A six-step approach to business model innovation

Eurich, Markus; Weiblen, Tobias; Breitenmoser, Pablo

doi:10.1504/ijeim.2014.064213

Cited by 29 publications

(26 citation statements)

References 35 publications

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“…These methods include, among others, the description of successful BMIs and the development of taxonomies or design patterns. Eurich et al (2014) review the strengths and weaknesses of these approaches and propose a structured process that is combined with visual methods. For instance, the identification of business model patterns to stimulate analogical reasoning has gained increasing adoption in business model ideation methods (Abdelkafi et al, 2013;Amshoff et al, 2015;Gassmann et al, 2014;Mikusz et al, 2015).…”

Section: Suitability Of Identified Vbmr In Bmi Processmentioning

confidence: 99%

Visual tools for business model innovation: Recommendations from a cognitive perspective

2017

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Managers involved in business model innovation (BMI) encounter a series of cognitive challenges. Although cognition research provides important insights into how visual tools can reduce cognitive challenges, it does not address the effective design of business model tools. To advance our understanding in this area, this research applies a cognition-centered perspective to analyze different visual business model representations. It builds upon a systematic literature review that identifies a selection of 45 visual representations from the academic literature and a sample of 50 visualizations from outside the academic realm. A content analysis of the sample reveals that all visual business model representations can be classified into three complementary categories, leading to a novel framework for distinguishing business model understandings. After assigning each visual representation to the framework, we use findings from the cognition literature to derive recommendations on how to select suitable graphic forms for different phases of the BMI process. Thus, this research contributes to the broader understanding of how visual tools can support business model innovation at a cognitive level.

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Section: Suitability Of Identified Vbmr In Bmi Processmentioning

confidence: 99%

Visual tools for business model innovation: Recommendations from a cognitive perspective

2017

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“…There is no consensus on how business model development unfolds. Some advocate that systematic and structured processes generate business model development [22,35,36]. Trial and error is another pathway [22,29,37].…”

Section: The Technology Shift In District Heating From the Third To Tmentioning

confidence: 99%

Business Model Changes in District Heating: The Impact of the Technology Shift from the Third to the Fourth Generation

Lygnerud

2019

Energies

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This paper addresses the implications on the business model of district heating companies of the technology shift targeting lower temperatures in the distribution network. Lower temperatures are valuable, since heat supply to low-energy buildings with low grid losses is facilitated. In addition, low-temperature heat sources can be integrated into an efficient energy system, improving the environmental performance of the industry. This technology shift opens a window of opportunity to update the business logic in the sector, since the lower temperatures allow a diversification of the value proposed to customers and a closer, long-term customer relationship. The extent to which the business model is impacted by the shift is not known. Thus, six cases of low temperature implementation from five European countries have been identified. Interviews with the project managers of the implementations show that the six cases made limited change to the primary business model when making the technological shift. Consequently, there is an unexplored potential for updating the value proposition and the customer relationship.

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“…There is no consensus on a definition of what a business model is or on how business model development is realized. Some researchers advocate that business model development is the result of a systematic and structured process [18,71,72]. Others claim that it stems from trial and error [18,19,73].…”

Section: Background: Theoretical Frameworkmentioning

confidence: 99%

Challenges for business change in district heating

Lygnerud

2018

Energ Sustain Soc

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Background: The Swedish district heating sector is successfully transitioning to a low-carbon energy system. The industry has expanded since the 1950s and currently meets more than half the Swedish heat demand. The heat market was deregulated in 1996, and thereafter, companies have been exposed to an increasing number of challenges related to technology, institutional factors and market. Since municipal ownership dominates, municipal companies must manage these challenges to ensure future competitiveness. However, theory suggests that business change is difficult when the current model is still working. To date, Swedish district heating companies have revisited their price models and customer perceptions. There is limited knowledge on how the business challenges are managed and on the management strategy's impact on the business. In this paper, new knowledge is generated regarding how the customer and resource-oriented sides of the municipally owned district heating business in Sweden are changing. Methods: A case study approach was adopted. Data were collected by interviews and by review of the national research programme on district heating (Fjärrsyn). The programme served as a proxy for frontline research on Swedish district heating. The data were analyzed through the business model canvas framework. Results: Changes to meet external pressures are identified on the customer side of the business model, but changes are also spreading to other parts of it. However, the key resource component (distribution networks and production unit) and its logic of economics of scale are unchanged and dominate. The logic is not compatible with shrinking heat demand; nevertheless, it is preferred. Conclusions: It is concluded that external challenges have resulted in changes in the customer side of the business model. However, the largest challenge is the transformation of key resources. Accounting for external challenges extends the life of the current business model, but it is not increasing competitiveness. The prolonged life creates a window of opportunity for the companies to begin the needed transformation of their key resources. If the transformation is successful, district heating will have a role in the future energy system. If the transformation is not undertaken, the future is less certain.

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A six-step approach to business model innovation

Cited by 29 publications

References 35 publications

Visual tools for business model innovation: Recommendations from a cognitive perspective

Visual tools for business model innovation: Recommendations from a cognitive perspective

Business Model Changes in District Heating: The Impact of the Technology Shift from the Third to the Fourth Generation

Challenges for business change in district heating

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