A business model describes the rationale of how an organization creates, delivers, and captures value, in economic, social, cultural or other contexts. The process of business model
construction is part of business strategy.In theory and practice, the term business model is used for a broad range of informal and formal descriptions to represent core aspects of a business,
including purpose, business process, target customers, offerings, strategies, infrastructure, organizational structures, trading practices, and operational processes and policies. The
literature has provided very diverse interpretations and definitions of a business model. A systematic review and analysis of manager responses to a survey defines business models as the design
of organizational structures to enact a commercial opportunity. Further extensions to this design logic emphasize the use of narrative or coherence in business model descriptions as mechanisms
by which entrepreneurs create extraordinarily successful growth firms.Business models are used to describe and classify businesses, especially in an entrepreneurial setting, but they are also
used by managers inside companies to explore possibilities for future development. Well-known business models can operate as "recipes" for creative managers. Business models are also referred
to in some instances within the context of accounting for purposes of public reporting.Table of Contents :Author Bios 71 Network-based business models 101.1 What defines a network based
business model? 111.2 Barriers and challenges 122 Value creation maps 132.1 What is the value creation process? 142.2 Why might the value creation process be difficult to discover? 152.3 What
is a value creation map? 172.4 The building process: A two-step method 172.5 Refining the value creation map 212.6 Value creation maps and indicators 222.7 Pros and cons 24Strategic innovation
– the context of business models and business development 263.1 Introduction: a new competitive landscape 273.2 Strategic innovation: the background 283.3 Defining strategic innovation 303.4
Defining business concepts 313.5 Discussions 394 Business model innovation 434.1 Method 444.2 Analysis 464.3 Discussion: Single vs. Multi BM Innovation 504.4 Conclusion 525 Innovative business
models on NewConnect 535.1 NewConnect and other alternative markets in Europe 535.2 Information documents as a way to present business models 565.3 Sustainability of innovative business models
585.4 Sustainability of business models used by companies on NewConnect –Results of empirical research 646 Globalizing high-tech business models 726.1 Setting the Scene 726.2 Tensions at the
Inception 736.3 Dyadic tensions 786.4 Conclusion 827 Business model design 837.1 Business model uncertainty 847.2 Business model design 877.3 Implications for business model practice 968
References 979 Endnotes 107Executive
