Skip to main content

Design und Entwicklung der Business Model-Innovation

Zusammenfassung

Die Business Model-Innovation hat in den letzten Jahren zunehmend an Bedeutung gewonnen. Insbesondere in dynamischen Wettbewerbsumfeldern kommt der Business Model-Innovation eine erfolgskritische Bedeutung zu. Der Beitrag thematisiert unterschiedliche Begriffsverständnisse und damit einhergehende Inhalte der Business Model-Innovation. Zudem wird ein Überblick über bestehende Prozessansätze der Business Model-Innovation gegeben. Auf dieser Basis wird ein integrativer Business Model-Innovation Prozessansatz entwickelt.

This is a preview of subscription content, access via your institution.

Buying options

Chapter
USD   29.95
Price excludes VAT (USA)
  • DOI: 10.1007/978-3-658-04459-6_2
  • Chapter length: 19 pages
  • Instant PDF download
  • Readable on all devices
  • Own it forever
  • Exclusive offer for individuals only
  • Tax calculation will be finalised during checkout
eBook
USD   59.99
Price excludes VAT (USA)
  • ISBN: 978-3-658-04459-6
  • Instant PDF download
  • Readable on all devices
  • Own it forever
  • Exclusive offer for individuals only
  • Tax calculation will be finalised during checkout
Hardcover Book
USD   79.99
Price excludes VAT (USA)
Abb. 2.1
Abb. 2.2
Abb. 2.3
Abb. 2.4

Notes

  1. 1.

    Vgl. Johnson et al. (2008a, S. 50 f.).

  2. 2.

    Vgl. Budde et al. (2000, S. 99–107), Linder und Cantrell (2000), Deloitte (2002), Boston Consulting Group (2002), Mercer Management Consulting (2003).

  3. 3.

    Vgl. IBM (2009).

  4. 4.

    Schneider und Spieth (2013, S. 2).

  5. 5.

    Stewart und Zhao (2000, S. 290).

  6. 6.

    Magretta (2002, S. 87).

  7. 7.

    Vgl. Chesbrough (2010), S. 358).

  8. 8.

    Vgl. Wirtz (2013, S. 205).

  9. 9.

    Vgl. Zollenkop (2006, S. 117), Schallmo (2013, S. 29).

  10. 10.

    Vgl. Markides (2006, S. 19–25), Johnson (2010, S. 13), Malhotra (2000, S. 2 ff.), Demil und Lecocq (2010, S. 229 f.).

  11. 11.

    Vgl. Casadesus-Masanell und Ricart (2010, S. 200 ff.).

  12. 12.

    Vgl. Johnson et al. (2008a, S. 50–59).

  13. 13.

    Vgl. Magretta (2002, S. 93), Schweizer (2005, S.43 ff.), Teece (2010, S. 180).

  14. 14.

    Vgl. Wirtz (2013, S. 207 f.).

  15. 15.

    Vgl. Malhotra (2000), S. 2).

  16. 16.

    Vgl. Demil und Lecocq (2010, S. 229).

  17. 17.

    Vgl. Wirtz (2013, S. 208).

  18. 18.

    Vgl. Australien Business Foundation (2012, S. 56).

Literatur

  • Accenture (2001) Five business model-myths that hold companies back. Strategy Leadersh 29(6):13–18

    CrossRef  Google Scholar 

  • Amit R, Zott C (2010) Business model innovation: creating value in times of change. IESE Business School (WP-870), Spain

    Google Scholar 

  • Amit R, Zott C (2012) Creating value through business model innovation. MIT Sloan Manag Rev 53(3):41–49

    Google Scholar 

  • Australien Business Foundation (2012) Business model innovation. Australian Business Foundation Limited, Sydney

    Google Scholar 

  • Boston Consulting Group (2002) Automotive components: new business models, new strategic imperatives. (Unter Mitarbeit von Immo Rupf und Stuart Grief)

    Google Scholar 

  • Boston Consulting Group (2009) Business model innovation: when the game gets tough, change the game. New York. (Unter Mitarbeit von Z. Lindtgardt, M. Reeves, G. Stalk und M. S. Deimler)

    Google Scholar 

  • Bucherer E (2010) Business model innovation – guidelines for a structured approach. Shaker Verlag, Aachen

    Google Scholar 

  • Budde F, Elliot BR, Farha G, Palmer CR (2000) The chemistry of knowledge. McKinsey Quart 4:99–107

    Google Scholar 

  • Casadesus-Masanell R, Ricart JE (2010) From strategy to business models and to tactics. Long Range Plann 43(2/3):195–215

    CrossRef  Google Scholar 

  • Chesbrough H (2006) Open business models: how to thrive in the new innovation landscape. Harvard Business School Press, Boston

    Google Scholar 

  • Chesbrough H (2007) Business model innovation: it’s not just about technology anymore. Strategy Leadersh 35(6):12–17

    CrossRef  Google Scholar 

  • Chesbrough H (2010) Business model innovation: opportunities and barriers. Long Range Plann 43(2/3):354–363

    CrossRef  Google Scholar 

  • Deloitte (2002) Business model innovation. New York

    Google Scholar 

  • Demil B, Lecocq X (2010) Business model wvolution: in search of dynamic consistency. Long Range Plann 43(2–3):227–246

    CrossRef  Google Scholar 

  • Gambardella A, McGahan AM (2010) Business model innovation: general purpose technologies and their implications for industry structures. Long Range Plann 43(2–3):262–271

    CrossRef  Google Scholar 

  • Giesen E, Berman SJ, Bell R, Blitz A (2007) Three ways to successfully innovate your business model. Strategy Leadersh 35(6):27–33

    CrossRef  Google Scholar 

  • Grasl O (2009) Professional service firms: business model analysis – method and case studies. Bookstation, Sipplingen. http://www1.unisg.ch/www/edis.nsf/SysLkpByIdentifier/3686/$FILE/dis3686.pdf. Zugegriffen: 22. Okt. 2013

    Google Scholar 

  • IBM (2009) Paths to success: three ways to innovate your business model. https://www-935.ibm.com/services/us/gbs/bus/pdf/qr_gbe03170-usen_pathsuccess.pdf. Zugegriffen: 09. Okt. 2013

  • Johnson M (2010) Seizing the white space: business model innovation for growth and renewal. Harvard Business Press, Boston

    Google Scholar 

  • Johnson MW, Christensen CM, Kagermann H (2008a) Reinventing your business model. Harvard Bus Rev 89(12):50–59

    Google Scholar 

  • Johnson MW, Christensen CM, Kagermann H (2008b) Reinventing your business model. Harvard Bus Rev 86(12):50–59

    Google Scholar 

  • Keen P, Qureshi S (2005) Organizational transformation through business models: a framework for business model design. In: Proceedings of the 39th Hawaii International Conference on System Sciences, S 1–10

    Google Scholar 

  • Labbé M, Mazet T (2005) Die Geschäftsmodellinnovations-Matrix: Geschäftsmodellinnovationen analysieren und bewerten. Der Betrieb 17:897–902

    Google Scholar 

  • Linder JC, Cantrell S (2000) Changing business models: surveying the landscape. http://course.shufe.edu.cn/jpkc/zhanlue/upfiles/edit/201002/20100224120954.pdf. Zugegriffen: 10. Okt. 2013

  • Magretta J (2002) Why business models matter. Harvard Bus Rev 80(5):86–92

    Google Scholar 

  • Malhotra Y (2000) Knowledge management and virtual organizations: IGI global

    Google Scholar 

  • Markides C (2006) Disruptive innovation: in the need for better theory. J Prod Innovat Manag 23(1):19–25

    CrossRef  Google Scholar 

  • McGrath RG (2010) Business models: a discovery driven approach. Long Range Plann 43:247–261

    CrossRef  Google Scholar 

  • McKinsey (2008) Leadership and innovation. Unter Mitarbeit von Johanna Barsh, Maria M. Capozzi und Jonathan Davidson. http://www.mckinsey.com/insights/innovation/leadership_and_innovation. Zugegriffen: 30. Okt. 2013

  • Mercer Management Consulting (2003) Maschinenbau-Studie – Steigerung der Ertragskraft durch neue Geschäftsmodelle. http://german.oliverwyman.com/fileadmin/user_upload/PDF/Spektrum_2003.pdf. Zugegriffen: 10. Okt. 2013

  • Mitchell DW, Coles CB (2004) Business model innovation breakthrough moves. J Bus Strat 25(1):16–26

    CrossRef  Google Scholar 

  • Osterwalder A, Pigneur Y (2010) Business model generation. Wiley, INC, Hoboken, New Jersey

    Google Scholar 

  • Papakiriakopoulos DA, Poylumenakou AK, Doukidis GJ (2001) Building e-Business models: an analytical framework and development guidelines. Bled (14th Bled Electronic Commerce Conference). Zugegriffen: 22. Okt. 2013

    Google Scholar 

  • Pateli GP, Giaglis GM (2005) Technology innovation-induced business model change: a contingency approach. J Organ Change Manag 18(2):167–183

    CrossRef  Google Scholar 

  • Pynnönen M, Hallikas J, Ritala P (2012) Managing customer-driven business model innovation. Int J Innovat Manag 16(4):1–18

    Google Scholar 

  • Reuver M de, Stein S, Hampe FJ (2013) From eParticipation to mobile participation: designing a service platform and business model for mobile participation. Inform Polity 18:57–73

    Google Scholar 

  • Schallmo D (2013) Geschäftsmodell-Innovation: Grundlagen, bestehende Ansätze, methodisches Vorgehen und B2B-Geschäftsmodelle. Springer Gabler, Wiesbaden

    CrossRef  Google Scholar 

  • Schneider S, Spieth P (2013) Business model innovation: towards an integrated future research agenda. Int J Innovat Manag 17(01):1–34

    Google Scholar 

  • Schweizer L (2005) Concept and evolution of business models. J Gen Manag 31(2):37–56

    Google Scholar 

  • Sinfield JV, Calder E, McConnell B, Colson S (2012) How to identify new business models. MIT Sloan Manag Rev 53(2):85–90

    Google Scholar 

  • Sosna M, Trevinyo-Rodriguez NT, Velamuri SR (2010) Business model innovation through trial-and-error learning: the naturhouse case. Long Range Plann 43(2–3):383–407

    CrossRef  Google Scholar 

  • Srinivasan S (2010) Harvard business review on business model innovation, S 139–142

    Google Scholar 

  • Stähler P (2002) Geschäftsmodelle in der digitalen Ökonomie, 2. Aufl. Josef Eul Verlag, Lohmar

    Google Scholar 

  • Stewart DA, Zhao Q (2000) Internet marketing, business models and public policy. J Public Policy Mark 19(2):287–296

    CrossRef  Google Scholar 

  • Teece DJ (2010) Business models, business strategy and innovation. Long Range Plann 43(2/3):172–194

    CrossRef  Google Scholar 

  • Voelpel SC, Leibold M, Tekie EB (2004) The wheel of business model reinvention: how to reshape your business model to leapfrog competitors. J Change Manag 4(3):259–276

    CrossRef  Google Scholar 

  • Weiner N, Renner T, Kett H (2010) Geschäftsmodelle im Internet der Dienste: Aktueller Stand in Forschung und Praxis. Fraunhofer-Informationszentrum Raum und Bau IRB, Stuttgart

    Google Scholar 

  • Wirtz BW (2011) Business Model Management. Design – Instrumente – Erfolgsfaktoren von Geschäftsmodellen, 2. Aufl. Gabler, Wiesbaden

    Google Scholar 

  • Wirtz BW (2013) Business Model Management: Design – Instrumente – Erfolgsfaktoren von Geschäftsmodellen. 3. Aufl. Springer Gabler, Wiesbaden

    CrossRef  Google Scholar 

  • Zollenkop M (2006) Geschäftsmodellinnovation. Springer, Wiesbaden

    Google Scholar 

  • Zott C, Amit R (2007) Business model design and the performance of entrepreneurial firms. Organ Sci 18(2):181–199

    CrossRef  Google Scholar 

  • Zott C, Amit R (2010) Business model design: an activity system perspective. Long Range Plann 43(2–3):216–226

    CrossRef  Google Scholar 

Download references

Author information

Authors and Affiliations

Authors

Corresponding author

Correspondence to Bernd W. Wirtz .

Editor information

Editors and Affiliations

Rights and permissions

Reprints and Permissions

Copyright information

© 2014 Springer Fachmedien Wiesbaden

About this chapter

Cite this chapter

Wirtz, B., Thomas, MJ. (2014). Design und Entwicklung der Business Model-Innovation. In: Schallmo, D. (eds) Kompendium Geschäftsmodell-Innovation. Springer Gabler, Wiesbaden. https://doi.org/10.1007/978-3-658-04459-6_2

Download citation

  • DOI: https://doi.org/10.1007/978-3-658-04459-6_2

  • Published:

  • Publisher Name: Springer Gabler, Wiesbaden

  • Print ISBN: 978-3-658-04458-9

  • Online ISBN: 978-3-658-04459-6

  • eBook Packages: Business and Economics (German Language)