13.07.2015 Views

Management of Art Galleries – Business Models - Universität St.Gallen

Management of Art Galleries – Business Models - Universität St.Gallen

Management of Art Galleries – Business Models - Universität St.Gallen

SHOW MORE
SHOW LESS

Create successful ePaper yourself

Turn your PDF publications into a flip-book with our unique Google optimized e-Paper software.

Conceptual Basis 21 / 225Table 7: Evolution From "Old" Towards "New" <strong>Business</strong> <strong>Models</strong>Old <strong>Business</strong> <strong>Models</strong>TransactionProduct priceSingle productInternal value chainUnit <strong>of</strong> analysis: companySource: Adapted from Bieger et al. (2002)New <strong>Business</strong> <strong>Models</strong>Lasting customer relationship managementComplex revenue conceptIntegrated product conceptVirtual companies with diverse value chainsUnit <strong>of</strong> analysis: business modelThese and other developments describe the transition from the “old” to the “new” business worldand are summarised in the table above. The new business world focuses increasingly more on theinteraction <strong>of</strong> partners in a network or the transition <strong>of</strong> single transactions into lasting relations.Hence, Zott & Amit (2004) argue that these dramatic changes resulted in revolutionaryinnovations that could no longer be explained using traditional frameworks. This shift inbusiness models calls for new frameworks that can handle the changes. According to researchersthe business model concept could be a suitable framework (Hedman & Kalling, 2003; <strong>St</strong>ähler,2002). The following table summarises the move from traditional theories towards the newbusiness model concept using tourism as an example:Table 8: The <strong>Business</strong> Model Concept as a New Theory to Understand a CompanyTheory Core Theory Relevant strategicunitMarket-based view Competitive <strong>St</strong>rategic businessadvantage through unit (i.e. stableoptimal focus on product-marketneeds and wants <strong>of</strong> combinations)relevant marketsResource-based viewNetwork economyCompetitiveadvantage throughresources (such ascore competenciesthat are hard toimitate or match)Competitiveadvantage throughoptimal configuration<strong>of</strong> resources andoutput incompany/networksSource: Adapted from Bieger & Agosti (2005, pp. 5, 6)Company (i.e. unitthat has access to allresources)<strong>Business</strong> modelExample: TourismSBU – specificstrategy: hotel forfamiliesCable car / mountainrailways with corecompetency in eventmanagementTheme park with anindividual financingmodel for eachattraction2.2.2 Summary <strong>of</strong> <strong>Business</strong> Model DefinitionsThe business model concept has gradually more attracted attention over the past years and isfrequently employed in theory and practice (Magretta, 2002; Osterwalder, Pigneuer, & Tucci,2005; Shafer, Smith, & Linder, 2005). Among the first to define and describe the business modelconcept were researchers in the area <strong>of</strong> e-commerce (Afuah & Tucci, 2003; Mahadevan, 2000;

Hooray! Your file is uploaded and ready to be published.

Saved successfully!

Ooh no, something went wrong!