Innovative business models – New book by Roland Berger Strategy Consultants and its Academic Network present a cross-industry grid for business models

• The book "Innovative business models – conceptual basics, design and entrepreneurial practice" presents a value-based approach to business modeling
• Innovative business models provide companies with a sustainable competitive advantage
• Case studies illustrate the interplay between design and the dynamics of business model innovation

The book "Innovative business models – conceptual basics, design and entrepreneurial practice" brings together the knowledge of renowned professors from Roland Berger's Academic Network and the practical know-how of Roland Berger experts. The authors explain how companies can set themselves apart from their competitors with a strong and innovative business model. In addition, the book uses case studies to illustrate the interplay between the design and dynamics of business model innovation, examining concepts and approaches used by companies from various industries.

"A strong business model is the best way to hold your own against the competition. Innovative business models are even better than product innovations, because they can't be copied so easily by competitors," says Dr. Christian Krys, Senior Expert of the Knowledge Group and co-publisher of the new book. That's why Roland Berger Strategy Consultants and its Academic Network took a close look at this topic in the new book "Innovative business models – conceptual basics, design and entrepreneurial practice." The authors discuss the conceptual basics of innovative business models and how they are put into practice.

With its careful blend of research and practice, the book is a useful informational tool for both managers and academics. "The book describes the features of a modern, end-to-end approach to business modeling. In doing so, it highlights the aspects involved," says Prof. Dr. Thomas Bieger, President of the University of St. Gallen and co-author of the book. "Practical examples are also used to demonstrate how companies can refine their business models explicitly to stay ahead of the competition."

Value-based grid for business models

One of book's highlights is the cross-industry dimensioning grid for business models. This grid incorporates the most important aspects of value in a company. This encompasses key questions such as: What services does the company offer? What parts of the value chain are necessary for them? How is the sales function organized? How are earnings generated? And above all, how can the company further refine its business model?

Finally, the authors analyze the dimensions involved in the grid model, such as new approaches to developing products and factors that directly influence business model selection. They use examples such as Google, banking group Grupo Santander and BSH Home Appliances to illustrate how businesses have successfully implemented innovative business models.