The Business Model Canvas

Painel do The Business Model generationThe Business Model Canva

An engineering approach to business model experimentation – an online investment research startup case study

Every organization needs a viable business model. Strikingly, most of current literature is focused on business model design, whereas there is almost no attention for business model validation and implementation and related business model experimentation. The goal of the research as described in this paper is to develop a business model engineering tool for supporting business model management as a continuous design, validation and implementation cycle. The tool is applied to an online investment research startup in roll out and market phase. This paper describes the research as performed in a case study setting by focusing on the design, implementation and evaluation of the business model engineering tool. We also analyze the actual implementation and usage of the business model tool by the online investment research startup by focusing on the most critical actions related to actual business model implementation – i.e. actions with so-called ‘Lollapalooza tendencies’

From Business model to Business model portfolio in the european biopharmaceutical industry

At the crossroad of firm's core competencies and of the anticipations of consumers' needs, the business model approach complements corporate and business strategy approaches. Firms combine several business models simultaneously to deliver value to different markets, building a portfolio of business model. For managers, business model and business model portfolio are particularly useful to address customer's needs and organisational capabilities of the firm. They also emphasise how the initial core competency of the firm can be extended or redeployed to increase the rent. Business model portfolio describes the firm's strategy to balance time-to-market, revenue stream, risk and interdependencies. It conceptualises firm diversification within the same industry to generate and capture rents. They finally describe two generic dimensions: core competence extension to enlarge the market and to address additional customers and core competence redeployment to serve similar market with the same core competence.Biopharmaceutical; portfolio; corporate strategy; business strategy; core competence; coherence; value chain

Value-Oriented Design of Service Coordination Processes: Correctness and Trust

The rapid growth of service coordination languages creates a need for methodological support for coordination design. Coordination design differs from workflow design because a coordination process connects different businesses that can each make design decisions independently from the others, and no business is interested in supporting the business processes of others. In multi-business cooperative design, design decisions are only supported by all businesses if they contribute to the profitability of each participating business. So in order to make coordination design decisions supported by all participating businesses, requirements for a coordination process should be derived from the business model that makes the coordination profitable for each participating business. We claim that this business model is essentially a model of intended value exchanges. We model the intended value exchanges of a business model as e3 -value value models and coordination processes as UML activity diagrams. The contribution of the paper is then to propose and discuss a criterion according to which a service coordination process must be correct with respect to a value exchange model. This correctness is necessary to gain business support for the process. Finally, we discuss methodological consequences of this approach for service coordination process design

Do Multinationals Transplant their Business Model?

What determines whether or not multinational firms transplant their mode of organisation to other countries? We embed the theory of knowledge hierarchies in an industry equilibrium model of monopolistic competition to examine how the economic environment may affect the decision of a multinational firm about transplanting its business organisation to other countries. We test the theory with original and matched parent and affiliate data on the internal organisation of 660 Austrian and German multinational firms and 2200 of their affiliate firms in Eastern Europe. We find that three factors stand out in promoting the multinational firm’s decision to transplant the business model to the affiliate firm in the host country: a competitive host market, the corporate culture of the multinational firm, and when an innovative technology is transferred to the host country. These factors increase the respective probabilities of organisational transfer by 18.5 percentage points, 37, and 31 percentage points

Explaining Small-Business Development: A Small-Business Development Model Combining the Maslow and the Hayes and Wheelwright Models

This paper looks at small-business management from the standpoint of Maslow’s hierarchy of needs and Hayes and Wheelwright’s four-stage model. The paper adapts Maslow’s hierarchy of needs model to small- business development and evolution. Additionally, Hayes and Wheelwright’s four-stage model is combined with the adapted Maslow small-business development model. The implications of the new model on the development of small businesses and future research are discussed

Business Model Innovation

[Excerpt] Who is your customer? What does the customer value? How do you deliver value to customers at an appropriate cost? Business models that focus on the who, what, and how to clarify managerial choices and their consequences underpin the operations of successful organizations