Business Model Patterns for Disruptive Technologies

Abstract

Companies nowadays face a myriad of business opportunities as a direct consequence of manifold disruptive technology developments. As a basic characteristic, disruptive technologies lead to a severe shift in value-creation networks giving rise to new market segments. One of the key challenges is to anticipate the business logics within these nascent and formerly unknown markets. Business model patterns promise to tackle this challenge. They can be interpreted as proven business model elements, which reveal valuable insights about pursued business logics. The approach in general helps increasing efficiency in business models design processes, but especially lacks methodological support so far. The paper at hand, therefore presents a methodology for pattern-based business model design simplifying development and analysis of business models for disruptive technologies. The methodology has been validated within several industrial projects.

The Business Model Pattern Database — A Tool for Systematic Business Model Innovation

“…When defining business model patterns, researchers often refer to Christopher Alexander, a famous architect who is considered to be the father of patterns (e.g., Abdelkafi et al, 2013;Amshoff et al, 2015;Osterwalder and Pigneur, 2010). He made several publications on the use of patterns in architecturemost famously, "A Pattern Language" (Alexander et al, 1977), in which he proposes 253 patterns that can be used to design even highly complex architecture.…”

Approach for a Pattern-Based Development of Frugal Innovations

“…• resource-constrained innovation (Capasso et al, 2013;Ray & Ray 2010) • cost innovation (Williamson, 2010) • reverse innovation (Govindarajan & Trimble, 2012) • frugal re-engineering (Shivaraman et al, 2012) • shanzhai (Kao & Lee, 2010) • lean innovation (Tiwari & Herstatt, 2012) • disruptive innovation (Bower & Christensen, 1995;Tiwari & Herstatt, 2012) • jugaad (Radjou et al, 2012) • grassroots innovation (Hilmi, 2012;Seyfang & Smith, 2007) • inclusive innovation (Heeks et al 2013;Nijhof et al, 2002) • bottom of the pyramid innovation (Bieger & Reinhold, 2011;Ernst et al, 2013) • Ghandian innovation (Prahalad & Mashelkar 2010) timreview.ca form communication is created (Amshoff et al, 2014). In this way, expert knowledge can be transferred to non-experts (Corfman, 1998), for example, expert knowledge about problems and solutions in frugal markets can be used by engineers in industrialized countries.…”

Untitled

“…• resource-constrained innovation (Capasso et al, 2013;Ray & Ray 2010) • cost innovation (Williamson, 2010) • reverse innovation (Govindarajan & Trimble, 2012) • frugal re-engineering (Shivaraman et al, 2012) • shanzhai (Kao & Lee, 2010) • lean innovation • disruptive innovation (Bower & Christensen, 1995; • jugaad (Radjou et al, 2012) • grassroots innovation (Hilmi, 2012;Seyfang & Smith, 2007) • inclusive innovation (Heeks et al 2013;Nijhof et al, 2002) • bottom of the pyramid innovation (Bieger & Reinhold, 2011;Ernst et al, 2013) • Ghandian innovation (Prahalad & Mashelkar 2010) timreview.ca form communication is created (Amshoff et al, 2014). In this way, expert knowledge can be transferred to non-experts (Corfman, 1998), for example, expert knowledge about problems and solutions in frugal markets can be used by engineers in industrialized countries.…”