V11 Business Models
Key concepts: - Business Models - General Purpose technology markets - Logic of accumulaiton Abilities: - Critical assessment of different business models embedded in diverse ecosystems, and the relationsship with other TIM topics - Critical assessment of broader implications of new business models and organizational forms
Key concepts: - Business Models - General Purpose technology markets - Logic of accumulaiton Abilities: - Critical assessment of different business models embedded in diverse ecosystems, and the relationsship with other TIM topics - Critical assessment of broader implications of new business models and organizational forms
Kartei Details
| Karten | 18 |
|---|---|
| Sprache | Deutsch |
| Kategorie | BWL |
| Stufe | Universität |
| Erstellt / Aktualisiert | 06.01.2020 / 13.01.2020 |
| Lizenzierung | Keine Angabe |
| Weblink |
https://card2brain.ch/box/20200106_v11_business_models
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| Einbinden |
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Name the four categories of businessmodels incl. examples.
Define a Business Model, Strategy and Tactics. Give an Example with the car industry.
(Ricart Casadesus-Masanell - How to Design a Winning Business Model)
Business Model: (Selling Cars)
Refers to the logic of the company - how it operates and creates and captures value for stakeholders in a competitive market place.
Business Strategy: (How to design the Car)
Plan to create a unique and valuable position involving distinctive set of activities.
Business Tactics: (How to drive the car?)
Residual choices open to a company by virtue of the business model that it employs.
Every Company has a business model but not nessesarily a strategy!
Define business model innovation.
Buisness models, which include the comercialization of new technologies (novel approach) and its underlying assets.
According to this paper there are 3 types of choises which has to be made when creating business models. Name & explain them.
(Ricart Casadesus-Masanell - How to Design a Winning Business Model)
Policy choices:
determine the actions an organization takes across all its operations (such as using nonunion workers,
locating plants in rural areas, or encouraging employees to fly coach class)
Asset choices:
pertain to the tangible resources a company deploys (manufacturing facilities or satellite communication
systems, for instance)
Governance choices:
refer to how a company arranges decision-making rights over the other two (should we own or lease machinery?)
Name 2 reasons why business models are undergoing a radical transformation worldwide.
(Ricart Casadesus-Masanell - How to Design a Winning Business Model)
- economic slowdown
- rise of new-technology based and low cost rivals
- digitalisation?
What are the effects of licensing technology (for example by buing a start-up)?
- Increase of downstream-product competition (instead of upstream, where the innovation takes place)
- Markets for intellectual property (patents) reduces the compitive advances (by publishing).
- Markets for technology may prompt additional business model innovation in complementay market.
The choises made when creating a business model can cause 2 different types of consequences. Name them, explain and make an example.
(Ricart Casadesus-Masanell - How to Design a Winning Business Model)
Flexible Consequence:
A flexible consequence is one that responds quickly when the underlying choice changes.
Choosing to increase prices will immediately result in lower volumes.
Rigid Consequences:
A rigid consequence is one of which the respond takes more time and are therefore difficult to imitate because companies need time to build.
Policies that oblige employees to fly economy class, share hotel rooms, and work out of Spartan offices—is unlikely to disappear immediately even when those choices change.
Name 3 characteristics of a good business model according to this paper. Explain.
(Ricart Casadesus-Masanell - How to Design a Winning Business Model)
1. Align with company goals
The choices made while designing a business model should deliver consequences that enable an
organization to achieve its goals. (Negative Example Xerox PARC)
2. Self reinforcing
The choices that executives make while creating a business model should
complement one another.
3. Robust:
Should be able to sustain its effectiveness over time by fending off four threats, identified by Pankaj Ghemawat. They are imitation (can competitors replicate your business model?); holdup (can customers, suppliers, or other players capture the value you create by flexing their bargaining power?); slack (organizational complacency); and substitution (can new products decrease the value customers
perceive in your products or services?).
