International audiencePurpose The purpose of this paper is to help readers to better understand and manage the key drivers of business model performance. Design/methodology/approach This paper investigates research on business model performance to identify and illustrate five static and dynamic performance drivers. Findings While performance mechanisms linked to traditional business model components remain instrumental for business model success, the authors argue that managers need to adopt a more dynamic view, emphasizing how changing combinations of drivers matter over a firm’s life cycle. Originality/value The proposed approach combines insights from multiple theoretical perspective into an actionable framework for management practitioners

Purpose Imagining a new business model is a creative process that requires entrepreneurs to define how a firm can create and capture value with a new activity. The literature emphasises various tools and approaches for prototyping business models. The purpose of this paper is to investigate the suitability of story-making as a means of designing new business models and to shed light on its potential for stimulating creative entrepreneurial thinking. Design/methodology/approach This paper tests the use of story-making for business modelling in a real-life case to show its usefulness and shed light on its potential for stimulating creative entrepreneurial thinking. Findings The authors argue that story-making should be recognised as an approach to business modelling that can foster creativity and empathy. Building on insights from design thinking literature, the paper shows that planning for a long exploratory phase is necessary to allow system thinking. It also shows that anchors can act as intermediary stopping rule and help manage complexity. Originality/value The paper introduces an original method for crafting business models during early stages of the innovation process and argues that this method could also be used to design business processes, especially when they are not already formalised.

The full digitization of products and services coupled with advanced analytics impacts the dynamics of BMs and requires entrepreneurs to adapt their managerial capabilities to meet new challenges regarding customer needs, regulations, and privacy. Our research shows that the three main kinds of managerial capabilities required of entrepreneurs are: information technology (IT) capabilities for internal issues, strategic capabilities for external issues, and BM-specific capabilities to manage the in/out interface. This research underlines the challenges of managing network effects, value appropriation, and sensitive information in the digital health industry. Management, France. Her research interests include innovation, business models and sustainability issues. Julie Bastianutti is associate professor of Strategy at University of Lille I (LEM, UMR 9221), France. Her present research includes corporate social responsibility, sustainability issues and business models. Meyer Haggège is post-doctoral member fellow of innovation strategic management at Grenoble Ecole de Management, France. His present research focuses on business model innovation and value co-creation issues. How to cite this article: Gauthier C, Bastianutti J, Haggège M.Managerial capabilities to address digital business models:The case of digital health.

Despite their promise for tackling environmental problems, sustainable technologies are difficult to move from niche to mass markets. They require firms to develop innovative business models. This article focuses on how firms can develop their value propositions to increase the market attractiveness of sustainable technologies that are economically attractive but are difficult to commercialize. The results are based on an analysis of six German utilities that developed offers for power supply self-sufficiency using photovoltaic technology. The article proposes four generic tactics firms can use to market this technology—simplify, mimic, configure, and engage—and describes and discusses how each of these tactics can help firms deliver and capture value. The study also compares and contrasts how firms combine tactics to increase the attractiveness of their value propositions. The article contributes to the growing literature on business models for sustainability and proposes recommendations to help sustainable innovation overcome customer inertia.