Strategic Planning, Environmental Dynamicity and Their Impact on Business Model Design: The Case of a Mobile Middleware Technology Provider

  • Antonio Ghezzi
  • Andrea Rangone
  • Raffaello Balocco
Part of the Communications in Computer and Information Science book series (CCIS, volume 130)


The study aims at addressing how the approach to strategy definition, strategic planning and external dynamicity can affect the process of business model design within a firm. Analyzing the case of a newcomer in the market for the provisioning of middleware platforms enabling the delivery of Mobile digital content, the paper first identifies a set of critical decisions to be made at a business model design level for a Mobile Middleware Technology Provider, and aggregates these variables within an overall reference framework; then, through a longitudinal case study, it assesses how and why the initial business model configuration changed after two years of business activity. The study allows to argue that those business model design changes occurred in the timeframe considered depended largely on a defective approach to business strategy definition, while environmental dynamicity mostly played an “amplification effect” on the mistakes made in the underlying strategic planning process.


Strategy Strategic planning Business model Mobile telecommunications Mobile content Mobile middleware technology provider Case study 


Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.


  1. 1.
    Little, A.D.: Key Success Factors for M-Commerce (2001),
  2. 2.
    Ballon, P.: Business modelling revisited: the configuration of control and value. Info. 9(5), 6–19 (2007)CrossRefGoogle Scholar
  3. 3.
    Barney, J.: Firm resources and sustained competitive advantage. Journal of Management 17(1), 99–129 (1991)CrossRefGoogle Scholar
  4. 4.
    Bertelè, U., Rangone, A., Renga, F.: Mobile goes Web. Web goes Mobile. Mobile Content Observatory Research Report (2008),
  5. 5.
    Blind, K.: Interoperability of software: demand and solutions. In: Panetto, H. (ed.) Interoperability of Enterprise Software and Applications, pp. 199–210. Hermes Science, London (2005)Google Scholar
  6. 6.
    Bonoma, T.V.: Case research in marketing: opportunities, problems, and a process. Journal of Marketing Research 22, 199–208 (1985)CrossRefGoogle Scholar
  7. 7.
    Camponovo, G., Pigneur, Y.: Business Model Analysis applied to Mobile Business. In: Proceedings of the ICEIS 2003 (2003)Google Scholar
  8. 8.
    Eisenhardt, K.M.: Building theories from case study research. Academy of Management Review 14(4), 532–550 (1989)Google Scholar
  9. 9.
    Eisenhardt, K.M., Graebner, M.E.: Theory building from cases: opportunities and challenges. Academy of Management Journal 50(1), 25–32 (2007)CrossRefGoogle Scholar
  10. 10.
    Fjeldstad, Ø.D., Becerra, M., Narayanan, S.: Strategic action in network industries: an empirical analysis of the European mobile phone industry. Scandinavian Journal of Management 20, 173–196 (2004)CrossRefGoogle Scholar
  11. 11.
    Gersick, C.: Time and transition in work teams: Toward a new model of group development. Academy of Management Journal 31, 9–41 (1988)CrossRefGoogle Scholar
  12. 12.
    Ghezzi, A.: Emerging Business Models and strategies for Mobile Middleware Technology Providers. In: Proceedings of the 17th European Conference on Information Systems (ECIS 2009), Verona, Italy (2009)Google Scholar
  13. 13.
    Ghezzi, A.: A Strategic Analysis Reference Model for Mobile Middleware Technology Providers. In: Proceedings of the 8th International Conference on Mobile Business (ICMB 2009), Dalian, China (2009)Google Scholar
  14. 14.
    Ghezzi, A., Renga, F., Cortimiglia, M.: Value Networks: scenarios on the Mobile Content market configurations. In: Proceedings of the 8th International Conference on Mobile Business (ICMB 2009), Dalian, China (2009)Google Scholar
  15. 15.
    Glaser, B., Strauss, A.: The discovery of grounded theory. Aldine de Gruyter, New York (1967)Google Scholar
  16. 16.
    Hamel, G., Prahalad, C.K.: Competing for the future. Harvard Business School Press, Boston (1994)Google Scholar
  17. 17.
    Kuo, Y., Yu, C.: 3G Telecommunication operators’ challenges and roles: a perspective of mobile commerce value chain. Technovation, 1347–1356 (2006)Google Scholar
  18. 18.
    Li, F., Whalley, J.: Deconstruction of the telecommunications industry: from value chain to value network. Telecommunications Policy 26, 451–472 (2002)CrossRefGoogle Scholar
  19. 19.
    McCutcheon, D.M., Meredith, J.R.: Conducting case study research in operation management. Journal of Operation Management 11(3), 239–256 (1993)CrossRefGoogle Scholar
  20. 20.
    Meredith, J.: Building operations management theory through case and field research. Journal of Operations Management 16, 441–454 (1998)CrossRefGoogle Scholar
  21. 21.
    Muller-Veerse, F.: Mobile Commerce Report. Durlacher Research Ltd. (1999),
  22. 22.
    Osterwalder, A.: The Business Model Ontology. A proposition in a design science approach. Phd Thesis, Ecole des Hautes Etudes Commerciales de l’Université de Lausanne (2004)Google Scholar
  23. 23.
    Peppard, J., Rylander, A.: From Value Chain to Value Network: an Insight for Mobile Operators. European Management Journal 24(2) (2006)Google Scholar
  24. 24.
    Pettigrew, A.: The management of strategic change. Blackwell, Oxford (1988)Google Scholar
  25. 25.
    Porter, M.E.: Competitive advantage: Creating and sustaining superior performance. Free Press, New York (1985)Google Scholar
  26. 26.
    Rappa, M.: Business models on the Web: managing the digital enterprise. North Carolina State University (2000)Google Scholar
  27. 27.
    Teece, D.J., Pisano, G., Shuen, A.: Dynamic capabilities and strategic management. Strategic Management Journal 18(7), 509–533 (1997)CrossRefGoogle Scholar
  28. 28.
    Timmers, P.: Business models for electronic commerce. Electronic Markets 8(2), 3–8 (1998)CrossRefGoogle Scholar
  29. 29.
    Turban, E., King, D.: Introduction to e-commerce. Prentice-Hall, New York (2002)Google Scholar
  30. 30.
    Weill, P., Vitale, M.: Place to Space: Migrating to E-Business Models. Harvard Business Press, Boston (2001)Google Scholar
  31. 31.
    Wirtz, B.W.: Reconfiguration of Value Chains in Converging Media and Communications Markets. Long Range Planning 34, 489–506 (2001)CrossRefGoogle Scholar
  32. 32.
    Yin, R.: Case study research: Design and methods. Sage Publishing, Thousand Oaks (2003)Google Scholar

Copyright information

© Springer-Verlag Berlin Heidelberg 2011

Authors and Affiliations

  • Antonio Ghezzi
    • 1
  • Andrea Rangone
    • 1
  • Raffaello Balocco
    • 1
  1. 1.Department of Management, Economics and Industrial EngineeringPolitecnico di MilanoMilanItaly

Personalised recommendations