CONCEPTUALIZATION AND ECONOMIC CONTENT OF THE CONCEPT OF «BUSINESS MODEL»
Abstract
The concept of a business model is gaining momentum in various studies, but is still criticized for being vague and ambiguous, as well as for the lack of consensus on its interpretation and set of components. This article focuses on the formation and development of the concept of business models. The purpose of this article is to deepen the understanding of the business model concept by addressing such areas of fundamental research as the interpretation of the essence of the business model and its constituent elements. The scientific approaches to defining the essence of the "business model" of an enterprise and the evolution of the interpretation of this concept are investigated. The article presents the results of research conducted by Ukrainian and foreign authors aimed at identifying new trends in the creation of business models for modern enterprises. The author's approach to the interpretation of the essence of the business model of an enterprise is proposed. It is determined that a business model is a representation of the value logic of building an enterprise's activities in terms of how it creates and maintains customer value for customers. It is proved that an abstract and general interpretation of a business model is made more concrete and effective by selecting the constituent elements that should be focused on the customer, value proposition, organizational architecture (at the level of a structural unit and the enterprise network), and financial aspects. The main contribution of this study is the inclusion of the concept of customer value created for the customer in defining the essence of the business model of the enterprise and focusing on value creation; presenting four main dimensions that should cover the elements of the business model; justifying the flexibility of the business model by adapting and expanding business model elements to different goals and contexts (e.g., technology, innovation, strategy); expanding the set of business model components by using higher-level and lower-level (additional) elements.
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