научная статья по теме CREATION OF VALUE AND CAPTURE FROM DIGITALIZED START-UPS: BUSINESS MODEL INNOVATION THROUGH IMITATION Экономика и экономические науки

Текст научной статьи на тему «CREATION OF VALUE AND CAPTURE FROM DIGITALIZED START-UPS: BUSINESS MODEL INNOVATION THROUGH IMITATION»

Creation of Value and Capture from Digitalized Start-Ups: Business Model Innovation through Imitation

Stefan Heinrich,

независимый научный журналист, студент факультета социальной экономики, Университет Гамбурга (Glusinger Weg 3a, 21255 Tostedt,Germany; e-mail: heinrichd@online.de)

Аннотация. Назначение этой статьи заключается в том чтобы исследовать, как стартап-фирмы в сфере цифровых технологий используют бизнес-модели. Для освещения этого вопроса был использован метод кейсов. Вопрос заключается в том, как посредством имитации бизнес-моделей из других промышленных отраслей или использование характерных составляющих их бизнес-моделей добиться двойного эффекта: транскорпоративной деятельности и доходности. В результате фирмы смогут достичь этого посредством систематического процесса. При этом адаптация и выборочное использование ключевых принципов бизнес-моделей играют важную роль в создании товаров и услуг и в конечном итоге удовлетворении потребностей покупателя.

Abstract. The purpose of this paper is to investigate how digitalized start-ups drive business model innovation. Given limited insights a multiple-case study approach has been chosen for this explorative study, as to how imitating business models of other industries or adapting their characteristic business model components affects both cross-boundary activity and industrial yield. The outcome is that firms can facilitate this through a systematic process. Here deconstruction and the mapping of business model components play an important role for the value proposition of the company, so as to guarantee the fulfilment of generic customer needs.

Ключевые слова: бизнес-модель, метод кейсов, интернет стартап, создание товаров и услуг.

Keywords: business model, case studies, internet start-ups, value proposition.

Introduction

Schumpeter (1934) distinguishes between five types of innovation: new products, new production methods, new types of offer, conquering of new markets, and new ways to organise business. Much literature has focussed up to now on the first two types. (Shan et al 1994; Eisenhardt, Tabrizi 1995; Schroeder 1990; Katila,Chen 2008; Leiblein,Madsen 2009, Roberts 1999; Adner,Kapoor 2010; Leiponen,Helfast 2010; Zhou,Wu 2010). The present contribution investigates the last type of innovation, which is today referred to as business model innovation. Technical progress, new customer preferences and deregulation create increasing opportunities for the configuration of business models. Business-model innovation consists fundamentally of new ways of thinking about the enterprise, and new ways to create and capture value for the firm. It focuses primarily on finding new ways to generate revenues and define propositions for customers, suppliers and partners (Amit,Zott 2001; Zott,Amit 2007;2008; Baden-Fuller et al 2008; Casadesus-Masanell,Ricart 2010; Gambardella,McGahan 2010; Markides 2010;Teece 2010).

It is becoming apparent that business-model innovations are an essential activity for survival in order to remain globally competitive in the age of the Internet.(Hamel,Valikangas 2003, Toennesmann 2014). Although the definition of the term 'business model' is still lacking in academic clarity, most literature includes the relevance of value creation and capture (Amit;Zott 2001; Wehmeier 2014). Business models enable companies to change the rules of the competition radically, and thereby attain competitive advantages (Michell, Coles2003) . It is also becoming increasingly recognized that innovations in production must also be accompanied by business model innovation, for success to be obtained. "A company has at least as much value to gain from developing an innovative business model as from developing an innovative

new technology" (Chesbrough,H.2010,p.354). Business model innovations are in this way elevated to the same level as technological innovations. Studies indicate that innovations in production divorced from innovations in business model innovations will collapse with a high probability (Johnson et al 2008). This conclusion is also underlined by Teece: "Great technological achievement commonly fail commercially because little attention has been given to designing a business model to take them to market properly" (Teece2010).

Should the business model not fit the new product or production process, then it must of necessity be redeveloped and reimplemented, especially if the market environment changes disruptively (Doz.; Kosonen 2010; Sosna.et al 2010). This approach towards business model innovation leveraged the crossing of boundaries, e.g. those of strategic groups or entire industries, when designing new value propositions and business models (Enkel,Mezger 2013; Johnson 2010; Kim.; Mauborgne 1999). At least since the cross-industry-innovations studies it has been known that imitations of innovation processes take place, out of which radically new things develop (Lieberman; Asaba 2006). Even concerns such as Wal-Mart, Apple, Toy'R'Us or Nestle which are celebrated as innovators, make use of imitations as an alternative and a complement to innovation (Shenkar 2010; Gavetti et al 2005).

With Nestle's Nespresso, several innovations from other companies were an important influence. The turnover model (revenue) is reminiscent of the "Razor-blade" model of Gillette. The basic product is sold cheaply, the coffee pads are quite expensive. The distribution is a combination of direct customer commitments (as in book clubs) and premium-boutiques (fashion). Together these elements form a business-model that is built up from the basic product, coffee, and assure growth and profitability in future years. Imitations made across industrial

boundaries minimize the risk, reduce the costs, and increase the rate of innovation (Gassmann; Zeschky 2008). Even so, scholarship is not unanimous as to who is more successful: the first-mover or the imitative fast-follower (Buisson; Silberzahn 2010). Despite the highly practical relevance of businessmodel innovation and its own imitations there is currently only little insight into how product-imitations, innovation can be applied to "businessmodel" innovation efforts of companies. Even regarding business-model innovation, only a few studies are available, so that strong statements can hardly be made about imitative activities in business-model imitation. In the following this gap should be closed by addressing the research questions: On what scale does imitation of business innovation processes happen in new internet startups? How do firms enable and use imitation for business model innovation?

Theoretical Background

To understand digitalized firms and their creation of value, and to be able to analyse this, an integration of several theoretical perspectives is required. (Amit; Zott 2001). The business-model concept makes this integration possible and assists the analysis of how value is generated, especially that of digitalized firms (Shafer et al 2005). Certainly, business-models and their innovations are not the exclusive domains of internet sector enterprises, but find an equally strong application in analogue and digital areas. Often it is no longer possible to identify what is a digital business-model, since digitisation encompasses practically all the areas and diverse components of the business model. Even so, „the concept of business models has no established theoretical grounding in economics or in business studies" (Teece 2010 p.175). So it is no wonder that about 99% of senior staff are unable to define precisely the business model of their firm. (Linder; Cantrell 2000). Research into the business-model concept is currently in a very fragmented situation (Baden-Fuller; Morgan 2010,p.158; George; Bock 2011,p86; Zott et al 2011 ).In spite of the obviously unsatisfactory state of consistency with regard to definitions and taxonomy, the business-model is a suitable tool both for research purposes and also in practice.

Business model

In Europe, especially in German-speaking areas, there are many very creative companies (Germany stands in top place in Europe for patent registrations), but unfortunately there are often shortcomings in the commercialisation of the ideas. Studies have shown (Johnson et al 2008) that only about 10% of innovatory projects give rise to the development of business models. At the same time, however, the studies show that businesses with a strong rise in turnover profit are twice as likely to have followed business-model innovations. This neglectful treatment of business models in theory and practice is baffling when one knows that most of the great stories of success have not been the result of innovation in products, but in business-models (EIU 2005). Fig.1 represents a sequence of generic innovation steps suggested for business model innovation.

It was in this way that Amazon became the world's biggest book dealer, without a single bookshop; Apple, without any CD-shops, is the

world's biggest music retailer. These firms have developed their individual business models, which they have clearly picked up from the competition, by generating additional functions for their customers and business partners. Business-models are very powerful instruments to turn ecosystem changes into victories, and to set oneself above one's competitors (Bjorkdahl 2009; Comes,Berniker 2008; Venkatraman, Henderson 2008).

The business ecosystem comprises the customers, competitors, market structure, technologies and political conditions: in short, the environment that influences the business area of the company. Inadequate and inappropriate business models can by themselves mean death for large businesses. Out of the world's hundred largest companies at the time that were registered in the 1917 Forbes list, there is today only one remaining, General Electric; here there was an intensive dedication to the development of business models. Even the Internet bubble in the 1990's is a much-discusse

Для дальнейшего прочтения статьи необходимо приобрести полный текст. Статьи высылаются в формате PDF на указанную при оплате почту. Время доставки составляет менее 10 минут. Стоимость одной статьи — 150 рублей.

Показать целиком