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The field of business models is about to become a core management discipline alongside accounting, finance, organization etc. Business model optimization and the commercialization of innovative ideas and new technologies will become a politically driven issue in the light of sustainability pressures. This book emphasizes how three major tendencies in business – networking, innovating and globalizing – are achieved through a business model perspective and how business models and profitability to greater extent become intertwined.
- Network-based business models
- What defines a network based business model?
- Barriers and challenges
- Value creation maps
- What is the value creation process?
- Why might the value creation process be difficult to discover?
- What is a value creation map?
- The building process: A two-step method
- Refining the value creation map
- Value creation maps and indicators
- Pros and cons
- Strategic innovation – the context of business models and business development
- Introduction: a new competitive landscape
- Strategic innovation: the background
- Defining strategic innovation
- Defining business concepts
- Discussions
- Business model innovation
- Method
- Analysis
- Discussion: Single vs. Multi BM Innovation
- Conclusion
- Innovative business models on NewConnect
- NewConnect and other alternative markets in Europe
- Information documents as a way to present business models
- Sustainability of innovative business models
- Sustainability of business models used by companies on NewConnect – results of empirical research
- Globalizing high-tech business models
- Setting the Scene
- Tensions at the Inception
- Dyadic tensions
- Conclusion
- Business model design
- Business model uncertainty
- Business model design
- Implications for business model practice
- References
- Endnotes
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