Gerry George and Adam Bock conducted a comprehensive literature review and surveyed managers to understand how they perceived the components of a business model. In further extensions to the design logic, George and Bock use case studies and the IBM survey data on business models in large companies, to describe how CEOs and entrepreneurs create narratives or stories in a coherent manner to move the business from one opportunity to another.
They recommend ways in which the entrepreneur or CEO can create strong narratives for change. Since innovating firms do not have executive control over their surrounding network, business model innovation tends to require soft power tactics with the goal of aligning heterogeneous interests.
As a result, open business models are created as firms increasingly rely on partners and suppliers to provide new activities that are outside their competence base .
In a study of collaborative research and external sourcing of technology, Hummel et al. Researchers codified their research into a sourcing business model known as Vested also referred to as Vested Outsourcing. Vested is a hybrid sourcing business model in which buyers and suppliers in an outsourcing or business relationship focus on shared values and goals to create an arrangement that is highly collaborative and mutually beneficial to each.
In the case of pipes, firms create goods and services, push them out and sell them to customers.
Value is produced upstream and consumed downstream. There is a linear flow, much like water flowing through a pipe.
Unlike pipes, platforms do not just create and push stuff out. They allow users to create and consume value. Alex Moazed, founder and CEO of Applicodefines a platform as a business model that creates value by facilitating exchanges between two or more interdependent groups usually consumers and producers of a given value.
In an op-ed on MarketWatch,  Choudary, Van Alstyne and Parker further explain how business models are moving from pipes to platforms, leading to disruption of entire industries.
Platform[ edit ] There are three elements to a successful platform business model. This infrastructure enables interactions between participants.
The Magnet creates pull that attracts participants to the platform. For transaction platforms, both producers and consumers must be present to achieve critical mass. The Matchmaker fosters the flow of value by making connections between producers and consumers.
Data is at the heart of successful matchmaking, and distinguishes platforms from other business models. Chen stated that the business model has to take into account the capabilities of Web 2.
He suggested that the service industry such as the airline, traffic, transportation, hotel, restaurant, information and communications technology and online gaming industries will be able to benefit in adopting business models that take into account the characteristics of Web 2.
He also emphasized that Business Model 2.
In the context of the Software-Cluster, which is funded by the German Federal Ministry of Education and Research, a business model wizard  for software companies has been developed. It supports the design and analysis of software business models. The concept of a business model has been incorporated into certain accounting standards.
It is part of the business development and business strategy process and involves design methods.
Massa and Tucci  highlighted the difference between crafting a new business model when none is in place, as it is often the case with academic spinoffs and high technology entrepreneurship, and changing an existing business model, such as when the tooling company Hilti shifted from selling its tools to a leasing model.
They suggested that the differences are so profound for example, lack of resource in the former case and inertia and conflicts with existing configurations and organisational structures in the latter that it could be worthwhile to adopt different terms for the two. They suggest business model design to refer to the process of crafting a business model when none is in place and business model reconfiguration for process of changing an existing business model, also highlighting that the two process are not mutually exclusive, meaning reconfiguration may involve steps which parallel those of designing a business model.
Economic consideration[ edit ] Al-Debei and Avison consider value finance as one of the main dimensions of BM which depicts information related to costing, pricing methods, and revenue structure. Stewart and Zhao defined the business model as a statement of how a firm will make money and sustain its profit stream over time.Business Ethics Case Studies, Corporate Governance Case Study, Management, MBA Case Studies.
Fuelling the digital revolution. Edition 7: This case study focuses upon how ARM has developed a global influence despite being a relatively small player in a fast-moving leslutinsduphoenix.com has achieved this through its technology, its unique business model and its investment in R&D.
Representing a broad range of management subjects, the ICMR Case Collection provides teachers, corporate trainers, and management professionals with a variety of teaching and reference material. The collection consists of Business Strategy case studies and research reports on a wide range of companies and industries - both Indian and international, cases won awards in varies competitions, .
Business Model Innovation Labs help innovate customer value proposition and mobilize transformation. Learn how we have helped our clients solve . View abstract and ordering information for case studies written and published by faculty at Stanford GSB.
Technology by itself has no single objective value. The economic value of a technology remains latent until it is commercialized in some way via a business model.