Abstract
Digitalization is feeding globalization, breaking the industrialization-driven business, marketing, and management logics. The industrial revolution came about in order to create efficiency in scale, whereas the digital revolution is scaling creativity and creating inter-industry competition. Customer interface owners are winners in this change, where customer-oriented service design is in the key role and the value chain becomes pull-directed. The internet is accelerating the speed of everything. Product, service, and design life cycles are getting shorter. It is difficult to create a sustainable competitive advantage in a constantly changing business environment, especially with hardly-protected digital components. The durability of the business model has to be constantly compared to the changing business environment, and continuous iterative business development is required for an agile response to challenges and opportunities.
Where digitalization has returned individual customer needs to the center of value creation, replacing industrialization-driven mass production and market share, the transition towards service—dominant business logic (SDL) is accelerated. Based on SDL, in the service economy neither product nor service creates value on its own—value is co-created with the customer. Business model development is an interesting and understudied notion, especially in the value co-creative business environment where business development happens continuously with the customer. The main contribution of this paper is the framework for continuous business model development in a digitalization-driven, service-dominant, co-creative business environment, which we present through a descriptive case study of business model innovation in the health care business.
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Kuula, S., Haapasalo, H. (2017). Continuous and Co-creative Business Model Creation. In: Pfannstiel, M., Rasche, C. (eds) Service Business Model Innovation in Healthcare and Hospital Management. Springer, Cham. https://doi.org/10.1007/978-3-319-46412-1_14
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