its technological architecture, organizational in-
that when the narrative is incoherent or the components frastructure, and their configurations.
of the story are misaligned, that these businesses tend to
fail. They recommend ways in which the entrepreneur or
CEO can create strong narratives for change. • Value Network: depicts the cross-company or
inter-organization perspective towards the concept
and has gained much attention in the BM literature.
2.2 Complementarities of business models
between partnering firms • Value Finance: depicts information related to cost-
ing, pricing methods, and revenue structure
Studying collaborative research and the accessing of ex-
ternal sources of technology, Hummel et al. (2010)
found that in deciding on business partners, it is impor-
3.2 Shift from pipes to platforms
tant to make sure that both parties’ business models are
Sangeet Paul Choudary (2013) distinguishes between two
complementary.[9] For example, they found that it was
broad families of business models in an article in Wired
important to identify the value drivers of potential part-
magazine.[14] Choudary contrasts pipes (linear business
ners by analyzing their business models, and that it is ben-
models) with platforms (networked business models). In
eficial to find partner firms that understand key aspects of
the case of pipes, firms create good and services, push
our own firm’s business model.[10]
them out and sell them to customers. Value is produced
The University of Tennessee conducted research into upstream and consumed downstream. There is a linear
highly collaborative business relationships. Researchers flow, much like water flowing through a pipe. Unlike
codified their research into a sourcing business model pipes, platforms do not just create and push stuff out.
known as Vested (also referred to as Vested Outsourc- They allow users to create and consume value.
ing). Vested is a hybrid sourcing business model in which
In an op-ed on MarketWatch,[15] Choudary, Van Alstyne
buyers and suppliers in an outsourcing or business rela-
and Parker further explain how business models are mov-
tionship focus on shared values and goals to create an ar-
ing from pipes to platforms, leading to disruption of en-
rangement that is highly collaborative and mutually ben-
tire industries.
eficial to each.[11]
emphasized that Business Model 2.0 has to take into ac- 5 Business model design
count not just the technology effect of Web 2.0 but also
the networking effect. He gave the example of the suc- Business model design refers to the activity of designing
cess story of Amazon in making huge revenues each year a company’s business model. It is part of the business
by developing an open platform that supports a commu- development and business strategy process and involves
nity of companies that re-use Amazon’s on-demand com- design methods.
merce services.[17]
creation drivers and design content examines in greater Business model design is distinct from business model-
detail the activities to be performed, the linking and ing. The former refers to defining the business logic of a
sequencing of the activities and who will perform the company at the strategic level, whereas the latter refers to
activities.[39] business process design at the operational level.
A business model design template can facilitate the pro-
6.1 Design themes emphasis of business cess of designing and describing a company’s business
model.
model
Daas et al. (2012) developed a decision support system
(DSS) for business model design. In their study a decision
Environment-Strategy-Structure-Operations (ESSO) Business Model Development
(copyright: Dr. Michael Lim 2010)
support system (DSS) is developed to help SaaS in this
PESTEL and Opportunities and Threats
process, based on a design approach consisting of a design
Environment
process that is guided by various design methods.[41]
- How do they affect us and our Customers,
Competitors & Suppliers
Operations Operational
Competitive priorities Strategy
•Key activities •Cost
•Key resources •Quality Market opportunities
•Key competitors •Time Competitive advantage
•Key suppliers and partners •Flexibility Resource based view
•Key customers- segment, channel •Innovation
Lim, M. 2010. Environment-Strategy-Structure-Operations (ESSO) Business Model. Knowledge Management Module at Bangor University, Wales. Available at:
mortar or e-broker. However, these types usually de-
scribe only one aspect of the business (most often the rev-
http://www.communitiesofinnovation.com/L/Dr_Michael_Lim_%20Business_Model_Knowledge_Creation_and_Innovation_Lecture%209.ppt
(last accessed 02/12/10)
going through traditional distribution channels, needs to work with another party to be suc-
which had some type of intermediate (such as a cessful. It is the combination of two concepts:
distributor, wholesaler, broker, or agent), com- the contractual relationship framework a com-
panies may now deal with every customer di- pany uses with its supplier (transactional, re-
rectly, for example via the Internet. lational, investment based), and the economic
model used (transactional, output or outcome-
• Direct sales model based).
10 See also [6] George,G and Bock AJ. 2012. Models of opportunity:
How entrepreneurs design firms to achieve the unex-
pected. Cambridge University Press, ISBN 978-0-521-
• Business plan
17084-0
• Business process modeling
[7] Baden-Fuller, Charles; Mary S. Morgan (2010). “Busi-
ness Models as Models”. Long Rang Planning 43 (2/3):
• Business reference model
156–171.
• Business rule
[8] Unpacking Sourcing Business Models: 21st Century Solu-
tions for Sourcing Services, The University of Tennessee,
• Competitive advantage
2014
• Core competency
[9] Karl M. Popp and Ralf Meyer (2010). Profit from Soft-
• Growth platforms ware Ecosystems: Business Models, Ecosystems and Part-
nerships in the Software Industry. Norderstedt, Germany:
• Market forms BOD. ISBN 3-8391-6983-6.
• Strategic management [11] Vitasek, Kate. Vested Outsourcing: Five Rules that will
Transform Outsourcing” (New York: Palgrave Macmil-
• Strategy Markup Language lan, 2012) ISBN 978-1-137-29719-8
• Strategic planning [12] Pedersen, Kristian Bonde; Svarre, Kristoffer Rose; Slep-
niov, Dmitrij; Lindgren, Peter. “Global Business Model –
• Strategy dynamics a step into a liquid business model” (PDF).
[20] “The beginning of the end for IAS 39 - Issue of IFRS 9 re- [36] Osterwalder, A., Pigneur, Y. and C. L. Tucci. 2005. Clar-
garding Classification and Measurement of Financial As- ifying Business Models: Origins, Present, and Future of
sets”. Deloitte & Touche. November 2009. Retrieved the Concept. Communications of the Association for In-
2011-06-03. formation Systems 16 1-40.
[21] “Business Models Matter (for Accounting, That Is)". [37] Slywotzky, A. J. 1996. Value Migration: How to Think
cfo.com. Retrieved 2011-06-03. Several Moves Ahead of the Competition. Boston (MA):
Harvard Business Review Press.
[22] “An optimist sees the opportunity in every difficulty: is
IFRS 9 an opportunity or a difficulty?". Ernst & Young. [38] Mayo, M. C. and G.S. Brown. 1999. Building a Compet-
December 2010. Retrieved 2011-06-03. itive Business Model. Ivey Business Journal63 (3) 18-23.
[31] “FASB Exposure Draft: Leases”. Financial Accounting [47] Tyrangiel, Josh (October 1, 2007). “Radiohead Says: Pay
Standards Board. May 16, 2013. p. 82. Retrieved 2013- What You Want”. Time Magazine. Retrieved 2009-03-
06-11. 10.
[32] “Application of business model to insurance contracts” [48] “Pay What You Can”. Alley Theatre. Retrieved 2009-03-
(PDF). HUB global insurance group. Retrieved 2011-06- 10.
03. [49] Slywotzky, A. J. (1996). Value Migration: How to Think
Several Moves Ahead of the Competition. Boston, MA:
[33] “FASB Education Session - Insurance Contracts: Harvard Business School Press.
PricewaterhouseCoopers Summary of the Meeting”
(PDF). PricewaterhouseCoopers. February 9, 2010. [50] Ferri Fernando, D'Andrea Alessia, Grifoni Patrizia
Retrieved 2011-06-03. (2012). IBF: An Integrated Business Framework for
Virtual Communities in Journal of electronic com-
[34] “EFRAG calls for candidates for an Advisory Panel on merce in organizations; IGI Global, Hershey (Stati Uniti
the proactive project on the Role of the Business Model d'America)
in Financial Reporting”. European Financial Reporting
Advisory Group. December 15, 2010. Retrieved 2011- [51] J. Krumeich, T. Burkhart, D. Werth, and P. Loos. To-
06-03. wards a Component-based Description of Business Mod-
els: A State-of-the-Art Analysis. Americas Confer-
[35] Lee, G. K. and R. E. Cole. 2003. Internet Marketing, ence on Information Systems (AMCIS 2012) Proceedings.
Business Models and Public Policy. Journal of Public Pol- Paper 19. http://aisel.aisnet.org/amcis2012/proceedings/
icy and Marketing 19 (Fall) 287-296. EBusiness/19
9
[52] A Complete Theory of Business Models • Long Range Planning, vol 43 April 2010, “Special
Issue on Business Models,” includes 19 pieces by lead-
[53] The Business Model Ontology - A Proposition In A Design
Science Approach
ing scholars on the nature of business models
[54] "Solaimani, S. 2014. The alignment of Business Model • S. Muegge. Business Model Discovery by Technol-
and Business Operations within Networked Enterprise ogy Entrepreneurs. Technology Innovation Manage-
Environments. PhD Dissertation, Delft University of ment Review, April 2012, pp. 5–16.
Technology, The Netherlands."
• S. Muegge, C. Haw, and Sir T. Matthews, Business
[55] William Foster, Peter Kim, Barbara Christiansen. Ten Models for Entrepreneurs and Startups, Best of TIM
Nonprofit Funding Models, Stanford Social Innovation Review, Book 2, Talent First Network, 2013.
Review. 2009-03-05.
• Alex Osterwalder et al. Business Model Generation,
Co-authored with Yves Pigneur, Alan Smith, and
12 Further reading 470 practitioners from 45 countries, self-published,
2009
• A. Afuah and C. Tucci, Internet Business Models and • O. Peterovic and C. Kittl et al., Developing Business
Strategies, Boston, McGraw Hill, 2003. Models for eBusiness., International Conference on
• T. Burkhart, J. Krumeich, D. Werth, and P. Loos, Electronic Commerce 2001, 2001.
Analyzing the Business Model Concept — A Com-
• Alt, Rainer; Zimmermann, Hans-Dieter: Introduc-
prehensive Classification of Literature, Proceedings
tion to Special Section – Business Models. In:
of the International Conference on Information Sys-
Electronic Markets Anniversary Edition, Vol. 11
tems (ICIS 2011). Paper 12. http://aisel.aisnet.org/
(2001), No. 1. link
icis2011/proceedings/generaltopics/12
• Santiago Restrepo Barrera, Business model
• H. Chesbrough and R. S. Rosenbloom, The Role of
tool, Business life model, Colombia 2012,
the Business Model in capturing value from Inno-
http://www.imaginatunegocio.com/#!
vation: Evidence from XEROX Corporation’s Tech-
business-life-model/c1o75 (Spanish)
nology Spinoff Companies., Boston, Massachusetts,
Harvard Business School, 2002. • Paul Timmers. Business Models for Electronic Mar-
• Dick Costolo, Business Models, kets, Electronic Markets, Vol 8 (1998) No 2, pp. 3
– 8.
• Marc Fetscherin and Gerhard Knolmayer, Focus
Theme Articles: Business Models for Content Deliv- • Peter Weill and M. R. Vitale, Place to space: Migrat-
ery: An Empirical Analysis of the Newspaper and ing to eBusiness Models., Boston,Harvard Business
Magazine Industry, International Journal on Media School Press, 2001.
Management, Volume 6, Issue 1 & 2 September • C. Zott, R. Amit, & L.Massa. 'The Business Model:
2004, pages 4 – 11, September 2004. Theoretical Roots, Recent Developments, and Fu-
• George, G., Bock, AJ. Models of opportunity: How ture Research', WP-862, IESE, June, 2010 - revised
entrepreneurs design firms to achieve the unexpected. September 2010 (PDF)
Cambridge University Press, 2012, ISBN 978-0-
521-17084-0.
• J. Gordijn, Value-based Requirements Engineering
13 External links
- Exploring Innovative e-Commerce Ideas, Amster-
dam, Vrije Universiteit, 2002. • Sustaining Digital Resources: An on-the-ground
view of projects today, Ithaka, November 2009.
• G. Hamel, Leading the revolution., Boston, Harvard Overview of the models being deployed and analysis
Business School Press, 2000. on the effects of income generation and cost man-
agement.
• J. Linder and S. Cantrell, Changing Business Mod-
els: Surveying the Landscape, Accenture Institute
for Strategic Change, 2000.
• Lindgren, P. and Jørgensen,R., M.-S. Li, Y. Taran,
K. F. Saghaug, “Towards a new generation of busi-
ness model innovation model”, presented at the 12th
International CINet Conference: Practicing innova-
tion in times of discontinuity, Aarhus, Denmark, 10-
13 September 2011
10 14 TEXT AND IMAGE SOURCES, CONTRIBUTORS, AND LICENSES
14.2 Images
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Model_as_designed_by_Dr_Michael_Lim_2010.pdf License: CC BY 3.0 Contributors: http://www.communitiesofinnovation.com/L/
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