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Business model

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A business model describes the of way in which an organization creates, delivers, and captures value (economic, social, cultural, or other forms of value). The process of business model construction is part of business strategy.

In theory and practice, the term business model is used for a broad range of informal and formal descriptions to represent core aspects of a business, including purpose, target customers, offerings, strategies, infrastructure, organizational structures, trading practices, and operational processes and policies. Business models are used to describe and classify businesses (especially in an entrepreneurial setting), but they are also used by managers inside companies to explore possibilities for future development. Also, well known business models operate as recipes for creative managers.[1]

Further reading

  • Analyzing the Business Model Concept — A Comprehensive Classification of Literature, T. Burkhart, J. Krumeich, D. Werth, and P. Loos, Proceedings of the International Conference on Information Systems (ICIS 2011). Paper 12. http://aisel.aisnet.org/icis2011/proceedings/generaltopics/12
  • 'The Business Model: Theoretical Roots, Recent Developments, and Future Research', C. Zott, R. Amit, & L.Massa., WP-862, IESE, June, 2010 - revised September 2010 (PDF)
  • Business Model Discovery by Technology Entrepreneurs. Steven Muegge. Technology Innovation Management Review, April 2012, pp. 5–16.
  • Models of opportunity: How entrepreneurs design firms to achieve the unexpected. George, G., Bock, AJ. Cambridge University Press, 2012, ISBN 978-0-521-17084-0.
  • Business model tool, Business life model by Santiago Restrepo Barrera, Colombia 2012, http://www.imaginatunegocio.com/#!business-life-model/c1o75 (Spanish)
  • "Special Issue on Business Models" Long Range Planning, vol 43 April 2010, that includes 19 pieces by leading scholars on the nature of business models
  • The Role of the Business Model in capturing value from Innovation: Evidence from XEROX Corporation’s Technology Spinoff Companies., H. Chesbrough and R. S. Rosenbloom, Boston, Massachusetts, Harvard Business School, 2002.
  • Leading the revolution., G. Hamel, Boston, Harvard Business School Press, 2000.
  • Changing Business Models: Surveying the Landscape, J. Linder and S. Cantrell, Accenture Institute for Strategic Change, 2000.
  • Developing Business Models for eBusiness., O. Peterovic and C. Kittl et al., International Conference on Electronic Commerce 2001, 2001.
  • Place to space: Migrating to eBusiness Models., P. Weill and M. R. Vitale, Boston,Harvard Business School Press, 2001.
  • Value-based Requirements Engineering - Exploring Innovative e-Commerce Ideas, J. Gordijn, Amsterdam, Vrije Universiteit, 2002.
  • Internet Business Models and Strategies, A. Afuah and C. Tucci, Boston, McGraw Hill, 2003.
  • Focus Theme Articles: Business Models for Content Delivery: An Empirical Analysis of the Newspaper and Magazine Industry, Marc Fetscherin and Gerhard Knolmayer, International Journal on Media Management, Volume 6, Issue 1 & 2 September 2004, pages 4 – 11, September 2004.
  • Business Model Generation, A. Osterwalder, Yves Pigneur, Alan Smith, and 470 practitioners from 45 countries, self-published, 2009
  • Sustaining Digital Resources: An on-the-ground view of projects today, Ithaka, November 2009. Overview of the models being deployed and analysis on the effects of income generation and cost management.
  • Paul Timmers: Business Models for Electronic Markets, Electronic Markets, Vol 8 (1998) No 2, pp. 3 – 8.

References

  1. (Charles Baden-Fuller and Mary Morgan, 2010)

Source

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