Edited by Gry Agnete Alsos, Dorthe Eide and Einar Lier Madsen
Chapter 9: The service innovation triangle: moving to an alternative business model
The business model concept is a tool to develop a map of the business. A business model describes the rationale of how an organization creates, delivers, and captures money or another form of value (Osterwalder and Pigneur, 2010). Such a model outlines the business logic required to earn a profit and, once adopted, defines the way the company ëgoes to marketí. The notion refers to a conceptual model of a business, rather than a financial model. While the business model concept is a powerful tool, companies often have a hard time getting from one business model to another, which they need to as customersí preferences change. We will take a closer look at this. Our research question is: what steps do firms need to take to develop an alternative business model? To develop business models is particularly important to services firms in the tourism sector as there are many competitive pressures. One proposal for how to get to an alternative business model in the existing literature is by experimentation, effectuation, and leading change (Chesbrough, 2010). While this is promising, it seems too abstract for managers. We therefore present a new framework that may be one way to go about business model innovation. This framework is labeled the Service Innovation Triangle (Furseth & Cuthbertson, 2013). This chapter brings a refined concept of the ëbusiness modelí together with the other sub-triangles in the Service Innovation Triangle (SIT).
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