The Micro- And Small Enterprises in Creative Professional Services: A Business Model Perspective

Abstract

Abstract. Advertising, architecture and design are perceived as an important subset of the creative industries and as having an increasing role in innovations and competitiveness of economies. However, issues such as identifying the underlying business model of the micro-and small enterprises in these industries, the manner in which BMs evolve or the degree to which their evolution is innovative remains unresolved. In the context of creative professional services, an analysis of the six case studies involving microenterprises indicates a heterogeneity in designing business models. Talented professionals, sophisticated management of human resources and creativity processes as well as trustworthy partners are considered generic components of value creation, whereas personalized relationships with customers are a generic component of value delivery in advertising, architecture and design. In addition, the findings indicate that microenterprises in advertising, architecture and design have a capacity to differentiate themselves from the rest of the competition through creation of complex and radical changes in their business models.

Modeling Business Models: A cross-disciplinary Analysis of Business Model Modeling Languages and Directions for Future Research

“…3. Business model analysis: For analyzing business models, most of the studies in our sample employ the Business Model Canvas. On the one hand, studies analyze and compare the business models of several organizations within an industry, such as video game providers (Waldner, Zsifkovits, & Heidenberger, 2013), renewable energy entrepreneurs (Gabriel & Kirkwood, 2016), or creative organizations such as architects or advertising agencies (Pfeifer, Stanić, & Oberman Peterka, 2018). Others, on the other hand, analyze the business model of a single organization with a particular focus, such as price policy (Petri, 2014), big data (Segarra et al, 2016), or industry 4.0 (Müller, 2019).…”

A new business model for small food business in Thailand

“…Ideas of constructing a business model from scholars present no inclusive of what and how many components will be the best fit in the business model (Hacklin & Wallnöfer, 2012;Sanja Pfeifer et al, 2017). Yang, Evans, Vladimirova, and Rana (2017) indicate that the business model has connected to the concept of value.…”

“…Osterwalder (2015) enumerates the business model into two arrays, which are the taxonomy and conceptual model. Osterwalder (2004) proposed a business model canvas and determined nine essence elements, which are customer segments, value propositions, channels, customer relationships, revenue streams, key resources, key activities, key partners, and cost structure .The nine elements presented in the Osterwalder's business model canvas is trying to blueprint the questions of "what "firm should do, of "why "firm has to do, of "who" firm should respond to response, and of "how" firm will do it (Sanja Pfeifer et al, 2017). The business model canvas represents the recombination of patterns (Gassmann, Frankenberger, & Csik, 2014) of the interdependent activities creating by the firm to deliver value to the customer .…”