Competitive dynamics and business models in service business: a promising research subject
Successful firms create substantial value by doing things in ways that differentiate them from the competition. Business models reflect choices and their operating implications. They facilitate the analysis, testing, and validation of the cause-and-effect relationships that flow from the strategic choices. Due to business models are one of the main forces driving strategic renewal efforts of businesses around the world, we focus on service industry companies and their unique characteristics, with regard to new business and competition models that service companies use for strategic management and on how such models mesh with the traditional processes of competitive and corporative strategies. Copyright Springer-Verlag 2009
Volume (Year): 3 (2009)
Issue (Month): 4 (December)
|Contact details of provider:|| Web page: http://www.springer.com|
Web page: http://www.panpacificbusiness.org/
|Order Information:||Web: http://www.springer.com/business/journal/11628|
Please report citation or reference errors to , or , if you are the registered author of the cited work, log in to your RePEc Author Service profile, click on "citations" and make appropriate adjustments.:
- Shafer, Scott M. & Smith, H. Jeff & Linder, Jane C., 2005. "The power of business models," Business Horizons, Elsevier, vol. 48(3), pages 199-207.
- Casadesus-Masanell, Ramon & Ricart, Joan E., 2007. "Competing through business models," IESE Research Papers D/713, IESE Business School.
When requesting a correction, please mention this item's handle: RePEc:spr:svcbiz:v:3:y:2009:i:4:p:311-318. See general information about how to correct material in RePEc.
For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: (Sonal Shukla)or (Rebekah McClure)
If references are entirely missing, you can add them using this form.