The problem - as well as the prospect - with business models is that they are concerned with being different; the business needs a unique selling point. So the bundle of indicators on strategy, intellectual capital, and so on that will be relevant to analysis or disclosure will differ from firm to firm. The information needs to be communicated - in the strategic context of the firm, as this would show its relevance to the value creation process in the company. It does not make sense to insert such information into a stadardized accounting regime. We would point out that if it is difficult for the company itself to conceptualize the business model, then it will probably be even more difficult for external parties to analyze it. At present there exists very little literature on the different aspects of analyzing business models. When we perceive relationships and linkages, they more often than not reflect some kind of tangible transaction, i.e. the flows of products, services or money. When perceiving and analyzing the value transactions going on inside an organization, or between an organization and its partners, there is a marked tendency to neglect or forget the often parallel intangible transactions and interrelations that are also involved. So, to create a more meaningful analysis and understanding of a business model, we need to assemble a new cocktail of tools including, as essential ingredients, intangible transactions and relationships. Although our work has so far been primarily focused on network-based business models, the conclusions see easily generalizable to other settings. We have found it useful to integrate the generic tangible and intangible transactions from the value network mapping perspective of Verna Allee (2011) with the notions of cognitive maps, and finally to place these aspects in the strategic notions of the Intellectual Capital Guideline (Mouritsen et al. 2003a) and the Analytical Model (Mouritsen et al. 2003b). In union, these ideas materialize into the value creation map!
Value Creation Maps / Montemari, Marco; Nielsen, Christian. - ELETTRONICO. - (2012), pp. 84-96.
Value Creation Maps
Marco Montemari
;
2012-01-01
Abstract
The problem - as well as the prospect - with business models is that they are concerned with being different; the business needs a unique selling point. So the bundle of indicators on strategy, intellectual capital, and so on that will be relevant to analysis or disclosure will differ from firm to firm. The information needs to be communicated - in the strategic context of the firm, as this would show its relevance to the value creation process in the company. It does not make sense to insert such information into a stadardized accounting regime. We would point out that if it is difficult for the company itself to conceptualize the business model, then it will probably be even more difficult for external parties to analyze it. At present there exists very little literature on the different aspects of analyzing business models. When we perceive relationships and linkages, they more often than not reflect some kind of tangible transaction, i.e. the flows of products, services or money. When perceiving and analyzing the value transactions going on inside an organization, or between an organization and its partners, there is a marked tendency to neglect or forget the often parallel intangible transactions and interrelations that are also involved. So, to create a more meaningful analysis and understanding of a business model, we need to assemble a new cocktail of tools including, as essential ingredients, intangible transactions and relationships. Although our work has so far been primarily focused on network-based business models, the conclusions see easily generalizable to other settings. We have found it useful to integrate the generic tangible and intangible transactions from the value network mapping perspective of Verna Allee (2011) with the notions of cognitive maps, and finally to place these aspects in the strategic notions of the Intellectual Capital Guideline (Mouritsen et al. 2003a) and the Analytical Model (Mouritsen et al. 2003b). In union, these ideas materialize into the value creation map!I documenti in IRIS sono protetti da copyright e tutti i diritti sono riservati, salvo diversa indicazione.
