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Business model tools are commonly used to describe and communicate business model ideas. However, studies do not sufficiently address whether and how business model tools support the early, exploratory phase in which new business models are initiated, conceptualized, assessed and planned. In this exploratory phase, offerings and addressable markets...
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... In practice, it is important to analyze and optimize the model for profitability and robustness, while allowing for strategic flexibility. The complexity of modeling and innovating a BM increases in today's business environment, and alternative BM decisions need to be evaluated (Athanasopoulo et al. 2018b). With external shocks, fastchanging legislation, and intensifying competition, it is necessary to frequently adapt or innovate a BM (Augenstein et al. 2018;Schaffer et al. 2019;Weking et al. 2018). ...
... Various software tools have been proposed to allow the representation and change of BMs (Szopinski et al. 2019). Many of the existing tools are restricted to designing and visualizing a BM (Terrenghi et al. 2017 (Athanasopoulo et al. 2018a;Athanasopoulo et al. 2018b;Athanasopoulou and de Reuver 2018). ...
Software tools hold great promise to support the modeling, analyzing, and innovation of business models. Yet, both research and practice lack a clear overview of the requirements and design principles for developing such tools. To tackle this issue, we gather requirements and design principles for business model software tools based on a structured literature review. We cluster the requirements within five core functions of tools and map subsequent design principles. By collecting and synthesizing various requirements and design principles, we provide a foundation for further research on business model software tools. In practice, these results contribute to the development of tools and can serve as an evaluation framework for intermediate development states and existing business model software tools. Future research can employ these results for artifact creation. This research guides the development of business model software tools to support firms in sustaining a competitive advantage.
... One well-known example is the e3-Value ontology (Akkermans and Gordijn, 2003). Other examples include Dellermann et al. Athanasopoulo, de Reuver, Kosman et al., 2018;Athanasopoulou and de Reuver, 2018). However, the majority of the existing software-based tools are restricted to visualizing and designing a BM and do not offer simulation capabilities (Terrenghi et al., 2017). ...
... Requirements identified and selected for the tool prototype in the first iteration Requirement 1: Build on existing BM representations and use a clear structure(Athanasopoulo, de Reuver, Kosman et al., 2018;Augenstein, 2019;Dellermann et al., 2019;Haaker et al., 2017;Schoormann et al., 2018) Requirement 2: Users have to be able to customize the underlying BM to best fit a certain context(Giessmann et al., 2013;Szopinski et al., 2019) Requirement 3: Provide features for specifying BM versions/variants to compare different solution options(Ebel et al., 2016;Schoormann et al., 2018;Voigt et al., 2013) Requirement 4: Enable modeling of interdependencies between BM elements(Augenstein, 2019;Schaffer et al., 2019;Szopinski et al., 2019) Requirement 5: Provide functions for simulating and financially evaluating a BM(Szopinski et al., 2019;Voigt et al., 2013) Requirement 6: Facilitate collaboration across time, location, and organizational boundaries with the architecture of the tool(Dellermann et al., 2019;Ebel et al., 2016;Schoormann et al., 2018;Zec et al., 2014) ...
Software tools hold great promise to support the modeling, analyzing, and innovation of business models. Current tools only focus on the design of business models and do not incorporate the complexity of existing interdependencies between business model components. These tools merely allow simulating inherent dynamics within the models or different strategic decision scenarios. In this research, we use design science research to develop a prototype that is capable of modeling and simulating dynamic business models. We use system dynamics as a simulation approach and containers to allow deployment as web applications. This paper represents the first of three design cycles, realizing six out of 59 requirements that are collected from the literature on software tools for business models. We contribute toward the design of novel artifacts for business model innovation as well as their evaluation. Future research can use these results to build tools that consider and address the complexity of business models. Lastly, we present several options for extending the proposed tool in the future.
... Researchers have been asking for tool support to develop and manage BMs. Existing tools are helpful within the process of BMI, but do not sufficiently support the design, exploration, and management of a BM and do not leverage the full potential of tools (Achtenhagen et al. 2013;Athanasopoulo et al. 2018;Ebel et al. 2016;Giessmann and Legner, 2016;Simmert et al. 2018;Veit et al. 2014). Additional, Athanasopoulo et al. (2018), in a recent paper about tooling for BMI, report that existing tools do not consider the creation of alternative BMs within a dynamic environment, which poses uncertainty. ...
Business models are vital to companies’ success; to stay competitive, companies continuously adapt and innovate their business model. The conceptualisation of business models has received much attention from prior research and the focus of research is shifting from a static perspective to a more dynamic perspective. This research is a comprehensive and up-to-date literature analysis of the concept of dynamic business models. To achieve a systematic and objective penetration of the research field, we used
a classification framework consisting of 15 evaluation dimensions. We identified the main research streams on the topic and present the most relevant approaches, such as system dynamics modelling. A total of 42 relevant literature sources were found. Finally, we highlighted gaps for future research, such as a need for more detailed analyses of the interdependencies between the components a business models consists of.
... For the awareness of the problem, experience was gained from participating in [4], and from participating in the Ninja Riders project. This project, as an action research informs our design principles [19]. The design principles and the initial version of the prototype of the artifact are already developed [20]. ...
... For the awareness of the problem, experience was gained from participating in [4], and from participating in the Ninja Riders project. This project, as an action research informs our design principles [19]. The design principles and the initial version of the prototype of the artifact are already developed [20]. ...
Attention to business models (BM) is increasing as digital technologies are transforming enterprises in many industries. Technological disruptions such as the Internet of Things (IoT) force enterprises to rethink their BM to create and capture value. Even though the need for business model innovation (BMI) may be clear, how to change a BM is not always obvious, and often requires extensive BM exploration. Existing BM tools are mainly focused on formalizing one specific BM design rather than facilitating systematic exploration of alternative BMs. In this paper, we provide the preliminary results of a design science research project in which software supported tooling is created to support BM exploration.
