BMI 2

Question 1

Four value drivers of business models (transaction design view):

Answer 1

• Novelty
• Efficiency
• Lock-in
• Complementarity

Question 2

Key strategic configurations

Answer 2

• Novelty and efficiency
• Competitive strategy fit (combination)
• Neccesity for very high performance

Question 3

When a disruptive business model enters an industry, established firms have several choices beyond simply imitating the newcomer:

Answer 3

• adoption
• focus strategy and improve existing one
• disrupt the disruptor (third model)

Question 4

When a firm adopts a new business model alongside its existing one, it must decide how to organize the two.

Answer 4

• separation
• contingency view, integration (Markides)
• phased integration

Question 5

BMI is unique because:

Answer 5

• system changes
• conflicts as advantage

Question 6

Four steps of scientific decision-making:

Answer 6

1. developing a Theory of value
2. Articulation into hypotheses
3. collection of evidence
4. disciplined assessment

Question 7

Key findings: the impact on performance and uncertainty:

Answer 7

• high development (iproves performance (revenue), because test and fine tune)
• low development (reduces short-term performance, reconsider aspects)
• epistemic uncertainty (increases uncertainty)

Question 8

The study offers three main insights for theory and practice:

Answer 8

• contextual performance
• reevaluating “blissful bindness”
• educational implication