Business Model Community
Cases in point
Ph.D Theses and Dissertations
Mark Sniukas, 2015, DBA
The Dynamic Capabilities of Business Model Innovation Sniukas 2015
Paul-Peter Knopf 2015
Conceptualising the business model innovation construct –The investigation of innovation-related capabilities and process design of business model transformation based on a service-dominant logic paradigm Knopf research proposal
Emilien Moyon, 2012
Le changement du business model de l'entreprise :
Une étude des majors de l'industrie phonographique (1998-2008)
Yariv Taran, 2012
Rethinking it all: overcoming obstacles to business model innovation
MIDEM - Traditional and new revenue streams, Template Music Industry
Recherche-action pour apprécier l'utilité du concept de Business Model pour les jeunes
dirigeants d'entreprise du bâtiment.
M. G. Jacobides, 2009
AoM Meetings – Chicago, IL, August 11, 2009
Business Models in Context: Some biased reflections
E. Giesen, S.J. Berman, R. Bell and A. Blitz, 2009
IBM Global Business Services
Path to success: three ways to innovate your Business Model
R. Gleed, 2009
IBM Global Business Services
Business Model Innovation Paths to Success: Three Ways to Innovate Your Business Model
E. Moyon, 2009
Presented at the entrepreneurial research center. Wharton Business School (02-03-2009)
The Role of Major Labels in the Building of a New Business Model in the Music Industry
Network for Business Sustainability, 2017
Reports : Business Models for Shared Value (main report and Guide for Executives)
Prof. Dr. Bernd W. Wirtz (German University Speyer), 2016
Business Model Management, Design Process Instruments (Second Edition)
How are business models purposeful designed and structured? How can the models be implemented professionally and managed successfully and sustainably? In what ways can existing business models be adapted to the constantly changing conditions? In this clearly structured reference work, Bernd W. Wirtz gives an answer to all these issues and provides the reader with helpful guidance.
(Matthias Müller, Chief Executive Officer, Volkswagen AG/ Member of the Executive Board of Porsche Automobil Holding)
Available at : Amazon.de/Business-Model-Management-ebook-wirtz
Thierry Verstraete & Estelle Jouison-Laffitte, 2012
A Business Model For Entrepreneurship
This book takes an original approach to business models and entrepreneurship, resulting from a durable involvement with entrepreneurs and from experiments combining theory and practice. The authors present the generation, remuneration, and sharing business model, which relates to the value generation, its remuneration and the sharing of this remuneration.
Saul Kaplan, 2012
The Business Model Innovation Factory
Blockbuster's executives saw Netflix coming. Yet they stuck with their bricks and mortar business model, losing billions in shareholder value. They were "netflixed." Business models don't last as long as they used to. Historically CEO's have managed a single business model over their entire careers. Today, all organizations must be capable of designing, prototyping, and experimenting with new business models. The Business Model Innovation Factory provides leaders with the survival skills to create a pipeline of new business models in the face of disruptive markets and competition.
Harvard Business Review, 2011
Rebuilding your Business Model
Revise your game plan and profit from the change. If you need the best practices and ideas for creating business models that drive growth--but don't have time to find them--this book is for you. Here are 10 inspiring and useful perspectives, all in one place.
B.W. Wirtz, 2011
Business Model Management: Design - Instruments - Success Factors
In corporate practice, business models are of high importance and use - for example for strategic analysis of competition and success. In recent years the topic has become increasingly important within the research area. The book gives a comprehensive overview of the state of the art. Moreover, it discusses management tools and successful case studies of business model management.
Alexander Osterwalder and Yves Pigneur, 2009
Business Model Generation
Disruptive new business models are emblematic of our generation. Yet they remain poorly understood, even as they transform competitive landscapes across industries. Business Model Generation offers you powerful, simple, tested tools for understanding, designing, re-working, and implementing business models.
Henry Chesbrough, 2006
Open Business Models
In his landmark book Open Innovation, Henry Chesbrough demonstrated that because useful knowledge is no longer concentrated in a few large organizations, business leaders must adopt a new, "open" model of innovation.
Cases in point
Case 1 : Low cost Parisian funerals (22/10/2012) by Benoît Demil
French funeral market seems to have been protected from competition for a long time. Information on prices and services were not very clear and detailed. Taking advantage of the customers’ distress as they suffer bereavement, companies were able to take advantage of the situation by providing little information and rarely an estimate, making any price comparison difficult. Consequently, on the French market, prices were spread over a range from 1300 to 6000 € for funerals with an average price of 3098 €. Of course, behind this range, there were some huge differences between the value propositions but it also reflects huge information asymmetries. Indeed, the French customer association (UFC – Que choisir: http://www.quechoisir.org/) was pointing in 2008 that for the same service the prices ranged from 1176 to 3891€.
In this context, the new offer from Paris’s funeral service since July 2012 appears as a little revolution with a basic price of 789 € for Parisian inhabitants (see the Website: http://revolution-obseques.fr/obseques). To this price, customers will have to add the price for the cremation or for the burial, doubling potentially the price of the service. But even with these additional charges, the final price displays a 50% rebate compared to the average price on the market.
The new business model is inspired by the general low cost business model and then, rests on two pillars: the possibility for customers to gain access to a minimal service and, jointly, the reconfiguration of the traditional value chain and value network. Indeed, this revolution implies an active participation of the customer himself and is based only on online subscriptions, dispelling any contact with a funeral shop. The members of the families are invited to make the administrative tasks themselves and to participate in the portage of the coffin. But, above all, with this new value proposition, customers have a potential access to a minimal service: coffin, transportation and planning of the different stakeholders. This does not exclude the availability of a large range of options on the website of the Parisian provider but the value proposition can be restricted to the strict respect of legal obligations. The value proposition reduces the choices in coffins and excludes any departure from home (but in 80% of the cases, the death occurs in a hospital). It implies also to exclude some busy days in the week for the ceremonies, such as Friday.
Several lessons can be drawn from this case. First, it demonstrates the diffusion of the low cost model in most of the markets today. French market seems to make up for the lost time compared with other countries such as Germany in which low cost offers exist since a long time and have a large share. Secondly, as usual, new revolutionary business models in a market generate opposition. Because its claims for a price of 789 €, the new service provider is accused of dishonest advertisement by the established professionals. The point is that they do not claim that all funerals will cost 789 € -and with several basic options the price doubles finally -, but that this minimal price can be targeted. It’s not very different on this point from low cost air companies (who has ever paid 1 € for transportation by Ryan Air?). The last interesting point concerns the conditions making possible this new business model. Indeed, in this case institutional and cultural context is clearly important. The French public authorities try to make the market more open to competition since several years. In particular, several recent regulations in 1998 and 2011 have tended to make the diffusion of information mandatory. Moreover, to be able to discuss and compare the prices of funerals in a distress situation requires an evolution in the mentality of the customers. “In 1992, only 3% of the families asked for an estimate before selecting their service provider. Today, 60% of the families are asking for at least two estimates”, declared Michel Kawnik, president of the French Association for Funeral Information. Similarly, more and more people are anticipating their funerals by subscribing funeral insurance (20% in 2009 against 7% in 2004). By this, they plan themselves the ceremonies and avoid being a charge for their family. These evolutions display the diffusion of an economical logic in what was traditionally a private and personal transaction that opened up the door for the funeral revolution.
Case 2 : When prisoners pay a rent (23/10/2012) by Benoît Demil
Most of the time, public services are presented at a cost for the community. In these challenging times where drastic cuts have occurred in many public budgets, public decision makers have to be creative for reducing costs and finding new sources of revenues. At the end of 2011, the original idea of the Riverside County (at the east of Los Angeles) was that, for the time spent in the jail, inmates have to pay the county back, which is eventually the taxpayers’ money. However, not every prisoner will be forced to pay up, in the five jails of the county. The county will review each prisoner's case individually to determine if they can afford the fee and 25% of the prisoners could be elicited. Supervisor Jeff Stone details his “prison hotels” as a place where inmates are charged $142 for each day in jail, corresponding to the average costs of their staying. By this, he hopes a global return of 3 to 5 million a year. He adds that "If the parolee does not have liquid funds to pay, the County will put a lien against the property to receive payment when the property is sold. The County will do the same on the parolee's parents' property if that's the only way to get the money."
Elsewhere in the United States, other answers have been found by prisons of other states. Some programs have considered leaving former prisoners on parole to be unsupervised. Some jails reduced the number of daily meals to two. Others are using prisoners as firefighters. But the great idea behind this new business model is to transform a cost into revenue. Some companies even manage to do this. For instance, Ryan Air succeeds in transforming traditional airport taxes into recurrent revenues by targeting secondary airports. But this new business model for a jail raises numerous questions. First, the measure may have a final limited financial impact. Indeed, jail reimbursement comes after other payments, like victim restitution, fines, penalties, and assessments. Also, the inmates do not come from particularly rich backgrounds and have limited funds. Moreover, when inmates are released, having no more financial resources may incite them to commit a second offence.
But above all, an interesting ideological debate exists behind this new business model. In a libertarian view –probably difficult to accept for a European mind- this model promotes fairness as there are no reasons that criminals have free meals and rooms. In this view, inmates are accountable for their actions and society pays twice. Firstly, due to the prejudices for which criminals are arrested and secondly because of the costs endured by taxpayers. But the reverse position can also be hold. People may consider that criminals may not have to pay twice for their crimes. First, for the freedom privation and second by taxing them for the time they spend in prison. Thus as usual with business model, the general question is “who pays for what?”