Deriving Collaborative Business Model Design Requirements from a Digital Platform Business Strategy

Part 2: Collaborative Business ModelsInternational audienceThe widespread deployment of digital technologies has resulted in a hyperconnected context for business organizations. Currently many ventures, both start-ups and incumbents, consider engaging in a Digital Platform Business Strategy to create and capture value in collaborative ecosystems. This type of strategy strongly differs from a conventional Business Strategy in speed, scale, scope and interaction with the ecosystem. Business Models are used to realize a strategy, but little guidance and support exists for the specification of business models realizing a Digital Business Platform Business Strategy. This affects an organization’s responsiveness to digital opportunities. To address this gap, this paper proposes a novel method to support the derivation of Business Model Design Requirements from a Digital Platform Business Strategic Objective. The method uses a Catalogue of Strategy Elements as a starting point to generate Subobjectives and Business Model Design Requirement Specification Cards as a structuring tool to facilitate the transformation of these Subobjectives into Business Model Design Requirements. The method is demonstrated using a historical platform case study. We show that our approach generates Business Model Design Requirements in a structured way and in line with Business Strategy. As a positive by-product the method creates options for business model evolution

Business model innovation of International New Ventures : an empirical study in a Swedish context

Business model innovation (BMI) is receiving increased academic attention as a tool for gaining new or retaining existing firms' competitive advantages. This paper investigates value delivery and value capture dimensions of BMI utilized by international new ventures (INVs) and shows how this category of firms differs from other internationalized firms in Sweden. Our findings indicate that INVs tend to innovate value delivery and value capture dimensions in the form of sales channels and logistical methods more frequently than other internationalized firms and reconfigure their external relationships more intensively as well. By utilizing longitudinal data, we show that these aspects continue to differentiate INVs and constitute a unique characteristic of INVs over time. Hence, this study enhances the academic debate on business models of INVs as well as on their long-term development past early internationalization efforts. From a managerial perspective, the study highlights where to focus BMI initiatives for sustained international presence and growth.La Innovación del Modelo de Negocios (IMN o BMI por sus siglas en inglés) está llamando la atención entre los académicos, como una herramienta que permite a las compañías ganar nuevas ventajas competitivas o retener las existentes. Este artículo investiga las dimensiones de entrega y captura de valor de la IMN utilizada por nuevas empresas internacionales (NEIs o INVs por sus siglas en inglés) y muestra cómo éstas se diferencian de otras empresas internacionalizadas en Suecia. Nuestros resultados indican que las NEIs tienden a innovar las dimensiones de entrega y captura de valor, en forma de canales de venta y métodos logísticos, más frecuentemente que otras empresas internacionalizadas y que, además, reconfiguran sus relaciones externas de forma más intensa. A partir de datos longitudinales mostramos que estos aspectos diferencian a las NEIs y constituyen una de sus características únicas a través del tiempo. Por lo tanto, este estudio mejora el debate académico sobre los modelos de negocio de las NEIs, y su desarrollo a largo plazo como fruto de esfuerzos tempranos de internacionalización. Desde una perspectiva gerencial, este estudio muestra en dónde enfocar las iniciativas de IMN para lograr presencia internacional y crecimiento de forma sostenible.Originally included in thesis in manuscript form</p