Abstract
We focus on the analysis of current research in Business Models in the context of e-business, resulting in relevant research gaps and a set of propositions. A bibliographic review has been conducted from which a theoretical framework has been developed. Once the gaps in the literature have been pointed out, a series of research proposals are presented. These should be tested based on data collected from real cases through analysis and interpretation. The applied lens of the theory is Amit and Zotts Business Model framework (2001) and Business Model Themes (BMT) “NICE” (novelty, lock-in, complementarity and efficiency) (2001). Analysis evolves around the explanation and feasibility of Business Model Themes for value creation and value capture in digital business models (current general research gap in the e-business domain). The results show that future directions should investigate different combinations of BMTs which represent research gaps (propositions 1 to 3). Other contexts which were not considered so far in this regard (non-digital business), also represent a research gap (proposition 4). Moreover, further synthesis of the literature resulted in a potential consideration of “product market strategies” (Amit and Zott, 2008) as a new theory to apply and test value creation and capturing in digital business (proposition 5 and 6), also from an evolutionary perspective. We ask how this combination affects the performance of firms who want to move on digital transformation with an omnichannel environment. It is essential in this study how these firms can create new value and how they can keep it. We try to explain how these value drivers could be work across time, even under varying environmental regimes. It would mean an advance in the existing academic framework around the reference literature on the business model. To be able to determine which combinations of BMT and Product Market Strategy (PMS) have not yet been tested would be advantageous for the firms. It could offer the appropriate information to the retail company with traditional BM towards digital BM. Moreover, it will be able to work successfully and to maintain constant along the time.
Highlights
In the current business environment, many companies are attempting to move towards the adoption of a business model for digital retailing
We only considered articles that are related to the study of the business model, the effects of Business Model Themes (BMT) on company performance, and the process of transformation and evolution
We identified specific research gaps that can serve as a starting point and guide towards our main goal of advancing the strategic literature based on Amit and Zott’s business model theory
Summary
In the current business environment, many companies are attempting to move towards the adoption of a business model for digital retailing. With the advent of technology-based shopping alternatives, retailers have begun to broaden their sales channels to include many new service processes. This process has evolved into what is known as omnichannel retailing. The main objective of omnichannel retailing is for consumers to enjoy a seamless shopping experience, regardless of which channel they use (Rigby, 2011; Brynjolfsson et al, 2013; Bell et al, 2014). This study aims to provide empirical data to help identify the key factors that a company should consider when moving from a traditional retail business model to a digital business model based on the omnichannel customer experience
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