Modelling in Business Model Design:Reflections on Three Experimental Cases in Healthy Living (original) (raw)
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Drawing on research undertaken in the history and philosophy of science, with particular reference to the extensive literature which discusses the use of models in biology and economics, we explore the question 'Are Business Models useful?' We point out that they act as various forms of model: to provide means to describe and classify businesses; to operate as sites for scientific investigation; and to act as recipes for creative managers. We argue that studying business models as models is rewarding in that it enables us to see how they embody multiple and mediating roles. We illustrate our ideas with reference to practices in the real world and to academic analyses, especially in this Long Range Planning Special Issue on Business Models.
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Advances in Strategic Management, 2015
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A transition from a linear economy to a more sustainable and circular economy requires different business models. In this chapter, we provide you with an introduction to the nature and logic of business models. In essence, a business model is a description of how value creation between parties or partners is organized, at a particular moment, in a specific context, and given available resources. Conventional business modelling approaches have several weaknesses—the main point of criticism being their focus on creating financial value. With the Business Model Template (BMT), we try to resolve most of these criticisms. To do so we introduce three archetypal business models: the platform, community, and circular economy business models. This chapter provides an overview on how, over three stages and ten building blocks that together make up the Business Model Template, these archetypal business models will be used.
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This research proposes a prototyping perspective in design for business model innovation to facilitate disruption. The value of design-led approach for managing innovation has been recognised under the concept of ‘design thinking’. In the research on innovation, the concept of business model innovation has been discussed as business models started to be acknowledged as a key aspect of managing innovation. Although experimentation for business model innovation is argued to be of importance, how to apply prototyping of design thinking to business model innovation has been limitedly theorised. This research is based on a literature review to articulate theoretically the concept of prototyping in business model innovation. Through the literature review, this research identifies four key dimensions of prototyping in business model innovation: purpose, process, context and engagement. This paper focuses on the Process dimension to interrogate the existing argument.