From Strategy to Business Models and onto Tactics

Casadesus-Masanell, Ramón; Ricart, Joan E.

doi:10.1016/j.lrp.2010.01.004

Cited by 1,727 publications

(1,195 citation statements)

References 12 publications

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“…The business model concept -a hot topic in research today (Baden-Fuller et al, 2010) -comes from practitioners of the late 1990s, and is seen as distinct from strategy: "strategy refers to the choice of business models through which the firm will compete in a marketplace" (Casadesus-Masanell and Ricart, 2010). Teece (2010) proposal.…”

Section: Business Modelsmentioning

confidence: 99%

When technological discontinuities and disruptive business models challenge dominant industry logics: Insights from the drugs industry

Sabatier

Craig-Kennard²,

Mangematin

2012

Technological Forecasting and Social Change

136

109

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Section: Business Modelsmentioning

confidence: 99%

When technological discontinuities and disruptive business models challenge dominant industry logics: Insights from the drugs industry

Sabatier

Craig-Kennard²,

Mangematin

2012

Technological Forecasting and Social Change

136

109

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“…Several tools to describe the components of a business model have been developed, such as the Canvas (Osterwalder and Pigneur 2013) or the RCOV framework . Moreover, the notion of business model has been contrasted with the traditional concept of strategy, with Casadesus-Masanell and Ricart (2010) calling the business model a reflection of a firm's realized strategy.…”

Section: Value Creation Value Appropriation and The Value Propositionmentioning

confidence: 99%

A marketing perspective on business models

Gatignon

Lecocq

Pauwels

et al. 2017

AMS Rev

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“…One proponent for the relationship between BM and strategy is that BM is the way that operationalizes the strategy [3], [28]. Further, literature proposes that a firm"s tactics are tailored to the BM [28].…”

Section: Bmc and Scm Orientationmentioning

confidence: 99%

Effect of Business Model Complexity on Supply Chain Management: A Case Study of Apparel Value Networks

Gunawardhana¹,

Suzuki²,

Enkawa³

2015

JOEBM

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Abstract-Focusing on the impact of business model (BM) on supply chain management (SCM), the paper takes a case study approach with six global apparel value networks to quantify the complexity created by the BM of a value network and to assess how SCM orientations differ among value networks owing to internal and external BM complexities. Results reveal a clear distinction among value networks in terms of BM complexities. Further, there are significant differences in areas of focus in SCM between high complex and less complex group proving that BM complexity matters significantly to SCM.Index Terms-Business model complexity, supply chain, apparel case study, value networks.

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From Strategy to Business Models and onto Tactics

Cited by 1,727 publications

References 12 publications

When technological discontinuities and disruptive business models challenge dominant industry logics: Insights from the drugs industry

When technological discontinuities and disruptive business models challenge dominant industry logics: Insights from the drugs industry

A marketing perspective on business models

Effect of Business Model Complexity on Supply Chain Management: A Case Study of Apparel Value Networks

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