The business model cycle

A dynamic and user-centric perspective on business model design and change

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• Publisher: Cuvillier Verlag
• Year: 2020
• Print ISBN: 9783736973329
• eBook ISBN: 9783736963320
• Edition: 1

Today, firms all over the world have to deal with dynamic business environments. Fast-moving digitalization has made information more transparent, strengthening the role of the customer. At the same time, the provider can have a much closer relationship with the user, thanks to real-time communication. However, corporate practice does not have a process for developing dynamic business models, and user-centric business models that can be designed and changed using smart technologies have not yet been systematically integrated. To stay competitive, companies need to rise to this challenge. The aim of this dissertation was to develop a dynamic, user-centric process model for business model design and change, and to evaluate the model's ability to maintain a competitive advantage in the mobility sector. First, the differences between static, dynamic, and user-centric business models and their corresponding attributes were deduced. Then, these findings were combined into a process model using system dynamics logic. This model considers the user a co-creator of value and helps managers react to real-time changes in their business model environment. Finally, a mobility sector case study is presented to highlight the relevance of this model to real-world application. This business model cycle (BMC) supports the strategic management of dynamic, user-centric business model design and change activities. It describes a step by step procedure of business model design that includes ideation, prototyping, and integration of business model options. Moreover, it allows continuous monitoring of the business model environment and adaption of the model accordingly. At the same time, bidirectional interaction between the user and provider is possible, allowing the provider to adapt to their users' needs. The BMC is unique in that these processes can take place simultaneously. Finally, the real-world case study in the mobility sector confirmed that using the BMC for strategic management maintains a lasting competitive business advantage.

Table of contents

• Acknowledgements
• Executive summary
• Table of contents
• List of abbreviations
• List of figures
• List of symbols
• List of tables
• 1 Introduction
• 1.1 The relevance of dynamic, user-centric business model design and change
• 1.2 Research gap and objective
• 1.3 Research gap and objective
• 2 Definitions
• 2.1 Dynamic
• 2.2 User and customer
• 2.3 User-centric
• 3 Business models
• 3.1 Static perspective of business models
• 3.2 Dynamic perspective of business models
• 3.3 User-centric perspective of business models
• 4 Synopsis of theoretical findings
• 4.1 Triadic theory approach
• 4.2 State of the art, research gap, and research questions
• 5 The business model cycle (BMC): Deriving a dynamic, user-centric process model for business model design and change
• 5.1 BMC configuration
• 5.2 BMC meta-model
• 5.3 BMC sub-model
• 5.4 Modeled instance of the BMC
• 6 Case study research: BMC application exemplified by mobility solution provider
• 6.1 Case studies as a research strategy
• 6.2 Findings of secondary research in the mobility sector
• 6.3 Single-case study: door2door
• 7 Sustaining a competitive advantage through dynamic, user-centric business model design and change in a digitalized era
• 7.1 Dissertation findings
• 7.2 Implications for science and management practice
• 7.3 Conclusion and future research
• Appendices
• Unbenannt