Fast changing business environments often force companies to rethink and renew their established business model. Often though, decisions to make changes to the current business model are made too late, when the current business is already struggling. One way to overcome this challenge is to continuously monitor business processes in operations and to adjust the business model according to changes in business processes. This paper clarifies the influence of business processes on the business model. Based on a literature review, expert interviews and inductive reasoning, we derive a classification framework for receiving new insights into the maturity of current KPI-systems and their strategic importance with regards to business model changes. While some companies consider the connection as so important that they set up sophisticated performance measurement systems, others rely much less on process KPIs to initiate business model changes. Investigating these differences marks a promising starting point for future research.
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 models from competition, which is a critical component of value capture. 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. Whereas some razor and blade business models are characterised by a high degree of both formal and informal protection, firms operating 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 formal and informal protection strategies to a medium degree in order to capture value. Our findings extend business model literature on novel
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