A framework for analysing the effects of new, potentially disruptive technology on a business model case ? Bluetooth

Business Models and Blockchain: What Can Change?

“…In this sense, according to Simmons, Palmer and Truong (2013), the initial research characterized the business models as a strategy for restructuring the business practices in relation to environmental analysis. This fact reveals the importance of business models to evaluate the opportunities and threats that constantly arise on the market constantly, allowing to adjust the business structures according to these variables (Cohen & Winn, 2007;Downing, 2005;Franke, Gruber, Harhoff, & Henkel, 2008;George & Bock, 2011;Sabatier, Mangematin, & Rousselle, 2010;Sainio, 2004).…”

Emerging technologies and new business models: a review on disruptive business models

“…Company's strategy Chesbrough and Rosenbloom (2002), Sainio (2004) Hamel (2000) Central strategy, resources, value network and client interface Chesbrough and Rosenbloom (2002) Strategy, value chain, value network, cost structure, target market segment and value proposition Sainio (2004) Strategies, resources, value network and client benefits Hwang and Christensen (2008) Resources, processes, profit formula and value proposition Phaal et al (2011) Value context (market opportunities), value creation and value capture DaSilva et al (2013) Strategy, resources and capabilities, revenue model, value network and value proposition Review on disruptive business models several authors discuss the importance of business models in assessing the opportunities and challenges present in the environment (such as those presented by the introduction of new technologies, for example), which allows the structuring of the business to comply with the requirements of the environment (Sainio, 2004;Downing, 2005;Cohen and Winn, 2007;Franke et al, 2008;Sabatier et al, 2010;George and Bock, 2011). In this sense, it is possible to perceive the influence of the constant changes of the market and the demands of the clients regarding business models, which cause continuous alterations in the organizational structures (Sabatier et al, 2010).…”

“…Simpler, more convenient and more affordable products and services Christensen (1997), Christensen and Raynor (2003), Sainio (2004), Hwang and Christensen (2008), Lindsay and Hopkins (2010), Wu et al (2010), Pereira et al (2015) Value proposition Bower and Christensen (1995), Christensen and Overdorf (2000), Sainio (2004), Yovanof and Hazapis (2008), DaSilva et al (2013), Ángel et al (2014), Murty and Kumar (2015) Lower cost and lower profit margin products and services Christensen and Raynor (2003), Sainio (2004), Utterback and Acee (2005), Lindsay and Hopkins (2010), Habtay (2012), Pereira et al (2015) Products and services with lower performance Utterback and Acee (2005), Yovanof and Hazapis (2008), Amshoff et al (2015) Change business structures Bower and Christensen (1995), Habtay and Holmén (2014), Karimi and Walter (2016) To create new markets Sainio (2004), Hwang and Christensen (2008), Lindsay and Hopkins (2010), Amshoff et al (2015) To cause the failure of the dominant companies of the market Sainio (2004), Christensen (1997), Hwang and Christensen (2008) To generate great competitive advantage Kassicieh et al (2002) Sainio (2004) Skills to make changes in partner networks Sainio (2004) Review on disruptive business models with the restructuring of the existing business model…”

“…Organizations, regardless of the sectors in which they operate, face a variety of new technologies, which, at the same time, generate business opportunities and challenges for companies (Tongur and Engwall, 2014). Thus, organizations' focus on emerging technologies provides the steady supply of new products, services and processes, influencing business and market structures (Sainio, 2004;Bueno and Balestrin, 2012). In this sense, several studies point out that the changes provided by the new technologies reflect positively on the performance of the companies, allowing competitive advantage through innovation and, consequently, their distinctiveness in relation to their competitors (Hamel and Prahalad, 1994;Kassicieh et al, 2002;Hwang and Christensen, 2008;Lui et al, 2016).…”

“…Nevertheless, in addition to the possibility to innovate in the offering of products and services, companies need to be concerned with the adequacy of their business models in relation to the new technologies (Pacheco et al, 2016). This is because recognizing the possibilities or threats of new technologies introduced in the market for the business model allows the company to react by realigning its products or services, processes, skills, logical forms of profit and value network relationships (Sainio, 2004), as the essence of a business model is in defining the manner by which the enterprise is organized to delivers value to customers (Teece, 2010).…”