Kilpailuetua liiketoimintamalliakehittämällä

10.10.2017

Tutkimuksen näkökulma liiketoimintamallinkehittämiseen

Tommi Rissanen tommi.rissanen@lut.fi

Lappeenranta University of TechnologySchool of Business and Management

Tausta

- Työkokemusta alueellisistakehitysyhtiöistä, yliopistoista jayksityiseltä sektoriltaLappeenrannassa, Tampereella jaHelsingissä vuodesta 2002

- DigiPro-hankkeen projektiopäällikköLUT:ssa

- Väitöskirja aiheesta Business modelexperimentation valistumassa 2018

BM exp.

BMI

BM Innovation

Entrepreneurship

Strategy

Disc. drivenplanning

Entr

epr.

oppo

rtun

ity

Resource-basedView of the firm

Dynamiccapabilities

Strategicentrepreneurship

Disruptiveinnovation

Teoriataustaliiketoimintamallitutkimukseen

Liiketoimintamallin määritys

“The essence of a business model is indefining the manner by which theenterprise delivers value to customers,entices customers to pay for value, andconverts those payments to profit. It thusreflects management’s hypothesis aboutwhat customers want, how they want it,and how the enterprise can organize tobest meet those needs, get paid for doingso, and make a profit.” – Teece (2010)

“Business model consists of fourelements: a customer value proposition,a profit formula, key resources and keyprocesses.” – Casadesus-Masanell &Ricart (2011)

” Business models are stories thatexplain how enterprises work. Theyanswer to the following questions: 1) whois the customer, 2) what does thecustomer value, 3) how do we makemoney in this business, and 4) what isthe underlying economic logic thatexplains how we can deliver value tocustomers at an appropriate cost” –Magretta (2002)

“two core components: (1) the basic ‘unitof business’, what customers pay for; and(2) process or operational advantages,captured in a set of ‘key metrics’ thatallow a firm to deliver superiorperformance. – McGrath (2010)

Liiketoimintamallin elementit

Arvolupaus- Asiakas- Asiakaskohtainen arvolupausArvon luominen- Prosessit- ResurssitArvon muuttaminen voitoksi- Ansaintamalli- Kustannusrakenne

Dynaamisuus!

BusinessModel

Exploration

Effects

ValueCreation

Valuepropositi

on

ValueCapture

Exploitation

https://strategyzer.com/canvas/business-model-canvas

https://strategyzer.com/canvas/value-proposition-canvas

https://www.creatlr.com/template/um2yxrXADndCd8ftsGgY2/platform-business-model-canvas/

Kirjallisuus

Achtenhagen, L., Melin, L. & Naldi, L., 2013. Dynamics of businessmodels - strategizing, critical capabilities and activities for sustainedvalue creation. Long Range Planning, 46, pp.427–442.

Casadesus-Masanell, R. & Ricart, J.E., 2010. From strategy tobusiness models and onto tactics. Long Range Planning.

Clauss, T. (2017). Measuring business model innovation:conceptualization, scale development, and proof of performance. Rand D Management, 47(3), 385–403.

Magretta, J., 2002. Why Business models matter. Harvard BusinessReview, May, pp.86–92.

McGrath, R.G., 2010. Business models: A discovery drivenapproach. Long Range Planning, 43(2–3), pp.247–261.

Schneider ’, S. & Spieth^, P., 2013. Business Model Innovation:Towards an Integrated Future Research Agenda. InternationalJournal of Innovation Management ̂ imperial College Press,1734(1).

Teece, D.J., 2010. Business models, business strategy andinnovation. Long Range Planning, 43(2–3), pp.172–194.

Trimi, S. & Berbegal-Mirabent, J., 2012. Business model innovationin entrepreneurship. International Entrepreneurship andManagement Journal, 8(4), pp.449–465.