Business model

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A business model ( english business model ) describes the workings of a company and how it profits earned. There is no generally accepted definition, neither in science nor in practice. Basically, the description of business models should help to understand, analyze and communicate the key factors of corporate success or failure.

The emergence of a large number of new business models can be traced back to the 1990s and the emergence of commercial activities on the Internet . As a result, the variants of generating profits increased considerably, e.g. B. by third parties paying instead of the end user (first for banner advertising ) or that software can be downloaded with almost no distribution costs . The term e-commerce characterizes this development. But hire purchase and leasing contracts are also new business models. The business model innovation supplements or replaces the product or process innovation in largely saturated markets. In connection with the concept of open innovation , there is also talk of open business models, in which companies, together with partners and suppliers, provide new products and services outside of their respective competence base.

characterization

According to Stähler, a business model consists of three main components:

Value proposition
A business model contains a description of the benefits customers or other partners of the company can derive from the relationship with this company. This part of a business model is value proposition, value proposition or value proposition called. It answers the question: What benefits and value does the company create for customers and strategic partners?
Architecture of value creation
A business model is at the same time an architecture of value creation, ie how the benefits for the customers and the strategic partners are generated. This architecture includes a description of the various stages of value creation and the various economic agents and their roles in value creation. It answers the questions: How is the service created in which configuration? Which services are offered in which markets (product / market strategies)?
Income model
In addition to the what and how , the business model also describes which revenues the company generates from which sources. The future corporate profits determine the value of the business model and thus its sustainability. It answers the question: What makes money? This part of the business model is called the revenue model . It is divided into a revenue and a cost model.

Similar classifications can also be found in the specialist literature, e.g. E.g. at Richardson: value proposition, value creation and delivery, and revenue mechanism (value capture). This division of the business model into elements is also known as a meta model.

Wirtz depicts a business model in a greatly simplified and compact form, which resources flow into the company and how these are transferred into marketable information, products and / or services through the company's services.

Wirtz divides a business model into nine sub-models:

  1. Strategy model
  2. Resource model
  3. Network model
  4. Customer model
  5. Market supply model
  6. Revenue model
  7. Service creation model
  8. Procurement model
  9. Financial model

Osterwalder and Pigneur see the value proposition for customers at the center of a business model. Therefore group on the company side

  1. Key resources
  2. Key activities
  3. Key partner
  4. Cost structure

as well as on the market side

  1. Customer relationships
  2. Communication and distribution channels
  3. processed customer segments
  4. Sources of income

A business model can only be an approximation of the real organization of a company or the entire value chain of a business, i.e. it is an abstraction. The degree of abstraction depends on the goals that are pursued with the business model. For the development of a business strategy, the business model can be described on a rather abstract level, while a description of a business model for the development of software as the basis of the business processes must be much more detailed, since the business model is used as the basis for the process, data models, etc.

The business model can be the description of an individual company on the one hand, or an entire industry on the other. In the latter sense, the term business model is used particularly in mature industries where a dominant business model has prevailed. While the individual companies of a mature industry used to differ only slightly, so that one could speak of a uniform industry-wide model, today more and more complex business models can also be found in mature industries. This has to do with the increasing market saturation and the trend towards niche markets, but also with the variety of business models made possible by the Internet.

Abandonment of a business model

It is important to note that a business model is not a strategy in itself, since every company has a business model by definition. Today, the development of business models in companies is primarily used for strategic analyzes with the following goals:

  1. better understand your own business,
  2. To improve today's business, to better differentiate oneself from competitors or to understand one's own weaknesses when new competitors with new business models become active in the market.
  3. To systematically present new business ideas and to evaluate how the new business idea differs from existing ones, where the competitive advantages lie, what customer benefits the new business idea has and thereby to understand the success probabilities of a new business idea,
  4. to check whether the business model is scalable, e.g. B. by transferring to new markets or franchising .

Business model innovations , d. H. Changing the existing business model or diversifying into new business models are mostly of strategic importance due to their far-reaching consequences for the company.

Criticism of the business model concept

The concept of the business model does not exist in the classic strategy literature.

David Teece writes that the concept of the business model lacks a theoretical basis. The classic analysis units in strategy development are industries, companies or business units, although academic literature discusses whether these still represent the right analysis units for strategy development.

Bettis argues that by limiting to the known and accepted analysis units, innovations that are triggered by new cross-sectional technologies such as the Internet cannot be recorded and understood. For this reason, Stähler and Osterwalder propose the business model as an analysis unit for new internet-based companies. Particularly in the marketing of digital goods that can be copied almost without restriction, it must be shown more explicitly than with physical goods how the revenues are achieved (e.g. depending on the transaction or not, by the user or by third parties, etc.).

Business model software

In principle, software solutions in the context of business models (so-called business model development tools) are used to model, visualize and analyze business models. The number of available business model software is constantly increasing. The (further) development of software solutions for the innovation of business models is driven by both practice and research. Existing solutions for software-based innovation of business models differ in their understanding of the business model concept and in the type and scope of the functionalities offered. Business model software from various providers is currently available, B. Business Model Canvas Module, Phase 2 Generator, Software Business Model Wizard, Strategyzer, Unternehmerheld, Visual Business Model Designer, Innovator Enterprise Modeling Suite and runpat - smarter business models.

See also

literature

  • Alt, Rainer; Zimmermann, Hans-Dieter: Introduction to Special Section - Business Models. In: Electronic Markets Anniversary Edition, Vol. 11 (2001), No. 1. link
  • Hoffmeister, Christian: Digital Business Modeling - Developing and strategically anchoring digital business models, 2017, Hanser Verlag, Munich. ISBN 978-3446451766
  • Lüdeke-Freund, F .: Business Models for Sustainability - Innovative Regional Business Models as Subject and Trigger of a Sustainable Change in the Energy Industry, in: Andersen, RD & Lehmann, M. (Eds.): “Joint Actions on Climate Change "- Conference Proceedings. European Roundtable for Sustainable Consumption and Production 13, Aalborg, Denmark, 2009.
  • Rentmeister, Jahn; Klein, Stefan: Business models - a fashionable term on the scales. In: ZfB supplementary booklet, 1 (2003), pp. 17–30. ISBN 978-3-409-12380-8

Web links

Wiktionary: Business model  - explanations of meanings, word origins, synonyms, translations

Individual evidence

  1. ↑ a b T. Burkhart, J. Krumeich, D. Werth, P. Loos: Analyzing the Business Model Concept - A Comprehensive Classification of Literature . In: ICIS 2011 Proceedings . International Conference on Information Systems, Shanghai. 2012, pp. 1-19.
  2. ↑ M. Morris, M. Schindehutte, J. Allen: The entrepreneur's business model: toward a unified perspective . In: Journal of Business Research . No. 58 (6), 2012, pp. 1-19.
  3. ^ C. Zott, R. Amit, L. Massa: The Business Model: Recent Developments and Future Research . In: Journal of Management . 37 (4), 2011, pp. 1019-1042.
  4. ^ Susan C. Lambert, Robyn A. Davidson: Applications of the business model in studies of enterprise success, innovation and classification: An analysis of empirical research from 1996 to 2010 . European Management Journal. Elsevier 2012. ISSN  0263-2373 .
  5. ^ Henry Chesbrough : Why Companies Should Have Open Business Models. , 2007, MIT Sloan Management Review, Vol. 48 No.2, pp. 22 ff
  6. ↑ Visnjic, I., Neely, A. & Jovanovic, M. (2018) The path to outcome delivery: Interplay of service market strategy and open business models. Technovation, Vol. 72-73, pp. 46-59.
  7. ↑ James Richardson: The business model: an integrative framework for strategy execution . In: Strategic Change . tape 17 , no. 5-6 , 2008, ISSN  1086-1718 , pp. 133-144 , doi : 10.1002 / jsc.821 .
  8. ↑ Alexander Osterwalder, Yves Pigneur, Christopher L. Tucci: Clarifying Business Models: Origins, Present, And Future Of The Concept . In: Communications of the Association for Information Systems . tape 15 . Association for Information Systems, 2005.
  9. ↑ Wirtz, B. (2001): Electronic Business, Wiesbaden 2001, p. 151.
  10. ↑ Wirtz, BW (2010): Business Model Management: Design - Instruments - Success factors of business models, Wiesbaden 2010, p. 119.
  11. ↑ Wirtz, BW (2011): Business Model Management: Design - Instruments - Success Factors, Wiesbaden 2011, p. 113.
  12. ↑ Alexander Osterwalder, Yves Pigneur: Business Model Generation , John Wiley & Sons, Hoboken NJ 2010.
  13. ↑ Stähler 2001: 41f.
  14. ↑ cf. Patrick Stähler, Business Models in the Digital Economy: Features, Strategies and Effects . ( Memento of the original from September 21, 2005 in the Internet Archive ) Info: The archive link was inserted automatically and has not yet been checked. Please check the original and archive link according to the instructions and then remove this notice. Josef Eul Verlag, Cologne-Lohmar 2001, pp. 38–52. @1@ 2Template: Webachiv / IABot / www.business-model-innovation.com
  15. ↑ Ramon Casadesus-Masanell, Joan Enric Ricart: From Strategy to Business Models and onto Tactics . In: Long Range Planning . tape 43 , no. 2-3 , 2010, ISSN  0024-6301 , p. 195–215 , doi : 10.1016 / j.lrp.2010.01.004 .
  16. ^ Donald W. Mitchell, Carol Bruckner Coles: Business model innovation breakthrough moves . In: Journal of Business Strategy . tape 25 , no. 1 , February 2004, ISSN  0275-6668 , p. 16-26 , doi : 10.1108 / 02756660410515976 .
  17. ^ David J. Teece: Business Models, Business Strategy and Innovation . In: Long Range Planing . 43, 2010, pp. 172-194.
  18. ↑ Bettis, RA (1998). Commentary on "Redefining Industry Structure for the Information Age" by JL Sampler , Strategic Management Journal, Vol. 19, pp. 357-361.
  19. ^ Stähler, Patrick (2002), Business Models as an Unit of Analysis for Strategizing. International Workshop on Business Models, Lausanne, Switzerland (organized by Alexander Osterwalder) .
  20. ^ Osterwalder, Alexander (2004) The Business Model Ontology: A proposition in a design science approach . (PDF; 3.3 MB), Ph. D. Thesis, University of Lausanne.
  21. ^ Business Model Foundry, Alexander Osterwalder, Yves Pigneur, University of Lausanne: Designing Business Models and Similar Strategic Objects: The Contribution of IS . In: Journal of the Association for Information Systems . tape 14 , no. 5 , May 2013, p. 237–244 , doi : 10.17705 / 1jais.00333 ( aisnet.org [accessed December 23, 2019]).
  22. ^ Daniel Veit, Eric Clemons, Alexander Benlian, Peter Buxmann, Thomas Hess: Business Models: An Information Systems Research Agenda . In: Business & Information Systems Engineering . tape 6 , no. 1 , February 2014, ISSN  1867-0202 , p. 45–53 , doi : 10.1007 / s12599-013-0308-y ( springer.com [accessed December 23, 2019]).
  23. ↑ Daniel Szopinski, Thorsten Schoormann, Thomas John, Ralf Knackstedt, Dennis Kundisch: Software tools for business model innovation: current state and future challenges . In: Electronic Markets . January 15, 2019, ISSN  1019-6781 , doi : 10.1007 / s12525-018-0326-1 ( springer.com [accessed December 23, 2019]).