It is not only products or services that are becoming obsolete but also organizational processes and systems because they simply no longer create enough value. To seamlessly account for the digitalization of the business and the customer side, new ideas are mandatory, and the whole business model is increasingly becoming the new source of innovation. A new, smartly designed business model can increase the total value created for all stakeholders, including customers, partners and suppliers.
The three design elements that characterize a company’s activity system are content, structure and governance. Changing one or more of these elements means changing the entire model, and if the new business model is “new to the world” and not just “new to the company” it can be considered real business model innovation. Content, structure and governance can be highly interdependent; they need to be in line with value creation and capture the goals of the company, such as its revenue model.
If the inline PDF is not rendering correctly, you can download the PDF file here.
Amit, Raphael; Zott, Christoph (2015): “Business Models” “In International Encyclopedia of the Social & Behavioral Sciences, 2nd Edition,” Vol. 3, edited by J. D. Wright , pp. 33 - 36.
Amit, Raphael; Zott, Christoph (2012): “Creating Value Through Business Model Innovation,” Sloan Management Review, Vol. 53 (3), pp. 41 - 49.
Zott, Christoph; Amit, Raphael (2015): “Business Model Innovation: Towards a Process Perspective,” in C. Shalley, M. Hitt, J. Zhou (Eds.), Oxford Handbook of Creativity, Innovation, and Entrepreneurship: Multilevel Linkages. Oxford University Press, New York: NY, pp. 395 - 406.
Zott, Christoph (2016): “How to Innovate in Business Models: Changing The Way The Company Does Business,” IESE Alumni Magazine, No. 140 ( January - March), pp 24 - 27.