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2015 | Book

Integrated Business Model

Applying the St. Gallen Management Concept to Business Models


About this book

The St. Gallen Management Concept could be termed the DNA of the Integrated Business Model that is developed and detailed by Oliver D. Doleski. The practical St. Gallen Management Concept offers a good conceptual framework for the development of change, and increasingly dynamic change, which is now more than ever the key factor shaping business actions. The complexity arising from this very dynamism is becoming a defining characteristic of today’s markets. Traditional methods and business models can deliver less than ideal results in this difficult environment. New approaches to business development are needed. To master complexity, these approaches must fully integrate all of the many and diverse aspects and demands of normative, strategic and operational management.

Table of Contents

1. Introduction
Enterprises throughout the ages have always had to deal with processes of change. The invention of printing with movable type almost wholly superseded the medieval business model of—usually monastic—scriptoria in the space of just a few decades. Change, therefore, is not a modern phenomenon. Yet what is new is the number and growth of influencing factors that now determine business actions. Increasing globalization, more intense competition, ever shorter innovation cycles and growing expectations on the part of stakeholders are just some of the parameters that have a decisive effect on the success of business players.
Oliver D. Doleski
2. Conceptual Framework and Understanding Business Models
The brief section below outlines the conceptual framework for the sections and chapters that follow. This standard frame of reference should establish a common understanding of the general concept of the business model, before a comprehensive definition of the term is given in Sect. 2.2.
Oliver D. Doleski
3. The Integrated Business Model: An Applied Approach
One factor that has defined the world of the twenty-first century is undoubtedly the significant increase in complexity, and this applies equally to all sectors and industries. The introduction in Sect. 3.1 addresses the complexity issue and finds that established business model concepts are in principle suited to reducing complexity, but in practice insufficient in an increasingly difficult environment. A more extensive, comprehensive concept is therefore required for output design. An integrative approach is proposed here as a suitable method for managing complexity in a business context. Before we introduce and detail the idea of the Integrated Business Model, however, Sect. 3.2 outlines the underlying theory: the St. Gallen Management Concept that provides the conceptual basis for the new approach. Section 3.3 outlines the design of the new integrated model and the two sections that follow detail the characteristics and components of that model. If a business model is to be successful in the long term, it cannot be developed or operated in isolation from its environment. Section 3.4 therefore details a method for defining the relevant creative and decision-making scope; Sect. 3.5 then describes the ten core elements of the Integrated Business Model.
Oliver D. Doleski
4. The Three Stages of Business Model Development
The three stages of business model development represent the dynamic element of the iOcTen Integrated Business Model. These stages and the subordinate idea, analysis, design, implementation and improvement phases are systematically assigned to the ten elements of the business model core as outlined in Sect. 3.5.
Oliver D. Doleski
5. Shaping the Future: From Driven To Driver
The iOcTen Integrated Business Model introduced here is designed to help enterprises shape their economic future by providing decision-makers, strategists and organizational developers with a useful, practical tool for implementing business model development initiatives.
Oliver D. Doleski
Integrated Business Model
Oliver D. Doleski
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