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- Complementarity is typically achieved more quickly than lock-in, providing a margin for the activation of lock-in mechanisms.
- A firm is likely to perform highly if it combines business model novelty with any of the other three business model themes: efficiency, complementarity, or lock-in (Kulins et al., 2016; Leppänen et al., 2023).
- Amazon's second business model (the digital marketplace) activated novelty, efficiency, and complementarity themes, eventually creating indirect network effects that locked in both third-party sellers and customers.
- Business model theory identifies four primary themes of value creation and appropriation: novelty, efficiency, complementarity, and lock-in.
- Managers of pioneer firms must plan for the long-term deployment of their business models, which evolves from novelty and efficiency to the simultaneous activation of lock-in and complementarity.
- High firm performance is achieved through the combination of novelty with lock-in, or efficiency with complementarity and lock-in (Kulins et al., 2016).
- Pioneering firms can defend their market position by transforming their business model architecture to introduce complementarity and initiate lock-in.
- There are four distinct business model themes: novelty, efficiency, complementarity, and lock-in.
- Firms can optimize lock-in by deliberately designing ecosystems through the alignment of modular components and the orchestration of complementarities.
- A firm's business model architecture can be configured to provide offerings that complement the business models of other firms, creating a unique form of complementarity that forms a business ecosystem, which activates lock-in for participants and raises entry barriers for imitators.
- To drive firm performance, a business model architecture must be configured to activate one or more of the following themes: novelty, efficiency, complementarity, and lock-in.
Facts (11)
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Business ecosystems as a way to activate lock-in in business models link.springer.com 11 facts
claimComplementarity is typically achieved more quickly than lock-in, providing a margin for the activation of lock-in mechanisms.
claimA firm is likely to perform highly if it combines business model novelty with any of the other three business model themes: efficiency, complementarity, or lock-in (Kulins et al., 2016; Leppänen et al., 2023).
claimAmazon's second business model (the digital marketplace) activated novelty, efficiency, and complementarity themes, eventually creating indirect network effects that locked in both third-party sellers and customers.
claimBusiness model theory identifies four primary themes of value creation and appropriation: novelty, efficiency, complementarity, and lock-in.
claimManagers of pioneer firms must plan for the long-term deployment of their business models, which evolves from novelty and efficiency to the simultaneous activation of lock-in and complementarity.
claimHigh firm performance is achieved through the combination of novelty with lock-in, or efficiency with complementarity and lock-in (Kulins et al., 2016).
claimPioneering firms can defend their market position by transforming their business model architecture to introduce complementarity and initiate lock-in.
claimThere are four distinct business model themes: novelty, efficiency, complementarity, and lock-in.
claimFirms can optimize lock-in by deliberately designing ecosystems through the alignment of modular components and the orchestration of complementarities.
claimA firm's business model architecture can be configured to provide offerings that complement the business models of other firms, creating a unique form of complementarity that forms a business ecosystem, which activates lock-in for participants and raises entry barriers for imitators.
claimTo drive firm performance, a business model architecture must be configured to activate one or more of the following themes: novelty, efficiency, complementarity, and lock-in.