Business model innovation
The lecture will be given each winter term.
The lecture will be held in English.
Business models as a concept are established in theory and practice for quite a while. However, changing environments, new technological developments and the increasing dynamics of international competition lead to the requirement to improve existing concepts of business models and to develop approaches for systematic business model innovation.
Numerous prominent examples like Apple, Car2Go, Amazon etc. emphasize the inherent potentials of innovative business models. Hence, more recently, the concept gained increasing attention by management researchers. Until now, besides the identification of many new research questions, research on business model innovation provided relevant implications for a better integration of strategic management, innovation management and marketing and for a holistic evaluation of firms as dynamic systems. Business model innovation is a valuable approach for firms to create new successful types of business and for established firms to build new competitive advantages in mature markets.
To explain theoretical and conceptual basics and to provide relevant procedures and methods the lecture will be structured as follows
1. Definitions and Conceptual Basics
1.1. Business Models
1.2. Antecedences of New Business Models
1.3. Business Model Innovation
1.4. Analogies of New Business Models
2. Dominant Logics of Business Models
2.1. Meaning of Corporate Culture
2.2. Service-Dominant Logic
3. Strategic Foundations of Business Model Innovation
3.1. Differentiation of Strategic and Operative Management
3.2. Levels and Types of Strategy
3.3. Relationship between Business Models and Strategy
4. Management of the Value Proposition Dimension
4.1. Products and Services
4.2. Marketing Channels
4.3. Customer Relationships
4.4. Segments and Segmentation
5. Management of the Value Creation Dimension
5.1. Process and Value Chain Management
5.2. Resources and Competences
5.3. Selection and Meaning of Partners
5.4. Management of Transactions and Relationships with Partners
6. Management of the Value Capture Dimension
6.1. Revenue models
6.1.1. Synthesis of Revenue Models and Dimensions
6.1.2. Revenue Models with Cross Subventions
6.1.3. Selection of Revenue Models
6.2. Cost Management
The lecture teaches essential practical and academic capabilities. The module is recommended for students who aim to work in management consulting or strategic management of a company. We show you the main elements of business models and their interactions as well as approaches for evaluation and improvement of these. From a research perspective, the combination of lecture content with an own case study analysis enables students to identify implications for the management of business models.
Participants will learn:
- to understand and reflect the business model concept
- to recognize the meaning of cultures and dominant paradigms within organizations
- to understand and distinguish business models and strategy
- to evaluate and manage the sub-dimensions of business models
- to deploy management approaches and tools for the development of business model innovations
The lecture will be held weekly.
All relevant details will be provided in the first lecture.
The lecture will be accompanied by a seminar during which the students will get a methodological introduction into case study research in order to review and analyze cases on particular types of business models on their own.
Results of the group work will be presented in class (20min) and submitted as 20 page seminar thesis.
To pass the 6 CP course, students have to pass the 60min exam (3 CP) and the seminar part (consisting of presentation and thesis, 3 CP).
Bieger, T., zu Knyphausen-Aufseß, D., & Krys, C. (2011). Innovative Geschäftsmodelle: Konzeptionelle Grundlagen, Gestaltungsfelder und unternehmerische Praxis, Springer.
Schallmo, D. R. (2013). Geschäftsmodelle erfolgreich entwickeln und implementieren, Springer.
Johnson, M. W., Christensen, C. M., & Kagermann, H. (2008). Reinventing your business model. Harvard business review, 86(12), 57-68.
Osterwalder, A., & Pigneur, Y. (2010). Business model generation: a handbook for visionaries, game changers, and challengers. Wiley.
Zott, C., Amit, R., & Massa, L. (2011). The business model: recent developments and future research. Journal of Management, 37(4), 1019-1042.
Gassmann, O., Frankenberger, K., & Csik, M. (2013). Geschäftsmodelle entwickeln: 55 innovative Konzepte mit dem St. Galler Business Model Navigator, Hanser.