Classifying Business Model Canvas Usage from Novice to Master: A Dynamic Perspective

Fritscher, Boris; Pigneur, Yves

doi:10.1007/978-3-319-40512-4_8

Cited by 9 publications

(11 citation statements)

References 11 publications

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“…However, just a few studies investigate business model development concerning the specific context of the business [8]. Existing tools use the maturity of the user to support the development [27], provide different business model patterns based on the type of business [55], and support ideation based on the context of the idea [50].…”

Section: R2: Methods Comprehensiveness States That the Solution Shoul...mentioning

confidence: 99%

“…Fritscher and Osterwalder [25] provide an early software tool to develop business models based on the BMC. In a later version, they provide an adaptation of this tool based on the maturity level of the business developer as a context factor [27]. Meertens et al developed a meta-model out of the BMO to map the business model to an enterprise architecture [58].…”

Section: Tools For Business Model Developmentmentioning

confidence: 99%

“…For example, this could be different experiments [10] or patterns [64] from large repositories. Existing tools support the assistance with different guidance levels for varying levels of maturity of the users [27] or the application domain of the service to be developed [55]. Here, the method is guided by a wizard for the different phases [88], and the modeling is supported by a previous questionnaire [68].…”

Section: R5: Selection Assistance States That the Solution Should Ass...mentioning

confidence: 99%

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Continuous situation-specific development of business models: knowledge provision, method composition, and method enactment

et al. 2022

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The development of new business models is essential for startups to become successful, as well as for established companies to explore new business opportunities. However, developing such business models is a continuous challenging activity where different tasks need to be performed, and business decisions need to be made. Both have to fit the constantly changeable situation in which the business model is developed to reduce the risk of developing ineffective business models with low market penetration. Therefore, a method for developing situation-specific business models is needed. As a solution, we refine the concept of situational method engineering (SME) to business model development. SME, in turn, provides means to construct situation-specific development methods out of fragments from a method repository. We develop a concept for the continuous situation-specific development of business models based on design science. The approach uses the roles of a domain expert, a method engineer, and a business developer together with a repository with method fragments for developing business models and a repository with modeling artifacts for supporting the development. Both repositories are filled by utilizing the experience of domain experts. Out of these repositories, situation-specific development methods for developing business models can be continuously composed based on the changeable situation by the method engineer and enacted by the business developer. We implement it as an open-source tool and evaluate its applicability in an industrial case study of developing a business model for a local event platform. Our results show that situation awareness supports the continuous development of business models.

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Section: R2: Methods Comprehensiveness States That the Solution Shoul...mentioning

confidence: 99%

Section: Tools For Business Model Developmentmentioning

confidence: 99%

Section: R5: Selection Assistance States That the Solution Should Ass...mentioning

confidence: 99%

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Continuous situation-specific development of business models: knowledge provision, method composition, and method enactment

et al. 2022

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“…Another classification of the business model -which is widely known in the industry -is the business model canvas (BMC), which consists of nine sections. These sections are strategic partners, key activities, key resources, value proposition, customer relationship, distribution channels, customer segments, cost, and revenue [4], [5]. As mentioned above, the concept and the content of the model is almost similar.…”

Section: Business Models To Generate Revenuesmentioning

confidence: 96%

Enhancing the Business Model: Automating the Recommended Retail Price Calculation of Products

Fakieh

2021

IEICE Trans. Inf. & Syst.

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The purpose of this paper is to find an automated pricing algorithm to calculate the real cost of each product by considering the associate costs of the business. The methodology consists of two main stages. A brief semi-structured survey and a mathematical calculation the expenses and adding them to the original cost of the offered products and services. The output of this process obtains the minimum recommended selling price (MRSP) that the business should not go below, to increase the likelihood of generating profit and avoiding the unexpected loss. The contribution of this study appears in filling the gap by calculating the minimum recommended price automatically and assisting businesses to foresee future budgets. This contribution has a certain limitation, where it is unable to calculate the MRSP of the in-house created products from raw materials. It calculates the MRSP only for the products bought from the wholesaler to be sold by the retailer.

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“…Assumptions can become invalid when the framework is applied in different contexts or in different time frames. In that case, the framework itself needs to be adapted, rather than the BM that is created with that framework [51,52]. We propose that the highest level of dynamics may require changes in the framework itself.…”

Section: Framework Changesmentioning

confidence: 99%

Capturing Dynamics in Business Model Frameworks

Khodaei

Ortt

2019

Journal of Open Innovation: Technology, Market, and Complexity

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Business model dynamics is important, because high-tech companies, the technology that they commercialize, and the market in which they operate all change over time. We build on the dynamic capability view of the firm to explain business model evolution and innovation, looking particularly at the dynamics that are created by interactions between business model components over time. We use the following four criteria to assess the degree of dynamics in business model frameworks: completeness of business model aspects, interrelationships between aspects, interrelationships over time, and framework changes over time and across contexts. Business model completeness involves internal company aspects and external environmental aspects. Interrelationships of business model aspects are required to assess business model coherence, which is an important indicator of business model quality. Interrelationships between the environment and business model aspects are required to assess the fit of a particular business model in its context. Interrelationships of these aspects over time are needed to understand business model evolution. Finally, business model frameworks need to be adapted over time and across contexts to keep frameworks simple and useful yet complete. Our analysis shows that current business model frameworks do not meet all four criteria, and thus only partly incorporate dynamics.

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Classifying Business Model Canvas Usage from Novice to Master: A Dynamic Perspective

Cited by 9 publications

References 11 publications

Continuous situation-specific development of business models: knowledge provision, method composition, and method enactment

Continuous situation-specific development of business models: knowledge provision, method composition, and method enactment

Enhancing the Business Model: Automating the Recommended Retail Price Calculation of Products

Capturing Dynamics in Business Model Frameworks

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