Reinventing a business model in industrial networks: Implications for customers' brand perceptions

Abstract

Although researchers recognize the need for established market-centered business models that address and satisfy consumer's needs, little research has been done on the link between a customer's perception and a business model innovation (BMI). We addressed this research opportunity by conducting a case study encompassing 394 respondents to explore how a BMI affects customers' brand perceptions, distinguishing between their brand trust, brand loyalty, and brand equity. We conceptualize a BMI from an industrial network perspective and decompose the effect of different BMI dimensions: value offering innovation (VOI), value architecture innovation (VAI), and revenue model innovation (RMI). Our results show that a VOI has a positive impact on brand equity and a negative impact on brand loyalty. Further, a VAI has an inverted u-shaped relationship with brand trust, whereas an RMI has a positive impact on brand trust. In turn, brand trust fully mediates the relationships between an RMI and brand loyalty and an RMI and brand equity. Our insights contribute to BMI research from a customer-centric perspective. In particular, we extend our knowledge of BMIs by offering a more granular understanding of how different BMI dimensions affect a customer's brand perceptions. We contribute to industrial networks literature by offering rich and novel insights to purposefully manage an industrial network's BMI.