Digital Business Model Patterns of Big Pharmaceutical Companies - A Cluster Analysis

Tangour, Cyrine; Gebauer, Marc; Fischer, Luise; Winkler, Habil Herwig

doi:10.1007/978-3-030-30874-2_31

Cited by 3 publications

(3 citation statements)

References 23 publications

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“…The structure used for the establishment of the business model framework in this study follows (Amshoff et al , 2015), also applied by Curtis (2021) and Tangour et al (2019). This structure is constituted of components , which are decomposed into variables , each variable itself further decomposed into configuration options .…”

Section: Methodsmentioning

confidence: 99%

“…Each company could then be represented by a set of configuration options within the business model framework. A binary characteristic list is a record of the business model configuration options used or not by each manufacturer, with 1 indicating the presence of the characteristic in the company and 0 indicating the absence of the configuration option (Tangour et al , 2019). An excerpt of the present study’s binary characteristic list can be found in Table 1 is not in Section 4.…”

Section: Methodsmentioning

confidence: 99%

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Business model patterns in the 3D food printing industry

Nopparat

Motte

2023

IJIS

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Purpose Present for more than 20 years, 3D food printing (3DFP) technology has not experienced the same widespread adoption as its non-food counterparts. It is believed that relevant business models are crucial for its expansion. The purpose of this study is to identify the dominant prototypical business models and patterns in the 3DFP industry. The knowledge gained could be used to provide directions for business model innovation in this industry. Design/methodology/approach The authors established a business model framework and used it to analyse the identified 3DFP manufacturers. The authors qualitatively identified the market’s prototypical business models and used agglomerative hierarchical clustering to extract further patterns. Findings All identified 3DFP businesses use the prototypical business model of selling ownership of physical assets, with some variations. Low-cost 3D food printers for private usage and dedicated 3D food printers for small-scale food producers are the two primary patterns identified. Furthermore, several benefits of 3DFP technology are not being used, and the identified manufacturers are barely present in high-revenue markets, which prevents them from driving technological innovation forward. Practical implications The extracted patterns can be used by the companies within the 3DFP industry and even in other additive manufacturing segments to reflect upon, refine or renew their business model. Some directions for business model innovation in this industry are provided. Originality/value To the best of the authors’ knowledge, this is the first quantitative study to give an account of the current 3DFP business models and their possible evolution. This study also contributes to the business model patterns methodological development.

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Section: Methodsmentioning

confidence: 99%

Section: Methodsmentioning

confidence: 99%

Business model patterns in the 3D food printing industry

Nopparat

Motte

2023

IJIS

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“…This movement, which has roots in the Japanese movement of Total Quality and in software development practices popularized in the 1990s and 2000s, is called Lean Startup Approach, LSA (Carroll & Casselman, 2019;Ghezzi, 2019;Ghezzi & Cavallo, 2020;Sanasi, Ghezzi, Cavallo, & Rangone, 2019). These practices have been influencing a new generation of digital entrepreneurs (Remane, Hanelt, Nickerson, & Kolbe, 2017;Tangour, Gebauer, Fischer, & Winkler, 2019), the creation of new products and services, and the improvement of the value chain and organizational processes.…”

Section: Digital Ecosystems and Digital Entrepreneurshipmentioning

confidence: 99%

Lessons from the fastest Brazilian unicorn

Damasceno

Morini

Pannellini

2021

INMR

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PurposeThe purpose of this paper is to analyze the process of why a Brazilian digital startup company reached unicorn status the fastest.Design/methodology/approachAfter the literature review, the authors conducted the questionnaire containing 13 questions used in 18 in-depth interviews conducted in the case study. Saturation point combined with the independent and in-depth analysis of the researchers is used to achieve internal and external validity. The primary data collected underwent an analytical approach, followed by a resource-based view (RBV). RBV does not deal with time. There is a gap in the literature and an opportunity here: to analyze the fastest company to become a unicorn under the RBV lens.FindingsThe case reveals that value can be found in traditional sectors, as is the case of the real estate sector. This is a case of a company in the direct home-buying space.Practical implicationsThe contribution of this paper is both practical, with the seven lessons, and theoretical. Resources allocated to a specific context in a specific geographic region shift the attention away from the absolute value of resources to the timing of aggregating them. Thus, the contribution accounting for time is new to the RBV.Originality/valueThe originality lies in the analysis of the dynamics of digital businesses with exponential growth.

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