Business Models and Service Strategy

John R. Bryson (), Jon Sundbo (), Lars Fuglsang () and Peter Daniels ()
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John R. Bryson: The University of Birmingham
Jon Sundbo: Roskilde University
Lars Fuglsang: Roskilde University
Peter Daniels: The University of Birmingham

Chapter 3 in Service Management, 2020, pp 41-59 from Springer

Abstract: Abstract The chapter explores strategy and development as part of the ongoing debate on business models. The business model approach provides a useful structure for comparing the three different, but linked, elements of a business model—value propositions, value networks and value-capturing mechanisms. Disruptive innovation can occur anywhere within or between these three elements. Disruptive innovation continues to transform service businesses by destroying existing business models and via the development of new business models. The pace of disruption continues to increase, reflecting an escalation in the velocity of change. Central to the development of new service-based business models are innovations in monetarization or in revenue or value capture mechanisms. Multi-sided business models, or triadic business models, represent one form of innovative value capture based on the monetarization of derivative currencies. This, however, is only one form. Globalization has led to intensified competition that has driven innovation in business models but also service operations.

Keywords: Business models; Value propositions; Value networks; Value capture; Disruptive innovation; Service-orientated business models; Multi-sided business models (search for similar items in EconPapers)
Date: 2020
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Persistent link: https://EconPapers.repec.org/RePEc:spr:sprchp:978-3-030-52060-1_3

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DOI: 10.1007/978-3-030-52060-1_3

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