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首页> 外文期刊>International Journal of Business and Management >Business Model Innovation Leadership: How Do SME’s Strategically Lead Business Model Innovation?
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Business Model Innovation Leadership: How Do SME’s Strategically Lead Business Model Innovation?

机译：商业模式创新领导力：中小企业如何从战略上领导商业模式创新？

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摘要

When SME′s practice business model (BM) innovation (BMI), leading strategically BMs through the innovation process can be the difference between success and failure to a BM. Business Model Innovation Leadership (BMIL) is however extremely complex to carry out especially to small and medium size enterprises (SME). There are so many opportunities, pitfalls and strategies to consider while “the business” has to be operated simultaneously. The paper provides a study of BMIL in practise in SME′s and show different ways of how they handle BMIL and BMIL strategies. The SME′s were examined through a framework model called the BMIL strategy canvas. The research approach was action research carried out from 2008 - 2012. Intense study of 35 US and EU SME′s and 97 of their different BM′s form the empirical background. The findings represent learning and characteristic of BMIL with a strong reference to state of the art theory in BM and BMI. The research reveals that SME′s focus on very classic BMI approaches and BMIL strategies. SME′s focus in most cases on reactive “outside in and reactive “inside in” BMIL strategies. SME′s are primarily focusing on meeting needs and demands of an inside out “predefined” set of user and/or customer groups. SME′s are reacting to a specific customer or market demand but the BMIL strategies do often not put them in a better or more central strategic position in their market and industry – and in the BMI process. The research shows some common approaches about SME′s BMI and BMIL strategy - Specifically, 1) Most SME′s do not formulate explicitly a BMIL strategy – they are doing BMI rather blindly 2) Very few SME′s are structured about their BMIL strategy and BMIL strategy process 3) SME′s focus in their BMIL on very few and often the same building blocks of the BM - especially the building blocks value proposition, target customer and value chain [Internal] – often regardless of the actual specific BMIL task, market demand and context of BMI 4) SME′s often leaves big BM potential behind because they cannot see the potential and are often not able to capitalised upon these 5) SME′s is generally in lack of BMIL skills.
机译：当中小企业实践业务模型（BM）创新（BMI）时，在创新过程中战略性地领导BM可能是BM成功与失败之间的区别。然而，商业模式创新领导力（BMIL）的执行极其复杂，尤其是对中小企业（SME）而言。在“业务”必须同时运行的同时，要考虑的机会，陷阱和策略太多了。本文提供了对中小企业实践中的BMIL的研究，并展示了它们如何处理BMIL和BMIL策略。通过称为BMIL策略画布的框架模型检查了SME。研究方法是从2008年至2012年进行的行动研究。对35个美国和欧盟SME及其97个不同BM的深入研究形成了经验背景。这些发现代表了BMIL的学习和特征，并强烈引用了BM和BMI的最新理论。研究表明，SME专注于非常经典的BMI方法和BMIL策略。在大多数情况下，SME都将重点放在BMIL策略上的“外部”和“内部”。 SME主要致力于满足由内而外的“预定义”用户和/或客户组的需求。中小企业正在对特定的客户或市场需求做出反应，但是BMIL战略通常不会使他们在市场和行业以及BMI流程中处于更好或更重要的战略地位。研究显示了有关SME BMI和BMIL策略的一些常见方法-具体来说，1）大多数SME并未明确制定BMIL策略-他们盲目地进行BMI 2）很少有SME围绕其BMIL策略构建和BMIL战略流程3）SME将BMIL的重点放在非常少且通常是相同的BM构建基块上-尤其是构建基块的价值主张，目标客户和价值链[内部] –通常与实际的BMIL任务无关，市场需求和BMI的背景4）中小企业经常留下巨大的BM潜力，因为他们看不到潜力并且通常无法利用这5）SME通常缺乏BMIL技能。

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