The Definition and Importance of Business Models
Question:
Discuss about the Business Models and Technological Innovation.
Business model is defined as the abstract presentation of a company’s way of working. The model is a comprehensive layout about how the company operates in the market, sells its products, generates revenue and maximises its capital. Business models are primarily related to entrepreneurial firms like Google and show how these firm captures market opportunities and create value. Today business models include technology and show how companies use it to create economic value (Chesbrough, 2013). Innovation is a very important aspect of business models and has evolved has the stimulus which stimulates the organisations to continuously manage their models to adjust to the market conditions.
Business models are designed to embrace the entire business system of an organisation. The companies earlier conceived business models as “pipes” which showed how they produced goods and sold them to consumers (Aithal & Jeevan, 2016). This model worked just like pipe carrying water but did not include other important aspects like innovation, organisational culture or future strategies. The platform model as used in present international companies like Apple is based on a technology driven platform which acts like a market. The digital platform help the buyers meet the seller and also stores the information about the transactions for future use (Van, Parker & Choudary, 2016). Today business models have evolved into dynamic systems which allow the companies using them to explore new markets, bring about innovations and restructure their models according to the market situations. The companies conceptualise their business models based on several factors within themselves and from the external environment.
The structures of the companies have a profound effect on the business models. The multinational companies like Apple and Vodafone keep on introducing new products and expanding their business into new markets. These companies look upon disruptive innovation, restructuring and sustainability as the essence of their business models. These companies follow business models like franschise, manufacturer, retail outlet or distributorship to operate in their markets. The working cultures of the companies decide their power to adjust to new situations and take advantage of them. Companies grapple to change their existing business models and adopt new business models. Management, communication and coordination among the various segments are important for smooth adoption of new business models. The leadership in the companies and the employee relationship have profound effect on the business models and its dynamism. For example the companies like Nestle with expertise in fields of technology, innovation, marketing mix and financing have leadership in the market (Vahlne & Johanson, 2014). The global locations of these companies operate in an integrated way which enables the management to lead them through the changes. The small companies with limited resources often find it difficult to change their models and often face employee resistance (Kastalli & Van Looy, 2013).
The dynamic business models used by the multinational companies can be used to deal with market challenges in a more strategic way. The static business model is only based on value creation between the consumers and the company. The dynamic model looks upon businesses as blocks but does not integrate them. However, the market challenges and intense competition require a total reformation of the companies and their ways of operating. This requires restructuring of the whole company as a system to adapt to the changes. Companies which fail to adapt to the changes often threat from substitute or threat of new emerging companies. Google has a unique business model which allows the internet giant to lead the market. In fact, it can also be opined that the business model of Google has helped the company to reach a position of having almost no competitor. The business model of Google, first allows the firms and people to promote their products in return of payment. The company also provides free blogging services to bloggers without opening accounts. The search engine allows these two groups of consumers to promote their blogs and earn money. Google has emerged as the world’s largest paid online advertisement platform and encourage growth of start-ups, entrepreneurial ventures and small business. It allows these groups to advertise their products to a vast consumer base which allows them to create their own profitable market. Google provides free services to the net surfers and allows a variety of services like email communication, socialising and video sharing. The free customers provide Google with invaluable information while using the internet which it uses to develop its future business. This business model of Google provides services to the segments like bloggers and advertisers and which generates huge revenue for it. The services provided by Google are parts of the business system while the way of charging the advertisers and bloggers form the profit model (Itami & Nishino, 2010).
Evolution of Business Models: From Pipes to Platforms
Companies use and develop innovative business models to expand their territories and partner with other firms. The business model of Google is not restricted to providing mail and blogging services. The company has a dynamic business model which allows it to partner with companies and expand its product line. Google joined the Alliance for Affordable Internet which allowed the company to enter into partnership with Facebook, Intel and Microsoft. The business policies. The business model of Google has inspired it to enter into joint ventures and partnerships with organisations from diverse fields. The company entered into partnership with NASA to construct office of 1 lakh square feet which would used for research on nanotechnology, distributed computing and entrepreneurial space industry. Google set up two wind farms to generate renewable forms of energy. The company have entered into acquiring companies like Youtube and Android (Osiyevskyy & Dewald, 2015). Thus, the dynamic business model of Google helps it to acquire new companies and operate in a sustainable way.
Business models are developed by companies and advertise their innovative power. Business models are designed to adapt to new market situations and expand new markets. A well planned business model helps a company to acquire companies to expand its product portfolio. For example, Google owns the video sharing software Youtube, the internet search engine Google Chrome and the satellite map, Google Maps. This innovative product line consisting of various softwares catering to diverse needs under one owner, Google has helped the company to be the undisputable leader in the internet services market. Thus, the business model of Google allows it to bring about innovations (Baden-Fuller & Haefliger, 2013).
Business models help the companies to explore and exploit their resources to bring about innovation and sustainability. The companies today lay stress on sustainable supply chain management to reduce their emission of poisonous gases and waste water. The companies invest in setting up renewable sources of energy like windmills. These policies of them benefit the society, consumers and the other stakeholders (Girotra & Netessine, 2013). Thus, business models encourage the company to acquire and use resources in a sustainable ways which encourage innovation. The aim of developing a business model is to operate ina way to provide maximum consumer satisfaction and high profits. Companies also price their products according to their business models and price their products to cater to huge consumer base (Dudin et al., 2015). The firms offer innovative products in various shapes and sizes at apt prices to cater the diverse consumer needs.
It can be concluded that the business models are the very essence of the companies and expressions of their business strategies. The companies make dynamic and innovative business models to take advantage of the market situations and expand their operations. Their business models also help them to create innovation in areas of marketing mix, supply chain management and sustainable operations.
References:
Aithal, P. S., & Jeevan, P. (2016). How Service Industries can Transform themselves into Green Business Industries.
Baden-Fuller, C., & Haefliger, S. (2013). Business models and technological innovation. Long range planning, 46(6), 419-426.
Chesbrough, H. (2013). Open business models: How to thrive in the new innovation landscape. Harvard Business Press.
Dudin, M. N., Kucuri, G. N., Fedorova, I. J. E., Dzusova, S. S., & Namitulina, A. Z. (2015). The innovative business model canvas in the system of effective budgeting.
Girotra, K., & Netessine, S. (2013). OM forum—business model innovation for sustainability. Manufacturing & Service Operations Management, 15(4), 537-544.
Itami, H., & Nishino, K. (2010). Killing two birds with one stone: profit for now and learning for the future. Long Range Planning, 43(2), 364-369.
Kastalli, I. V., & Van Looy, B. (2013). Servitization: Disentangling the impact of service business model innovation on manufacturing firm performance. Journal of Operations Management, 31(4), 169-180.
Osiyevskyy, O., & Dewald, J. (2015). Explorative versus exploitative business model change: the cognitive antecedents of firm?level responses to disruptive innovation. Strategic Entrepreneurship Journal, 9(1), 58-78.
Vahlne, J. E., & Johanson, J. (2014). Replacing traditional economics with behavioral assumptions in constructing the Uppsala Model: toward a theory on the evolution of the Multinational Business Enterprise (MBE). In Multidisciplinary Insights from New AIB Fellows (pp. 159-176). Emerald Group Publishing Limited.
Van Alstyne, M. W., Parker, G. G., & Choudary, S. P. (2016). Pipelines, platforms, and the new rules of strategy. Harvard Business Review, 94(4), 54-62.
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