• References (35)
  • Citations (6)
Published on Dec 1, 2017
Steven H. Seggie10
Estimated H-index: 10
(ESSEC Business School),
Emre Soyer5
Estimated H-index: 5
(Özyeğin University),
Koen Pauwels30
Estimated H-index: 30
(NU: Northeastern University)
Abstract The continued survival of firms depends on successful innovation. Yet, legacy firms are struggling to adapt their business models to successfully innovate in the face of greater competition from both local and global startups. The authors propose that firms should build on the lean startup methodology to help adapt their business models while at the same time leveraging the resource advantages that they have as legacy corporations. This paper provides an integrated process for corporate...
Published on Dec 1, 2017
Jaideep Prabhu19
Estimated H-index: 19
(University of Cambridge),
Paul Tracey27
Estimated H-index: 27
(University of Cambridge),
Magda Hassan2
Estimated H-index: 2
(Warw.: University of Warwick)
In this paper we argue that formal exchanges with poor consumers in emerging markets are hard to create and maintain, resulting in widespread market failure. More specifically, in emerging markets the institutions required for exchange either function poorly or are entirely absent, making it difficult for sellers to deliver affordable and accessible offerings to poor buyers in a financially sustainable manner. The marketing challenge thus becomes (1) developing a viable business model to facilit...
Published on Dec 1, 2017
Alexander Leischnig9
Estimated H-index: 9
(QMUL: Queen Mary University of London),
Bjoern S. Ivens8
Estimated H-index: 8
(University of Bamberg),
Nadine Kammerlander11
Estimated H-index: 11
(WHU - Otto Beisheim School of Management)
Abstract The business model concept has received strong interest among both practitioners and academics. As recent reviews of the literature on business models indicate, the number of articles that deepen the understanding of the role and nature of the business model concept as well as its antecedents and consequences has grown rapidly in the last years (e.g., Zott et al. in Journal of Management, 37(4), 1019-1042, 2011; Wirtz et al. in Long Range Planning, 49(1), 36-54, 2016). Yet, this substan...
Published on Dec 1, 2017
Annette Tower2
Estimated H-index: 2
(UT: University of Tennessee),
Charles H. Noble17
Estimated H-index: 17
(UT: University of Tennessee)
Abstract Marketing research has paid scant attention to the notion of business models. This is surprising, considering that at the center of marketing is often the notion of creating a value proposition, one of the key components of business models. This paper identifies an emerging form of business model, which we term collective open business model, based on the concept of interdependent consumer collectives. We define an interdependent consumer collective as a group of consumers who benefit f...
Published on Dec 1, 2017
Thomas S. Robertson43
Estimated H-index: 43
(UPenn: University of Pennsylvania)
Abstract Innovation in marketing has focused on products and services and paid scant attention to business models. Yet there is an argument that business model innovation can sometimes have greater long run success than product innovation and that it is harder for competitors to emulate. In this review we examine the extant literature on business model innovation—primarily in adjacent academic fields—and suggest that marketing variables and methods play an essential role in conceptualizing the f...
Published on Dec 1, 2017
Anna-Greta Nyström7
Estimated H-index: 7
(Åbo Akademi University),
Miia Mustonen13
Estimated H-index: 13
Abstract The many definitions of business models can be summarized into two distinct approaches, the static and the transformational. This paper proposes a third approach, namely a dynamic approach to business models and argues that the flexible and adaptive nature of business models can be developed further based on the industrial network approach. The business model is embedded in business contexts and business networks, and is dependent on changes in the business environment. Due to these mut...
Published on Dec 1, 2017
Ivan Fedorenko2
Estimated H-index: 2
(Bentley University),
Pierre Berthon36
Estimated H-index: 36
(Bentley University)
This paper explores how value is co-created in crowdsourcing business models. We envision crowd contributors as a special kind of non-consumer multi-role stakeholder. Our model suggests that the value they derive from monetary rewards and other expected benefits of participation is mediated by experiential value and identity value. The latter is driven by contributors’ identification with a crowdsourcing platform as a virtual ‘space’ for co-creation, and by the peer identification with other con...
Published on Nov 1, 2017in Journal of the Academy of Marketing Science9.36
Heiko Wieland5
Estimated H-index: 5
(California State University, Monterey Bay),
Nathaniel N. Hartmann8
Estimated H-index: 8
Stephen L. Vargo46
Estimated H-index: 46
It is widely recognized that business models can serve as important strategic tools in innovation and market formation processes. Consequently, business models should have a prominent position in the marketing literature. However, marketing scholars have, so far, paid little attention to the business model concept, perhaps because it lacks an established definition and clear theoretical foundation. This article offers a definition for the business model concept that, using a fractal approach, co...
Published on Sep 1, 2017in Journal of Product Innovation Management3.78
Alina Sorescu11
Estimated H-index: 11
(A&M: Texas A&M University)
In recent times, more successful startups, such as Airbnb or Uber, have been spurred by business model innovation than by product innovation. I tap into the growing stream of research on business models from the strategy literature to propose ways in which companies can leverage information networks and big data to innovate their current business models or to develop new ones. I provide examples on how companies can leverage internal and external data to generate new business models and I propos...
Published on Jan 1, 2017in The Academy of Management Annals12.29
L. Massa54
Estimated H-index: 54
(WU: Vienna University of Economics and Business),
Christopher L. Tucci19
Estimated H-index: 19
(EPFL: École Polytechnique Fédérale de Lausanne),
Allan Afuah20
Estimated H-index: 20
(UM: University of Michigan)
Ever since the Internet boom of the mid-1990s, firms have been experimenting with new ways of doing business and achieving their goals, which has led to a branching of the scholarly literature on business models. Three interpretations of the meaning and function of “business models” have emerged from the management literature: (1) business models as attributes of real firms, (2) business models as cognitive/linguistic schemas, and (3) business models as formal conceptual representations of how a...
Cited By6
Published on May 24, 2019
Manjit S. Yadav18
Estimated H-index: 18
(A&M: Texas A&M University),
Manjit S. Yadav
Published on Mar 5, 2019in Journal of Business & Industrial Marketing1.96
Kenneth H. Wathne9
Estimated H-index: 9
(BI Norwegian Business School),
Øystein D. Fjeldstad10
Estimated H-index: 10
(BI Norwegian Business School)
Published on Feb 13, 2019in Journal of Business & Industrial Marketing1.96
Denis Klimanov (HSE: National Research University – Higher School of Economics), Olga A. Tretyak3
Estimated H-index: 3
(HSE: National Research University – Higher School of Economics)
Purpose The purpose of this paper is to establish a connection between the business model (BM) and B2B marketing research by developing a new approach to the BM analysis and improvement, which is based on inter-organizational networks and value chains. Design/methodology/approach The methodology is based on mutual enrichment of methods and results of BM and business-to-business marketing studies that are relatively isolated from each other, and on integration of them to the unified structured ap...
Published on Jan 3, 2019
Shinhye Kim (MU: University of Missouri), Melanie Bowen1
Estimated H-index: 1
(University of Giessen),
Xiaohan (Hannah) Wen (Özyeğin University)
In order to stay competitive, organizations need to regularly revamp and innovate their business model (BM). A key catalyst for innovation—acknowledged by managers as well as academics—is input from customers. However, the functional aspect of customer input in the process of business model innovation (BMI) is still ambiguous. In this paper, we explore the role of customers in the process of BMI and propose a conceptual model that links customer input to BMI success. Particularly, our model demo...
Published on Dec 1, 2018in Journal of Business Research4.03
Michael R. Czinkota27
Estimated H-index: 27
(Georgetown University),
Hans Rüdiger Kaufmann1
Estimated H-index: 1
(University of Applied Management)
+ 1 AuthorsMaria Antonella Ferri2
Estimated H-index: 2
Abstract In 2015, a new kind of company was introduced by law in Italy: the for-Benefit Company (fBComp). Such firms are characterized by a relevant novelty: they are for-profit companies whose statute explicitly recognizes and intends the impact of managerial decisions on the wellbeing of society as well as of its shareholders. This study suggests on the fBComp as a new “social” business model (SBM) which integrates social and competitive behaviors. Thereby, the company achieves its objectives ...
Published on Jun 1, 2018
O. C. Ferrell (AU: Auburn University)
El-Ansary et al. (AMS Review., 2017) provide a 100-year historical review of the concepts and paradigms that have led to an identity crisis in marketing. This commentary is a retrospective review, contributing to the understanding of the evolution of concepts and changes in the marketing discipline which have precipitated this identity crisis. In addition, progress in the development of marketing theory is examined to determine if there are major theorie...