BUSINESS MODEL INNOVATION

Studies on business model design, protection, and anchoring

DISSERTATION
of the University of St. Gallen,
School of Management,
Economics, Law, Social Sciences
and International Affairs
to obtain the title of
Doctor of Philosophy in Management

submitted by

Amir Bonakdar

from
Germany

Approved on the application of

Prof. Dr. Oliver Gassmann

and

Prof. Dr. Elgar Fleisch

Dissertation no. 4334

Difo-Druck GmbH, Bamberg 2015

The University of St. Gallen, School of Management, Economics, Law, Social Sciences
and International Affairs hereby consents to the printing of the present dissertation,
without hereby expressing any opinion on the views herein expressed.

St. Gallen, October 22, 2014

The President

Prof. Dr. Thomas Bieger

Meinen Eltern
 I

Table of Content
List of Figures and Tables……………………………………………………………………III
Abstract………………………………………………………………………………………IV
Zusammenfassung…………………………………………………………………………….V

1. Introduction ....................................................................................................................... 1

2. Intra-firm networks and novelty-centered business models..........................................6

2.1. Introduction ..................................................................................................................................7
2.2. Theoretical background ................................................................................................................8
2.2.1. Novelty-centered business model design ...............................................................................8
2.2.2. Intra-organizational networks.............................................................................................. .9
2.3. Hypothesis development ............................................................................................................. 11
2.3.1. Tie Strength and Novelty-Centered Business Models ..........................................................11
2.3.2. Network Closeness and Novelty-Centered Business Models ...............................................13
2.4. Methodology ............................................................................................................................... 15
2.4.1. Sample and Data Collection ................................................................................................ 15
2.4.2. Measures ..............................................................................................................................17
2.5. Results and discussion .................................................................................................................20
2.6. Implications, limitations, future research .................................................................................... 24

3. Capturing value from business models: the role of formal and informal protection
strategies........................................................................................................................... .......26
3.1. Introduction ................................................................................................................................. 27
3.2. Theoretical background ...............................................................................................................29
3.2.1. Business models....................................................................................................................29
3.2.2. IP protection strategies ........................................................................................................ 32
3.3. Methodology ............................................................................................................................... 35
3.3.1. Case study approach ............................................................................................................35
3.3.2. Data collection .....................................................................................................................40
3.3.3. Data analysis and rating matrix...........................................................................................41
3.4. Results ......................................................................................................................................... 43
3.4.1. Razor and Blade and IP protection strategies .....................................................................46
3.4.2. Franchising and IP protection strategies.............................................................................47
3.4.3. Pay-per-use and IP protection strategies.............................................................................48
3.4.4. Multi-sided platform and IP protection strategies ............................................................... 50
3.5. Conclusions, implications, limitations, and future research........................................................51
3.5.1. Conclusions .......................................................................................................................... 51
 II

3.5.2. Theoretical Implications ......................................................................................................52

3.5.3. Managerial implications ......................................................................................................52
3.5.4. Limitations and future research ...........................................................................................53

4. Identifying business model archetypes for a targeted innovation approach ............. 54

4.1. Introduction ................................................................................................................................. 55
4.2. Theoretical background ...............................................................................................................56
4.2.1. Business models and approaches to business model categorization .................................. 56
4.2.2. Business model innovation process and approaches to leverage available knowledge ......60
4.3. Methodology ............................................................................................................................... 61
4.3.1. Research setting and case selection .....................................................................................61
4.3.2. Data collection .....................................................................................................................65
4.3.3. Data analysis ........................................................................................................................65
4.4. Empirical findings on business model archetypes ......................................................................67
4.4.1. Network Level .......................................................................................................................67
4.4.2. Enterprise Level ...................................................................................................................70
4.5. Discussion: Implications for the business model innovation process .........................................73
4.5.1. Analysis Phase......................................................................................................................74
4.5.2. Ideation Phase ...................................................................................................................... 74
4.5.3. Validation Phase ..................................................................................................................77
4.6. Implications for theory and practice............................................................................................ 77

5. Designing innovative business models ........................................................................... 80

5.1. Design thinking as an additional lever for successful Business Model Innovation .................... 81
5.2. The Business Model Navigator and its application in business model innovation projects ...... 82
5.3. Method ........................................................................................................................................ 85
5.4. The strength of Design thinking for business model design .......................................................87
5.4.1. Design thinking in the initiation phase ................................................................................87
5.4.2. Design thinking in the ideation phase..................................................................................89
5.4.3. Design thinking in the integration phase .............................................................................92
5.5. Summary ................................................................................................................................... ..96

6. References .........................................................................................................................98

7. Curriculum vitae............................................................................................................ 112

 III

List of Figures and Tables

List of Figures
Figure 1: Business model articles in the Business/Management field ...................................... 3  
Figure 2: Network diagram for tie strength ............................................................................. 11  
Figure 3: Tie strength and novelty-centered business model design ....................................... 22  
Figure 4: Network closeness and novelty-centered business model design ............................ 23  
Figure 5: Business model protection framework ..................................................................... 45  
Figure 6: Network Level ......................................................................................................... 67  
Figure 7: Enterprise Level ....................................................................................................... 70  
Figure 8: Innovation Process ................................................................................................... 73  
Figure 9: The Business Model Navigator ................................................................................84  
Figure 10: Divergent analysis & convergent synthesis ........................................................... 88  
Figure 11: Conceptual model for a Pivot-Thinker................................................................... 90  
Figure 12: Hunter-Gatherer Model for the representation of a design thinking Journey ........ 93  
Figure 13: Media-models framework ......................................................................................95  

List of Tables
Table 1: Means, standard deviations, and correlations ............................................................ 21  
Table 2: Results of regression analysis for novelty-centered business model design ............. 21  
Table 3: Research sample and case description....................................................................... 36  
Table 4: Overview of IP protection and rating matrix............................................................. 44  
Table 5: Existing approaches to business model categorization ............................................. 58  
Table 6: Business model cases in our research sample ........................................................... 62  
Table 7: Business Model Innovation Process and Design Thinking enhancements ............... 86  
 IV

Abstract:

This dissertation explores how firms create and capture value with business model
innovation. The goal is to contribute to research on business model innovation and to
thereby strengthen firms’ capabilities to innovate their business models more
strategically and in a more sophisticated way as most of them already do for their
products and technologies. The dissertation consists of four individual articles that
address questions on business model design, protection, and the anchoring of business
model innovation teams within organizations.

The first article deals with innovation teams commissioned to innovate a firm’s
business model. Based on a study of 20 global players from the manufacturing and
service industry, the article shows how the teams’ intra-firm network, that is the
interaction with other organizational sub units within the firm, impacts the degree of
novelty of the designed business models.

The second article is devoted to the question of how firms capture value from
business model innovation by the use of formal and informal intellectual property (IP)
protection strategies. The empirical analysis based on a case sample of 24 firms shows
that the choice of IP protection is contingent on the applied business model.

The third article highlights that companies often systematically incorporate

knowledge about existing solutions into the innovation process for products and
technologies, but rarely do so, when it comes to business models. Based on a literature
review and an empirical analysis of 29 firms, the article derives a framework for
business model archetypes and discusses its application in the context of the
innovation process.

The fourth article investigates on the role of design thinking in business model
innovation. Based on the St. Gallen Business Model Navigator, expert interviews, and
a workshop with experts from Stanford University’s Center for Design Research the
article provides insights and checklists on how to further enhance the initiation,
ideation, and integration phase of the St. Gallen Business Model Navigator by the use
of design thinking.
 V

Zusammenfassung:
Die vorliegende Dissertation untersucht, wie Unternehmen mit Geschäftsmodell-
innovationen Wert schaffen und Teile dieses Werts für das eigene Unternehmen
sicherstellen können. Ziel ist es, hiermit einen Beitrag zur Geschäftsmodellforschung
zu leisten und im Speziellen Unternehmen dazu zu befähigen, ihr Geschäftsmodell
strategischer und differenzierter zu innovieren - so wie es in vielen Unternehmen
bereits für Produkte und Technologien der Fall ist. Die Dissertation besteht aus vier
individuellen Artikeln, die Fragen zum Geschäftsmodelldesign und –schutz sowie zur
Verankerung von Geschäftsmodellinnovationsteams innerhalb von Unternehmen
untersuchen.

Der erste Artikel beschäftigt sich mit Innovationsteams, die beauftragt wurden, ein
neues Geschäftsmodell für ihre Firmen zu entwickeln. Im Rahmen einer Studie mit 20
Unternehmen aus der produzierenden und diensleistenden Industrie wird aufgezeigt,
wie das unternehmensinterne Netzwerk, das heisst die Interaktion der Innovations-
teams mit anderen Unternehmenseinheiten, den Innovationsgrad der neu entwickelten
Geschäftsmodelle beeinflusst.

Der zweite Artikel untersucht die Fragestellung, wie Unternehmen durch den Einsatz
von formalen und informalen Schutzstrategien Werte für das eigene Unternehmen
sicherstellen und ihr Geschäft vor Konkurrenz schützen können. Eine empirische
Analyse von 24 Firmen, zeigt, dass die Wahl der Schutzstrategien abhängig vom
angewandten Geschäftsmodell ist.

Der dritte Artikel beschäftigt sich mit der Fragestellung, wie Wissen über bestehende
Geschäftsmodelle systematisch in den Innovationsprozess integriert werden kann.
Basierend auf einer Literaturanalyse sowie einer empirischen Analyse von 29
Unternehmen wird ein Rahmenwerk für Geschäftsmodellarchetypen entwickelt und
dessen Anwendung im Rahmen des Innovationsprozesses diskutiert.

Der vierte Artikel untersucht die Rolle von design thinking im Rahmen von
Geschäftsmodellinnovation. Basierend auf dem St. Galler Business Model Navigator
sowie Experteninterviews und einem Workshop mit Experten des Center for Design
Research der Stanford University entwickelt der Artikel Erkenntnisse und
Checklisten, um die Inititierungs-, die Ideengenerierungs-, und die Integrationphase
des St. Galler Business Model Navigators weiter zu verfeinern.
 1

1. Introduction
Firms with innovative business models are omnipresent in the current business
environment. They do not only change the rules of the game in their own field of
business, but also often reshape entire industries with great success. Airbnb turned
millions of private homeowners and apartment dwellers into “hosts” renting out
lodging to travellers and thereby disrupting the business model of traditional hotels.
Founded only 2008, today it is valued with $10 billion, which makes it more valuable
than the Hyatt Hotels Corp. (Dickey, 2014). The San Francisco based startup Uber
replaces the classic Taxi business model by connecting private vehicle owners with
passengers and offering ride services that can be ordered through a mobile app. From
its foundation in 2009 until today, it is has become active in 70 cities in 41 countries
and with a valuation of $18 billion has become bigger than Hertz, Avis, or Budget
(Sorkin, 2014). The on-demand Internet streaming service business model of Netflix
made conventional brick-and-mortar video rental shops obsolete (Peterson, 2013). In
the same vein, the music streaming company Spotify attacks Apple’s iTunes store
with its new subscription based streaming business model (Dredge, 2014). This flat
rate model for music makes purchases of single songs unattractive and is about to
revolutionize the music industry again. These are only a few companies, who
exemplify that business model innovations have a huge impact on the way business is
done and that they are extremely powerful to attain competitive advantage.

As an overarching concept, a business model describes how a firm creates and

delivers value for its customers and its partners, but at the same time how it captures
parts of this value for itself and hence expresses the underlying logic of a firm’s
business (Teece, 2010; Zott, Amit, & Massa,. 2011). Various studies highlight the
relevance and importance of business model innovation as being superior to other
types of innovation. Business model innovators outperform product and process
innovators in terms of total shareholder return (BCG, 2008). Innovating business
models leads to greater competitive advantage than product or service innovations
(Economist Intelligence Unit, 2005). Firms that focus on business model innovations
increase operating margins much faster than those who put their emphasis on products
and services (IBM, 2006).
 2

In contrast to many successful startups, which challenged traditional companies with

innovative business models, only few established firms have managed to innovate
their existing ones successfully. One of them was Apple. Formerly a pure hardware
manufacturer in the personal computer market, it struggled for many years with
shrinking market shares due to a number of product flops. After launching the
iPod/iTunes business model, Apple became the first company to successfully
commercialize the mp3 technology and thereby revolutionized the music industry
(Abel, 2008). To date, it represents the largest music distributor worldwide. Hilti as a
leading manufacturer of construction tools fought the commoditization of their market
and Asian competitors who were able to produce and offer their products much
cheaper, but still good enough. Realizing that competing solely on the quality of
products was not sufficient anymore, Hilti introduced the “fleet management”
business model. Products were not sold up front per-item anymore but through a
leasing model with recurring monthly revenues instead. By guarantying availability,
maintenance, and management of their power tools Hilti’s customers were able to
lower their administrative costs and concentrate on their core jobs (Johnson,
Christensen, Kagermann, 2008). The new business model today accounts for a
significant amount of Hilti’s tool sales revenue. IBM managed to reinvent their
business model as well. Formerly a pure hardware manufacturer of semi-conductors
the company faced big losses in the beginning of the 1990s, that threatened the
existence of the company. IBM started to build a service business and leveraged its
IT-expertise to offer its customers numerous services to handle their IT-demands
(Chesbrough, 2007). Today, IBM Services Business accounts for more than half of its
revenue.

Despite their success, all of these established companies have in common, that they
started to innovate their business model only after they faced severe challenges with
their current ones. The list of companies who missed the time to adopt their business
model to future challenges and hence failed is much longer. It caused them painful
cutbacks or even bankruptcy. Kodak missed the adoption to digital photography and
filed for bankruptcy (Hsu, 2012). Blockbuster had to close its video rental stores due
to the rise of Netflix (Peterson, 2013). Quelle, formerly Germany’s largest catalog
seller, failed to successfully go online and also filed for bankruptcy (Burt, 2010).
Motorola missed to switch its focus from hardware sales to innovative software
 3

applications and - after severe struggles - was bought by Google mainly due to its
remaining patent portfolio and is now being sold again to Lenovo (Baptiste, 2014).
More firms can be added.
Why do firms only start to innovate their business model when they are already
struggling or when it is almost too late? One aspect is that although the awareness of
the benefits of business model innovation rises, its systematic application, similar to
product or technology innovation, has not been institutionalized in the corporate
environment yet. Global companies do not allocate more than 10% of their innovation
budget to the design of innovative business models (Johnson et al., 2008). To date,
firms’ capabilities to create new business models or to protect them from competition
are still underdeveloped.

Despite the high practical relevance of business model innovation, academic research
on the field is still limited. A study of Zott et al. (2011) on past business model
literature indeed reflects the practical importance of business model innovation. The
results show that the number of non-academic publications since the mid-1990s has
exponentially risen. Academic publications, however, have still fallen short (see
Figure 1).

Figure 1: Business model articles in the Business/Management field

Source: Zott et al. (2011)
 4

Furthermore, findings imply that academic research agrees, that the business model
depicts a new unit of analysis and represents a holistic view on how firms “do
business”. On the other side, academic business model research is still dispersed,
conducted in silos, and regarded as a quite young and burgeoning research field (Zott
et al. 2011). The challenges of incumbents to innovate their business models before
they are forced to do so by external events have also been addressed by past business
model research. Chesbrough (2010) points out that firms face high barriers to business
model innovation, as (a) new business models are in conflict with the current way
firms create value (Amit & Zott, 2001), (b) firms allocate their resources to
established areas with higher margins (Christensen, 1997), (c) firms are often
cognitively trapped in the dominant industry logic (Prahalad & Bettis, 1995;
Chesbrough & Rosenbloom, 2002), and (d) responsibilities for business model
innovation are not defined in firms, which leads to a so-called “business model
leadership gap” (Chesbrough, 2010). Pathways or solutions that support incumbents to
innovate their business models continuously, similar to products and technologies, are
rare.

This dissertation provides four individual articles that deal with the challenges
mentioned above. It does not claim to have the answers to all challenges raised, but
the intention is to shed light on this so far under-investigated phenomenon and to
advance business model research on this highly relevant topic. The goal is to
strengthen firms’ capabilities to innovate their business models more strategically and
more sophisticated as they already do for products and technology.
The first article points toward the social side of business model innovation. It
examines 76 intra-firm networks of business model innovation project teams
interacting with various organizational subunits within their firms to innovate their
business models. The analysis takes place in 20 global players in the manufacturing
and service industry, headquartered in Germany and Switzerland. In particular, the
article analyzes the network configurations of business model innovation project
teams and their effects on the creation of novelty-centered business model
innovations. The results suggest a U-shaped relationship between tie strength and
novelty-centered business model design. Furthermore, findings imply a linear,
positive relationship between network closeness and novelty-centered business model
design.
 5

The second article addresses the question of how firms capture value from business
model innovations. The article draws on a sample of 24 cases and explores how
business models relate to IP protection mechanisms for value capture. Based on that a
business model protection framework is derived. The empirical study reveals that the
choice of IP protection is contingent on the applied business model. While razor and
blade business models are characterized by both a high degree of formal and informal
protection, firms operating with franchising business models put higher emphasis on
informal protection strategies. Firms running the pay-per-use business model or the
multi-sided platform business model, apply both informal as well as formal protection
strategies to a medium degree in order to profit from business model innovation.
The third article highlights that while companies often systematically incorporate
knowledge about existing solutions into the innovation process for products or
processes, they rarely do so for business models. It emphasizes that the systematic
use of knowledge about existing business models is key for an effective and efficient
innovation process. Even though business models are highly company-specific,
they can be aggregated into archetypes that allow for a general categorization of all
types of business models. Based on a literature review and an empirical analysis of
a 29 firms, a framework for business model archetypes is developed. Subsequently,
implications for its application in the innovation process are drawn. The results
indicate, that the framework of business model archetypes can be used in the early
stages of the innovation process, thereby contributing to better results, particularly in
the ideation phase.

The fourth and last article examines the role of design thinking in business model
innovation and gives recommendations on how to use design thinking elements to
further enhance the business model innovation process. Based on expert interviews
and a workshop with experts from Stanford University’s Center for Design Research
the article provides insights and checklists on how to further enhance the initiation,
ideation, and integration phase of the St. Gallen Business Model Navigator by the use
of design thinking.
 6

2. Intra-firm networks and novelty-centered business models

Co-authored by Karolin Frankenberger and Oliver Gassmann

The business model concept refers to as a boundary-spanning activity system, which

focuses on a focal firm, while at the same time taking into account the value creating
and value delivering activities of partners, suppliers, and customers. While past
research has predominantly focused on value creating and delivering mechanisms of
business models, we go beyond this transactional dimension and extend business
model literature on social relationships between participants, who create novelty-
centered business models. In particular, we examined intra-firm networks of business
model innovation project teams and their effects on the creation of novelty-centered
business model innovations. An analysis of 76 intra-firm network configurations in 20
incumbents within the service and manufacturing industry confirmed the hypotheses.
Tie strength between business model innovation project teams and their interacting
organizational subunits shows a U-shaped relationship with novelty-centered business
model design, whereas network closeness and novelty-centered business models are
positively, linear related.
 7

2.1. Introduction

The business model concept has raised substantial attention among both academics
scholars and practitioners in recent years (Baden-Fuller & Morgan, 2010;
Chesbrough, 2007; McGrath, 2010; Zott, Amit, & Massa, 2011). Although literature
provides several definitions with regard to a business model, academics agree, that the
business model describes the basic logic of how a firm “does business” (Teece, 2010;
Zott et al., 2011). Research on business models is relatively young and researchers in
the past have predominantly focused on how activities performed in the context of a
firm’s business model create value for partners and a surplus for customers, while at
the same time generating and capturing profits for the focal firm itself (Björkdahl,
2009; Magretta, 2002; Shafer, Smith, & Linder, 2005; Teece, 2010; Zott et al., 2011).
Apart from this transactional dimension, questions about the social aspects, that are
the relationships between organizational actors who create business models, remain
unanswered. This is surprising since prior research has recommended to investigate
social aspects of business model participants in order to refine theory (Zott & Amit,
2010).

In order to contribute to a better understanding on the social side business models, we

analyzed the 76 intra-firm networks of business model innovation project teams
interacting with various organizational subunits of their firms to innovate their
business models. Our results suggest a U-shaped relationship between tie strength and
novelty-centered business model design. Furthermore, findings imply a linear,
positive relationship between network closeness and novelty-centered business model
design.
Our study contributes to the field of business models by incorporating its social side
that is the effects of the social capital constructs tie strength and network closure on
the degree of novelty-centered business model design. Furthermore, to our best
knowledge, we are the first to extend social network literature on novel insights about
the effects of intra-firm network configurations in the context of business model
innovations.
 8

2.2. Theoretical background

2.2.1. Novelty-centered business model design

Zott & Amit (2010) define the business model as an activity system, that spans
boundaries and focuses on a focal firm, while at the same time taking into account the
value creating and value delivering activities of partners, suppliers, and customers
(Brandenburger & Stuart, 1996). Zott & Amit (2007, p. 181) describe business model
design as “the design of an organization’s set of boundary-spanning transactions” and
distinguish between different themes, which can be part in any particular business
model. “The design themes describe the holistic gestalt of a firm’s business model,
and they facilitate its conceptualization and measurement” (Zott & Amit, 2008, p. 4).
Two themes of business model designs have been identified in past research - novelty-
centered and efficiency-centered business model designs (Zott & Amit, 2007, 2008).
Novelty-centered business model designs are characterized by performing business
with various participants in new ways. It can be achieved by connecting existing
participants in novel ways or linking new participants, who were previously not
involved in economic exchanges. Novelty-centered business models recombine
products, services, and information in new ways. Firms, who apply novelty-centered
business model designs, usually are pioneers in their industry. Efficiency-centered
business model designs, on the other hand, focus on reducing transaction costs in
terms of process or inventory costs and enable fast transactions, where participants
can make informed decisions (Williamson, 1975; Zott & Amit, 2008).
However, different from efficiency-centered designs, which are characterized by
operating existing business models with an emphasis on lower costs (Zott, 2003), it is
much more challenging to design and implement novelty-centered business model
designs in incumbent firms. Especially, incumbents face the challenge that the novel
design often conflicts with the traditional configuration of firm assets and its current
value creation and appropriation mechanisms (Amit & Zott, 2001). Managers are,
therefore, likely to resist changes that would threaten their ongoing value
(Chesbrough, 2010). This is especially the case for novelty-centered designs as
uncertainty is higher and future success more difficult to predict.

The goal of our study is to investigate how firms can tackle these challenges of
business model innovation and to design novelty-centered business models. Hence,
 9

we focus on novelty-centered business models, while still taking into account that
both design themes are not mutually exclusive (Zott & Amit, 2007).
Investigating, which intra-firm network configurations of business model innovation
teams are ideally suited to overcome these barriers and to create a novelty-centered
business model designs, depicts an area of research neglected so far. This is surprising
since prior research has recommended to examine the social side of business models
by investigating the relationships of the relevant business model participants (Zott &
Amit, 2010). The next section presents theory about intra-firm networks.

2.2.2. Intra-organizational networks

An organization can be viewed as a network of organizational units that represent
nodes, that interact with one another and thereby establish formal as well as informal
relationships (Brass, Galaskiewicz, Greve, & Tsai, 2004). These linkages between
organizational units are based on the relationships of individual members, who
interact interpersonally and extend their relationship originally founded as
representatives of their units or groups (Kilduff & Tsai, 2003; Lechner,
Frankenberger, & Floyd, 2010). Recently, various researchers have examined the
different effects of networks on innovation (Fleming & Marx, 2006; Moran, 2005;
Obstfeld, 2005; Rodan & Galunic, 2004; Smith, Collins, Clark, & Smith, 2005).

The reason for the increasing attention among researchers is that innovation is not
only created by individual actors inventing in isolation, but results from the
interactions of multiple actors sharing diverse knowledge trusting and supporting each
other (Landry, Amara, & Lamari, 2002; Zheng, 2010). These activities can be
influenced by certain patterns of inter-unit ties (Brass et al., 2004). Research on intra-
organizational networks can shed light on how intra-organizational units share their
resources with other organizational units in order to improve innovation (Kilduff &
Tsai, 2003; Tsai & Ghoshal, 1998).
Most intra-firm network studies suggested a positive influence of networks on
innovation. Smith et al. (2005) showed that the number of direct contacts employees
hold within their intra-firm network and the strength of these ties are positively related
to their knowledge creation capabilities, which in turn fosters the number of products
and services the firm introduces. Tsai and Goshal (1998) demonstrated that greater
 10

centrality of units in an organizational network is positively related to inter-unit

resource exchange, which impacts product innovations positively. Obstfeld (2005)
found in a study of the engineering division of an automotive manufacturer that higher
network density of an individual’s social net is positively related to his or her
involvement in innovation.
On the other hand, some studies also found diminishing returns or negative outcomes
from social networks. In a study of research scientists involved in university related
biomedical research, McFadyen & Cannella (2004) found a quadratic (inverted U-
shaped) relationship between in the number as well as the strength of relations and
knowledge creation. Hansen, Podolny, & Pfeffer (2001) gathered intergroup data of
67 product development teams and concluded that a network structure, which is
characterized by numerous strong and non-redundant ties, reduced project completion
time of teams with exploratory tasks. However, a negative influence was found for
teams whose tasks included the exploitation of existing organizational expertise.
Most of the prior intra-firm network studies, which investigated the effects of social
networks on innovation, put their focus on product or service innovations. So far
research on the effects in the context of business model innovation lacks findings.
This is surprising because different from product or service innovations, business
model innovations have a much higher impact on a firm’s boundary-spanning activity
system, and hence, need to be explored differently from only innovating products and
services. In addition, most of the studies focused on innovation performance. The
interesting question how different configurations of intra-firm networks influence the
business model designs created by business model innovation teams has been left out.
Different network configurations imply different behavior in terms of knowledge
exchange, trust, support, and commitment, which in turn foster or inhibit the design of
novelty-centered business model. Furthermore, to our best knowledge research has not
yet examined the effects of intra-firm networks in the context of business model
innovations.
 11

2.3. Hypothesis development

We argue that the intra-firm network of business model innovation project teams
impacts the design of newly developed business models. More specifically, we argue
that the degree of tie strength and network closeness affects the degree of novelty of
the created business model.

2.3.1. Tie Strength and Novelty-Centered Business Models

Tie strength describes the nature of a relationship in terms of a mix of the amount of
time, the emotional intensity and intimacy as well as the reciprocity associated with it
(Granovetter, 1973; Lechner et al., 2010). In order to describe the role of tie strength
in the creation of novelty-centered business models in incumbent firms, three possible
network configurations are presented in Figure 2. When the business model
innovation team holds strong ties to other organizational subunits (see left network
diagram in Figure 2), the business model innovation team creates trust and support,
which motivates for collaborative activities and generates collective identity
(Coleman, 1988; Krackhardt, 1992; Reagans & Zuckerman, 2001; Smith et al., 2005).

Organizational Organizational Organizational

Subunits Subunits Subunits

Business Model Business Model Business Model

Innovation Team Innovation Team Innovation Team

Strong ties Moderate ties Weak ties

Figure 2: Network diagram for tie strength

Trust and support are especially important for business model innovation teams as
managers are more likely to resist experiments with novel business models as business
model changes affect the whole organization and its ongoing value generation
mechanisms. Interactions between operations, engineering, marketing, sales, and
finance and may involve conflicts with some or all of these functions as they might
 12

see their current way of doing business threatened (Chesbrough, 2010). Trust and
support between these functions and the business model innovation team are likely to
help resolving these conflicts and shaping commitment to design and implement novel
business models. When ties are strong, other units or functions are more likely to
agree to support the business model innovation team for example through joint
problem solving and the exchange and combination of resources (Tsai & Ghoshal,
1998; Uzzi, 1997). The business model innovation team is more likely to view other
units as reliable sources of information and vice-versa (Lechner et al., 2010).
Furthermore, higher trust increases the willingness to share information openly and
facilitates knowledge transfer and reduces the level of conflict in the participants’
minds (Lechner et al., 2010; Szulanski, 1996). In total, strong ties foster familiar and
close contacts with high trust personal relations, which allow the exchange partners to
reduce conflicts thereby encouraging to design and implement highly novel ideas
(Landry et al., 2002; Moran, 2005).
Meanwhile, business model innovation teams holding weak ties to other
organizational units (see right network diagram in Figure 2) enjoy organizational
autonomy, which means that they are less constrained by the organization itself
(Granovetter, 1973; Hansen, 1999). Being only loosely connected to other units opens
up the space for novel and creative ideas (Perry-Smith, 2006). The business model
innovation team avoids social obligations to other units, which could induce derailing
the original goals of the business model innovation team (Gimeno & Woo, 1996;
Lechner et al., 2010; Uzzi, 1997). These social obligations could lead to making
compromises about the degree of novelty of the respective business model. The
business model innovation team would feel pressured to appease potential fears of the
interacting units about the radicalness of the business model innovation. Thereby, the
team is likely to reduce the degree of novelty of the business model innovation and
derive a rather incremental innovation one in order to keep the interacting units happy.
In total, weak ties are especially beneficial for creating novelty-centered business
models, as they provide space for the business model innovation team to think outside
the organization’s systems and beliefs.
However, a business model innovation team holding moderate ties to other
organizational subunits (see middle network diagram in Figure 2) is less likely to
receive commitment of the other organizational sub-units to create novel business
 13

models than when holding strong ties. The possibility for the business model
innovation team to create novel business models decreases as the interacting units
have less trust in the project and hence, provide less support and are less willing to
share resources as when ties are strong.
Also, the business model innovation team obtains less autonomy benefits when ties
are weak. When enjoying less autonomy from the other organizational subunits, it is
less able to think outside the firms systems. The team feels more social pressure to
make compromises about the degree of novelty to keep the other units happy.
In total, a moderate level of tie strength leads to rather incremental than novel
business model innovations. Therefore, we suggest following hypothesis.

Hypothesis 1: Tie strength is likely to show a U-shaped relationship with the creation
of novelty-centered business model innovations.

2.3.2. Network Closeness and Novelty-Centered Business Models

Network closeness refers to the degree to which the interacting sub-units of the
business model innovation team are connected to one another (Barnes, 1969; Hansen
et al., 2001; Zheng, 2010). It is closely related to the term of structural holes, which
emerge, when partners a focal actor is connected to, are themselves unconnected
(Burt, 1992). Both constructs are often used in parallel (Hansen et al., 2001; Zheng,
2010). Research argues in two opposing directions about its effects.
The first group of researchers follows Burt’s (1992, 2004) seminal work and suggests
that structural holes favor information diversity, as the information provided to the
focal actor through structural holes is non-redundant and, thereby, offers different
views and perspectives (Adler & Kwon, 2002; Burt, 1992, 2004; Gnyawali &
Madhavan, 2001; Koka & Prescott, 2002; Lechner et al., 2010). The different sources
of non-overlapping information give the focal actor a broader range of alternatives
that enables higher quality-decisions (Lechner et al., 2010). Being able to broker the
different information flows through sparse networks with high degrees of structural
holes empowers entrepreneurial behavior by matching different otherwise
unconnected parties of the network and contributes to innovation (Burt, 1992, 2004;
Rost, 2011).
 14

The second group of researchers argues in an opposing direction and follows

Coleman’s (1988) suggestions that network closure, that is the connectedness of
network contacts (Barnes, 1969), creates norms and trustworthiness between the
network participants. A higher level of norms and trustworthiness decreases exchange
hazards and the risk of opportunism (Phelps, Wadhwa, Yoo, & Simon, 2010), while at
the same time increasing cooperation, inducing the willingness to dedicate time and
effort for assisting others (Reagans & McEvily, 2003), and supporting knowledge
transfer (Phelps et al., 2010). In total, it can be summarized that the positive effects of
cohesive networks with few structural holes lead to stronger commitment between the
network actors. Therefore, innovative work performance increases as level of
structural holes decrease (Rodan & Galunic, 2004). As both views have been proven
to be valid, research recognized that the benefits of sparse or dense networks are
contingent on their particular application (Burt, 1992, 2004; Gabby & Zuckerman,
1998; Hansen, 1999; Lin, 2001; Podolny & Baron, 1997; Uzzi, 1997; Walker, Kogut,
Shan, 1997; Zheng, 2010).

Information diversity, on the one hand is critical to business model innovation, as it

supports the participants to break the dominant logic (Bettis & Prahalad, 1995;
Prahalad & Bettis, 1986), a barrier of business model innovation (Chesbrough, 2010).
However, the access to diverse information fostered by structural holes in intra-firm
networks is by its nature only firm internal. In order to develop novelty-centered
business models, it is important to challenge existing “industry-laws” and current
business logics (Frankenberger, Weiblen, Csik, & Gassmann, 2013). To support this
“out-of-the-box” thinking, it is more favorable to access novel information outside the
firm or even outside industry boundaries than inside the firm.

Therefore, in the context of business model innovation, we suggest that the solidarity
benefits of cohesive networks outweigh the information benefits of sparse networks in
order to develop novelty-centered business models. Solidarity, in terms of
trustworthiness, norms, and commitment are especially important for developing
novelty-centered business model designs, since high novelty increases network
partners’ uncertainty (Pisano 1989). Uncertainty about the future success of novelty-
centered business models inhibits network partners’ willingness in committing
themselves to devote efforts to establish the novel business model. The risk of
opportunistic behavior increases, while at the same time the level of cooperation and
 15

knowledge transfer decreases. Dense networks with few structural holes countervail
these effects as network actors’ behavior in dense networks is more transparent and
opportunistic behavior and less commitment is more visible and could damage the
actors’ reputations (Coleman, 1988). In addition, in order to design novelty-centered
business models, it is equally important not only to access novel knowledge, but also
to transfer, mobilize, and integrate this knowledge, which has been proven to be better
in cohesive networks with few structural holes (Kogut, 2000; Phelps et al., 2010).
Furthermore, dense networks with few structural holes can play an important role to
reshape, interpret, and integrate the distant information obtained outside the company.
Since the benefits of close networks result from reducing uncertainty and uncertainty
increases with the degree of novelty of the respective business model innovation, the
benefits of close networks to develop novelty-centered business models will also
increase. Therefore, we suggest the following hypothesis.

Hypothesis 2: Network closeness is likely to show a positive, linear relationship with

the creation of novelty-centered business model innovations.

2.4. Methodology

2.4.1. Sample and Data Collection

We started data collection by conducting interviews with 11 CTOs and corporate
innovation managers from various multinational firms in the Swiss and German
economy. All of them partnered with us in the context of an underlying research
project on business model innovation in the period of November 2011 to November
2013. The semi-structured interviews were all conducted in-person and totaled an
interview time of 10 hours. The intension of the interviews was to get a detailed
understanding about the challenges they faced in the context of business model
innovation and what facilitated or hindered them on building and maintaining their
networks. The interviews, together with intensive literature search on business model
innovation, business model design, and social networks built the foundation for our
hypotheses and the development of our network questionnaire. We, thereby, went
 16

iteratively back-and-forth between generated field data and existing literature (Miles
& Huberman, 1994).
Subsequently, we developed a network questionnaire to test our hypotheses and
distributed it to the CTOs and corporate innovation managers of our research project.
In addition, we approached new industry contacts and likewise distributed the
questionnaire. In total, we collected data from 20 large multinational firms from the
manufacturing and service industries. Collecting data about business model
innovation projects that were conducted in different industries helped us to increase
the external validity of our research.

In order to detect a set of business model innovation projects, we followed an

approach similar to Lechner et al. (2010) and McGrath (2001). We approached the
CTOs or corporate innovation managers of the firms with a list of criteria in order to
identify business model innovation projects throughout the company. In detail, we
asked them to identify all projects that were considered to have changed the firm’s
business model in a way, which is new to the firm (Amit & Zott, 2012; Björkdahl &
Holmén, 2013), or new to the industry in which the firm competes (Johnson et al.,
2008; Snihur & Zott, 2013), or entirely new to the world (Thompson & MacMillan,
2010).

In order to avoid biases through incomplete memory of past events, we only selected
projects, which were completed within the last 18 months. We asked for “successful”
and “unsuccessful” projects in order to inhibit survival biases. After discussing the
potential, it became clear which projects to include or drop from list. In total, we
analyzed 76 business model innovation projects. Our contact persons named the
project leads of each project, as they were the persons with most knowledge about the
projects (Hansen, 1999).

Our research followed the logic that business model innovation projects form
relatively independent units, which interact with various other organizational units
within the firm. Subsequent to the conversations we had with our contact persons, we
chose an ego-centric network approach, which has been conducted in various past
studies (Marsden, 2002; Obstfeld, 2005; Rost, 2011; Rowley, Behrens, & Krackhardt,
2000). The ego-centric network approach identifies network boundaries by focusing
on all relevant network exchange partners (called alters) the business model
 17

innovation team (called ego) interacted with during the project. Building on past
literature, we applied the name generator technique (Burt, 1997). We asked the project
leads of each project following question: “Please enter the business units, corporate
units, and/or business functions that you worked with in this project.” The project
leads could list up to 24 network contacts they worked with during the business model
innovation project. Subsequently, the project leads were asked to assess the social
relationships between (a) the business model innovation teams and all identified units
and (b) also the relationships between these units.
After pre-testing the questionnaire with the CTOs and corporate innovation managers,
we decided to conduct the survey via telephone interviews in order to guarantee that
the questionnaires were filled out correctly and support in case of lack of clarity. In
total, we conducted 76 telephone interviews, which lasted from 30 minutes to 75
minutes. As the project leads were contacted prior to the interviews by the top
management of the respective case companies, all of the project leads asked to
participate in our survey agreed to do so and completed the questionnaires, which led
to a 100 percent response rate.

2.4.2. Measures
Two kinds of measures were applied in this study - relational and non-relational
measures. We used the relational measures to calculate the network-specific variables
for tie-strength and network closeness. The non-relational measures were used to
assess the novelty-centered business model design. Most of the measures were
operationalized by multi-item and 7-point Likert type scales. We, thereby, relied on
exiting measures. After collecting the data, we conducted a factor analysis to examine
the dimensionality of measures and the appropriateness of the items. When necessary
we dropped items to increase the internal consistency of our scales. Subsequently, we
calculated the mean averages across the items for each construct.

In order to calculate the network data, we transformed the relational measures into
locational properties using network analytics. We created socio-matrices for each
relational measure and each business model innovation project, which enabled us to
calculate the relational measures of ties between the ego and each alter and in addition
between each alters per project.
 18

Independent and Moderating Variables

Tie strength. Following previous studies, we measured tie strength as an average score
of the frequency and closeness, which were stated on the 7-point Likert type scales
(Hansen, 1999, 2005; Lechner et al., 2010; Rost, 2011). We asked the project leads to
assess the relationships of their project teams to the other organizational units as well
as the relationships between these units. Specifically, we asked following question for
frequency: “How frequently did people from your project team interact (e.g. phone
calls, formal/informal meetings, emails, chat, etc.) with following corporate, business
and functional units for issues related to the daily job (on average over the past 18
months of the project)?” For closeness we asked: “How close was the working
relationship between your project team and the following corporate, business and
functional units (on average over the past 18 months of the project)?” Depending on
the number of organizational units the project teams interacted with during the
business model innovation project, we received multiple scores for frequency and
closeness. In order to calculate the degree of tie strength, we drew on the socio-
matrices we built for each business model innovation project and calculated the
average of all frequency and closeness scores reported between the business model
innovation team and the organizational units the team interacted with. Principal
component analysis generated one factor with a Cronbach’s alpha of .78.

Network Closeness. In order to measure network closeness, we adopted the approach

of Hansen et al. (2001) based on Burt’s (1992, 1997) and Podolny and Baron’s (1997)
procedure. First, we asked the project leads of each business model innovation project
to assess the strength of ties between each pair of contacts (indirect ties) they listed in
their egocentric network. Like Hansen et al. (1999), we used a computerized survey,
which listed all possible pairs of organizational units, the project team interacted with
during the project. In detail, we asked just as for the direct ties for frequency: “How
frequently do/did people from e.g. Unit A interact (e.g. phone calls, formal/informal
meetings, emails, chat, etc.) with the following corporate, business, and functional
units for issues related to the daily job (on average over the past 18 months of the
project)?” For closeness we asked: “How close is/was the working relationship
between e.g. Unit A and the following corporate, business and functional units (on
average over the past 18 months of the project)?” Hereafter, a list of the remaining
reported organizational units was presented to the project lead and we asked them to
 19

assess the relationship between the units on 7-point Likert-type scales. The procedure
was conducted for each unit reported, so that all possible pairs were evaluated.
Second, in order to determine if a tie existed between a pair of units we made the
assumption that the average of frequency and closeness had to amount to the score of
“2” or higher. Third, in order to derive the measure, we divided the number of
reported indirect ties by the number of maximum indirect ties possible.

Dependent Variable
Novelty-Centered Business Model Design. To determine novelty-centered business
model design, we adopted the measure of Zott and Amit (2007, 2008). After pre-
testing the measure with CTOs and corporate innovation managers of our research
sample, we asked following question: “To what extent do you agree to the following
statements about the business model innovation (BMI); (from 1. “do not agree at all”
to 7. “Fully agree”). 1. The BMI offers new combinations of products, services and
information; 2. The BMI brings together new participants (e.g. colleagues, customers,
partners, suppliers); 3. The BMI links existing participants in novel ways; 4. You
claim to be a pioneer with your BMI (in your industry); 5. There are other aspects of
the BMI that make it novel” (α = .70).

Control Variables
We controlled on project variables as well on firm and industry level. Project controls
included the team size of the business model innovation project, in particular the core
team and well as all people involved in the project (Hansen, 1999; McGrath, 2001;
Lechner et al, 2010). Larger teams could develop more innovative business models
due to the more different perspectives and higher resources available through their
team size. We applied the same line of reasoning to control for network size. As a
company control, we employed the company size (number of employees). We figured
that smaller companies are more agile and could employ the novel business model
faster than large and more rigid companies. We also controlled for the industry the
companies operated in, as we thought that the industry sector affects the degree of
novelty of the respective business model (McGrath, 2001). Two categories were used:
manufacturing and service. Furthermore, we controlled for R&D intensity as firms
 20

with higher investments in R&D in relation to their revenues are expected to develop
business models with a higher degree of novelty. Finally, we controlled for the
openness of the project in terms of the extent to which the team went outside the
company to obtain project-specific knowledge. As business models innovation is
regarded as an innovation, which is often new to the industry, we expected teams to
search for knowledge outside firm or industry boundaries will create more novel
business models (Snihur & Zott, 2013).

2.5. Results and discussion

Table 1 presents the means, the standard deviations, and the correlations for each of
the variables that we used in the study. We found no significant correlations between
the network variables tie strength and network closeness and the control variables
openness, R&D intensity, industry, firm size, team size. Also, correlations among the
network variables were non-significant.
Table 2 shows the results of the hierarchical regression analysis we conducted to test
for our hypotheses. Before employing the variables in the regression models, we mean
centered them. We calculated three models. While Model 1 includes only the six
control variables, namely openness, R&D intensity, industry, firm size, team size, and
network size, in Model 2 we added the network variable tie strength and tie strength
squared. The squared variable of tie strength was included to test for the curvilinear
relationship between tie strength and novelty-centered business model design. Finally,
in Model 3, we included the network variable network closeness.

In Model 1, two control variables (openness, R&D intensity) were found to have a
positive, significant relationship with novelty-centered business model design at the
.01 level. In Model 2, with an adjusted R2 of .205 again the control variables openness
and R&D intensity show a positive and significant effect at the .01 and .05 levels on
novelty-centered business model design. Furthermore, the results of Model 2 support
Hypothesis 1 of a U-shaped relationship between tie strength and novelty-centered
business model design. The coefficient for the squared term of tie strength is positive
and significant while the estimate for tie strength is negative and significant. The
results indicate that tie strength has a negative and statistically significant effect on
 21

novelty-centered business model design (β = -1.84, p < 0.05), while the estimate for
tie strength squared indicates a positive and significant effect on novelty-centered
business model design (β = 1.77, p < 0.05).

Table 1: Means, standard deviations, and correlations

Variables Mean S.D. 1 2 3 4 5 6 7 8
1. Openness 4.50 1.97
2. R&D 6.73 5.35 -.167
intensity
3. Industry 0.50 0.50 -.040 .500**
a
4. Firm size 4.43 0.80 .199 .072 -.314**
a
5. Team size 0.73 0.33 .247* .128 .203 .035
6. Network size 7.12 4.06 .103 .163 .167 .042 .292*
7. Tie strength 4.60 0.97 .013 .086 .132 -.015 .120 -.223
8. Network 0.87 0.25 .004 .093 .011 .038 -.080 .087 .094
closure
9. Novelty- 5.34 1.16 .312** .245* -.014 .208 .076 .144 -.055 .217
centered
design
N = 76; b Logarithm; *p < .05; **p < .01

Table 2: Results of regression analysis for novelty-centered business model design

Model 1 Model 2 Model 3
β β β
Control Variables
Openness .360** .320** .308**
R&D intensity .360** .335* .309*
Industry -.132 -.060 -.044
b
Firm size .068 .092 .092
b
Team size -.059 -.085 -.054
Network size .085 .105 -.075
Independent Variables
Tie strength -1.838* -1.995**
2
Tie strength 1.770* 1.894*
Network closeness 0.216*

Adjusted R2 .153 .205 .243

F 3.255** 3.658** 3.743**
N =76; *p < .05; ** p < .01; *** p < .001
 

To facilitate interpretation of this effect, we plotted the relationship between tie

strength and novelty-centered business model design in Figure 3.

6
Business model design
Novelty-centered

2 3 4 5 6 7
Tie strength

Figure 3: Tie strength and novelty-centered business model design

As expected, the results disclose that business model innovation teams, that hold
strong ties to other organizational subunits, create business model innovations with
high degrees of novelty-centered business model design. The degree of novelty of the
designed business models declines when the teams’ ties are at a moderate level.
However, the declined level of novelty increases again when the business model
innovation team holds weak ties to the interacting organizational sub-units. The
findings support our line of reasoning that teams with strong ties benefit from familiar
and close contacts with a high level of trust, which reduce conflicts among the
business model innovation team and the other organizational sub-units and encourages
due to radical changes of the current business model creating business model
innovations with a high degree of novelty. On the other hand, the results confirm to us
in our suggestion that teams holding weak ties also generate business model
innovations with a high degree of novelty, as they benefit from structural autonomy,
which allows thinking outside the organization’s systems and beliefs and not being
pressured by the interacting units to agree on bad compromises. At a moderate level of
 

tie strength the benefits of both strong and weak ties decrease, which leads to a
decline in the degree of novelty of the created business model.
To examine the findings for Hypothesis 2, we added the network closeness variable to
the Model 3 of our regression (see right side of Table 2). The results show a positive
and significant effect of the relationship between network closeness and novelty-
centered business model design (β = 0.216, p < 0.05) and therefore support Hypothesis
2. As we expected in the context of business model innovation, the solidarity benefits
of cohesive networks (Coleman, 1988, 1990) outweigh the information benefits of
sparse networks (Burt, 1988, 1990). As depicted in Figure 4 the degree of novelty-
centered business model design increases with more cohesive networks.

6
Business model design
Novelty-centered

0 .2 .4 .6 .8 1
Network closeness
Figure 4: Network closeness and novelty-centered business model design

When the organizational subunits involved in a business model innovation project are
themselves connected to one another, they benefits from cohesive networks in terms
of trustworthiness, norms and commitment. Additionally, opportunistic behavior is
reduced as each partner is more visible, and opportunistic behavior could damage the
partner’s reputation (Coleman, 1988). As opportunistic behavior usually increases
when the level of uncertainty about the future success of the business model
 24

innovation increases and the level of uncertainty increases with the degree of novelty
of the business model design, the benefits of cohesive networks increase with the
degree of novelty of the business model design.

2.6. Implications, limitations, future research

Our study integrates interesting social capital insights to business model literature and
contributes to both research streams, accordingly. Although, research has highlighted
the relevance of the “social side” for business model literature (Zott & Amit, 2010),
past research has primarily focused on investigating value creation and delivery
mechanisms of business models (Björkdahl, 2009; Magretta, 2002; Shafer et al., 2005;
Teece, 2010; Zott & Amit, 2010). To our knowledge, this is the first study that goes
beyond the transactional dimension of business model innovation and integrates social
aspects about the relationships between organizational actors creating novel business
models. Our findings reveal that intra-firm network configurations of business model
innovation teams have significant effects on novelty-centered business model designs.
While tie strength has a U-shaped relationship with novelty-centered business model
design, network closure has a positive, linear effect on novelty-centered business
model design.
Our findings have several managerial implications. Managers who want to initiate a
business model innovation project can use our findings to get a first understanding
about the relationship of intra-firm networks and the degree of novelty of the created
business model innovation. Furthermore, our findings provide managers a first advice
on how to anchor a potential business model innovation project team within the
organization that is our results provide a starting point on how close the potential
business model innovation project team should interact with other organizational units
and how these units should be connected to each other, in order to create novel
business models.

We observed three limitations of our study. First, the cross-sectional design of the
study inhibited the examination of changes of network configurations throughout the
business model innovation process. For early stages of the process, certain
configurations of tie strength and network closeness might be more critical for
 25

creating novelty-centered business models than for later stages. Second, the
relationships that we discovered on the group level might be due to personal contacts
of individuals, which we did not control for. Third, we collected data about past
project, which may go along with a retrospective bias of the present results. We tried
to countervail this bias by asking only for projects that were completed during the last
18 months.
A fruitful direction for future research would be to examine the effects of intra-firm
network configurations over the different stages within a business model innovation
project. In early stages of the business model innovation project e.g. in the ideation
phase, different levels of tie strength and network closure could be required than at
later stages e.g. the design and the implementation phase.

With our study, we address an intra-firm network perspective about the creation of
novelty-centered business model innovations. We base our results on empirical
findings on various industries. We hope that we would contribute to the “social side”
of business model innovation and encourage further studies in this interesting field.
 26

3. Capturing value from business models: the role of formal and

informal protection strategies

Co-authored by Karolin Frankenberger, Martin Bader, and Oliver Gassmann

As an overarching concept a business model describes how a firm creates and

captures value for itself, its customers, and its partners. Although research has
highlighted the importance of value creation and capture of business models, it
primarily focused on the value creation mechanisms and neglected aspects of value
capturing: Until to date, little is known about how firms attempt to protect their
business model innovations from competition, which depicts one aspect of value
capturing. Drawing on a sample of 24 cases, we explore how business models relate
to IP protection mechanisms for value capture and derive a business model protection
framework. Our empirical study reveals that the choice of IP protection is contingent
on the applied business model. While razor and blade business models are
characterized by both a high degree of formal and informal protection, firms
operating with franchising business models put higher emphasis on informal
protection strategies. Firms running the pay-per-use business model or the multi-
sided platform business model apply both informal as well as formal protection
strategies to a medium degree in order to profit from business model innovation. Our
findings extend business model literature on novel insights on intellectual property
management and also extend the ‘profiting from innovation literature’ on protection
mechanisms in the context of business models.
 27

3.1. Introduction

Over the last years business models have raised increasing attention among both
researchers and practitioners (Baden-Fuller & Morgan, 2010; Chesbrough, 2007;
McGrath, 2010; Zott, Amit, & Massa, 2011). Although several definitions of the term
business model exist, researchers agree, that a business model expresses the
underlying logic of a firm’s business (Teece, 2010; Zott et al., 2011). In previous
business model literature aspects of value creation, value delivery, and value capture
were highlighted as predominantly important (Björkdahl, 2009; Magretta, 2002;
Shafer, Smith, & Linder, 2005; Teece, 2010).
In the past however most literature has primarily focused on the value creation and
delivery mechanisms of business models. Value capturing, or put differently, value
appropriation mechanisms have widely been neglected (Desyllas & Sako, 2012). This
is surprising because it has been found that the adoption of new business models and
the business models themselves are becoming to a greater extent part of firms’
intellectual property (IP) (Desyllas & Sako, 2012; Rappa, 2001; Rivette & Kline,
2000; Zott et al., 2011), and hence need to be protected similar to any other new
technology, product, or service. IP protection strategies act as one instrument of value
capturing and have been mainly discussed in the ‘profiting from innovation’ literature
stream (Teece, 1986, 2006), but primarily focus on technological, product and process
innovations.

Desyllas & Sako (2012), who examined how IP strategies help to capture value from
business model innovation, are an exception. They found that formal IP protection
(patents and trademarks) and strategic protection (specialised complementary assets)
are complementary and that formal IP protection is especially useful in the early
stages of business model innovation while strategic protection is useful to ensure
long-term competitiveness. But important questions are left unanswered. Are different
business models also associated with different strategies for value capture? Hence,
which protection strategy should incumbents that are in the process of innovating their
business model follow? Do different configurations of formal and informal protection
fit certain business models better than others? These business model value capture
questions have not been answered yet in current business model literature.
 28

With this article we examine these questions by investigating different forms of

formal and informal protection strategies across four different types of business
models, namely the franchising model, the razor and blade model, the pay-per-use,
and the multi-sided platform model. Our purpose is to explain how and why different
business models influence the relationship between formal and informal protection
strategies and value appropriation. In a sample of 24 cases we analyse how firms that
successfully apply these business models protect their businesses with formal and
informal protection strategies. Subsequently, we derive a business model protection
framework for the analysis of IP protection strategies contingent on the application of
specific business models. Our findings finally suggest that the logic of different
business models calls for different configurations of formal and informal protection to
capture value.

This paper contributes to the literature on business models by extending it on elements

of IP Management and highlighting the value capture mechanisms contingent on
different business models. The paper is structured as follows. Section 2 provides the
theoretical background for our analysis by presenting the four examined business
models as mentioned above as well as IP protection strategies (formal, informal).
Section 3 portrays the empirical setup of the study by illustrating 24 cases and
provides details on the methodology conducted for case analysis and the development
of the protection framework. In the fourth section we present and discuss the results of
our undertaking. The business model protection framework is outlined, which
categorizes our sample based on the degree of formal an informal protection. Building
on the business model protection framework we subsequently develop four
propositions. The contribution closes by discussing the implications for theory and
practice as well as the limitations of the study and suggests paths for future research.
 29

3.2. Theoretical background

This section examines the theoretical background for the study, specifically literature
on business models and IP protection.

3.2.1. Business models

The construct business model has received growing attention over the last years in
both literature and management practice. The business model represents a holistic
concept that reflects different components a business comprises and describes how
these components are interlinked in order to create value within the business
ecosystem and to capture parts of it for the focal firm (Amit & Zott, 2001; Baden-
Fuller, Demil, Lecoq, & MacMillan, 2010; Chesbrough & Rosenbloom, 2002;
McGrath, 2010). The three components which are named most often as the key
elements of a business model are the following: customer value proposition, internal
processes, and the revenue model (Baden-Fuller et al., 2010; Doganova & Eyquem-
Renault, 2009; Magretta, 2002; Teece, 2010). The first dimension describes the value
offering to the target customer or customer segment (Demil & Lecocq, 2010; Teece,
2010), the second dimension refers to the underlying processes and activities and the
involved internal resources and external partners (Chesbrough & Rosenbloom, 2002;
Zott & Amit, 2007; Zott & Amit, 2008) and the third dimension explains how the firm
realizes revenues and profits out of the prior two dimensions (Casadesus-Masanell &
Zhu, 2010; Casadesus-Masanell & Zhu, 2013; Chesbrough, 2002). Hence, business
models are recognized to describe how firms create, deliver and at the same time
capture value for both themselves and their stakeholders in their business ecosystem
(Zott et al., 2011).
Most prior research focuses on the value creation and delivery elements of business
models (Morris, Schindehutte, & Allen, 2005). Amit & Zott (2001) for example
identify four sources of value creation: efficiency, complementarities, lock-in, and
novelty. The issue of value capturing has remained relatively underexplored.
However, it is fundamental to the profitability of firms (Lepak, Smith, & Taylor,
2007; Priem, 2007) and it is especially important in the realm of business models due
to two reasons. First, business models are increasingly becoming part of firms’
intellectual property (Desyllas & Sako, 2012; Zott et al., 2011) and thus need to be
 30

protected. Second, as the locus of value creation of business models often spans firm
and industry boundaries (Amit & Zott, 2001), it becomes crucial to understand the
mechanism how to capture value for the individual firm.
Recent studies in the business model literature have started to address this interesting
topic. Casadesus-Masanell & Zhu (2013) analyse the relationship between business
model innovation and imitation. They argue that entrants with new business models
need to decide if they reveal their innovation, thus facing the risk that incumbents
adapt the business model, or hide the innovation by adopting conventional business
models. While Casadesus-Masanell & Zhu (2013) rather focus on strategic
interactions between different market players, Desyllas & Sako (2012) go one step
further and explicitly address the topic of business model protection. Based on the
profiting from innovation framework (Chesbrough, Birkinshaw, & Teubal, 2006;
Teece, 1986, 2006) they show that formal IP protection methods and strategic ones
complement one another. While formal IP rights are useful as short-term defensive
strategies, only strengthening specialised complementary assets can ensure long term
value capturing.
Due to the complexity and wide variety of business models, which are currently
employed by firms, many researchers have focused on a specific subset of business
models in order to ease the analysis. Casadesus-Masanell & Zhu (2013) for example
focus on business models, which allow the firm to monetize its products through
sponsors. Desyllas & Sako, (2012) focus on the pay-as-you-drive business model in
the insurance industry. In this paper, we will portray the franchising, the razor and
blade, the pay-per-use and the multi-sided platform business model in the following
sections. We do not claim, that these four business models represent a complete
typology of all business models that firms could possibly run. Our intention is to
rather understand how specific business models are characterized by formal and
informal protection strategies and, in line with the studies mentioned above, exemplify
this on the basis of a subset of well-known ones. We selected those four business
models due to the following: First, they have been the focus of various research
endeavors in the past (Caves & Murphy, 1976; Norton, 1988; Johnson, 2010; Teece,
2010; Hagiu, 2009; Postmus, Wijngaard, & Wortmann, 2007;), second they are well-
known in management practice (Brickley & Dark, 1987; Johnson, 2010; Eisenmann,
Parker, & Alstyne, 2006; Jiang, Chen, & Mukhopadhyay, 2007), and third, they are
 31

applicable in different industries (Lafontaine, 1992; McGrath, 2010; Evans, 2003;

Rochet & Tirole, 2003; Kim, 2005).

Franchising
The franchising business model describes the business logic, “in which the owner of a
protected trade-mark grants to another person or firm, for some consideration, the
right to operate under this trademark for the purpose of producing or distributing a
product or service” (Caves & Murphy, 1976, p. 572). Thereby the franchisor has the
authority to monitor the franchisee for product/service quality and the maintenance of
the trademark (Brickley & Dark, 1987; Norton, 1988). The franchisee operates for his
own account but is often obliged to pay royalties to the franchisor; e.g. with a share of
his sales, or a share of the purchases that have to be made from the franchisor
(Lafontaine, 1992). Successful franchising firms are found in various industries such
as fashion (Tom Tailor), fast food (McDonalds), and grocery (avec).

Razor and Blade

The razor and blade business model follows a cross-subsidization logic. Companies
operating this model give certain components of their business away for free or sell it
below market price in order to generate high margins on the complementary products,
which are aggressively marked up (Johnson, 2010; McGrath, 2010; Teece, 2010). To
benefit from this business model as a company, it is necessary to create exit barriers
for customers and to protect the complementary products from competition and
especially imitation. Prominent examples for a successful application of the razor and
blade model are the razor firms like Gillette that sell the blades for their shavers at a
high price or the ink-jet printer manufacturers like HP who sell the printers relatively
low priced and generate high profits with the frequently repurchased cartridges.

Multi-sided platform
In this business model at least two distinct groups of users interact on the platform of
a third party (Hagiu, 2009). These user groups are affected by indirect network
effects, which means that the attractiveness of the platform increases for one group of
users as more members of the other group join – and vice versa (Evans, 2003). Put
 32

differently, “the platform’s value to any given user largely depends on the number of
users on the network’s other side” (Eisenmann, Parker, & Alstyne, 2006, p. 2). In
order to bring a multi-sided platform to life, a key challenge for the platform owner is
to deal with the ‘chicken and egg problem’ and to ensure getting both parties ‘on
board’ (Rochet & Tirole, 2003). Successful examples of firms running the multi-sided
platform business model are credit card companies like VISA who connect shoppers
with retailers or gaming companies like Nintendo, that act as a multisided platforms,
since they connect game developers with game players.

Pay-per-use
Companies running the pay-per-use business model differ from others by billing the
customer solely usage-based (Postmus, Wijngaard, & Wortmann, 2007). Thereby, the
customer does not pay any fixed fees periodically or is confronted with initial upfront
costs (Jiang, Chen, & Mukhopadhyay, 2007). He is only charged variably based on his
actual usage (Kim, 2005). That is, the vendor takes a risk and sets aside one pricing
option, namely the basic fee in the hope to earn higher profits by charging variably per
use. Examples of successful firms operating with the pay-per-use business model are
found in the video on demand industry (Swisscom, Deutsche Telekom, Cablecom
etc.), in which providers offer customers an online video library and charge a certain
amount at the end of the month per movie viewed. Another example illustrates the
pay-per-click model in the field of online marketing. Advertisers do not pay for
advertisements as such, but are charged based on how often the advertisement is
clicked at by Internet users. This model is the most dominant online advertising
concept and is offered e.g. by Google, Microsoft Bing and Yahoo etc..

3.2.2. IP protection strategies

As mentioned above mechanisms for value capture have been neglected so far in prior
business model literature. One aspect of capturing value from new business models is
using IP protection strategies to protect the business model from imitation and value
slippage. The protection of IP is much debated in the economic context by various
researchers especially with a focus on product and process innovation (Cohen, Nelson,
& Walsh, 2000; Dosi, Marengo, & Pasquali, 2006; Harabi, 1995). Teece, (1986, 2006)
 33

was the first to examine the mechanisms of value capturing in the context of
innovation. In his groundbreaking and highly influential work he suggests, that
capturing value (e.g. profits) from innovation is highly contingent on the
appropriability regime surrounding the innovator, specifically on the efficacy of
formal (e.g. patents, copyrights) as well as informal (e.g. trade secrets) IP protection
and the type of technology (e.g. product, process, tacit, codified). However, he
explained the value capturing mechanisms only in the context of technological
innovation. Subsequent researchers broadened the context and also included product
and process innovation. Amara, Landry, & Traoré (2008) for example investigate how
knowledge-intensive business service firms protect their inventions and find that
informal as well as formal protection strategies are jointly used. Furthermore, they
find that the mechanisms of formal and informal IP protection are characterized by a
strong interdependency and mutual reinforcement so that innovations are protected
from imitations of rivals. In general, the findings outline that formal and informal
protection mechanism complement one another and are both critical for capturing
value from innovation (Arora & Ceccagnoli, 2006; Cohen et al., 2000; Dosi et al.,
2006; Hall & Ziedonis, 2001; McGahan & Silverman, 2006; Pisano, 2006).
While almost all researchers in this field distinguish between formal an informal
protection strategies, the majority has so far limited their research on patenting and
secrecy strategies thereby ignoring other forms of formal and informal protection
strategies (Anton, Yao, & Anton, 2004; Arundel, 2001; Hussinger, 2006). Gallié &
Legros (2012) are one of the exceptions. They distinguish between seven forms of
formal and informal protection strategies and show with a sample of French firms that
the choice of protection strategy depends on various factors such as the type of
innovation, the size and the market share of the firm, and its R&D activities. They
distinguish between the following protection strategies – patents, design rights,
trademarks and copyrights as formal protection strategies and trade secrets,
complexity of products and manufacturing process, and lead-time advantage as
informal protection mechanism. More specifically, they define the mechanisms as
follows.
 34

Formal IP strategies
(i) Patents: An inventor, who registers a patent, receives the right to prohibit the
imitation or use (own use or selling it) of his invention by others for a limited time.
This allows the inventor to realize monopolistic prices when exploiting the
innovation. However when registering a patent the inventor must disclose the
information around the innovation and hence enables competitors to ‘invent around’
the patent. This drawback could overshadow the benefits of realizing monopolistic
prices for the innovation.
(ii) Design rights: Design rights protect the visual appearance of objects such as
the shape, the colors, and the materials. In order to register a design two requirements
have to be fulfilled. It has to be new, which means that no identical design was
published prior to registration. Secondly it has to be unique, which means that the
overall appearance must differ from other designs.

(iii) Trademarks: A trademark is a sign, a symbol, a design or expression, which

distinguishes products or services of a company from the ones of other companies.
Although a trademark is not limited in time the registering company needs to
periodically renew it.

(iv) Copyrights: A firm which registers a copyright receives exclusive rights for an
original work and hence obtains the power to determine who may financially benefit
from it.

Informal IP strategies
(i) Trade secrets: Trade secrets cover non-public information and enable firms to
obtain competitive advantage over companies that do not own the information. This
includes formulas, methods, techniques, processes, and instruments. Firms have to
take action to maintain secrecy about the information.

(ii) Complexity of products and manufacturing processes: The complexity of

products and manufacturing processes depicts an instrument to capture value from
innovation. If a product or service consists of complex processes, technologies or
components that are necessary to build and distribute it, this complexity grants the
firm a competitive advantage, since the offerings more difficult to imitate.
 35

(iii) Lead-time advantage: In our context, lead-time advantage is established if

firms innovate faster than their competitors. This leads to competitive advantages,
which enable them to capture value from their innovation.
In this paper we build on this study and include the identified seven mechanisms
identified by Gallié & Legros (2012). This allows us to embrace the most
comprehensive set of IP strategies found in past empirical studies as a starting point of
our study and to better understand their influence on value appropriation for different
business models.

3.3. Methodology

3.3.1. Case study approach

As the previous sections show, the interdependencies between IP protection strategies
and business models is a so far understudied area of potentially high theoretical and
practical relevance. The value capture mechanisms of business models from an IP
perspective have rarely been studied nor conceptualized yet. Due to the lack of prior
theorizing about this topic we employed an inductive multiple case study approach
(Eisenhardt, 1989; Yin, 2003). To comply with the aim of our study, namely to
explore the role of formal and informal IP strategies for value appropriation across
four specific business models, we employed a purposeful sampling procedure, which
in comparison to selecting cases randomly allowed us to access information-rich cases
from which we could discover “a great deal about issues of central importance to the
purpose of the evaluation” (Patton, 1987, p. 52).

The cases were selected by the following criteria: First, our case sample should
consist of firms that conduct a business model, which classifies as one of the
investigated ones, namely either the franchise model, the razor and blade model, the
pay-per-use model, or the multi-sided platform model. While it was obvious when to
classify a case as to run a franchise model, we assigned a case to the razor & blade
model if the case firm attracted customers with a low-priced basic product, which
required the customers to buy high margined complementary products repeatedly.
Firms were classified to the pay-per-use model, if they billed their customers solely
usage-based, which means that the customers had no fixed fees to pay periodically or
 36

per item, but were only charged based on the actual usage of the firm’s offering.
Finally, firms were assigned to run a multi-sided platform business model, when they
connected at least two distinct groups of users to interact on their platform. Second,
the overall composition of companies per business model should be as broad as
possible – in terms of industry and field of business. This principle aimed at ensuring
generalizability of the results for the business model. Consequently, we included six
companies per business model into the research sample, which mostly operated in
different industries. Third, the selected companies should be successful with their
business model and especially with value appropriation. This means they should earn
substantial revenues and make profit with the business model.
We identified 24 cases that met those criteria. We chose six firms per business model.
The identified firms are mostly market leaders in their industry and therefore ‘typical
cases’ (Miles & Huberman, 1994) for each business model. The following list
describes our research sample:

Table 3: Research sample and case description

Case Business Model, Business Description

1. Fast food Business Model: Franchising

Description: As a large multinational restaurant chain, this
company focuses on serving fast food meals such as hamburgers,
french fries and soft drinks. The individual restaurants are
operated by franchisees who receive all the necessary ingredients
and equipment to run their business. In return for using the
company’s trademark and know-how, franchisees are required to
pay part of their revenue as a royalty fee to the franchisor.
2. Elderly care Business Model: Franchising
Description: In order to support aging in place, this company
provides non-medical in-home care for seniors. Its concept of
elderly care can easily be transferred to locations in need of such
services by allowing franchisees to adapt the company’s business
model. The company generates revenues with franchising fees.
3. Fashion Business Model: Franchising
Description: This clothing company provides apparel and fashion
accessories for men and women. As a franchisor, it allows
entrepreneurs to open new stores under its brand name. The
company is compensated by receiving a fee from its franchisees.
4. Restaurant Business Model: Franchising
Description: In contrast to fast food franchises, this restaurant
 37

chain offers fresh and house-made Italian dishes that are cooked
individually according to customer preferences. The concept was
adopted in more than 70 locations around the world. It is intended
to grow even further by allowing franchisees to open new
restaurants.
5. Grocery Business Model: Franchising
Description: This retail company is based in Switzerland and
offers a broad variety of consumer goods. Franchisees are
authorized to use the company’s business model and open their
own store. In return, franchisees are obliged to pay a royalty fee
based on their revenues.
6. Association Business Model: Franchising
Description: As a national franchising association, this
organization aims at supporting franchisors and franchisees in
their respective domain. After these firms applied for membership,
their business models will be screened. When accepted, they’re
required to pay a small fee and are then granted access to the
services provided by the franchising association.
7. Safety razors Business Model: Razor & Blades
Description: Being a well-renowned corporation in the personal
care industry, this company is specialized in commercializing
safety razors for men. It sells both razors and razor blades.
Whereas the razors are typically offered at a relatively low price,
the razor blades are priced much higher. In essence, most of the
revenue is generated by the sales of complementary products.
8. Printing devices Business Model: Razor & Blades
Description: This American multinational company is one of
world’s leading technology corporations. Amongst other products,
it supplies a broad variety of printing devices. Thereof, the prices
of ink-jets printers are proportionately low. Profit arises primarily
from the sales of repurchased cartridges.
9. Coffee capsules Business Model: Razor & Blades
Description: The market for coffee is generally highly
competitive. This company was one of the first corporations to
offer its coffee pre-apportioned in capsules. In comparison to
conventional coffee, the capsules allowed for much higher profit
margins. This way, the coffee machines could be subsidized and
sold at lower prices in order to attract potential customers.
10. Tooth care Business Model: Razor & Blades
Description: This company is a leading supplier of dental hygiene
products such as toothbrushes, dental floss or dental sticks. Most
of the company’s revenue is not generated by its electrical
toothbrushes, but by the toothbrush heads. These toothbrush heads
need to be replaced regularly and thus lead to a steady income
stream.
 38

11. Electronics Business Model: Razor & Blades

Description: The increasing popularity of e-books led one of the
largest electronic commerce corporations to adapt the concept of
‘razor & blades’. The company offers its e-book readers at a
comparably low price. Profit is primarily generated with e-books
that can be downloaded and installed on the reader.
12. Music Business Model: Razor & Blades
Description: For many decades, this company was predominantly
present in the software and hardware industry. It recently launched
a platform for distributing music online. The company’s mp3-
players are sold at moderate prices. The songs, which can be
downloaded from the online platform for a small fee, complement
the revenues generated by the sales of hardware.
13. Car Sharing Business Model: Pay-per-use
Description: The purchase of a new car is generally associated
with significant expenses for the customer. To ease financial
hurdles in the private transportation industry, this company
provides a car sharing service. Customers can use the company’s
cars and are charged based on the usage of the vehicles.
14. Online Marketing Business Model: Pay-per-use
Description: This company provides advertising services on the
internet. Firms can sign up on the website and start a campaign.
Compared to other means for advertising, they pay per click.
Hence, firms are only charged for ads that were actually
successful in attracting new customers.
15. Healthcare Business Model: Pay-per-use
Description: Being one of world’s leading electronics company in
the world, this multinational corporation launched a pay-per-use
service in order to support firms in the healthcare industry. Based
on its vast experience, the corporation is able to provide business
assessments and technology recommendations. These healthcare
solutions are charged on a pay-per-use basis.
16. Telco Business Model: Pay-per-use
Description:This company is major telecommunications provider
in Switzerland. It recently launched a cloud computing service on
its website, allowing customers to store their files online while
being billed on a pay-per-use basis.
[Link] On Demand Business Model: Pay-per-use
Description: As one of Germany’s leading television stations, this
company introduced a video on demand service to complement its
traditional TV broadcasting. Based on the pay-per-use concept,
customers are only charged for movies they actually watch.
18. Hotel Business Model: Pay-per-use
Description: Whereas many holiday accommodations only
provide conventional television, this hotel offers its customers a
video on demand service. All rooms are equipped with a flatscreen
TVs allowing guests to choose from a broad variety of movies and
 39

series. These movies are accessible for a small fee that will be
billed at the end of the stay.
19. Gaming Business Model: Multisided Platform
Description: This company is a multinational manufacturer of
consumer electronics, most notably known for its video game
consoles. Its business model benefits as the number of gamers and
video game publishers increase. With more available video games,
the console becomes more appealing to gamers. On the other
hand, a console with a high player base is profitable for video
game publishers and thus entails the production of more video
games.
20. Newspaper Business Model: Multisided Platform
Description: By offering a daily newspaper for free, this company
created a multisided platform in the publishing industry. With an
increasing readership, the newspaper becomes more attracting for
advertisers. This enables the company to generate more revenue
and potentially provide better content which – in turn – can lead to
a larger readership.
21. Couponing Business Model: Multisided Platform
Description: This company’s business model is based on a
website providing customers the opportunity to buy products at
highly discounted prices. The products are sold by companies who
are interested in using this multisided platform for customer
acquisition. This creates a win-win-situation for all parties
involved.
22. Couponing Business Model: Multisided Platform
Description: Hosting one of world’s leading couponing website,
this company offers products and services at much lower prices
than they would usually be available. While this is an effective
way for companies to commercialize their products, customers
profit from lower expenses. The couponing website on the other
hand receives a premium for featuring other company’s products.
23. Credit card Business Model: Multisided Platform
Description: As a large multinational financial services
corporation, this company is best known for offering electronic
funds transfers via credit and debit card. As a multisided platform,
it helps other companies and its customers to process their
payment transactions.
24. Online payments Business Model: Multisided Platform
Description: This company provides payment and money
transfers on the internet. It facilitates financial transactions for
both companies and customers by offering an alternative to
traditional payment methods. Profit arises from fees on every
payment made.
 40

3.3.2. Data collection

We collected data from three sources. First, we interviewed a total of 24 senior
managers from the respective firms. The experts contacted should have deep insights
into the area of interest in order to be able to structure the concrete field of action
logically and precisely. Consequently, we identified interviewees who held
management positions in their respective firms and whose daily business is located
between management and strategy. The interviews were conducted semi-structured
and had the character of ‘guided conversations’ (Yin, 2003). The semi-open design
was chosen in line with the intention of the study to break new ground and gain
valuable insights into the relationships of protection strategies and business models.
Conducting semi-structured interviews allows on the one hand for in-depth questions
where strict questionnaires do not discover further details if necessary. On the other
hand, the interviewer is able to shorten to detailed questions if no more knowledge of
the expert’s side can be reached. However it provides still enough structure ensuring
comparability of the cases (Mack, Woodsong, MacQueen, Guest, & Namey, 2005).
The interviewees received our questions in advance so that they could prepare
appropriately. Subsequently we conducted the interviews, which took between 1.5-2
hours per interview. The interview guide included an introduction of the topic, the aim
of the study, a mix of open and closed questions around their respective business
model and which formal as well as informal IP strategies the firms applied to protect
their business.
Second, we collected additional archival data, such as press releases, published
documentations and presentations, which enhanced our understanding of the strategies
the selected firms executed (Rowley, 2002).
Third, we visited the Swiss Federal Institute of Intellectual Property due to following
reasons. First, during the one day visit we were granted deep access to how
Intellectual Property titles (e.g. patents, trademarks, designs, and business methods)
are examined, granted and administered by receiving lectures from senior patent
experts as well as through observations of their daily work. During that time, we held
numerous informal conversations, took notes of our observations and wrote them
down. Second, we received expert guidance while searching for IP titles that our
relevant firms registered worldwide. Third, the visit helped us to better understand the
relationships of the registered titles to their business models; specifically how these
 41

titles add to the protection the firms’ business models. Fourth, the visit enabled us to
attain valuable insights on patent disputes of our case companies and the respective
court decision. This helped us to better understand the protection strength of various
titles.
The data collection was supported by MBA students, who were trained in the topics of
business models and IP management and were accompanied and coached during the
phase of data collection (Zott & Amit, 2007; Zott & Amit, 2008).
As qualitative case study research is often biased we took several steps to achieve
trustworthiness with our study. In line with Lincoln & Guba (1985) we focused on
three criteria: credibility, dependability and transferability. Credibility, the findings fit
with reality, was ensured by comparing the interview results with the collected
secondary data. In all cases we found a strong fit between what the interviewees said
and what we found in other sources. ‘Triangulating’ of our findings (Jick, 1979) by
using different data sources (interviews, informal conversations, observations,
publically available documents and presentations) made us confident in reaching the
necessary credibility for our research goal. Dependability, the consistency of the
findings, was ensured by focused interviews and the selection of interview partners,
who have deep insights about their business model. Finally, transferability, which
corresponds to internal validity, reliability and external validity was ensured by
comparing our findings with a broad set of previous findings in adjacent literature
(Eisenhardt, 1989). Further, we increased transferability through including various
industries in our sample.

3.3.3. Data analysis and rating matrix

In order to analyze the collected qualitative data we transcribed the recorded
interviews first verbatim (Corbin & Strauss, 2008). Then we wrote case stories for
each business model and for each firm. Afterwards we coded the data in two rounds.
First, in line with our theory part, we build on the seven identified formal and informal
IP protection mechanisms from Gallié & Legros (2012), namely patents, trademarks,
designs, copyrights, trade-secrets, complexity of products or manufacturing processes,
and lead-time advantage. Reading through the interviews and the case stories allowed
us to identify themes and topics that we assigned to the existing labels. Second, during
 42

the coding we observed that additional themes exist, which did not fit the existing
codes. The reason for this could be the following. Gallié & Legros (2012) on the one
hand, offered the most comprehensive set of protecion mechanisms in past empirical
studies. On the other hand they have tested these mechanisms only in the context of
the Community Innovation Survey (CIS4), which addressed only four innovation
types. In specific, these types were a) product (physical good or service) innovation,
b) innovation in the production or manufacturing processes of good or services
(production-method innovation), c) innovation in the methods of logistics, supply or
distribution of raw materials, goods or services, d) innovation in support activities,
such as maintenance, purchasing or accountancy. The field of business model
innovation has been left out. It seems like the traditional IP instruments are not
sufficient to fully explain the protection of business models. As business models take
a rather holistic view on the firm’s business it seems that further informal strategies
are gaining importance, which are not captured in the existing instruments. Therefore,
we created additional codes until we felt that we had achieved theoretical saturation
(Glaser & Strauss 1967), that is that the creation of additional codes, would not lead to
further theoretical refinement. In total, eight further codes were created, which are all
characterized as informal IP instruments or complementary assets. We labeled them as
strong brand, qualified employees, strong partner network, loyal customers, value
chain control, strong distribution channels, superior pricing, and quasi monopolies
(see upper right side of Table 4). Topics and themes that fitted to the new created
codes were assigned accordingly. Through the coding we identified similarities across
the cases and developed initial relationships between the constructs. We then iterated
going back and forth between original data, initial findings, and literature until we
achieved a coherent picture.

Subsequently, for each firm we rated the extent to which each IP strategy was used by
the firm for business model protection. In order to do so, we used a rating on a four-
point scale anchored at ‘not at all used’ and ‘strongly used’. The measure was rated by
the first two authors independently for each of the 15 protection strategies and for
each of the 24 cases. Differences in ratings on the 4-point type scale initially occurred
for some cases. We resolved these differences by joint discussions and by re-
examining the case data (Bullock, 1986). Such a rater approach is quite common in
research (Frankenberger, Weiblen, & Gassmann, 2013; Keupp, Palmié, & Gassmann,
 43

2011; Nag, Hambrick, & Chen, 2007; Zott & Amit, 2007; Zott & Amit, 2008).
Subsequently, we added the values for formal and for informal protection strategies
for each case to arrive at a case measure for the relevance of formal and informal
protection strategies. Finally, we calculated the average of the values for each
business model category to compare across business models.

3.4. Results

Table 4 shows the results of our analysis. The crosses display the ratings for each
protection strategy and for each case. Empty cells in the table stand for a ‘0’ rating or
no usage of the IP strategy and cells marked with xxx ‘3’ stand for a strong usage of
the IP strategy. The numbers show the calculated averages for the relevance of formal
and informal protection strategies for each case and for each business model.
Table 4 shows that all firms investigated take advantage of various protection
instruments, which are of both types, formal as well as informal. Second, our results
show that cases operating the same business model show similar configurations of
formal and informal protection mechanisms applied. Firms operating the razor and
blade business model are characterized by the extensive use of formal as well as
informal protection instruments – displayed by high values in both categories - 10.8
for formal and 24.2 for informal protection. Franchising firms only partially make use
of formal protection instruments (4.5) and pay higher attention to informal
instruments like qualified and motivated employees (21.6).

For firms, which apply the pay-per-use business model, we observed a medium level
of use both for informal (15) and formal protection (3.8) strategies. Similar to the pay-
per-use business model also firms who operate multi-sided platform business models
show a medium degree of informal protection (12.3) and a medium degree of formal
protection (5.2). Relying solely on formal protection strategies seems unattractive for
all firms of our sample.
 Case. Business model Formal IP protection Summary Informal IP protection / Summary
formal IP complementary assets informal IP
protection protection

Patents
Designs
channels

Copyrights

Trademarks
Case degree
Case degree

Strong brand

Trade secrets

business model
business model

Superior pricing

Loyal customers
Quasi-monopoly

Average value per

Average value per

Strong distribution

Value chain control

manufacturing processes
Qualified employees

Lead-time advantage

Complexity of products or
Strong partner network
1 Fast food Franchising xxx x x 5 xx x xxx xxx xxx xxx xxx xxx xx x 24
2 Elderly care Franchising xx xx 4 x x x xx xxx xxx xxx xxx xxx x 21
3 Fashion Franchising xxx xx 5 4.5 x xxx xxx xxx xxx xx xx xxx x 21 21.6
4 Restaurant Franchising xxx x x 5 x x xx xx xxx xxx xxx xx xxx x x 22
5 Grocery Franchising xxx x 4 x xx x xxx xxx xx xxx xx xxx xx 22
6 Association Franchising xxx x 4 x x xxx xxx xxx xxx xx xxx x 20
7 Safety razors Razor&Blade xxx xxx xxx xx 11 xx x xxx xxx xxx xxx xxx xxx xxx xx 26
8 Printing devices Razor&Blade xxx xxx xx xx 10 x x xx xxx xxx xxx xxx xxx xxx xx 24
9 Coffee capsules Razor&Blade xxx xxx xxx xxx 12 xx x xxx xxx xxx xx xxx xxx xxx xx 25
10.8 24.2
10 Tooth care Razor&Blade xxx xx xxx x 9 x x xxx x xxx xx xxx xxx xxx xx 22
Table 4: Overview of IP protection and rating matrix

11 Electronics Razor&Blade xxx xxx xxx xx 11 xx x xxx xxx xxx x xxx xxx xxx xx 24
12 Music Razor&Blade xxx xxx xxx xxx 12 xx x xxx xxx xxx x xxx xxx xxx xx 24
13 Car sharing Pay-per-use xx xx 4 xxx xx xxx xx xxx xxx x 17
14 Online Marketing Pay-per-use x xx x 4 xx xx x xxx xxx xx x 14
15 Healthcare Pay-per-use xx xx x 5 3.8 xx xxx xx xxx x xxx xxx 17
15
16 Telco Pay-per-use xx x 3 xxx xxx xxx xxx xx 14
17 Video on demand Pay-per-use xx x x 4 xxx xxx xx xxx xx 13
18 Hotel Pay-per-use xx x 3 xxx xxx xxx xxx xxx 15
19 Gaming Multi-sided platform xx xx x 5 xxx xx xx xx xx xx x x 15
20 Newspaper Multi-sided platform xx xxx 5 x xx xxx xxx xx 11
21 Couponing Multi-sided platform xx x xx 5 x xx xxx xx xxx x 12
5.2 12.3
22 Couponing Multi-sided platform xx xx 4 xx xxx xx xx x 10
23 Credit card Multi-sided platform xx xx x x 6 xx xxx xxx xx xx xx 14
24 Online payments Multi-sided platform xx xx x x 6 xx xx xxx xxx xx 12
44
 

To better understand the results we developed a business model protection framework,

which allows identifying the level of formal and informal protection strategy required
for each business model type in order to capture value. We chose a four-field matrix
to portray the firms’ positions (Figure 5) and set the borders of the fields according to
the averages across all cases, which enabled us to reveal the relatively high or low use
of formal and informal protection instruments. The levels 0 to 5 of the degree of
formal protection are classified into the fields B and C, the levels 6 and higher to the
fields of A and D. Correspondingly, the fields C and D include the levels 0 to 18 of
the degree of informal protection, while the levels 19 and higher are represented by
fields B an A. The four-field matrix is portrayed in Figure 5.

36

35
34

33
32 Razor&Blade
azor&Blade
31

high
30

29
28 Franchising
27

7
26

25 9
24
1 8 11 12
23

22 5 4 10
21
2 3
20
6
Informal 19
18
protection 17
13 15
16

15 18 19
14
16 14 23
13

12
17 21 24
11
20
10
22
low 9
8
7

6 Pay-per-use
5

3
Multi-sided platform
2

0 1 2 3 4 5 6 7 8 9 10 11 12

low high
Formal protection

Figure 5: Business model protection framework

 46

3.4.1. Razor and Blade and IP protection strategies

Firms choosing a razor and blade model make high use of both formal as well as
informal instruments. They are characterized by a very dominant and partially
aggressive appearance on the market. The razor and blade manufacturer (case 7) for
example continuously further develops its technologies and registers patents for any
small progress of their technology. Examples include all technical details of the blade,
such as the composition of the strips, the positioning of the blades, and the angle of
the razor blade touching the skin. It owns more than 13.000 patents, 5.130 of which in
the category B26B21 (‘Razors of the open or knife type; Hair-trimming devices
involving a razor-blade’) and 734 in the category B26B19 (‘Clippers or shavers
operating with a plurality of cutting edges, e.g. hair clippers, dry shavers’) (European
Patent Office 2012). That is, more than half of all patents are related to razors and
blades. Taking a closer look, more than 50 patents, several design rights, and
trademarks are assigned only to one razor (Aoki, 2003).

However the razor and blade manufacturer does not only focus on formal protection
mechanisms, as outlined in the following statement from one expert: “It is important,
that [company name] continuously launches new, innovative, and better products,
which replace the prior models before their patents expire.“ Therefore the razor and
blade manufacturer also pays strong attention to informal protection mechanisms like
‘pioneering’ and invests heavily in R&D as well as consumer insights. An additional
informal protection mechanism exists in the form of brand image. Being one of the
world’s most valuable brands (Interbrand 2012), the firm’s brand image gives men the
confidence to being able to reach everything in life they want.

A second example for razor and blade business models is represented by the inkjet
printer company (case 8), which owns more than 37.000 active patents and represents
one of the largest patent portfolios worldwide (Swiss Federal Institute of IP 2012).
Like the prior firm, case 8 registered most of its patents to the razor and blade
business model related products, in its case the ink printer technologies. Informal
protection instruments of case 8 comprise the loss of warranty of the printers in the
case of refilling cartridges from third party providers as well as means to increase
customer loyalty by integrating ‘smart chips’ into cartridges, which monitor the ink
level and encourage the consumer to replace the cartridges prematurely before running
out of ink.
 47

The coffee machine and capsules manufacturer (case 9) uses formal protection
instruments actively to keep competitors out of the market by prosecuting imitators of
capsules aggressively. With a similar effort case 9 also uses informal protection
strategies such as the creation of a ‘Super Premium Brand’ in order to increase
customer loyalty. With its boutique shops and its extraordinary trained employees as
well as celebrity advertisement, case 9 delivers its customers the impression of being
part of an exclusive club. Not only does this strategy enhance the business models
lock-in effect, it also lowers the entry barriers for non-customers.
In summary, we argue that for razor and blade business models firms employ a high
level of formal and informal IP strategies in order to capture the value of this business
model:

Proposition 1: Razor and blade business models are characterized by the usage of a
high level of formal and informal protection strategies to capture value.

3.4.2. Franchising and IP protection strategies

Business models, which follow the franchising model, use informal protection
strategies to a great extent and do not highly focus on formal protection strategies. The
burger franchise chain (case 1) hardly makes use of patents, which is underlined by a
quote of our informant of case 1: “We have the equipment and suppliers just as others
may have, anyone could imitate the burgers. The competitors respect our experience.
Everything has to come together at the right time and there is huge machinery
behind.” This statement is in line with the remaining franchising firms. They appear
to focus on building informal protection and complementary assets instead of relying
solely on patented products, processes or services. Indeed, most firms, which apply a
franchising business model, did mention that formal protection strategies are only
important for their business model to protect their strong brands (informal protection)
by the use of trademarks (formal protection). These statements reflect the logic of the
franchising business model. Customers associate a certain quality of products or
services with a brand. Therefore building strong brands (informal protection) and
protecting them by the use of trademarks (formal protection) helps franchisors to
exploit their business idea faster and in different territories through the franchisees by
attracting customers who rely on the same level of quality worldwide.
 48

Besides building a strong brand there are two additional informal protection strategies,
which seem to be of notable importance. Firstly, strong distribution channels appeared
to play a crucial role for capturing value from the franchising business model, also
because most franchising firms operate in the retail sector and franchising products
often are standardized and not technically sophisticated. For the grocery stores of case
9 the location as part of the distribution channel is most important. In the grocery
industry the same or very similar products are available in different chains, which
make grocery stores partially substitutable. Therefore spatial closeness plays an
important role. As a result case 9 tries to rent store space especially on high
frequented places such as train stations, which add quasi-monopoly advantages as our
informant mentions: “As the case may be, also the renter mix is protected, that is not
an infinite number of identical stores is allowed to be opened in one train station.”
The second informal protection strategy, which is of high importance for firms
applying the franchising business model, is illustrated by qualified employees.
Qualified employees are an important differentiation feature and especially for firms
who are not able to differ from the competition through high-tech products. Here, the
service character of employees in the franchise stores receives much higher attention.
This is why franchisees often have to go through a detailed selection process in order
to receive licenses from the franchisors.

As a result we argue that for franchising business models a high level of informal
protection and a medium level of formal protection strategies lead to superior value
capture. Formally:

Proposition 2: Franchising business models are characterized by the usage of a high

level of informal and a medium level of formal protection strategies to capture value.

3.4.3. Pay-per-use and IP protection strategies

Firms pursuing a pay-per-use business model are characterized by a medium use of
informal protection instruments and a medium use of formal protection.
The car sharing company (case 13) states that it is almost impossible to protect its
business model. Their customers are usually also customers of competitors and vice
versa, as outlined in the following quote: “For car sharing customers it is only
 49

important to get to a vehicle as fast as possible and located as close as possible, it

does not matter if it’s one of ours or a competitor’s one.” As the car-sharing concept
is a very young and fast growing concept it seems that the players on the market profit
from each other, as they are currently complementing one another. If a customer signs
up for one car sharing provider, the likelihood of registering at another provider in the
same area rises; because he wants to have access to as many vehicles as possible in
the region to stay mobile.
This makes protection difficult. But even for such ‘open’ and young business models,
which are difficult to protect, we observed protection attempts of the respective firms.
The car sharing company usually negotiates parking possibilities throughout the city
with city representatives. It is important that customers can drop off their cars
anywhere and do not have to drive to a specific station. Being the first provider to
negotiate with city representatives opens up the advantage of receiving better prices
for the parking spots and covering a broader area for parking spaces, since they are a
very limited good downtown. Such a lead-time advantage is an important informal
protection strategy. The firm also applied a formal protection strategy: in order to
open the cars of their fleet, customers need to implement a chip on their driving
license. Holding the driving license against a sensor attached to the windshield will
unlock the car. This chip technology is patented, but its protection power to keep
competitors out of the market is limited, since various alternative technologies exist.
Another example of pay-per-use business models is represented by case 14, the search
engine marketing company. Instead of paying a fixed (sometimes monthly) fee for an
advertisement, case 14 offers invoicing only per amount of times the advertisement is
clicked. This is an affordable way for firms to advertise in an efficient, customer
specific manner. In order to protect the online advertisement industry’s common pay-
per-click approach, the firm follows two strategies. First, they build strategic
partnerships with search engine firms, which offer them exclusive marketing rights on
their platform. Second, their search algorithm, which matches demographical data
with key words and raises the relevance of placing the ad, is patented. However, since
it is very hard to prove process or algorithm infringements the protection strategy’s
power is rather limited.
As pay-per-use business models are characterized by customers not paying any initial
upfront costs and thereby do not carry out any upfront investments it is quite
 50

challenging for firms to protect their business model from competition. The prior
mentioned examples of formal and informal protection mechanisms can be classified
with medium protection relevance. Summing up, we argue that firms protecting their
pay-per-use business model employ a medium level of informal protection and a
medium level of formal protection strategies.

Proposition 3: Pay-per-use business models are characterized by the usage of a

medium level of informal and a medium level of formal protection strategies to
capture value.

3.4.4. Multi-sided platform and IP protection strategies

For firms, which apply the multi-sided platform business model, we observed a
medium level of use both for informal and formal protection strategies.

Case 21 for example represents a firm that offers highly discounted coupons of
retailers to end customers on its platform. Their attempt to protect their business
model formally, was carried out by patenting the method of ‘communal purchasing’,
which protects the procedure to offer deals only if a certain amount of buyers
purchase it in a certain time frame. However, when we asked our informant of case 21
why the firm was successful although its business model is quite easy to imitate in
spite of the patent of ‘communal purchasing’ his answer was: “The main reason for
our success was operational excellence as well as our very high speed.” We observed
that the couponing firms also focused on strong distribution channels and establishing
powerful sales teams, which allowed the firm to grow much faster and territorially
wider than its competitors, who also offered coupons online in a slightly different way
and thereby, avoid to infringe the communal purchasing patent. Entering the market
aggressively enabled the firm to generate a self-enforcing growth effect, which is
typical for multi-sided platform business models. For multi-sided business models to
gain a critical mass of customers is more important than focusing solely on patents.
Investigating the other cases of our research sample, which run multi-sided business
models, we observed similar characteristics. The credit card company (case 23) holds
various patents which cover activities related to the operation of credit analyses, the
issuance and the management of credit cards, the activation and verification of credit
 51

cards, the prediction of financial risk, and electronic payments just to name a few.
However our informant of case 23 also pointed out that “registering a patent is one
thing, but enforcing it is something completely different.” Since most registered
patents cover internal processes, it is quite challenging for the credit card company to
observe and fight patent infringements. Similar to the statements of our informant
from the couponing company also the credit card company believes that the success of
their business model relies on their operational excellence. “Everyone wants to play in
the payment space, until they realize the difficulties of getting the infrastructure in
place”. Performing handling details (e.g. charge backs, disputes etc.) conveniently
plays a crucial role for the firm’s success. That is why the credit card company also
focuses on managing a strong partner network and operating complex processes
smoothly.

Summing up we argue that firms which are characterized by the multi-sided platform
business model are recognized to use both a medium level of formal protection as well
as informal protection.

Proposition 4: Multi-sided platform business models are characterized by the usage of

a medium level of formal and a medium level of informal protection strategies to
capture value.

3.5. Conclusions, implications, limitations, and future research

3.5.1. Conclusions
The results have shown that the use of formal and informal protection strategies differ
across various business models. The propositions and the business model protection
framework show that depending on the business model the firm selects, different
protection strategies are necessary to successfully protect the business model. Put
differently, firms need to carefully think about if they can build up the protection
strategies required for each business model when changing their business model.
 52

3.5.2. Theoretical Implications

Our study integrates intellectual property management insights to business model
literature and contributes to both research streams accordingly. Although previous
scholars on business models have highlighted that business models need to create and
capture value (Chesbrough, 2007; Johnson et al., 2008; Morris et al., 2005; Teece,
2010; Zott et al., 2011) research so far has mainly focused on value creation drivers
and neglected to analyze how to capture value. The results of this study show that it is
important to understand the mechanism of different protection strategies. More
specifically our study shows that firms operating the same business model also show
similar patterns regarding the configuration of formal and informal protection
instruments and that firms operating different business models show different
configurations of formal and informal protection strategies. The razor and blade
business model is characterized by high use of formal as well as informal protection,
while the franchising business model is protected by a high level of informal
protection and a medium level of formal protection instruments. The pay-per-use
model and the multi-sided platform model show a medium level of formal and
informal protection instruments. Hence, we extend initial research in the important
field of IP protection for business models (Desyllas & Sako, 2012).
We also enhance the ‘profiting from innovation’ literature (Amara et al., 2008; Arora
& Ceccagnoli, 2006; Dosi et al., 2006; Hall & Ziedonis, 2001; Harabi, 1995;
McGahan & Silverman, 2006; Pisano, 2006; Teece, 1986, 2006) by extending the
applicability of IP protection mechanisms to the context of business models.
Furthermore, by using multiple protection strategies for formal and informal
protection and moreover by adding additional informal protection strategies we extend
research on IP strategies, which has so far mainly focused on patents and secrecy as
the two main protection strategies (Gallié & Legros, 2012).

3.5.3. Managerial implications

The results of our study, namely the different configurations as well as the different
intensities in the use of formal and informal protection mechanisms, depending on
which business model is operated, leads to the following managerial implications.
Firstly, the results can serve as a starting point for practitioners to achieve a thorough
 53

understanding of the relationship between business models and IP protections

instruments. Secondly, managers of incumbent firms, who attempt to review their
business model, can use the matrix as a reference on how other successful companies
apply formal as well as informal protection instruments and how they capture value
from their business model. Depending on the current business model they operate it
might be useful to enhance certain protection instruments (e.g. by establishing the
appropriate complementary assets) in order to generate competitive advantages.
Thirdly, recent entrepreneurs can take the results as guidance for deciding about the
business model they want to operate: Depending on the current assets they own, they
might be more successful running a business model they can protect and consequently
capture higher value from. On the other hand, the results can help to allocate resources
to where they are needed most. As young entrepreneurs typically have limited
resources, they need to focus on the strategically most reasonable protection
instruments. We suggest that firms running the razor and blade business model
establish both strong formal as well as informal protection. On the other hand for
firms operating the franchising business model it appears reasonable to focus on
informal protection strategies like building strong brands, strong distribution channels
and paying attention to qualified employees. Drawing from our sample, firms running
the pay-per-use and the multi-sided platform business model seem to use less
protection than the other two models. They make medium use of formal as well as
informal protection.

3.5.4. Limitations and future research

A limitation of our study is given by our sample being limited to 24 cases and
covering only four business models. Therefore larger studies, which include more
business models, would enhance the explanatory power of the business model
protection matrix. Furthermore, as our study is based on qualitative case study
research a quantitative study testing the identified propositions would mark a
promising path for future research. Also a longitudinal study could shed more light
into the importance of formal and informal protection strategies during different
phases of business model development. We hope that we could contribute to the
exciting topic of business models and IP management and encourage future research
in this field.
 54

4. Identifying business model archetypes for a targeted innovation

approach

Co-authored by Uli Eisert and Oliver Gassmann

Despite the fact that business model innovations have caught the attention of both
researchers and practitioners in recent years, they are at present inadequately
understood when compared to other types of innovations. Thus, the innovation
process is imperfectly supported and best practices are rarely used. While companies
often systematically incorporate knowledge about existing solutions into the
innovation process for products, services or processes, they rarely do so for business
model innovations. The systematic use of knowledge about existing business models
seems to be key for an effective and efficient innovation process. Even though business
models are highly company-specific, they can be aggregated into archetypes that
allow for a general categorization of all types of business models. Based on a
literature review and an empirical analysis of a 29 firms, a framework for business
model archetypes is developed and discussed in the context of the innovation process.
We argue that the framework of business model archetypes can be used in the early
stages of the innovation process, thereby contributing to better results, particularly in
the ideation phase.
 55

4.1. Introduction

The increasing challenge to differentiate based on products and services has led to
significantly greater interest in the research and practice of business model innovation
management (Chesbrough, 2007; IBM, 2012). Nevertheless, there is a striking
discrepancy within most companies between the degree of awareness about the
importance of business model innovation and its implementation (Bucherer, Eisert, &
Gassmann, 2012; Chesbrough, 2010; Venkatraman & Henderson, 2008). Product
innovation management always understood the fundamental importance of re-using
existing solutions for the purpose of innovation (e.g. Herstatt & Kalogerakis, 2005;
Gassmann & Zeschky, 2008). However, only recently has this idea been adapted to
business model innovations, with different approaches to leverage existing business
models (McGrath, 2010; Schief & Pussep, 2013). To accomplish this feat, various
scholars tried to build taxonomies and frameworks to cluster and distinguish
fundamentally different business model types, here referred to as archetypes.
However, most of these studies are limited as they overly focus either on a specific
industry, a specific field of business, or a certain region, making it difficult for firms
to apply them. What is missing is a generic approach that utilizes business model
archetypes for innovation. These archetypes are valuable because they represent the
highest meaningful level of abstraction about the general options for business model
design. A systematic investigation of helpful dimensions for the abstraction of
business models and their usage throughout the innovation process can help to close
the described research gap and to contribute to a better understanding of business
model design and advance the understanding of best practices needed both in theory
and practice. Through empirical insights determined by 29 case studies, this paper
addresses this research gap, develops a framework for business model archetypes, and
discusses its application in the innovation process.

The paper is structured as follows. The following section provides an overview of

related work, first in the area of business models and existing approaches for business
model categorization, secondly in the area of the business model innovation process
and existing approaches to leverage available knowledge within this process. Section
3 comprises the methodology of our endeavor, in particular the research setting as
well as the data collection and analysis. The findings of the analysis, namely the
 56

business model archetype framework on the Network and Enterprise Level, are
presented in section 4. Subsequently, the usage of the framework in the innovation
process is discussed in section 5 and implications are drawn. The paper closes in
section 6 by outlining implications for theory and practice on the one hand and
deriving recommendations for future research on the other.

4.2. Theoretical background

4.2.1. Business models and approaches to business model categorization

Business models are regarded as a novel unit of analysis due to fast changing
economic environments (Amit & Zott, 2001; Zott, Amit, & Massa, 2011). The
business model as a concept refers to the basic logic of how firms ‘do business’
(Linder & Cantrell, 2001). More specifically, the concept is often used as a conceptual
tool containing different building blocks (Osterwalder, Pigneur, & Tucci, 2005).
These can be abstracted into four central dimensions: value proposition, operating
model, revenue model, and the relations to target customers. Synthesizing different
extant definitions (Afuah & Tucci, 2000; Morris, Schindehutte, & Allen, 2005) we use
the following definition suggested by Bucherer, Eisert & Gassmann (2012, p. 184):
“The business model abstracts the complexity of a company by reducing it to its core
elements and their interrelations and thus specifies the core business logic of the
firm.” For the description of business models, the most established format is the
business model canvas (Osterwalder & Pigneur, 2010). This canvas focuses on the
enterprise level only, so it was recently suggested that it be complemented by a
description of a network level (Eisert, 2013). A network level would enable a better
understanding of the relationship a firm has with its partners, but also of the
relationships the partners have between one another (Eisert, 2013). Capturing the
value flows between all relevant business model participants not only offers a more
profound picture of the business model, but also helps the focal firm to compare its
way of doing business to the way of its competitors (Eisert, 2013). Furthermore, while
the business model canvas of Osterwalder & Pigneur (2010) allows for easy
illustration of the status quo business model its ability to depict change is limited.
 57

Additionally, the canvas does not provide hints for new business model options nor
does it provide directions for innovation of the current business model.
These points could be achieved by developing a framework for business model
archetypes that will allow not only the portrayal of status quo business models, but
also business model transformations as well as hints for suitable directions for the
innovation of business models. In regards to existing approaches to business model
categorization, we conducted a systematic literature search from prior research around
the topic of business model archetypes following proven approaches (Tranfield,
Denyer, & Smart, 2003; Webster & Watson, 2002). In doing so, we feel confident that
we have captured the state-of-the-art as completely as possible. The literature search
resulted in 16 articles, which are listed in Table 5.
As the literature search shows, previous research has suggested different
categorizations of business models. However these studies are limited, due to the fact
that many publications focus on e- or web-business models only (Bienstock et al.,
2002; Dubosson-Torbay et al., 2002; Hodge & Cagle, 2004; Rappa, 2001; Timmers,
1998; P. Weill & Vitale, 2001). While some publications explicitly address the topic,
others do it rather implicitly, for example by analyzing the specifics of multi-sided
business models in comparison with one-sided business models (Eisenmann et al.,
2006; Hagiu, 2009). Some other publications limit their endeavors to include suitable
dimensions for business models in one industry, such as the telecommunication
industry (Becker et al., 2012), or in one area, e.g. project-based firms (Kujala et al.,
2010), or in one region e.g. Spain (Camisón & Villar-Lopez, 2010). The most
promising approaches seem to be those that try to provide a generic categorization
(Chatterjee, 2013; Tapscott et al., 2000). However, they do not clearly separate
categories of the enterprise level from those on the network level. In addition, their
proposals focus on different dimensions.
Here, we intend to contribute through empirical insights and the integration of the
work done before. However, the development of generic business model archetypes is
only one side of the coin. In order to enfold their full value for practitioners, it is at
least as important to discuss how business model archetypes can be used to enhance
the business model innovation process, e.g. analyzing the current business model and
ideating for new business models. Therefore in the following chapter approaches to
leverage existing knowledge in the business model innovation process are discussed.
Source Description Dimensions /Archetypes/Patterns

Becker et al. (2012) “[…] we focus in this paper on the theory and implementation of four distinct platform Dimensions: Closed Systems vs. Open Systems, Portal-Based Models vs.
models for mobile service delivery. Furthermore, we perform a classification of platform Device-Centric Models
agility features, business and technology oriented, along with a comparative analysis of Patterns: Telco-Centric (e.g. Vodafone Live!), Aggregator-Centric (e.g. Facebook
their effectiveness.” (p. 650) Mobile), Closed Technology (e.g. Apple iPhone), Open Technology (e.g.
Google Android)
Bienstock et al. (2002) “In this article, the authors propose the first complete taxonomy of web business models. Dimensions: Number of Buyers, Number of Sellers, Type of Seller, Price Mechanism,
The taxonomy presented here examines business models for both business-to-consumer Nature of the Product, Frequency of Offering
and business-to-business e-commerce.” (p. 173) Patterns: Sales, Haggle, Barter, Broker, Reverse Auction, Auction, Aggregation,
Exchange, Monopoly, Private Exchange, General Exchange, Type of Limited
Exchange (Internal, Oligopolistic, Industry Specific)
Camisón & “This study set out to promote advances in the conceptualization and implementation of Dimensions: Hierarchical Structure, Degree of Formalization, Degree of Centralization,
Villar-Lopez (2010) the business model construct, as well as in its classification and the comparative analysis Coordination Mechanism, Degree of Diversification, Degree of Vertical
of its efficacy. The first contribution of this work comprises the development of a Integration
delimitation of the business model concept. The second contribution consists of offering Patterns: Multivisional Model, Integrated Model, Hybrid Model, Network-Based Model
a taxonomy of the business models that exist in Spanish industry.” (p. 310)
Chatterjee (2013) “This article develops a road map that will enable firms to choose from one of four types Dimensions: Efficiency, Perceived Value
of generic business models as their primary focus and then go through a systematic Archetypes: Efficiency-Based, Perceived Value-Based, Network Value (Loyalty-Based),
process to consider multiple design configurations for their business model and use Network Efficiency
decision protocols to choose the design that has a high probability of success.” (p. 97)
Dubosson-Torbay “’Business model’ is one of the latest buzzwords in the Internet and electronic business Dimensions: User role, Interaction Pattern, Nature of the Offerings, Pricing System, Level of
et al. (2002) world. This article has the ambition to give this term a more rigorous content. The Customization, Economic Control, Level of Security (to monitor and verify
objective is threefold. […] The second is to propose a multidimensional classification- purchases), Level of Value Integration, Value/Cost Offerings, Scale of Traffic,
scheme for e-Business Models, as opposed to the actual tendency in academic literature Degree of Innovation, Power Distribution between Buyer and Seller
to use two-dimensional classifications.” (p. 5)
Eisenmann et al. “In the following article, we draw on recent theoretical work to guide executives in Dimensions: One-sided, Two-sided
(2006) negotiating the challenges of two-sided networks. We begin by looking at the factors that
senior managers must consider in designing their platforms’ business models. The key
decision here is pricing.” (p. 3)
Ghezzi (2012) “The purpose of the paper is to provide a business model design reference framework for Dimensions: Value Proposition, Value Network, Financial Configuration
mobile platform providers [MPPs], the platform vendors and technology enablers of the Patterns: Pure Play Business Model Type, Full Asset Business Model Type, Platform &
mobile content market. […] a first taxonomy of three noteworthy business models Content Management Business Model Type
Table 5: Existing approaches to business model categorization

currently adopted by MPPs – ‘‘pure play’’, ‘‘full asset’’ and ‘‘platform & content
management’’ – is identified […].” (p. 36)
Hagiu (2009) “This paper first lays out a simple micro-founded framework which aims to organize Dimensions: One-sided, Multi-sided
academic and managerial thinking about MSPs. […] Using a variety of illustrations, the
framework is then used to formulate general principles driving MSP design and
expansion strategies: choosing the relevant platform “sides”, deciding which
fundamental activities to perform and trading off depth against scope of MSP functions.”
(p. 1)
58
Hodge & Cagle (2004) “This paper categorizes and discusses the different types of business-to-business Patterns: Sourcing Models, Ownership Models, Service-based Models, Customer
electronic business models currently being used by businesses and discussed in the Relationship Management Models, Interaction Models, Revenue Models,
academic literature, and shows how these business models are being implemented within Supply Chain Models
the textile industry.” (p. 211)
Kujala et al. (2010) “This paper contributes to the existing knowledge by suggesting use of solution-specific Dimensions: Value Proposition, Revenue Generation Logic
business models with six key business model elements and by developing a typology of Archetypes: Basic Installed Base Services, Customer Support Services, Operating and
five solution-specific business models. The typology can also be used for assessing the Maintenance Outsourcing, Delivery of Life-Cycle Solutions, Development of
performance of individual solutions.” (p. 96) Life-Cycle Solutions

Linder & Cantrell “How do managers develop a good business model—one that creates value? Can we Dimensions: Core Profit-Making Activity, Price/Value Balance
(2001) identify any overarching principles that lead to business model advantage? This question Patterns: Price Models, Convenience Models, Commodity-Plus Models, Experience
isn't easy to answer because operating business models are like insects—the diversity of Models, Channel Models, Intermediary Models, Trust Models, Innovation
shapes, colors, and sizes is stunning. […] Despite this diversity, we can list and Models
categorize business models by focusing on two main dimensions: a model's core,
profitmaking activity, and its relative position on the price/value continuum.” (pp. 5-6)
Rappa (2001) “Business models have been defined and categorized in many different ways. This is one Archetypes: Brokerage Model, Advertising Model, Infomediary Model, Merchant Model,
attempt to present a comprehensive and cogent taxonomy of business models observable Manufacturer Model, Affiliate Model, Community Model, Subscription Model,
on the web. The proposed taxonomy is not meant to be exhaustive or definitive. Internet Utility Model
business models continue to evolve. New and interesting variations can be expected in
the future.”
Tapscott et al. (2000) “We have investigated many hundreds and have written more than two hundred case Dimensions: Degree of economic control, Value Integration
studies. A number of distinct patterns emerged, with direct bearing on competitive Archetypes: Agora (e.g. eBay), Aggregation (e.g. Amazon), Value Chain (e.g. Dell),
strategy. Central to our analysis is a new typology of business models. The typology Alliance (e.g. Linux), Distributive Network (e.g. FedEx)
applies to the physical business world almost as well as to the digital world. […] These
two parameters – economic control and value integration – define the fundamental
characteristics of five basic types of b-web: Agora, Aggregation, Value Chain, Alliance,
and Distributive Network.” (pp. 28-30)
Timmers (1998) “This article [provides] a framework for the classification of Internet electronic com- Dimensions: Degree of Innovation, Functional Integration
merce business models. This framework has been developed on the basis of current Patterns: e-Shop, e-Procurement, e-Malls, e-Auctions, Virtual Communities,
commercial Internet business and experimental work in European R&D programmes.” Collaboration Platforms, Third-Party Marketplaces, Value Chain Integrators,
(p. 3) Value-Chain Service Providers, Information Brokerage, Trust Services
Weill et al. (2005) “This paper begins by defining a business model as what a business does and how a Dimensions: Type of Rights being sold, Type of Assets involved
business makes money doing those things. Then the paper defines four basic types of Archetypes: Creator (Entrepreneur, Manufacturer Inventor), Distributor (Financial Trader,
business models (Creators, Distributors, Landlords and Brokers). Next, by considering Wholesaler/Retailer, IP Trader), Landlord (Financial Landlord, Physical
the type of asset involved (Financial, Physical, Intangible, or Human), 16 specialized Landlord, Intellectual Landlord, Contractor), Broker (Financial Broker,
variations of the four basic business models are defined.” (p. 1) Physical Broker, IP Broker, HR Broker)
Weill & Vitale (2001) “This book provides a systematic and practical analysis of e-business models, about Patterns: Content Provider, Direct to Customer, Full Service Provider, Intermediary,
which there has been much talk but little structure research. In chapter 2 we define a Shared Infrastructure, Value Net Integrator, Virtual Community, Whole of
business model and provide a practical framework for understanding both physical and Enterprise
electronic ways of doing business.” (S. 26)
59
 60

4.2.2. Business model innovation process and approaches to leverage

available knowledge
A business model has to be adopted and innovated to respond to changes in the market
or the technology or to leverage new opportunities (Hedman & Kalling, 2003; Morris
et al., 2005). These changes require continuous business model innovation. Taking
into account different and partially contradictory definitions (Hamel, 1998;
Venkatraman & Henderson, 2008; Amit & Zott, 2001; Moore, 2004), we follow the
definition of Bucherer, Eisert & Gassmann, 2013, p. 184) and “define business model
innovation as a process that deliberately changes the core elements of a firm and its
business logic.” Thus, we regard innovations as business model innovations as being
independent from the degree of innovativeness (new to the company, new to the
industry, new to the world).
In innovation management it is a broadly accepted finding that, even though some
innovations are totally new and discovery-based, the vast majority are driven by
fusions or combinations of existing knowledge (Hargadon, 2002). Since the adaption
of available solutions is a very effective and less risky way to innovate, the systematic
usage of ‘the existing‘ is a crucial part of systematic innovation processes (Hampton,
1997). The morphological analysis represents a proven approach to break down the
model into its independent core elements and to investigate the known solutions for
each element separately in order to explore the total set of relationships (Wissema,
1976). A more sophisticated way to leverage the existing body of knowledge is the
systematic search for and usage of analogies (Dahl & Moreau, 2002). It could be
shown that this approach is not just suitable for incremental innovations but even for
breakthrough innovations (Herstatt & Kalogerakis, 2005; Gassmann & Zeschky,
2008).
With innovation management’s increasing focus of on business model innovations,
different scholars started to investigate how existing knowledge could be
systematically utilized in the business model innovation process. Schief & Pussep
(2013) illustrate for the software industry how business models can benefit from a
morphological analysis. By breaking down a model into different building blocks with
the desired level of granularity and by providing all possible values for each block, the
‘solution space’ for business models in the software industry can be described in a
systematic manner. In the ideation phase of the business model innovation process one
 61

could leverage all feasible options within the software industry to derive promising
new options for the own model. Due to the fact that business models are an
abstraction of the core logic of a firm, analogical thinking seems to be very promising
for business models as well. Promising existing business models (or just parts of
them) are not limited by industry boundaries. On the contrary, to come up with
innovative approaches the adaption of solutions from different industries is even more
promising. So called business model patterns proved to be particularly suitable to
stimulate the successful adaption of existing knowledge (McGrath, 2010).
In summary, it can be said that first approaches to utilize existing business models for
the innovation process exist. However, what is missing is a generic and systematic
approach to leverage business model categories in the innovation process.

4.3. Methodology

4.3.1. Research setting and case selection

As the review in Section 2 showed, the categorization of business models into
archetypes is currently an understudied area of potentially high practical relevance.
Generic categorizations of business models are missing and their application in the
innovation process is neither defined nor discussed. Hence, to gain valuable insights
on generic business model types across industries, products and services, and different
company sizes an empirical study was conducted to establish a generic categorization
that clearly separates dimensions on the network and enterprise level and builds on the
few existing approaches that are rather generic and not limited to specific areas.
Applying an explorative case study design allowed us to shed light into an area
characterized by a lack of existing theory (Eisenhardt & Graebner, 2007; Yin, 2003).
Thus, we started with individual cases and gradually derived more abstract conceptual
levels and categories, which allowed us to explain and understand the patterned
relationships within them (Charmaz, 1995). In order to compile a representative
sample, the leading criteria for the cases to be included into the research sample was
that they be as diverse as possible in terms of industries, products, and services. We
followed the suggestions of Glaser & Strauss (1967, p. 61) and stopped including
more firms into the research sample at the point of theoretical saturation, when
 62

additional firms and data would no longer have enriched our findings with further
evidence. Second, our informants should be able to capture the “big picture” of how
their companies conduct their business.
Our sample comprises 29 firms, which are illustrated in Table 6.

Table 6: Business model cases in our research sample

Case Business Model Description

1. Fast Food Chain As a large multinational restaurant chain, this company focuses on serving fast food meals
such as hamburgers, french fries and soft drinks. The individual restaurants are operated
by franchisees around the world. These franchisees are independent merchants who
receive all the necessary ingredients and equipment to run their business. In return for
using the company’s trademark and know-how, franchisees are required to pay part of
their revenue as a royalty fee to the franchisor. Hence, the business model revolves around
a lose network of independent restaurant who all operate under the same brand.
2. Elderly Care Provider In order to support aging in place, this company provides non-medical in-home care for
seniors. In order to meet the growing demand for a more flexible approach to elderly care,
this company enables individuals to work as independent caregivers. In exchange for a fee,
these individuals are granted the knowledge to look after seniors and are provided with the
rights to use the company’s brand.
3. Fashion Retailer This German clothing company offers apparel and fashion accessories for men and
women. It allows entrepreneurs to open new stores under its brand and make use of all
related trademarks. The company does not manage the outlets by itself. Instead, these
businesses are run by independent branch owners. They generate income by selling their
franchisors clothing products. In order to compensate for using the company’s business
model and trademarks, the branch owners are required to pay a regular fee.
4. Restaurant Chain In contrast to conventional fast food franchises, this restaurant chain provides fresh and
house-made Italian dishes that are cooked individually according to customer preferences.
Therefore, its business model heavily revolves around experience selling. Due to its
success, the concept was adopted in more than 70 locations around the world by allowing
franchisees to open new restaurants. Although these restaurants operate under a single
brand, they are administered by independent managers.
5. Grocery Chain This retail company is based in Switzerland and offers a broad variety of consumer goods.
Its business model focuses on convenience stores with long opening hours. They are
typically located at train or gas stations. As a franchisor, this retailer offers entrepreneurs
the opportunity to open their own branch and use the company’s business model. With
these independent entrepreneurs, the company was able establish a wide distribution
network at the most heavily frequented areas in Switzerland.
6. Safety Razors Manuf. Being a well-renowned corporation in the personal care industry, this company is
specialized in commercializing safety razors for men. It sells various types of razors,
blades and other shaving products. Operating in a highly competitive market, the company
depends on the value of its intellectual property. Therefore, the business model focuses on
a strong brand. The protection of these trademarks is very important.
7. Printing Devices Manuf. This American multinational company is one of world’s leading technology corporations.
Amongst other products, it supplies a broad variety of printing devices. Since a
considerable share of the company’s income is generated by complementary goods such as
cartridges for ink-jet printers and photocopying machines, its business model relies for the
most part on in-house products and technologies.
8. Coffee Capsules Manuf. The market for coffee is generally highly competitive. This company was one of the first
corporations to offer its coffee pre-apportioned in capsules. In comparison to conventional
coffee, these capsules allowed for much higher profit margins. To strengthen its brand, the
company created an exclusive and unique image by focusing strongly on experience
selling. In addition, the coffee capsules can only be used with the corresponding coffee
machines. This makes it difficult for competitors to enter the market.
9. Tooth Brush Manuf. This company is a supplier of dental hygiene products such as toothbrushes, dental floss or
 63

dental sticks. However, most of the company’s revenue is not generated by its electrical
toothbrushes, but by the toothbrush heads. These toothbrush heads need to be replaced
regularly and thus lead to a steady income stream. Since it’s not possible to use the
toothbrush with toothbrush heads made by other manufacturers, the company is able to
profit from strong customer retention effects.
10. Online Retailer This company ranks among world’s leading electronic commerce corporations. It’s most
notably known for hosting one of the largest online retailing websites. To complement its
e-book readers, it offers a broad variety of e-books. These e-books are provided by an
extensive network of third party suppliers and can be bought online. Since the e-books
only work on the company’s e-book readers the platform can be regarded as relatively
closed.
11. App & Music Store For many decades, this company was predominantly present in the software and hardware
industry. In order to complement its already successful mp3-players, it recently launched a
platform for distributing music online. This platform enables the company to generate
additional revenue by selling apps, movies and music that can be used on its electronic
devices. Although the music and other content on the platform are generated by an
extensive network of third party suppliers, the company imposes restrictive rules on its
partners. Compared to other platforms, it’s a rather restrained ecosystem.
12. Car Sharing The purchase of a new car is generally associated with significant expenses for the
customer. To ease financial hurdles in the private transportation industry, this company
provides a car sharing service. It was founded as a joint venture between a major
automotive manufacturer and a multinational car rental corporation. This joint venture
enables customers to drive its cars while being charged on a pay-per-use basis. Customers
are not required to buy or lease the vehicles anymore and thus are offered a flexible
alternative to owning a car.
13. Online Ad Provider This company provides advertising services on the internet. Firms can sign up on the
website and start an online marketing campaign. Compared to other means of
advertisement, firms are not billed per ad but per click made by potential customers.
Hence, they are only charged for ads that were actually successful in attracting new
clients. In essence, this lean approach allows for flexible advertising and eases
partnerships in online marketing.
14. Healthcare Provider Being one of the world’s leading companies in the electronics sector, this multinational
corporation launched a new service to support other firms in the industry with cutting-edge
healthcare solutions. Based on its vast experience, the corporation is able to provide
business assessments and technology recommendations. Clients are granted direct access
to the company’s technology.
15. Cloud Service Provider This company is major telecommunications provider in Switzerland. It recently launched a
cloud computing service on its website, allowing customers to store their files online. They
receive personalized and dynamic IT solutions which come along with a flexible cost
approach for IT infrastructure management.
16. Video On Demand As one of Germany’s leading television stations, this company introduced a video on
demand service to complement its traditional TV broadcasting. This service allows
customers to watch their favorite movies and TV shows online. Its business model relies
on a broad network of partners, including internet providers for streaming, motion picture
studios for the content and financial institutions for billing the customers.
17. Gaming Consoles Manuf. This company is a multinational manufacturer of consumer electronics, most notably
known for its video game consoles. Its business model benefits as the number of gamers
and video game publishers increase. With an increasing number of video games, the
console becomes more appealing to gamers. On the other hand, a console with a high
player base is profitable for publishers and thus entails the production of more video
games. These development partners are oftentimes affiliated with the company through
publishing agreements and close collaborations, making the ecosystem rather closed in
comparison to other gaming platforms.
18. Online & Free Newspaper This company offers a daily newspaper for free and thus introduced a new business model
to the publishing industry, which previously focus on subscriptions fees and direct
payments from customers. In contrast, this business model uses advertising as its primary
source for revenue. With an increasing readership, the newspaper becomes more attracting
for advertisers. This enables the company to generate more revenue and potentially
provide better content which – in turn – can lead to a larger readership. Hence, the
relationships to customers as well as to advertisers play a vital role for this business model.
19. Couponing Company This company’s business model is based on a website providing customers the opportunity
 64

to buy products at highly discounted prices. The products are sold by companies who are
interested in using this platform for customer acquisition. While this is an effective way
for companies to commercialize their products, customers profit from lower expenses. The
couponing website on the other hand receives a premium for featuring other company’s
products and connecting them with new customers. Therefore, this company’s business
model acts as a mediator between firms and their potential customers and creates a win-
win-situation for all parties involved.
20. Credit Card Company As a large multinational financial services corporation, this company is best known for
offering electronic funds transfers via credit and debit card. It helps other companies and
its customers to process their payment transactions.
21. Online Payment Company This company provides payment and money transfers on the internet. It facilitates financial
transactions for both companies and customers by offering an alternative to traditional
payment methods. Profit arises from fees on every payment made.
22. Insurance Company Operating in Switzerland’s highly competitive insurance market, this company introduced
a new business model in order to refrain from the rigorous price battle in its industry. It
applied telematic technologies to offer additional services such as accident data recordings
or emergency and breakdown support. By partnering with ICT companies and making use
of new technological capabilities, the company managed to create a powerful value
proposition in the insurance market.
23. E-Mobility Provider In order to provide an eco-friendly approach in the private transportation sector, this
company initiated a new business model which supports the use of electric cars. It
maintains a network of charge spots and battery-switching stations. In return for a
subscription fee, customers are allowed to use this technological infrastructure. Moreover,
they can profit from various other services that make electric vehicles more convenient
and affordable.
24. Derivatives Provider Weather is a critical factor and crucial to every economic setting. Weather derivatives of
insurance firms typically serve only large corporations and do not suit small and medium-
sized enterprises (SMEs). In contrast, this company offers adequate risk protection to
SMEs. Customer can specify their needs and buy the certificates online. The business
model is based on an internet platform which eases the access to weather derivatives for
SMEs.
25. High Tech Manuf. This company was founded as a joint venture between two major chemical corporations
and is specialized in producing silicone products. Since the silicone industry was facing
the challenge of over-capacity, this company had to adapt its business model and
implement a dual strategy. While one branch was set up to focus on service-oriented and
innovative products, another branch had to cover standardized product offerings with
varying prices and sales conditions. This helped to fully utilize the company’s capacities
and stand its ground in the market.
26. Mobile Payment As smartphones have become increasingly prevalent and widespread in industrialized
countries, mobile payment solutions are on the rise. This company provides mobile
payment solutions via SMS or near-field communication (NFC) technology, enabling its
customers to pay with their phones. Its business model requires an extensive network of
partners, including retailers and financial institutions.
27. Automation Solutions This company offers automation solutions for filling systems in the industrial machinery
industry. Its business model is designed to meet the industry’s increasing demand for a
shift from fixed to variable costs. Therefore, the company makes use of technological
advancement in the ICT sector and provides services instead of products. This helps to
ease the relatively rigid cost structures of traditional industrial machinery companies.
[Link] In recent years, the banking industry has been subject to radical change, forcing many
firms to adapt their business model according to new economic, social and legal
circumstances. As a small Swiss private bank, this company decided to specialize on a few
selected elements of the value chain. Hence, its business focuses exclusively on
performing transaction-oriented tasks for security dealers and other banks.
29. ICT Security This company started as a system integrator, offering projects and consulting services in
the area of network security. After the dot-com boom, it changed its business model and
became a service provider. Its standardized services are offered on a subscription base.
Due to economies of scale, its customers can benefit from lower costs.
 65

4.3.2. Data collection

For data collection we used three sources. First, we interviewed overall 29 C-level or
top executives that were directly involved in the case companies’ strategy and
business innovation management.

The semi-structured interviews followed the nature of “guided conversations” (Yin,

2003). This approach allowed us to adapt our questions to the experts’ knowledge. In
doing so, we shortened questions in certain fields and further elaborated on them in
others where we expected to gain further knowledge for our investigation.
Nevertheless, we were still able to keep enough structure to ensure the comparability
of our cases (Mack, Woodsong, MacQueen, Guest, & Namey, 2005). We sent out the
interview guide in advance, which comprised an introduction and the aim of the field
of investigation as well as a mix of open and closed questions, to allow the experts to
prepare accordingly. Interviews lasted between 1 and 1.5 hours on average. Second,
we collected publicly available company slide decks, press releases, annual reports,
and published documentations, which allowed us to sharpen our understanding of the
conducted business models of the respective firms (Rowley, 2002). Thirdly, we
compared our empirical data with data from existing literature (Table 5) in order to
match our empirical data with existing categorizations. We were thereby able to
triangulate our data, which helped us to substantiate our findings (Eisenhardt, 1989).

4.3.3. Data analysis

First, we transcribed the collected qualitative data verbatim (Corbin & Strauss, 2008).
Second, we paraphrased the interviews, compared them, and systematized our results.
In order to achieve our goal, namely to derive a framework for business model
archetypes, we paid particular attention to patterned characteristics of our selected
cases. In order to capture the business model characteristics in a holistic way we
decided to distinguish between two different levels: a Network Level, which captures
the business model characteristics of the surrounding business network, and an
Enterprise Level, which is focusing on the firm itself.
When looking at our cases from the Network Level two characteristics became
especially apparent during the course of analysis. The first one is the type of market
the business model addresses. Several companies operate in multi-sided markets, that
is, they act as multi-sided platforms and link two or more distinct user groups on each
 66

side. These user groups are affected by indirect network effects, which means that the
attractiveness of the platform increases for one group of users as more members of the
other group join – and vice versa (Evans, 2003). Others operate their businesses in a
more “traditional” way in one-sided markets. The second predominant characteristic
that emerged during data analysis was the degree of openness of the business model in
terms of the level of economic control the firm possesses over partners and customers
(Tapscott et al., 2000). Some companies operate their business with a high degree of
openness by granting their partners a high degree of freedom in terms of accessing
their business network and operating independently as a part of it. Another component
of openness involves giving customers the freedom of choice by granting the
opportunity to combine their products and services with offers from other providers.
Others tightly control the partner and customer relationship, and consequently run
their businesses with a low degree of openness.

When researching the Enterprise Level, we found two other dimensions best suited to
describe the different firms’ business models. The first characteristic depicts the
degree of vertical integration under which the firms function. Some firms perform
most of the value creation and delivery activities themselves (high degree of vertical
integration) while others outsource them to partners (low degree of vertical
integration) (Robertson & Langlois, 1995). The second characteristic illustrates the
strategic focus of the firms. While some firms operate in a strongly price-driven
manner, others operate in a more value-driven way, with higher quality of products
and services and consequently with higher prices (Porter, 1980).
For each level we rated the case companies’ business models independently, discussed
differences between the ratings, and subsequently resolved them (Bullock, 1986). The
triangulating of our findings (Jick, 1979) using multiple data sources (Interviews,
publicly available company data, literature on business model categorization)
confirmed the validity of our results. The results of our endeavor, namely the
framework for business model archetypes with the Network and the Enterprise Level
are presented in the following section.
 

4.4. Empirical findings on business model archetypes

4.4.1. Network Level

Looking at the Network Level, the first result of our empirical study, which becomes
apparent, is that most of the firms explored are found in fields A and C. Firms that
address multi-sided markets are likely to open up their business models. On the other
hand, we found that the firms that address one-sided markets tend to operate with a
low level of openness. However, prominent firms exist, that operate in multi-sided
markets with a low level of openness but with a high level of openness in one-sided
markets. The distribution of the firms across the four fields shows that although there
is a clear tendency towards opening up the business model in multi-sided markets and
closing it on one-sided markets, all four options represent promising ways for business
model innovations.

19 Couponing Company

20 Credit Card
Company
13 Online Ad Provider
High 16 Video on Demand
Provider 18 Online & Free
Newspaper
12 Car Sharing
26 Mobile Payment
Provider
10 Online Retailer
22 Insurance 24 Derivatives
company company 21 Online Payment
Provider
Degree of
openness 4 Restaurant 1 Fast Food
Chain Chain
25 Silicones Manuf act.
2 Elderly care
5 Grocery Chain 23 E-Mobility
3 Fashion
Chain Provider
Chain
15 Cloud Service
Low 17 Gaming
Provider 14 Healthcare Products
Consoles
Manuf .
28 Swiss Bank
27 Automation Solutions
9 Tooth Brush 11 Online Musiic & App
29 ICT Security
Manuf . Store
8 Cof f ee Capsules
7 Printing Devices
6 Saf ety Razors

One-sided Multi-sided
Type of market

Figure 6: Network Level

 68

Field A comprises firms that conduct business models that address multi-sided
markets and are characterized by a high degree of openness in their business model.
The couponing company (case 19), for example, offers highly discounted coupons of
retailers to end consumers and thereby connecting these two interdependent customer
groups on its platform. The more consumers they attract to buy coupons on the
platform, the more attractive it is for retailers to participate and launch new product or
service offers via the couponing company’s website. Their business model is
characterized by a high degree of openness as almost any retailer can place its
discounted offers on the platform and, once the consumer decides to make use of the
offers, retailers deliver them without the supervision of the couponing company. The
couponing company relies solely on the coupon sales and billing processes. A second
example of field A is represented by the credit card company (case 20). As a large
multinational financial services corporation, this company is best known for offering
electronic fund transfers via credit and debit card. As a multisided platform, it
connects retailers and consumers and helps them to process their payment
transactions. As more consumers prefer to pay via the company’s credit cards, it
becomes more attractive for retailers to offer their customers this payment option.
Vice-versa, as more retailers accept the company’s credit card for payments, the credit
cards become more attractive for consumers, since they can use it at a larger number
of shops. The company’s business model operates with a high degree of openness,
since basically any retailer and any consumer can join the platform and utilize it
independently. Both customer groups are also free to use any other credit card
company’s offers and are not restricted in any way.

Field B represents firms that address multi-sided markets that operate with a low
degree of openness. A typical example of field B is that of the company with an online
music & apps distribution platform (case 11). The company’s mp3 players are sold at
premium prices. The songs and apps, which can be downloaded from its online
platform for a small fee, complement the revenue generated by the sales of the
hardware. Although addressing multi-sided markets, namely app users and app
developers, their platform can be characterized by a low level of openness, as their
mp3 players are built to only play apps & music downloaded from their platform and
conversely, the apps & music on their platform are only playable on their mp3
players. In this way the company is able to generate high profits not only by selling
 69

apps & music, but also by selling the electronic devices needed to play it. Thereby
they exhibit high economic control over the customer relationship. The video consoles
company (case 17) represents another example of Field B. Mainly known for its video
game consoles, this company has a business model that benefits as the number of
gamers and video game publishers increase. With more available video games
available, the console becomes more appealing to gamers. On the other hand, a
console with a large player base is profitable for video game publishers and thus
fosters the production of more video games. The customers of this company have only
a low degree of choice, since the games sold by this company only work together with
the company’s consoles and vice-versa. Hence, once a customer decides to purchase
one of the company’s consoles, the company receives a high degree of economic
control over the customer relationship.

Field C covers firms that address one-sided markets and operate with a low degree of
openness. A leading Telco company (case 15) utilizes a business model for its cloud
service that exemplifies this field by offering their business customers online files
storage on their highly secured servers. As their value proposition involves a high
degree of security and trust, almost all value creating and capturing activities are
performed by the company itself or are under strict control of their partners. As a
consequence of this strict control, the company can ensure the safety it promises. This
model lends itself to a long-term relationship between the company and its customers
because customers, who decide to make use of the company’s offer, pass highly
confidential data to externals, thereby electing for this long-term option. Another
example of Field C is the Swiss private bank (case 28), which specializes in
investment advisory and asset management for wealthy privates. By nature of their
industry, which is characterized by high trust and confidentiality, most of the Swiss
private bank’s activities are conducted by the company itself or under strict company
control. Also, the customer relationship can be classified as quite controlled, because
once the customer decides to work with the company, usually he stays very long-term.

Field D is characterized by firms that operate in one-sided markets and with a high
degree of openness. For example, the car-sharing company (case 12) attracts mainly
modern city dwellers, who see no need to take on the financial hurdles of buying their
own car, but want to be mobile in their cities without depending on public
transportation. The business model can be considered as open, since the company
 

does not take control over the customer relationship at all: the customer can sign up
for free, is only charged per use, and has no further commitments nor ties to the
company. Another example for Field D is illustrated by the derivatives company (case
24), who opened up its sales force to a wide variety of partners, who can choose
which partner type they want to engage in, e.g. white label partners or brokers, and
earn fees in case they close deals with customers.

4.4.2. Enterprise Level

On the Enterprise Level the companies investigated are also spread around all four
fields of the matrix and operate their businesses with different levels of vertical
integration as well as with different strategic focuses.

25 Silicones. Manuf act.

15 Cloud Computing
Provider 23 E-Mobility
8 Cof f ee Capsules
Manuf .
16 Video on Demand
28 Banking 6 Saf ety Razors
Provider
Manuf .
value-driven
17 Gaming Consoles 11 Online Music & App Store

14 Healthcare 4 Restaurant Chain

27 Automation Solution
products
Provider
3 Fashion Retailer
7 Printing Devices
Manuf .
Strategic
Focus 10 Online Retailer
13 Online Ad Provider

2 Elderly care 20 Credit Card

19 Couponing
12 Car Sharing
26 Mobile Payment
price-driven 22 Insurance
24 Derivatives 21 Online Payment
Provider 1 Fast Food
9 Tooth Brush
Chain
Manuf f .

18 Online & Free

Newspaper

high Degree of low

vertical integration

Figure 7: Enterprise Level

 71

However, the majority of the companies are classified as belonging to Fields B and D.
Firms that operate in a more price-driven manner tend to be less vertically integrated
(Field B), while firms with a value-driven strategic focus tend to operate with a higher
degree of vertical integration (Field D). Only a minority of the firms that we
investigated fell into the categories covered by Fields A and C.
Field A captures the firms that run their businesses with a low level of vertical
integration and are value-driven. An example of Field A is the “Video on Demand”
offering of a leading TV station (case 16) to complement its traditional (free) TV
broadcasting. By allowing their customers to stream their favorite movies and TV
shows online whenever they want, this TV station provides them with additional
value, the charge for which comes in the form of extra fees per show or movie. This
business model relies on a broad network of partners, including internet providers for
streaming, motion picture studios for content and financial institutions for billing,
leading to a low level of vertical integration. Another firm in field A provides an eco-
friendly approach in the private transportation sector (case 23). This company initiated
a new business model that supports the use of electric cars by orchestrating a network
of charge spots and battery-switching stations. In return for a subscription fee,
customers are allowed to use this technological infrastructure. Instead of operating
their own gas stations, they make use of the existing network of leading gas stations,
by making partnerships in order to provide customers with a dense network for
battery-switching and/or charging. Additionally they partner with various car OEMs,
which employ their technology and standards into their e-cars.
Field B embraces price-driven firms with a low level of vertical integration. This
applies e.g. to the newspaper company (case 18). It offers a daily newspaper for free
and thereby introduces a new business model to the publishing industry, which
previously focused on subscription fees and direct payments from customers. In
contrast, this business model uses advertising as its primary source of revenue. With
an increasing readership, the newspaper becomes more attractive for advertisers. This
enables the company to generate higher revenues and potentially provide better
content, which, in turn, can lead to a larger readership. Hence, the relationships to
customers as well as to advertisers play a vital role for this business model. In order to
run this price-driven business model the newspaper firm needs to operate very
efficiently. This is the primary reason for outsourcing many value creating activities in
 72

their business. In particular, the editorial department is very lean and focuses
predominantly on standardized content of external agencies. Furthermore print is
outsourced to external printing offices and distribution takes place via external
agencies. Other examples of field B are represented by the fast food company (case
1), which outsources the whole sales activities to franchisees, and the couponing
company (case 19), which only acts as an intermediary between consumers and
retailers, who create and deliver the products or services offered via coupons.
Field C summarizes the firms operating with a price-driven focus and at the same time
with a high vertical integration. The car sharing company (case 12) was founded as a
joint venture of a car OEM and a car rental company. Thereby, all important value
steps along the value chain are performed by the joint venture itself, namely its fleet
management expertise, its back end software and hardware solutions for the
reservation and payment handling processes, run by the car rental company, and its
supply of cars, enabled by the OEM. Utilization of this business model allows for
price-driven operation that then attacks the incumbent car rentals with far lower prices
for short-term rentals. A second example of field C is illustrated by the tooth care
company (case 9), which supplies dental hygiene products such as toothbrushes,
dental floss or dental sticks. Most of the company’s revenue is generated by its
electrical component - the toothbrush heads, which need to be replaced regularly.
Different from other premium toothbrush brands, it manages to deliver the toothbrush
and toothbrush head system at a far lower price than the competition, made possible
by the development of a low-cost technology. Most of the activities along the value
chain are performed in-house, and partnerships are only made for sales activities with
stationary or online retailers.

Field D contains firms that operate with a value-driven strategic-focus and a high level
of vertical integration. Exemplary for this field is the high-tech company (case 25)
specialized in producing highly innovative silicone products and services for premium
prices. As an innovation leader in its sector, this company invests heavily in its own
R&D, operates its own production sites, and sells its products and services through its
own sales offices and staff. Therefore this company can be considered highly
vertically integrated. Similarly, for the coffee capsules manufacturer (case 8) it is
extremely important to keep control over the whole value chain and to keep its R&D,
production (roasting, filling etc), and its marketing, and sales activities completely in-
 73

house. The coffee capsules, which are sold in its boutique shops for premium prices,
are of the best quality and are sold by highly trained and extremely service oriented
staff.

4.5. Discussion: Implications for the business model innovation

process

In order to provide management practice with tools to implement and profit from our
framework, in this section, we illustrate how our suggested categorization of business
model archetypes can support in the innovation process and lead to better results.
To support business model innovation systematically, certain process phases are
essential: analysis, ideation/design, validation, implementation planning, and
implementation (Eisert, 2013). In the following section we discuss how the developed
framework for business model archetypes can be leveraged in the analysis, design and
validation phases of the innovation process.

Implementation   Analysis  

Ideation/  
Validation  
Design  

Figure 8: Innovation Process

 74

4.5.1. Analysis Phase

In the analysis phase, a company usually describes its current business model as a
baseline for the innovation process. Based on this description and the documentation
of the firm’s current strategy, the business model can be classified on both levels of
our framework. This self-assessment deepens the team’s understanding about the
current position of their company in the market and future options. It also helps to
establish ‘business model thinking’ within the team and ensure that all team members
are on the same page.
If the assessment is done for the key competitors and not just for the own company, an
excellent overview about the competitive position is established. This is the first
indicator as to whether the company has a similar approach to that of the majority of
its competitors. In that case, a move into a different position could lead to a rather
unique position. If competitors have different positions in the framework or if the own
position is even a rather exotic one relative to the majority of the competitors, the
analysis of the reasons for the different approaches will provide valuable insights.

4.5.2. Ideation Phase

After a company has classified itself within the framework, one way to generate ideas
for new business model options is to think about possible transition paths. This could
be done both on the enterprise and on the network level, as well as their respective
dimensions. A useful question to ask is: what would need to change if the company
were to move from left to right, or from bottom to top (or vice-versa)? This can induce
or inspire a lot of new, out-of-the-box ideas for new business model options. In the
following section we illustrate this idea using examples for its application on each
level.

Network Level
Regarding the ‘Type of market’ dimension on the Network Level the possible
transition paths involve creating or eliminating a platform that links the different
customer groups. For example, a move from a ‘one-sided’ to a multi-sided’ business
model allows for an extension of the current business model by leveraging the existing
relation to a customer group. In our research sample, the music company (case 11)
 75

established a multi-sided platform by allowing third party application developers to

create a variety of applications that can be bought and downloaded from the music
company’s application store and used on the music company’s devices. Thus, the
music company earns money by receiving a share of the revenue from the applications
downloaded from its store. This tactic no only strengthens the customer relationship,
but also, as described above, allows the platform provider to charge fees on all
transactions that leverage the newly created platform. In this case, the access to
customers was leveraged to extend the business by including offerings from partners
via the platform.
When the ‘Degree of Openness’ dimension is chosen, the transition paths involve
increasing or decreasing the level of control that the business has over network
participation and activities within the network. If a business decides to go from a
rather controlled to a more open model, it enables a more open network for more
players, encouraging the partners to act more autonomously. Successful examples for
this kind of move include change from a closed to an open innovation model, open
source and crowd-sourcing strategies, or involvement of customers e.g. in the
ideation, design or even production and assembly phase. In our sample the Online
Retailer (case 10) depicts an interesting example of the gradual transition from a
controlled business model to an open model. The Online retailer decided to leverage
its huge customer base by allowing and increasing number of partners to join their
website use it to sell their products. If a professional retailer wants to join, he has to
pay a monthly fixed amount (subscription model) and an additional a per-item seller
fee to the Online Retailer. In turn, the third party seller’s products are exposed to
millions of potential customers and can therefore be found and bought much more
easily on the Online Retailers website. In addition, the customers buy the third party
products in a trusted shop in a convenient way. Partnerships are usually non-exclusive
and customers get a higher level of choice.

Enterprise Level
When determining the ‘Degree of vertical integration’ dimension on the Enterprise
Level the possible transition paths are basically moves on the value chain: this
involves the creation of new business model options by moving to a new value chain
position. A move from ‘low’ to ‘high’ is about integrating backward and/or forward
 76

on the value chain. Before accomplishing this, companies have to integrate steps that
were done by suppliers or partners. Think about manufacturers that acquire key
suppliers to integrate crucial steps in the value chain or fashion companies that were
using retailers to sell their clothes and now build up their own stores to fully exploit
their brands. The IT company (case 11) for instance bought a microprocessor
manufacturer to gain control over this central part of their devices. A move from
‘high’ to ‘low’ is either about specialization (focusing on the core competencies) or
about simplifying the value chain by eliminating non value-adding steps. Referring to
our research sample, the newspaper company (case 18) shows how the value steps of
the traditional newspaper business can be outsourced in order to achieve efficiency
advantages over competition. The content is sourced externally via news agencies,
which in turn allows for a lean editorial department. The printing of the newspaper is
accomplished by external printing firms and the distribution is carried out by external
distribution agencies. The banking firm (case 28) depicts another very interesting
example of how the traditional banking business can be innovated by specialization by
breaking up the value chain in the banking sector. The bank started a separate entity,
which exclusively focuses on performing transaction-oriented tasks, e.g. securities
trading or payment services. These services are offered to the corporate mother but
also to other banks and security dealers. The higher volumes led to profits due to
specialization of the corporate daughter, while in the same time the corporate mother
could concentrate on customer relationships and advising clients.
The ‘Strategic Focus’ dimension involves a change from a price-driven strategy to a
value driven strategy, or vice versa. From our research sample, the High Tech
Manufacturer (case 25) serves as a good example of how a firm with a value-driven
strategic focus can successfully established a price-driven business model. The firm
ran a high margin, customized its solution and service oriented business model with
silicon products, and faced the challenge of stagnating sales, especially in its low-end
product segment, which was in the process of becoming a commodity. Therefore the
firm decided to run a dual business model and established an additional business unit,
which focused on selling their low-end products in a highly standardized way without
any extra services and with highly automated processes in a “no frills” manner. The
new unit turned out to complement their traditional business model and the firm now
is running both of their business models very successfully.
 77

4.5.3. Validation Phase

One important activity in the validation phase is the evaluation of all business model
options that were created in the design phase and that were chosen for further
validation. The criteria for the evaluation as well as the weights are usually
determined in a project specific manner depending on the objectives of the innovation
project. In most cases criteria like revenue potential, related costs, risks, and the
organizational fit are part of the criteria catalogue. Our framework for the
categorization of business models can be used to derive additional evaluation criteria
that are ‘tailor-made’ for the respective business model category.

Regarding the Enterprise Level, the ‘Strategic Focus’ provides guidance for greater
focus more on the revenue potential (value-driven) or costs (price-driven). For the
‘Degree of vertical integration’ dimension one might focus more on the
organizational fit if the business model is characterized by a high degree of vertical
integration since this indicates that a good fit to the core competencies is crucial.

On the Network Level the differentiation between one-sided and multi-sided business
models is fundamental for the evaluation. For multi-sided models the ability to reach
critical mass for all relevant customer groups is probably the most decisive success
factor. Multi-sided models that fail in the attempt to gain critical mass cannot leverage
network effects and are doomed to die. The evaluation criteria have to reflect these
specifics. Regarding the ‘Degree of Openness’ dimension, evaluation criteria might
focus more on the ability to control the network for business models that are classified
as business models with a low degree of openness and on the ability to attract partners
for business models that are classified with a high degree of openness.

4.6. Implications for theory and practice

In this article, we built a new framework for business model archetypes that is derived
from a multi-case study and grounded in the existing literature on business model
categorization. This framework is the first to introduce the concept of categorizing
business models both on the Enterprise Level and on the Network Level. While the
Enterprise Level rather reflects the classical strategic options within a selected market,
the Network Level illustrates that the increasing importance of multi-sided business
 78

models fundamentally changed the possibilities for business model design. The
suggested framework does not focus on certain industries, company types, or regions.
Also, it is not limited to internet-based business models, but can be used for all kinds
of business models. In essence, this framework lays out the generally available
options, contributing to a better understanding the rules of business model design.
This framework entails several managerial implications. First of all, the new
framework enables companies to easily recognize the options at hand when thinking
about a new business model. Each firm can now classify itself (and the relevant
competitors) on both the enterprise and the network level to get a better understanding
about its current strategic position in the market and the options for its future.
Thinking about all feasible migration paths within the framework is a very promising
way to systematically investigate new business model options and to come up with
ideas for a sustainable competitive differentiation. Even if the migration does not
directly lead to a viable business model option it might stimulate very promising
ideas. For the evaluation of business model options the respective position of the new
business model in the framework provides relevant hints for suitable evaluation
criteria. To summarize, this new framework supports a new way to ‘build on the
existing’ throughout the business model innovation process complementing existing
approaches like the morphological analysis or analogical thinking e.g. based on
business model patterns.

For this case study based research, several limitations apply. The case sample was
composed to allow analyzing a broad range of companies in terms of size and
industry. Nevertheless, one limitation is that the sample cannot be regarded as fully
representative and hence does not permit ‘statistical generalization’. However, the
perceived ‘logic of replication’ does allow for ‘analytical generalization’ (Yin, 1994).
Further limitations could apply with regards to a single informant bias (Ernst &
Teichert, 1998). The examination of individual cases leaves room for diverse
interpretations, although the authors triangulated the data. There is a clear need for a
larger sample size as well as for a cross-sectoral study on broad empirical data. Due to
the fact that innovation processes greatly benefit from ways to ‘build on the existing’
future research on business model innovation should further investigate how
knowledge about existing approaches can be utilized in all activities throughout the
 79

innovation process to further contribute to a systematic approach to business model

innovation.
 80

5. Designing innovative business models

Single authored

This article examines the role of design thinking in business model innovation.
Based on expert interviews with members from Stanford University’s design school
and a workshop at Stanford’s Center for Design Research, the article provides
insights on how to enhance the St. Gallen Business Model Navigator with design
thinking elements. Furthermore, it provides checklists for practitioners on how to
further enhance the initiation, ideation, and the integration phase by the use of design
thinking.
 81

5.1. Design thinking as an additional lever for successful

Business Model Innovation

In the past years the notion of design thinking has emerged as new methodology for
innovation (Leifer & Steinert, 2011). Originating from the Silicon Valley and in
specific from Stanford University, it depicts a human-centered approach that
integrates technological, business, and human elements to create innovative products,
services, and enterprises (Meinel & Leifer, 2010). Despite the fact that many
definitions of design thinking exist (Brown, 2009; Lockwood, 2010; Martin, 2009), in
general “…design thinking can be viewed as the application of design methods by
multidisciplinary teams to a broad range of innovation challenges” (Seidel & Fixson,
2013).

Different from traditional strategic approaches to innovation that encourage to

analyze, to plan, to predict, and to full-scale launch, design thinking inspires to design,
to build, to test, to learn, to redesign, to iterate, and to then launch and scale slow
(Fixson & Rao, 2014). This approach is of exceptional value to the field of business
model innovation, where the success of a newly developed business model is,
different from the launch of the next generation of products and services, neither
projectable nor clearly predictable. Business model innovation redesigns the entire
architecture of a firm in terms of how it creates value to its customers, how it
integrates partners, and how it generates profits (Teece, 2010). Hence, it represents a
radical type of innovation, where traditional ways of analyzing historic data to plan
and predict future success is not appropriate. Innovating business models requires
experimentation that creates data for further evaluation and justification (Chesbrough,
2010). It cannot be achieved by following traditional innovation methods alone. The
creative, intuitive, human-centered, prototype-driven, and iterative design thinking
approach could add quite value for the creation of radical breakthrough business
models.
This article examines the role of design thinking in business model innovation and
gives recommendations on how to use design thinking elements to further enhance the
business model innovation process. It is structured as follows. The next chapter
introduces the Business Model Navigator, a design methodology originating from the
University of St. Gallen in Switzerland and proven to be successful in a wide variety
 82

of industries to create innovative business models (Gassmann, Frankenberger & Csik,

2014). This is followed, by outlining the method. In specific, one workshop and
several single expert interviews were conducted together with leading design thinking
experts from Stanford’s Center for Design Research. The goal was to introduce the
Business Model Innovator and to receive feedback as well as to elaborate valuable
enhancements with regard to the design thinking methodology. Subsequently, the
outcome, namely additional design thinking elements that were recommended to
enhance the business model innovation process are explained in detail and checklists
for practitioners are provided. The article closes with a summary.

5.2. The Business Model Navigator and its application in

business model innovation projects

The Business Model Navigator depicts the starting point and baseline for this study
and represents a design methodology that firms can use to systematically innovate
their business model (Gassmann et al., 2014). The methodology has been applied
within leading companies in multiple industries and has been proven to be successful
in creating innovative business models. Figure 9 represents the Business Model
Navigator framework, which suggests innovating business models in a four-step
process comprising three phases of business model design followed by a phase of
realization. At the heart of the design phases is the business model triangle, which
describes a business model in four dimensions (Frankenberger, Weiblen, Csik &
Gassmann, 2013; Gassmann et al., 2014 p. 12): the What, the Who, the How, and the
Why. While the What clarifies the value proposition of a business model, that is the
product or service offerings to its customers, the Who represents the customer
segments addressed with the business model. The How points to the way the value is
created, e.g. certain internal processes or together with external partners. The Why
clarifies the business model’s cost- revenue structure, or put differently the firm’s
revenue model.

In the initiation phase, the status quo business model is described along the four
business model dimensions. Together with an analysis of the surrounding ecosystem,
the team develops an understanding of how the firm relates to its customers,
 83

competitors, and partners. Furthermore, in the initiation phase, business model change
drivers are identified. These drivers can be for instance technological, regulatory, or
behavioral changes and can initiate business model innovations. The goal of the
initiation phase is to get a clear understanding of the current business model and to
identify focus areas for potential business model innovations.
In the ideation phase the main goal is to generate new business model ideas. The
ideation phase starts with a presentation of inspiring business model examples,
typically from different industries. The goal is to inspire the team with cross-industry
analogies and to point out how other firms have solved similar challenges to their
business model. This is followed by the confrontation of the firm’s business model
with so-called business model patterns, which depict business models proven to be
successful by multiple companies in various industries (Gassmann et al., 2014;
Frankenberger et al., 2013). Thinking about how a manufacturing company would do
business with for instance a freemium business model (e.g Skype) or a subscription
business model (e.g. Netflix) triggers many new business model ideas. After having
generated numerous ideas in the ideation phase, the most promising ones get selected
and further elaborated in the integration phase.

In the integration phase, the selected ideas are further developed. Typically, the ideas
generated in the ideation phase are still very rough and high level. They usually focus
on only one or two business model dimensions, like a new value proposition or a new
customer segment. Therefore, the goal of the integration phase is to align these high
level ideas along all four dimensions of a business model and to achieve internal and
external consistency. Central aspects in this phase are to make sure that enough
resources and the right processes needed for the new business model (internal) are in
pace and to validate that the new business model fits in its business ecosystem
comprising customer, partners, and competitors. “Light” business plans are created
and pitch presentations prepared.

The implementation phase focuses on investments and pilot projects in test markets to
realize the designed business model. Trial and error learning through (test) market
introduction can lead to a business model re-design, however in the implementation it
is the goal to get a newly designed business model realized. Therefore, the focus of
 84

the study is on the first three design phases, taking into account the trial and error
learning from the implementation phase.

Figure 9: The Business Model Navigator

Soure: Gassmann, Frankenberger, & Csik (2014, p.24)
 85

5.3. Method

To enhance the Business Model Navigator with elements from the design thinking
discipline, original data was collected by conducting a half-day workshop with
Stanford University’s design thinking experts followed by single expert interviews for
further elaboration.
The workshop took place at Stanford’s Center for Design Research, which is closely
connected to the Hasso Plattner Institute of Design, informally known as the [Link].
As the [Link] does not grant degrees, research on design thinking is mainly
conducted at the Center for Design Research. Workshop participants comprised 15
Stanford design thinking experts, including Professors, post-docs, and PhD students.
All of them were doing design thinking related research and had practical experience
in design thinking, either from teaching or assisting design thinking classes in
Stanford or/and coaching industry partners. At first, the Business Model Navigator
and its corresponding business model innovation process were introduced to the
group. This was followed by outlining a sample business model innovation project
plan with the application of the Navigator in practice. The focus was on the first three
phases of the process, namely the initiation, the ideation, and the integration phase.
The presentation ended with questions and feedback from the design thinking experts
and was followed by a 2.5 hours work session on the application of design methods to
enhance and extend the business model innovation process. Each participant had to
think about design thinking elements or methods used in past projects or conducted
research on. The participants had to map those methods to the three business model
innovation process phases (initiation, ideation, and integration). The goal was to map
the elements to those phases where it was assumed to provide the most additional
value. Each participant posted his individual feedback per innovation phase on a white
board and presented his comments in front of the group. Then, the feedback was
jointly discussed, clustered and further single interviews were conducted to elaborate
on the advice given. The results of the workshop are summarized in Table 7.
Phase Business Model Project Design Thinking enhancements
Project • 3-4 months projects • Team composition should not be lead by discipline, instead by cognitive style => maximize cognitive diversity
setup • Multi-disciplinary teams composed by members • Team with highest net empathy comes up with most innovative outcomes => choose emphatic team members
from Business Development, Sales, Marketing, • Group size: maximum 4 people; they outperform larger groups in creating innovative ideas
Engineering, Controlling etc. • Shorter timeframe to put more urgency and to remove opportunity for overthinking
Initiation • Description of status-quo business model • Observe, build empathy, get insight, and uncover latent needs of customers. Talk to the players.
• Ecosystem analysis • Conventional tools for market, technology, customer research only useful for incremental improvements. They will not
• Change driver analysis lead to ideas that change the rules of the game.
• Identification of focus areas • Collect data by recorded interviews, take pictures, make videotapes, and understand the customer experience
• Convert and synthesize collected data, and make a design problem formulation
Ideation • Presentation of inspiring cross-industry • Focus on team work, team leaders, and innovation culture
examples • Iterate multiple times between divergent generation of many ideas and convergent deduction to a single idea
• Idea generation with pattern confrontation • Install a pivotal thinking team leader. He will close the representational gaps between different cognitive style team
methodology members. A pivotal thinker has the ability to guide conversations; opening up the problem space and shifting back and
• Clustering and detailing of ideas deducting when necessary
• 80-100 ideas, 3-5 BM ideas • Work with personas. Let team members apply innovation roles to foster creativity, enthusiasm, and confidence
• Sweeten the deal; Sell emotions
• Deny negative Feedback
• Prototype not too big projects
• Use the dark horse approach at idea selection
Integration • Further elaborate selected ideas • Don’t go from idea selection directly to a business plan.
• Prepare a business plan “light” • Multiple prototyping iteration cycles are needed to test, refine, and further elaborate on the idea to reduce uncertainty
• Presentation of elaborated ideas and to get confident in having the right idea.
• Initial business plan on 3-5 ideas • Test against reality and abduct
! • Prototype business models by using rough sketches, post-its, or act business models out in recorded skits.
• Use different media to prototype depending on what kind of feedback you expect. The more finished your prototype
looks, the less you are open to critical feedback. Also, the more finished your prototype looks, the more people will only
add incremental improvements to your idea.
General • Show, don’t tell
overall • Pitch already on day 2: set three cycles of the process over the course of the whole project
• Anything worth learning has to be learnt at least 7 times => repeat it; stick in multiple scenarios
advice • Set impossible deadlines => teambuilding
• Foster cognitive and affective empathy
• Instead of plan, plan, RE-plan, do, do RE-do
• Build prototypes and sell it to the group
Table 7: Business Model Innovation Process and Design Thinking enhancements
86
 87

5.4. The strength of Design thinking for business model design

5.4.1. Design thinking in the initiation phase

In the initiation phase usually the ecosystem of the focal firm is analyzed and change
drivers are identified. Besides traditional methods applied, like customer surveys
(marketing department), competitor analyses (corporate strategy) and technological
forecasting (R&D department), design thinking can unleash additional innovation
potential in the business model ideation phase by revealing potential customers’
hidden needs. IDEO’s CEO Tim Brown highlights that the key is to observe, to build
empathy, to get insight, and thereby to uncover needs, which customers are not yet
aware of and would therefore not express when simply asked (Brown, 2009, p.40).
The frequently cited sentence of Henry Ford “If I’d asked my customers what they
wanted, they’d have said a faster horse.” depicts the importance of design thinking in
the initiation phase (Brown, 2009, p.40). “The tools of conventional market research
can be useful in pointing toward incremental improvements, but they will never lead
to those rule-breaking, game-changing, paradigm-shifting breakthroughs that leave us
scratching our heads and wondering why nobody ever thought of them before”
(Brown, 2009, p.40).

When applying design thinking in the initiation phase it is important not to start from
a narrow problem the focal firm is currently facing, since design thinking does not
only explore solutions to specific, predefined problems, but always starts with an
understanding of the problem itself – the problem space (Leifer & Steinert, 2011,
2014; Lindberg, Meinel, & Wagner, 2011). This is done in two iterative steps (see
Figure 10). In step one the divergent exploration of the problem space takes place.
Mainly qualitative data of customers, competitors, partners, and the focal firm is
collected. This is realized by e.g. recorded interviews, pictures, videotapes, or soaking
up the experience of doing business with a company by taking the role of a customer
(Brown, 2009, p. 69). This phase is also often referred to as the analysis phase, in
which different viewpoints and events are explored (Brown 2009, p. 69; Dunne &
Martin, 2006). “Connecting” and building empathy to the people and/or companies
observed helps for the second step, namely the synthesis, where observations are
converted into insights (Brown 2009, p.70; Leifer & Steinert, 2011, 2014; Martin,
2009, p. 30). Empathy plays a crucial role in decoding, synthesizing and converting
 88

the masses of raw data into meaningful insight (Brown, 2009, p. 70). The most
interesting insights are drawn from what people do not say (Brown, 2009, p.43).
Converting the data into patterned characteristics helps to translate the change
problem and to make a design problem formulation, the baseline for ideation (Brown,
2009, p.70).
By observing and building empathy for patients with chronic illness or long-term
treatments, the Boston based start-up Pillpack realized that receiving and organizing
medication is often a complex undertaking. Patients have to take prescriptions to local
pharmacies, order the medication and, if not in stock, pick it up on a second visit.
Further, they have to be aware of taking partially multiple medications with the right
doses at the right time. Finally, they have to be conscious of obtaining new
medications before they run out of their existing ones. Following a human-centered
approach, Pillpacks’ business model consists of personalized, pre-sorted medication
shipped to the patients’ doorstep paired with a proactive refill management. This all
becomes possible, through communication with the respective doctors and insurance
companies. Keeping the human touch, Pillpack offers a 24/7 phone support, where
pharmacists answer questions patients might have with regards to their medication,
insurance, and doctoral prescriptions. Their revenue model is based on a monthly
subscription fee.

Figure 10: Divergent analysis & convergent synthesis

Source: Brown, 2009, p. 67
 89

Checklist for the initiation phase:

-­‐ Observe with a child’s eye. Make yourself free from existing beliefs.
-­‐ Ask “why?” and “why not?” questions.
-­‐ Instead of using highly specified questionnaires and approaching thousands of
people, it is more valuable to find the right people, who do something different.
These people are worth concentrating on. Typically they are not the key
customers or closest partners, as those will only confirm the known.
-­‐ Building empathy and connecting to what the people feel, will reveal their
latent needs.

5.4.2. Design thinking in the ideation phase

The center of the ideation phase is the generation of new ideas that tackle the design
problem identified in the initiation phase. Design thinking does not offer a
compilation of creativity methods that automatically lead to great ideas, when applied.
The additional value of design thinking in the ideation phase lies in complementing
these methodological approaches by getting innovators into the state of mind to being
creative. It is all about teamwork, leadership, and innovation culture. Innovation is a
team sport and so do great ideas evolve only when teams work together with creative
confidence and optimism (Brown, 2009, p.76).

In contrast to the traditional idea funnel, where a great number of ideas are developed,
continually selected and reduced to a few by following stage-gate processes (Cooper,
2008), the design thinking process “looks like a rhythmic exchange between the
divergent and convergent phases, with each subsequent iteration less broad and more
detailed than the previous ones.” (Brown, 2009, p. 68). In other words, the process of
design thinking iterates multiple times between the generation of a variety of new
ideas out of existing information - divergent thinking - and the logical deduction to a
unique solution - convergent thinking (Schar, 2011, p. 7; Guilford, 1967, p. 220).
Mark Schar (2011), lecturer at Stanford’s Center for Design Research, explains the
challenging dance between diverging and converging in the innovation process and
demonstrates the additional value of a ‘pivotal thinking’ team leader. His research
suggests that in multi-disciplinary teams, members of different functions show either
divergent or convergent problem solving styles based on their cognitive capabilities.
 90

While e.g. marketers favor a rather intuitive (divergent) style, members of corporate
finance on the other hand might tackle problems in a more analytical (convergent)
way. This leads to ‘representational gaps’ in joint discussions about innovative ideas
and inhibits knowledge sharing, as team members perceive problems only from their
individual perspective and show limited interest in differing problem solving styles.
For instance, marketing and sales managers like to focus on the customer while
controllers prefer to argue with numbers. Misunderstandings, turning down each
other’s ideas, and frustration are often the results. Schar (2011) proposes that a design
thinking coach can close these mental gaps, by pivoting as a team leader between
convergent and divergent problem solving styles. This can be achieved e.g. by guiding
to a single idea at first and then opening up the problem space by asking generic
questions to trigger multiple, more creative answers and then shifting back to the
convergent mode by asking questions to clarify, confirm, and reduce options again.

Figure 11: Conceptual model for a Pivot-Thinker

Source: Schar, 2011, p. 14.

The design thinking coach usually iterates in multiple cycles until the team feels
confident enough to have generated suitable ideas to meet the design challenge. Schar
(2011) shows empirical evidence, that ‘divergers’ and ‘convergers’ share more
information for group decision making and also share this information earlier, when
coached by pivotal thinking team leaders, which proves their moderating role.
 91

Not only team leaders should be aware of the cognitive abilities of the idea generating
team, also team members can use people-centric tools to encourage constructive
discussion about ideas. Kelley and Littman (2008) propose 10 fictional cognitive roles
that people can adopt and play when discussing new ideas. These can be grouped in
three categories: The anthropologists, the experimenters, and the cross-pollinators
depict learning personas, who continuously strive for new ideas outside the firm’s
current beliefs and views to explore new insights and to break out of the firm’s
dominant-logic. The organizing personas comprise the hurdlers, the collaborators, and
the directors. Their primary goal is to push ideas forward by getting management
attention, resources, and align firm politics. The third group of personas is represented
by the building personas. The experience architect, the set designer, the caregiver, and
the storyteller all have in common that they orchestrate the insights and the power of
learning and organizing personas in order to achieve innovation. Playing certain
personas allows innovators not only to identify potential customers and their needs,
but also encourages them to create and follow their ideas with confidence and push
them forward. Most important, the persona technique strengthens the power of
innovators to team up and argue against naggers, who constantly criticize young ideas
and are present in almost every innovation project.

When it comes to selecting the most promising ideas, design thinking recommends a
counterintuitive way, known as the ‘Dark Horse’ approach. Larry Leifer, Director of
Stanford’s Center for Design Research stresses the importance not to go for the most
obvious solution (Leifer, 2012). He explains the dark horse approach as a metaphor
derived from horse racing, where there is one horse with only little chances of
winning and hence no one bets on it. However, he argues that if this horse wins, it
really pays off. Transferred to idea selection, there is always one idea, which seems
too different from the obvious solution, so there is no trust in the group that the idea
can be turned into reality successfully. However, if it works, this idea is going to be
the break-through. Leifer explains that design thinking gives managers, who are used
to decision making primarily with numbers and evaluation sheets, the permission to
go for an idea, which is not safe, which they don’t trust to be successful. He further
argues, that the approach is very powerful and effective also for pedagogically
reasons. It prevents premature closure and once the innovators tested an idea they
 92

thought they could not into reality in the beginning and then realize that they can, they
become crazy about going for the break-through option.

Checklist for ideation:

-­‐ Create a lot of choices in order to find the breakthrough idea.
-­‐ Iterate multiple times between convergent and divergent thinking.
-­‐ Prevent premature closure.
-­‐ Instead of judging the ideas of others, it is important to build on them to push
them forward.
-­‐ Using personas can cultivate an innovation spirit in the team.
-­‐ Pivotal thinkers as team leaders are able to manage representational gaps
between team members.
-­‐ Being optimistic and confident during the ideation phase is important as it
triggers the exchange of radical ideas.
-­‐ Following the Dark Horse approach means going for the game changer. The
most obvious solution often not the most innovative on.

5.4.3. Design thinking in the integration phase

Once innovative business model ideas have been created and preferences have been
made to focus deeper on certain ones, further elaboration and integration begins.
Design thinking emphasizes that the biggest mistake at this stage would be to optimize
one preferred idea using linear steps – steps that lead towards direct implementation.
Meinel and Leifer (2012) argue that design thinking is not an ideation challenge; it’s a
synthesis challenge. Their research suggests that linear steps would be only
recommendable, if the innovation team is certain to have found the right idea.
However, the preferred idea generated during ideation depicts rather a solution space
than the solution per se. Multiple prototyping iteration cycles are needed to test,
refine, and further elaborate on the idea to reduce uncertainty. Figure 12 portrays
Meinel and Leifer’s (2012) hunter-gatherer model with point A as the starting point
and point B as the dark horse idea. Both points are surrounded by vertical and
horizontal error bars, which represent uncertainty about the initial understanding of
the problem (A) and the targeted solution (B). The model illustrates that during the
 93

elaboration of a design idea the innovation team deviates multiple times from the
direct path between points A and B (dashed line). Every deviation takes place after a
prototype has been built, tested against reality, and new discoveries have been made.
Learning from these reality checks leads the innovation team to abduct and to adopt
its path to the solution space. Figure 12 exemplifies that the big idea solution at the
end of the journey is not point B, the dark horse idea initially suspected. Instead, after
multiple iteration cycles and checks the big idea is represented far off at point B’’’.
The model clarifies that the innovation journey of a design thinker can be compared to
a hunter gathering information. It emphasizes that multiple non-linear iterative steps
characterize the process.

Figure 12: Hunter-Gatherer Model for the representation of a design thinking Journey
Source: Adapted from Meinel & Leifer, 2012

The above model shows that design thinking is a prototype-driven approach.

Prototyping intangibles, like business models, is extremely challenging, but once
achieved it gives the business model idea a shape, helps to better understand and
communicate it, as well as to receive valuable feedback from it. Brown (2009, p.87)
highlights the importance to shift from abstract to physical and back, as it unlocks
imaginations and thereby strengthens exploration. He recommends various ways of
 94

prototyping intangibles – from drawing rough sketches or using post-its to acting out
different business model scenarios as skits. Role-plays add value, as they help
innovators build empathy to all business model participants. Another recommended
way to make business models tangible is to develop whole “customer journeys”,
where a fictional customer is taken through all stages of a new business model
scenario; from the first interaction with the respective company through all relevant
“touch points” in order to experience the value of the innovative business model
(Brown, 2009, p.87).
Brown suggests to prototype “quick and dirty”, which means to build rough and cheap
prototypes. He argues that this has two reasons. First, overinvesting in prototypes
makes innovators resistant to critical feedback as they already put a lot of effort in the
idea and consequently tend to stick to it, although it might be only a mediocre one.
The goal of prototyping is to get feedback and drive an idea forward. This leads to the
second reason. If a prototype looks too “finished” the feedback will most like entail
only small adjustments or suggestions pointing towards direct implementation.

The use of different types of media for building prototypes can play a crucial role for
receiving feedback, managing it correctly, and using it for further exploration of the
idea or refinement of the prototype. Edelman and Currano (2011) introduced a media-
models framework for product and service development, which distinguishes between
two dimensions of shared models: resolution and abstraction. Resolution characterizes
the degree of refinement or in other words the level of granularity of the shared
representation. Abstraction on the other hand depicts the level of simplicity of the
shared model.
Edelman and Currano (2011) propose that the use of rough sketches and rough
prototypes leads towards paradigmatic changes, while models with a high level of
resolution drive only parametric changes. Design thinkers can make use of different
media in order to frame discussion and lead a design strategy. Rough sketches and
rough prototypes (ambiguous media) encourage divergent conversations with lots of
possible changes, while high-resolution process models and CADs (mathematized
media) urge convergent discussions with a tendency towards little changes. The
underlying argument is that the use of different media implies different levels of
completeness of the design idea and therefore triggers different kinds of feedback.
 95

Figure 13: Media-models framework

Source: Edelman & Currano, 2011

Design thinkers can also use both ambiguous and mathematized media together in so-
called hybrid media models, where rough sketches are combined with photographs,
drawings, and text. Hybrid models allow for flexibility of exploring the relationships
of different elements to another. Design thinkers can use this framework to guide
conversations dependent on how confident they feel about their idea, what kind of
feedback they are requesting, and how they want to communicate their concepts.

Checklist for integration:

-­‐ Integrate decision makers not only in the first stages of the project. They
should have physical interaction with potential customers and receive first hand
prototyping feedback.
 96

-­‐ Do not overinvest in high-resolution prototypes in the beginning. It will trigger

only incremental feedback and you will resist critical feedback, because you
already put too much effort in the prototype. Thus: Prototype quick and dirty.
-­‐ Iterate multiple times during the integration phase. Design thinking is not an
ideation challenge; it is a synthesis challenge. The initial idea from the ideation
phase will change during integration.
-­‐ Be open to critical feedback. Multiple iterations should be considered as good
not a bad sign.
-­‐ Use different media dependent on how you want to lead the discussion. Use
rough sketches and rough prototypes for divergent discussions and more
sophisticated models for convergent conversations.
-­‐ Be a hunter and gather information about the idea.
-­‐ Make use of different prototyping ways, by acting models out and creating
customers journeys. It is important that customers experience the new concept.

5.5. Summary

The study revealed that the design thinking approach can add value to the Business
Model Navigator in multiple ways.

First, the initiation phase of the Business Model Navigator, where the status quo
business model is described, change driver are identified, and the business ecosystem
is analyzed, the human-centered design thinking approach sharpens the perspective of
the business model innovation team by observing the customer and building empathy.
Synthesizing these manifold data sources helps to uncover latent customer needs and
to clarify the change problem and to formulate the design challenge.
Second, in the ideation phase the design thinking approach enhances the Business
Model Navigator by complementing the pattern confrontation method through
enhancing creativity with a pivotal thinking team leader. The pivotal thinker is able to
guide the team iterating multiple times through divergent idea creation phases and
convergent deducting to single solutions. Further, he can close representational gaps
that emerge because of team members’ differing problem solving styles based on their
cognitive capabilities. This positively impacts teamwork, innovation culture, optimism
 97

and creative confidence. Furthermore, design thinking offers the use of ten fictional
innovating personas that team members can play, which encourages them to create
ideas and push them forward with confidence. For idea selection, design thinking
offers the dark horse approach, which represents a fundamentally different way of
idea selection that management in large corporations are used to.
Finally for integration, design thinking advances the Business Model Navigator by
recommending rapid prototyping of business models, testing them against reality and
learning from the feedback for multiple redesign phase until uncertainty is reduced to
a level at which the company feels confident to launch the new business model.
Design thinking also gives advice on which media to use for prototyping and how to
use it to receive the type of feedback (incremental/ radical) needed.
It can be concluded that business model innovation and design thinking complement
one another and it would be interesting to explore the impact of a combined approach
in the creation of innovative business models from a practical as well from a research
perspective.
 98

6. References

Abel, I. (2008). From technology imitation to market dominance: the case of iPod.
Competitiveness Review, 18(3), 257-274.

Adler, P. S., & Kwon, S. (2002). Strategic alliances as social capital: A

multidimensional view. Academy of Management Journal, 27(1), 17–40.

Afuah, A., & Tucci, C. L. (2000). Internet Business Models and Strategies: Text and
Cases. New York: McGraw-Hill Companies.

Amara, N., Landry, R., & Traoré, N. (2008). Managing the protection of innovations
in knowledge-intensive business services. Research Policy, 37(9), 1530–1547.

Amit, R., & Zott, C. (2001). Value creation in E-business. Strategic Management
Journal, 22(6-7), 493–520.

Amit, R., Zott, C., & Pearson, A. (2012). Creating value through business model
innovation. MIT Sloan Management Review, 53.

Anton, J. J., Yao, D. A., & Anton, J. J. (2004). patents big managing intellectual. The
RAND Journal of Economics, 35(1), 1–22.

Aoki, N. (2003, August 31). The war of the razors. The Boston Globe. Retrieved from
[Link]
rs.

Arora, A., & Ceccagnoli, M. (2006). Patent Protection , Complementary Assets , and
Firms ’ Incentives for Technology Licensing, 52(2), 293–309.

Baden-Fuller, C., & Morgan, M. S. (2010). Business models as models. Long Range
Planning, 43(2-3), 156–171.

Baden-Fuller, C., Demil, B., Lecoq, X., & MacMillan, I. (Mac). (2010). Editorial.
Long Range Planning, 43(2-3), 143–145.

Baptise, J. (2014, 01/29). Google Profits Billions With Motorola Sale To Lenovo,
Keeps Patents. Forbes. Retrieved from
[Link]
with-motorola-sale-to-lenovo-keeps-patents/.

Barnes, J. A. (1969). Networks and political process. In J. C. Mitchell (Ed.), Social

Networks in Urban Situations. (pp. 51-74) Manchester: Manchester University
Press.
 99

BCG (2008): BusinessWeek/BCG Innovation Survey, BCG ValueScience analysis.

Retrieved from [Link]

Becker, A., Mladenowa, A., Kryvinska, N., & Strauss, C. (2012). Evolving Taxonomy
of Business Models for Mobile Service Delivery Platform. Procedia Computer
Science, 10, 650-657.

Bettis, R. A., & Prahalad, C. K. (1995). The dominant logic: Retrospective and
extension. Strategic management journal, 16(1), 5-14.

Bienstock, C. C., Gillenson, M. L., & Sanders, T. C. (2002). The Complete Taxonomy
of Web Business Models. Quarterly Journal of Electronic Commerce, 3(2), 173–
182.

Björkdahl, J. (2009). Technology cross-fertilization and the business model: The case
of integrating ICTs in mechanical engineering products. Research Policy, 38(9),
1468–1477.

Björkdahl, J., & Holmén, M. (2013). Editorial: Business model innovation–the

challenges ahead. International Journal of Product Development, 18(3/4), 213-
225.

Brandenburger, A. M., & Stuart, H. W. (1996). Value-based business strategy.

Journal of Economics & Management Strategy, 5(1), 5–24.

Brass, D. J., Galaskiewicz, J., Greve, H. R., & Tsai, W. (2004). Taking stock of
networks and organizations: A multilevel perspective. Academy of Management
Journal, 47(6), 795–817.

Brickley, J. A., & Dark, F. H. (1987). The choice of organizational form. The case of
franchising. Journal of Financial Economics, 18, 401–420.

Brown, T. (2009). Change by design. New York, NY: Harper Collins

Bucherer, E., Eisert, U., & Gassmann, O. (2012). Towards Systematic Business
Model Innovation: Lessons from Product Innovation Management. Creativity and
Innovation Management, 21(2), 183–198.

Bullock, R. J. (1986). A Meta-Analysis Method for OD Case Studies. Group &

Organization Studies, 11(1-2), 33–49.

Burt, R. S. (1992). The social structure of competition. Networks and organizations:

Structure, form, and action (pp. 57–91).

Burt, R. S. (1997). The contingent value of social capital. Administrative Science

Quarterly, 42(2), 339–365.
 100

Burt, R. S. (2004). Structural holes and good ideas. American Journal of Sociology,
110(2), 349–399.

Burt, S. (2010). Retailing in Europe: 20 years on. The International Review of Retail,
Distribution and Consumer Research, 20(1), 9-27.

Camisón, C., & Villar-Lopez, A. (2010). Business Models in Spanish Industry  : a

Taxonomy-based Efficacy Analysis. M@n@gement, 13(4), 298–317.

Casadesus-Masanell, R., & Zhu, F. (2010). Strategies to Fight Ad-Sponsored Rivals.

Management Science, 56(9), 1484–1499.

Casadesus-Masanell, Ramon, & Zhu, F. (2013). Business Model Innovation and

Competitive Imitation: The case of sponsor-based business models. Strategic
Management Journal, 34, 464–482.

Caves, R. E., & Murphy, W. F. (1976). Franchising: Firms, markets, and intangible
assets. Southern Economic Journal, 572-586.

Charmaz, K. (1995). Grounded theory. In J. A. Smith, R. Harre, & L. van Langenhove

(Eds.), Rethinking Methods in Psychology (pp. 27–49). London: Sage
Publications.

Chatterjee, S. (2013). Simple Rules for Designing Business Models. California

Management Review, 55(2), 97–125.

Chesbrough, H, & Rosenbloom, R. S. (2002). The role of the business model in

capturing value from innovation: evidence from Xerox Corporation’s technology
spin-off companies. Industrial and Corporate Change, 11(3), 529–555.

Chesbrough, H, Birkinshaw, J., & Teubal, M. (2006). Introduction to the research

policy 20th anniversary special issue of the publication of “Profiting from
Innovation” by David J. Teece. Research Policy, 35(8), 1091–1099.

Chesbrough, H. (2007). Business model innovation: It’s not just about technology
anymore. Strategy & Leadership, 35(6), 12–17.

Chesbrough, H. (2010). Business model innovation: Opportunities and barriers. Long

Range Planning, 43(2-3), 354–363.

Christensen, C. (1997). The innovator's dilemma. Harvard Business School Press,

Boston.

Cohen, W. M., Nelson, R. R., & Walsh, J. P. (2000). Protecting their intellectual
assets: Appropriability conditions and why US manufacturing firms patent (or
not) (No. w7552). National Bureau of Economic Research.
 101

Coleman, J. S. (1988). Social capital in the creation of human capital. Journal of

Sociology, 94(1988), 95–120.

Cooper, R. G. (2008). Perspective: The Stage‐Gate® Idea‐to‐Launch Process—

Update, What's New, and NexGen Systems*. Journal of Product Innovation
Management, 25(3), 213-232.

Corbin, J., & Strauss, A. (2008). Basics of Qualitative Research (3rd Edition.).
Thousand Oaks: Sage.

Dahl, D. W., & Moreau, P. (2002). The Influence and Value of Analogical Thinking
During New Product Ideation. Journal of Marketing Research, 39(1), 47–60.

Demil, B., & Lecocq, X. (2010). Business Model Evolution: In Search of Dynamic
Consistency. Long Range Planning, 43(2-3), 227–246.

Desyllas, P., & Sako, M. (2012). Profiting from business model innovation: Evidence
from Pay-As-You-Drive auto insurance. Research Policy, 42(1), 101–116.

Dickey, M. R. (2014, 03/20). Airbnb Might Soon Be Worth $10 Billion, Valued More
Than Hyatt Hotels. Business Insider. Retrieved from
[Link]

Doganova, L., & Eyquem-Renault, M. (2009). What do business models

do?Innovation devices in technology entrepreneurship. Research Policy, 38(10),
1559–1570.

Dosi, G., Marengo, L., & Pasquali, C. (2006). How much should society fuel the
greed of innovators? Research Policy, 35(8), 1110–1121.

Dredge, S. (2014, 04/25). Spotify says it's 'a matter of time' before it overtakes Apple's
iTunes in Europe. The Guardian. Retrieved from
[Link]
europe-streaming-music.

Dubosson-Torbay, M., Osterwalder, A., & Pigneur, Y. (2002). E-Business Model

Design, Classification, and Measurements. Thunderbird International Business
Review, 44(1), 5–23.

Dunne, D., & Martin, R. (2006). Design thinking and how it will change management
education: An interview and discussion. Academy of Management Learning &
Education, 5(4), 512-523.

Economist Intelligence Unit (2005): Business 2010: Embracing the challenge of

change – A report of the Economist Intelligence Unit sponsored by SAP.
 102

Edelman, J., & Currano, R. (2011). Re-representation: affordances of shared models

in team-based design. In Design thinking (pp. 61-79). Springer Berlin Heidelberg.

Eisenhardt, K. M. (1989). Building Theories from Case Study Research. The Academy
of Management Review, 14(4), 532.

Eisenhardt, K. M., & Graebner, M. E. (2007). Theory Building From Cases:

Opportunities and Challenges. Academy of Management Journal, 50(1), 25–32.

Eisenmann, T., Parker, G., & Alstyne, M. W. Van. (2006). Strategies for Two-Sided
Markets. Harvard Business Review, 84(10), 92–101.

Eisert, U. (2013). SAP: Bringing Economic Viability to the Front End of Innovation.
In O. Gassmann & F. Schweitzer (Eds.), Management of the Fuzzy Front End of
Innovation. Berlin: Springer Verlag.

Ernst, H., & Teichert, T. (1998). The R and D / Marketing Interface and Single
Informant Bias in NPD Research  : an Illustration of a Benchmarking Case Study.
Technovation, 18(12), 721–739.

Evans, D. S. (2003). Some Empirical Aspects of Multi-sided Platform Industries.

SSRN Electronic Journal, 2(3), 191–209.

European Patent Office, 2012. European Patent Office. Available at:

[Link] [Accessed
November 13, 2012].

Fixson, S. K., & Rao, J. (2014). Learning Emergent Strategies Through Design
Thinking. Design Management Review, 25(1), 46-53.

Fleming, L., & Marx, M. (2006). Managing creativity in small worlds. California
Management Review, 48(4), 6–27.

Frankenberger, K., Weiblen, T., Csik, M., & Gassmann, O. (2013). The 4I–framework
of business model innovation: A structured view on process phases and
challenges. International Journal of Product Development, 18(3), 249-273.

Frankenberger, K., Weiblen, T., & Gassmann, O. (2013). Network configuration,

customer centricity, and performance of open business models  : A solution
provider perspective. Industrial Marketing Management.

Gabby, S. M., & Zuckerman, E. W. (1998). Social capital and opportunity in

corporate R&D: The contingent effect of contact density on mobility
expectations. Social Science Research, 27, 189–217.

Gallié, E.-P., & Legros, D. (2012). French firms’ strategies for protecting their
intellectual property. Research Policy, 41(4), 780–794.
 103

Gassmann, O., & Zeschky, M. (2008). Opening up the Solution Space: The Role of
Analogical Thinking for Breakthrough Product Innovation. Creativity and
Innovation Management, 17(2), 97–106.

Gassmann, O., Frankenberger, K., & Csik, M. (2014). The Business Model Navigator:
55 models that will revolutionise your business. Financial Times Publishing
International.

Ghezzi, A. (2012). Emerging Business Models and Strategies for Mobile Platform
Providers: a Reference Framework. Info, 14(5), 36–56.

Glaser, B. 8: Strauss, A.(1967) The discovery of grounded theory: Strategies of

qualitative research. London: Wiedenfeld and Nicholson.

Gimeno, J., & Woo, C. Y. (1996). Economic multiplexity: The structural

embeddedness of cooperation in multiple relations of interdependence. Advances
in Strategic Management, 13, 323–361.

Gnyawali, D. R., & Madhavan, R. (2001). Cooperative networks and competitive

dynamics: A structural embeddedness perspective. The Academy of Management
Review, 26(3), 431–445.

Granovetter, M. S. (1973). The strength of weak ties. American Journal of Sociology,

1360–1380.

Guilford, J. P. (1967). The nature of human intelligence. McGraw-Hill New York.

Hagiu, A. (2009). Multi-sided platforms: From microfoundations to design and

expansion strategies. Harvard Business School.

Hall, B. H., & Ziedonis, R. H. (2001). The Patent Paradox Revisited: An Empirical
Study of Patenting in the U.S. Semiconductor Industry, 1979-1995. The RAND
Journal of Economics, 32(1), 101.

Hamel, G. (1998). Opinion Strategy Innovation and the Quest for Value. Sloan
Management Review, 39(2), 7–14.

Hampton, J. A. (1997). Conceptual Combination: Conjunction and Negation of

Natural Concepts. Memory & Cognition, 25(6), 888–909.

Hansen, M. T. (1999). The search-transfer problem: The role of weak ties in sharing
knowledge across organization subunits. Administrative Science Quarterly, 44(1),
82.

Hansen, M. T., Podolny, J. M., & Pfeffer, J. (2001). So many ties, so little time: A
task contingency perspective on corporate social capital in organizations.
Research in the Sociology of Organizations, 18, (pp. 21-57).
 104

Hansen, M. T. (2005). Knowledge sharing in organizations: Multiple networks,

multiple phases. Massachusetts Institute of Technology, 48(5), 776–793.

Harabi, N. (1995). Appropriability of technical innovations an empirical analysis.

Research Policy, 24(6), 981–992.

Hargadon, A. B. (2002). Brokering Knowledge: Linking Learning and Innovation.

Research in Organizational Behavior, 24, 41–85.

Hedman, J., & Kalling, T. (2003). The business model concept: theoretical
underpinnings and empirical illustrations. European Journal of Information
Systems, 12(1), 49–59.

Herstatt, C., & Kalogerakis, K. (2005). How To Use Analogies for Breakthrough
Innovations. International Journal of Innovation and Technology Management,
2(3), 331–347.

Hodge, G., & Cagle, C. (2004). Business-to-Business E-Business Models:

Classification And Textile Industry Implications. Autex Research Journal, 4(4),
211–227.

Hsu, T. (2012, 01/10). Kodak Files for Long-Expected Chapter 11 Bankruptcy. Los
Angeles Times.

Hussinger, K. (2006). Is Silence Golden? Patents Versus Secrecy At the Firm Level.
Economics of Innovation and New Technology, 15(8), 735–752.

IBM (2006): Expanding the innovation horizon. The global CEO study 2006.
Retrieved from [Link]

IBM (2012). Leading Through Connections. Highlights of the Global Chief Executive
Officer (CEO) Study. Somers, New York.

Interbrand (2012, 11/13). Best Global Brand 2012. Retrieved from

[Link]
[Link].

Jiang, B., Chen, P.-Y., & Mukhopadhyay, T. (2007). Software Licensing: Pay-Per-
Use versus Perpetual. SSRN Electronic Journal.

Jick, T. D. (1979). Mixing Qualitative and Quantitative Methods: Triangulation in

Action. Administrative Science Quarterly, 24(4), 602–611.

Johnson, M. W., Christensen, C. M., & Kagermann, H. (2008). Reinventing your

business model. Harvard business review, 86(12), 57-68.
 105

Johnson, M. W. (2010). Seizing the white space. Business Model Innovation for
growth and renewal (p. 208). Boston, MA: Harvard Business School Publication
Corp.

Kelley, T., & Littman, J. (2006). The ten faces of innovation: IDEO's strategies for
defeating the devil's advocate and driving creativity throughout your
organization. Random House LLC.

Keupp, M. M., Palmié, M., & Gassmann, O. (2011). The Strategic Management of
Innovation: A Systematic Review and Paths for Future Research. International
Journal of Management Reviews, 14, no–no.

Kilduff, M., & Tsai, W. (2003). Social networks and organizations. Sage.

Kim, S. (2005). The pay-per-use revolution in the internet world. Online Information
Review, 29(4), 419–421.

Kogut, B. (2000). The network as knowledge: Generative rules and the emergence of
structure. Strategic Management Journal, 21(3), 405–425.

Koka, B. R., & Prescott, J. E. (2002). Strategic alliances as social capital: A

multidimensional view. Strategic Management Journal, 23(9), 795–816.

Krackhardt, D. (1992). The strength of strong ties: the importance of philos in

organizations. In N. Nohria & R. G. Eccles (Eds.), Networks and Organizations:
Structure, Form, and Action. (pp. 216–239). Cambridge, Massachusetts: Harvard
University Press.

Kujala, S., Artto, K., Aaltonen, P., & Turkulainen, V. (2010). Business Models in
Project-based Firms – Towards a Typology of Solution-specific Business Models.
International Journal of Project Management, 28(2), 96–106.

Lafontaine, F. (1992). Agency theory and franchising  : some empirical results. The
RAND Journal of Economics, 23(2), 263–283.

Landry, R., Amara, N., & Lamari, M. (2002). Does social capital determine
innovation? To what extent? Technological Forecasting and Social Change,
69(7), 681–701.

Lechner, C., Frankenberger, K., & Floyd, S. W. (2010). Task contigencies in the
curvilinear relationships between inter-group networks and performance.
Academy of Management Journal, 53(4), 865–889.

Leifer, L. J., & Steinert, M. (2011). Dancing with ambiguity: Causality behavior,
design thinking, and triple-loop-learning. Information, Knowledge, Systems
Management, 10(1), 151-173.
 106

Leifer, L.J. (2012): Talk at the inauguration of the engineering courses for the
academic year 2012/2013 at the University of Modena and Reggio Emilia.
Retrieved from: [Link]

Leifer, L. J., & Steinert, M. (2014). Dancing with ambiguity: Causality behavior,
design thinking, and triple-loop-learning. In Gassmann, O., & Schweitzer, F.
(2014). Management of the Fuzzy Front End of Innovation. Cham: Springer
International Publishing.

Lepak, D. P., Smith, K. E. N. G., & Taylor, M. S. (2007). Value Creation and Value
Capture: A Multilevel Perspective. Academy of Management Review, 32(1), 180–
194.

Lin, N. (2001). Social capital: A theory of social structure and action. Cambridge:
Cambridge University Press.

Lincoln, Y. S., & Guba, E. G. (1985). Naturalistic inquiry. Beverly Hills, CA: Sage.

Linder, J., & Cantrell, S. (2001). Changing Business Models  : Surveying the
Landscape.

Lindberg, T., Meinel, C., & Wagner, R. (2011). Design thinking: A fruitful concept
for it development?. In Design Thinking (pp. 3-18). Springer Berlin Heidelberg.

Lockwood, T. (Ed.). (2010). Design thinking: Integrating innovation, customer

experience and brand value. Random House Digital, Inc..

Mack, N., Woodsong, C., MacQueen, K. M., Guest, G., & Namey, E. (2005).
Qualitative Research Methods: A Data Collector’s Field Guide. Family Health
International (Vol. 1, pp. 0–95). Family Health International.

Magretta, J. (2002). Why business models matter. Harvard Business Review, 80(5),
86–93.

Marsden, P. V. (2002). Egocentric and sociocentric measures of network centrality.

Social Networks, 24(4), 407–422.

Martin, R. L. (2009). The design of business: why design thinking is the next
competitive advantage. Harvard Business Press.

McFadyen, M. A., & Cannella, A. A. (2004). Social capital and knowledge creation:
Diminishing returns of the number and strength of exchange author(s): M . Ann
McFadyen and Albert A . Cannella Jr . Academy of Management Journal, 47(5),
735–746.
 107

McGahan, A. M., & Silverman, B. S. (2006). Profiting from technological innovation

by others: The effect of competitor patenting on firm value. Research Policy,
35(8), 1222–1242.

McGrath, R. G. (2001). Exploratory learning, innovative capacity, and managerial

oversight. Academy of Management Journal, 44(1), 118-131.

McGrath, R. G. (2010). Business models: A discovery driven approach. Long Range

Planning, 43(2-3), 247–261.

Meinel, C., & Leifer, L. (2012). Design Thinking Research (pp. 1-10). Springer.

Miles, M. B., & Huberman, A. M. (1994). Qualitative data analysis: An expanded

sourcebook (2nd ed.). Thousand Oaks: Sage Publications.

Moore, G. A. (2004). Darwin and the Demon: Innovation Within Established

Enterprises. Harvard Business Review, 82(7/8), 86–92.

Moran, P. (2005). Structural vs. relational embeddedness: Social capital and

managerial performance. Strategic Management Journal, 26(12), 1129–1151.

Morris, M., Schindehutte, M., & Allen, J. (2005). The entrepreneur’s business model:
toward a unified perspective. Journal of Business Research, 58(6), 726–735.

Nag, R., Hambrick, D. C., & Chen, M. J. (2007). What is strategic management,
really? Inductive derivation of a consensus definition of the field. Strategic
management journal, 28(9), 935-955.

Norton, S. W. (1988). An Empirical Look at Franchising as an Organizational Form *.

The Journal of Business, 61(2), 197–218.

Obstfeld, D. (2005). Social networks, the tertius iungens orientation, and involvement
in innovation. Administrative science quarterly, 50(1), 100-130.

Osterwalder, A., Pigneur, Y., & Tucci, C. L. (2005). Clarifying business models:
Origins, present, and future of the concept. Communications of the Association
for Information Systems, 16(1), 1–25.

Osterwalder, A., & Pigneur, Y. (2010). Business model generation: a handbook for
visionaries, game changers, and challengers. John Wiley & Sons.

Patton, M. Q. (1987). How to use qualitative methods in evaluation (pp. 1–176).

Newbury Park: Sage Publications.

Peterson, A. (2013, 11/06). Netflix has won: Blockbuster is closing its last retail
stores. The Washington Post. Retrieved from
 108

[Link]
won-blockbuster-is-closing-their-last-retail-stores/.

Perry-Smith, J. E. (2006). Social yet creative: The role of social relationships in

facilitating individual creativity. Academy of Management Journal, 49(1), 85–
101.

Phelps, C. C., Wadhwa, A., Yoo, M., & Simon, I. (2010). A longitudinal study of th
influence of alliance network structure and composition on firm exploratory
innovation. Academy of Management Journal, 53(4), 890–913.

Pisano, G. (2006). Profiting from innovation and the intellectual property revolution.
Research Policy, 35(8), 1122–1130.

Plattner, H., Meinel, C., & Leifer, L. (2010). Design Thinking: Understand–Improve–
Apply. Springer.

Podolny, J. M., & Baron, J. N. (1997). Resources and Relationships: Social Networks
and Mobility in the Workplace. American Sociological Review, 62(5), 673–693.

Porter, M. E. (1980). Generic Strategies as Determinants of Strategic Group

Membershop and Oragnizational Performance. The Academy of Management
Journal, 27(3), 467–488.

Postmus, D., Wijngaard, J., & Wortmann, H. (2007). An economic model to compare
the profitability of pay-per-use and fixed-fee licensing. Information and Software
Technology, 51(3), 581–588.

Prahalad, C. K., & Bettis, R. A. (1986). The dominant logic: A new linkage between
diversity and performance. Strategic Management Journal, 7(6), 485–501.

Priem, R. L. (2007). A Consumer Perspective on Value Creation. Academy of

Management Review, 32(1),

Rappa, M. (2001). Managing the digital enterpise. Business models on the web.
Retrieved from [Link]

Reagans, R., & Zuckerman, E. W. (2001). Networks, diversity, and productivity: The
social capital of corporate R&D teams. Organization Science, 12(4), 502–517.

Reagans, R., & McEvily, B. (2003). Network structure and knowledge transfer: The
effects of cohesion and range. Administrative Science Quarterly, 48(2), 240–267.

Rivette, K. G., & Kline, D. (2000). Discovering new value in intellectual property.
Harvard business review, 78(1), 54–66.
 109

Rochet, J. C., & Tirole, J. (2003). Platform competition in two‐sided markets. Journal
of the European Economic Association, 1(4), 990-1029.

Robertson, P. L., & Langlois, R. N. (1995). Innovation, networks, and vertical

integration. Research policy, 24(4), 543-562.

Rodan, S., & Galunic, C. (2004). More than network structure: how knowledge
heterogeneity influences managerial performance and innovativeness. Strategic
Management Journal, 25(6), 541–562.

Rost, K. (2011). The strength of strong ties in the creation of innovation. Research
Policy, 40(4), 588–604.

Rowley, T. I. M., Behrens, D., & Krackhardt, D. (2000). Redundant governance

structures: An analysis of structural and relational embeddedness in the steel and
semiconductor industries. Strategic Management Journal, 21(3), 369–386.

Rowley, J. (2002). Using Case Studies in Research. Management Research News,

25(I), 16–27.

Schar, M. F. (2011). Pivot thinking and the differential sharing of information within
new product development teams. Stanford University.

Schief, M., & Pussep, A. (2013). Software Business Model Determinants of

Performance - Insights from Germany. In European Conference on Information
Systems (ECIS) (pp. 1–13). June 11-14. Utrecht, Netherlands.

Seidel, V. P., & Fixson, S. K. (2013). Adopting Design Thinking in Novice

Multidisciplinary Teams: The Application and Limits of Design Methods and
Reflexive Practices. Journal of Product Innovation Management, 30(S1), 19-33.

Shafer, S. M., Smith, H. J., & Linder, J. C. (2005). The power of business models.
Business Horizons, 48(3), 199–207.

Smith, K. G., Collins, C. J., Clark, K. D., & Smith, K. E. N. G. (2005). Existing
knowledge, knowledge creation capability and the rate of new product
introduction in high-technology firms. The Academy of Management Journal,
48(2), 346–357.

Snihur, Y., & Zott, C. (2013). Legitimacy without imitation  : How to achieve robust
business model innovation. In 35th DRUID Celebration Conference 2013.
Barcelona.

Sorkin, R. S. (2014, 06/09). Why Uber Might Well Be Worth $18 Billion. Dealbook.
Retrieved from [Link]
billions-all-via-iphone/?_php=true&_type=blogs&_r=0.
 110

Swiss Federal Institute of IP, 2012. Interview Swiss Federal Institute of IP, Bern.

Szulanski, G. (1996). Exploring internal stickiness: Impediments to the transfer of

best practice within the firm. Strategic Management Journal, 17, 27–43.

Tapscott, D., Lowy, A., & Ticoll, D. (2000). Digital Capital. Harnessing the Power of
Business Webs. Boston, MA: Harvard Business School Press.

Teece, D. J. (1986). Profiting from technological innovation  : Implications for

integration , collaboration , licensing and public policy. Research Policy,
15(February), 285–305.

Teece, D. J. (2006). Reflections on “Profiting from Innovation.” Research Policy,

35(8), 1131–1146.

Teece, D. J. (2010). Business models, business strategy and innovation. Long Range
Planning, 43(2-3), 172–194.

Timmers, P. (1998). Business Models for Electronic Markets. Electronic Markets,

8(2), 3–8.

Thompson, J. D., & MacMillan, I. C. (2010). Business models: Creating new markets
and societal wealth. Long Range Planning, 43(2), 291-307.

Tranfield, D., Denyer, D., & Smart, P. (2003). Towards a Methodology for
Developing Evidence-Informed Management Knowledge by Means of
Systematic Review. British Journal of Management, 14(3), 207–222.

Tsai, W., & Ghoshal, S. (1998). Social capital and value creation: The role of
intrafirm networks. Academy of Management Journal, 41(4), 464–476.

Uzzi, B. (1997). Social structure and competition in interfirm networks  : The paradox
of embeddedness. Administrative Science Quarterly, 42, 35–67.

Venkatraman, N., & Henderson, J. C. (2008). Four Vectors of Business Model

Innovation: Value Capture in a Network Era. In D. Pantaleo & N. Pal (Eds.),
From Strategy to Execution: Turning Accelerated Global Change into
Opportunity (pp. 259–280). Berlin, Springer.

Walker, G., Kogut, B., & Shan, W. (1997). Social capital, structural holes and the
formation of an industry network. Organization Science, 8(2), 109–125.

Webster, B. J., & Watson, R. T. (2002). Analyzing the Past to Prepare for the Future:
Writing a Literature Review. MIS Quarterly, 26(2), xiii–xxiii.

Weill, P., & Vitale, M. R. (2001). Place to Space: Migrating to e-Business Models.
Boston, MA: Harvard Business School Press.
 111

Weill, P., Malone, T. W., Urso, V. T. D., & Herman, G. (2005). Do Some Business
Models Perform Better than Others  ? A Study of the 1000 Largest US Firms.
Massachusetts.

Williamson, O. (1975). Markets and hierarchies: Analysis and antitrust implications.

New York: Free Press.

Wissema, J. G. (1976). Morphological Analysis. Its Application to a Company TF

Investigation. Futures, 8(2), 146–153.

Yin, R. K. (1994). Case Study Research: Design and Methods (2nd ed.). Thousand
Oaks: Sage Publications.

Yin, R. K. (2003). Case Study Research. Design and Methods. Thousand Oaks: Sage
Publications.

Zheng, W. (2010). A social capital perspective of innovation from individuals to

nations: Where is empirical literature directing us? International Journal of
Management Reviews, 12(2), 151–183.

Zott, C. (2003). Dynamic capabilities and the emergence of intraindustry differential

firm performance: Insights from a simulation study. Strategic Management
Journal, 24(2), 97–125.

Zott, C., & Amit, R. (2007). Business model design and the performance of
entrepreneurial firms. Organization Science, 18(2), 181–199.

Zott, C., & Amit, R. (2008). The fit between product market strategy and business
model: implications for firm performance. Strategic Management Journal, 29(1),
1–26.

Zott, C., & Amit, R. (2010). Business model design: An activity system perspective.
Long Range Planning, 43(2-3), 216–226.

Zott, C., Amit, R., & Massa, L. (2011). The business model: Recent developments and
future research. Journal of Management, 37(4), 1019–1042.
 112

7. Curriculum vitae

Amir Bonakdar

Born on August 21, 1981 in Clausthal-Zellerfeld (Germany)

Education

02/2014 – 01/2015 Center for Design Research, Stanford University

Visiting Researcher
Host-Supervisor: Prof. Dr. Larry Leifer

03/2011 – 01/2014 Institute of Technology Management, University of St. Gallen

PhD in Management
Supervisor: Prof. Dr. Oliver Gassmann

10/2001 – 04/2008 School of Business and Economics, Friedrich Alexander

University Erlangen – Nuremberg
Diplom-Kaufmann (Diploma in Business)

02/2005 - 09/2005 School of Economics and Management, Tongji-University

MBA program, semester abroad

Work Experience

03/2011 – 01/2014 SAP (Switzerland) AG

Research Associate

08/2008 – 02/2011 SAP Deutschland GmbH & Co. KG

Consultant

Awards & Scholarships

2014 One of the best papers at the Annual Meeting of the Academy
of Management

2013 Scholarship of the Swiss National Science Foundation

2009 Outstanding Diploma Thesis Award of the Louise-Prell

Foundation