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5.6.1 The Classic Economic Concept of the Business Model

The concept of the business model originated in the process and data modelling by means of information technologies (Dottore 1977). It was used to distinguish between companies (Huff and Beckow 2000) and also transferred to corporate models.

The concept of the business model is formed as a combination of the results of an internal and an external strategic analysis and the derivation of suitable structures and thus the integrated development of prerequisites that allow a company to be economically successful in the long run. The specific components of business model development are:

Fig. 5.5 Business model development (Source Koye 2005, p. 97)

• Goal formation (vision and mission, key figures)

• Environmental analysis (market, competition, chances/risks)

• Company analysis (strengths/weaknesses, performance and management potential, resources, value chain according to Porter)

• Choice of strategy (portfolio analyses—e.g., BCG, Ansoff, 7-S) and structure definition/adjustment

• Planning models and strategy implementation (budgeting, balanced scorecard)

• Strategy control

The environmental and company analyses are combined to make a SWOT analysis (strengths/weaknesses/opportunities/threats). On this basis a concrete strategy and structure can then be derived and implemented (Fig. 5.5).

The business model therefore enables:

• Clarity about the relevant stakeholders

• A definition of the service range

• The determination of the focus of value creation and production depth

• The definition of cooperation partners

• An analysis of already existing core competences

The answers to these five questions produces the configuration of the success position of the business model to be aimed for in the future.

Fig. 5.6 The CANVAS business model (Source Osterwalder et al. 2011, p. 44)

 
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