Business models: Impact on business markets and opportunities for marketing research

Global business services

“…What used to be a neglected support activity within a manufacturing firm has become the focus of management and the core competency of an independent service provider. Similar arguments can be advanced for a wide range of support services which has led enterprises to be able to hire almost any conceivable business activity, capability and asset as a service (see Figure 2), and allow for an array of innovative new business models (Ehret, Kashyap, and Wirtz 2013).…”

“…According to Rubalcaba-Bermejo (2004), business services contribute to global access to capital, and productive inputs and technology, but also to access to new markets and, more recently, to off-shoring and international outsourcing processes. In recent years, several government and industry reports (e.g., BIZ 2010; Fersht et al 2011;Huber and Danino 2012;NSF 2012), and the academic literature in domains such as economics (e.g., Ciarli et al 2012) and services marketing (e.g., Ehret and Wirtz 2010;Ehret, Kashyap, and Wirtz 2013;Ndubisi 2010;Wirtz and Ehret 2009) have raised attention to the rise of business services.…”

“…A key reason is that specialized service providers see the provision of these processes, assets and people as a business opportunity and they build core competencies around those (Rifkin 2000). As such, business services build upon the re-allocation of ownership from clients to service providers, thus enabling collaborative modes of value creation (Ehret, Kashyap, and Wirtz 2013). The economic potential results from the fact that ownership carries both costs and benefits.…”

Additive manufacturing for consumer-centric business models: Implications for supply chains in consumer goods manufacturing

“…Managing all these processes in parallel could create certain paradoxes, which will need to be balanced with the right leadership and strategies (Benson-Rea et al, 2013;Bouncken et al, 2015;Chesbrough, 2010;Laursen and Salter, 2014;Smith et al, 2010). And given the holistic nature of the framework and solutions that can or may be derived from AM technologies and business models, it will advantageous to consider the possible benefits for or effects on other domains and functional areas, beyond R&D and manufacturing, such as marketing or entrepreneurship (Chesbrough and Bogers, 2014;Coombes and Nicholson, 2013;Ehret et al, 2013;George and Bock, 2011).…”

Integrating Environmental Science and the Economy: Innovative Partnerships between the Private Sector and Research Infrastructures

“…A business model that is likely to bring these two disparate communities together has yet to be established and with it, the necessary common language to bridge these communities. Indeed, capturing the value added of scientific research through metrics traditionally found in business models and adjacent marketing strategies is difficult (Ehret et al, 2013).…”