Abstract
Technology does not have intrinsic value: obtaining competitive advantage from it and transforming it into profits requires a business model based on the application of competencies and dynamic capabilities, and the ability to select and apply appropriate resources. Innovative 3-D printing technology appears to be dependent on a new business model based on the ability to structure and integrate creative inputs, crowdsourcing processes, and market distribution networks. This new business model is being used by design enterprises that employ 3-D printing technology in order to enrich their service portfolio or to inaugurate completely new business lines. This paper analyzes how the use of new 3-D printing technology in design enterprises is coupled with proper business model components. Through a qualitative analysis of three cases - Quirky, i.materialise and Fab-Lab - the authors develop four propositions on a number of factors that contribute to business model effectiveness in design ventures using 3-D printing technology.
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