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Reinventing Business ModelsHow Firms Cope with Disruption$
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Henk Volberda, Frans A.J. Van Den Bosch, and Kevin Heij

Print publication date: 2017

Print ISBN-13: 9780198792048

Published to Oxford Scholarship Online: December 2017

DOI: 10.1093/oso/9780198792048.001.0001

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Managing Business Model Transformation

Managing Business Model Transformation

Chapter:
(p.185) 7 Managing Business Model Transformation
Source:
Reinventing Business Models
Author(s):

Henk Volberda

Frans van den Bosch

Kevin Heij

Publisher:
Oxford University Press
DOI:10.1093/oso/9780198792048.003.0007

Chapter 7 describes the decisive role of management in business model innovation. It considers each of the approaches in the business model innovation matrix and examines the role played by top and middle managers. It gives the example of how TomTom went through a recursive cycle of renewal and replication, with a visionary CEO as the main driver. A number of potential traps in business model innovation and how managers may avoid them are discussed. This chapter explores various warning signs that might indicate to management that a change of business model is required and examines, through case examples, the many different ways in which firms can combine replication and renewal.

Keywords:   business model trap, top management, middle management, frontline management, dual business model, oscillating business model, network business model

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