Abstract
The reconfiguration of the business model of an enterprise, especially to enable new businesses capabilities and/or operate in an “open business” logic, requires organisational know-how and tools that are a little different from those traditionally used. The representation of the business necessary for this purpose is the mapping of activities/competencies that the firm needs in order to participate in the business ecosystem in which it operates. This helps to understand what activities are needed to create new value propositions and/or to ensure competitive advantage differentiation and/or to evaluate the possibility of outsourcing. This logic is nevertheless crucial to be able to constantly realign the organisation on the segments of the value chain that have the highest value added or are more protectable/unique, at the same time identifying opportunities to reduce structural costs. This “mapping” of the business is in fact the firm’s business model. IBM has developed a specific methodology in this respect called Component Business Modelling (CBM).
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Merli, G. (2013). The transformation of the business model: business modelling. In: Cinquini, L., Minin, A.D., Varaldo, R. (eds) New Business Models and Value Creation: A Service Science Perspective. Sxi — Springer per l’Innovazione / Sxi — Springer for Innovation, vol 8. Springer, Milano. https://doi.org/10.1007/978-88-470-2838-8_5
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DOI: https://doi.org/10.1007/978-88-470-2838-8_5
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