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The spread of the Internet into all areas of business activities has put a particular focus on business models. The digitalization of business processes is the driver of changes in company strategies and management practices alike. This textbook provides a structured and conceptual approach, allowing students and other readers to understand the commonalities and specifics of the respective business models.

The book begins with an overview of the business model concept in general by presenting the development of business models, analyzing definitions of business models and discussing the significance of the success of business model management. In turn, Chapter 2 offers insights into and explanations of the business model concept and provides the underlying approaches and ideas behind business models. Building on these foundations, Chapter 3 outlines the fundamental aspects of the digital economy.

In the following chapters the book examines various core models in the business to consumer (B2C) context. The chapters follow a 4-C approach that divides the digital B2C businesses into models focusing on content, commerce, context and connection. Each chapter describes one of the four models and provides information on the respective business model types, the value chain, core assets and competencies as well as a case study. Based on the example of Google, Chapter 8 merges these approaches and describes the development of a hybrid digital business model.

Chapter 9 is dedicated to business-to-business (B2B) digital business models. It shows how companies focus on business solutions such as online provision of sourcing, sales, supportive collaboration and broker services. Chapter 10 shares insight into the innovation aspect of digital business models, presenting structures and processes of digital business model innovation. The book is rounded out by a comprehensive case study on Google/Alphabet that combines all aspects of digital business models.

Conceived as a textbook for students in advanced undergraduate courses, the book will also be useful for professionals and practitioners involved in business model innovation, and applied researchers.

Inhaltsverzeichnis

Frontmatter

Chapter 1. Foundations of Digital Business Models

Abstract
In recent years, the development and design of business models have received increased attention, especially in the economic literature and mainly related to the emergence of the Internet-based new economy (Wirtz 2000c; Chesbrough 2010). In this context, business models are often linked to competitive advantages. The success of corporate activities is largely attributed to the management of business models. The increased importance of the business model approach is primarily due to the considerable changes in competitive environments during the last two decades particularly in digital markets.
Bernd W. Wirtz

Chapter 2. The Business Model Concept

Abstract
Is seems obvious that business models have a special relevance to the competitiveness and the success of companies. This chapter shall therefore provide the foundations of the business model concept in more detail. While Sect. 2.1 outlines the research streams of business models, Sect. 2.2 provides a classification of business models and Sect. 2.3 illustrates an overview of integrated business models. After having presented a general understanding of integrated business models, Sect. 2.4 provides the levels and goals of business models. Subsequently, Sect. 2.5 concludes with the presentation of core concepts of business models, i.e. the value-creation chain and the approach of assets and core competencies.
Bernd W. Wirtz

Chapter 3. Digital Business

Abstract
Digital or e-business is one of the most significant fields of application of digital information and communication technologies. The following sections systematically describe the development and basics of digital business, its forces and the success factors of digital business. Section 3.1 gives an overview of the development of digital business. After presenting the basics of digital business in Sects. 3.2 and 3.3 outlines the forces of the digital development. Finally, Sect. 3.4 describes business models in digital markets.
Bernd W. Wirtz

Chapter 4. B2C Digital Business Models: Content

Abstract
The content business model consists of the collection, selection, systemization, compilation (packaging) and delivery of content on a domestic platform. The aim of this business model approach is to make content accessible to the user over the Internet in an easy, convenient and visually appealing form (Wirtz and Kleineicken in Wirtschaftswissenschaftliches Studium (WiSt) 29:628–635, 2000). Section 4.1 provides an overview of the content business model in general.
Bernd W. Wirtz

Chapter 5. B2C Digital Business Models: Commerce

Abstract
The commerce business model deals with the initiation, negotiation and/or settlement of transactions over the Internet and is a very important partial model of the 4C-Net Business Model. While Sect. 5.1 initially outlines the basic features of the commerce business model, Sect. 5.2 describes its different types. Section 5.3 explains its underlying value chain based on different core assets and competencies. Finally, Sect. 5.4 provides a case study of the online auctions platform eBay.
Bernd W. Wirtz

Chapter 6. B2C Digital Business Models: Context

Abstract
The context business model focuses on classifying and systematizing information available on the Internet. While Sect. 6.1 outlines the relevance of the context business model, Sect. 6.2 describes the various types of this business model and Sect. 6.3 presents the underlying value chain. Finally, Sect. 6.4 provides a case study of the Internet search engine Bing.
Bernd W. Wirtz

Chapter 7. B2C Digital Business Models: Connection

Abstract
The connection business model addresses the access to the Internet or other networks and the provision of network platforms. While Sect. 7.1 presents general information about the connection business model, Sect. 7.2 deals with the different types of the connection business model. Following this, Sect. 7.3 describes the underlying value chain based on different core assets and competencies. Finally, Sect. 7.4 gives an example of a connection business model, presenting a case study of the professional network LinkedIn.
Bernd W. Wirtz

Chapter 8. Hybrid Digital Business Models

Abstract
After having introduced, the different B2C business model approaches of the 4C-Net Business Model in Chaps. 47, this chapter presents the strategic approach of expanding these unifunctional business model approaches to an approach that uses aspects of these different models of. Section 8.1 deals with the development of hybrid digital business models and Sect. 8.2 describes the hybridization of the Google business model.
Bernd W. Wirtz

Chapter 9. B2B Digital Business Models

Abstract
Business models not only are highly relevant in the B2C area, but also in the B2B sector (Timmers in Electron Mark 8(2):3–8, 1998, Timmers in Electronic commerce—strategies and models for business-to-business trading. Chichester, 1999). The main difference lies in the underlying relationship. While B2C business models are based on a range of services to private end users (private clients), B2B business models focus exclusively on transactions between companies (Kian et al. in Mark Intell Plann 28(3):310–329, 2010). Similar to the procedure of deducting the previous 4C-Net B2C Business Model typology that distinguished between the individual value chains and business offers, this section outlines four B2B-based business models that are derived by carefully distinguishing four core business orientations: sourcing, sales, supportive collaboration and service broker.
Bernd W. Wirtz

Chapter 10. Digital Business Model Innovation

Abstract
Business model innovation has received more attention in recent years than nearly all of the other subareas of business model management. In this respect, there is a great interest in literature and practice regarding the conditions, structure and implementation of innovations on the business model level. Since business model innovation is rather abstract compared to product or process innovation, knowledge of the business model concept as well as classic innovation management is necessary in order to better understand it.
Bernd W. Wirtz

Chapter 11. Google/Alphabet Case Study

Abstract
After having established a fundamental understanding of e-business, this chapter deals with applying e-business management within e-business markets, discussing the case of Google as an outstanding e-business company.
Bernd W. Wirtz

Backmatter

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