Abstract
The purpose of the article is to describe how value co-creation occurs in digital business models through the analysis of a digital online consulting platform.To pursue the research objective, the literature on the Business Model concept was analyzed, refer-ring to the digital context, analyzing the key contents of the value proposition and the main ways of co-creating/capturing and delivering value.The case of the Xelexia online consulting platform was selected in order to analyze and understand how the processes generated and share value are featured using the business model canvas scheme integrated with insights on the processes of co-creation of value realized among suppliers and cus-tomers. The success of the digital platform is based on the originality and uniqueness of the value proposition that consists in the effective matching system of supply and demand of technical and engineering skills and in the co-creation of value for and with customers and stakeholders. The study describes the logic of co-creation of value in the digital business model under examination, using the interpretative keys proposed by the perspectives of Service Dominant Logic and Experience Logic.
References
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Andreini, D., & Bettinelli, C. (2017). Business model innovation: from systematic literature review to future research directions. Cham: Springer.
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Chesbrough, H. (2010). Business model innovation: opportunities and barriers. Long Range Planning, 43, 354–363.
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Conti E. & Pencarelli T. (2011). La valutazione della performance strategica di una piccola impresa: il caso Bartolucci S.r.l. Small Business Piccola Impresa, n.3, 139-161.
Cosenz, F., & Noto G. (2017). Il Dynamic business model: una prospettiva dinamica per la progettazione dei modelli di business, Piccola Impresa/Small Business 2, 9-34.
Demil, B., Lecocq, X., Ricart, J. E., & Zott, C. (2015). Introduction to the SEJ special issue on business models: business models within the domain of strategic entrepreneurship. Strategic Entrepreneurship Journal, 9, 1–11.
Drucker, P. (1994). The theory of business, Harward Business Review, September-October 1994, 95-104.
Dubosson-Torbay, M., Osterwalder, A., & Pigneur, Y. (2002). E-business model design, classification, and measurements. Thunderbird International Business Review, 44(1), 5-23.
Echeverri, P., & Skålén, P. (2011). Co-creation and co-destruction: a practice-theory based study of interactive value formation, Marketing Theory, 11(3), 351-373.
Eisenhardt, K.M. (1989). Building theories from case study research, Academy of Management Review, 14(4), 532-550.
El Sawy, O.A., & Pereira, F. (2013). Business modelling in the dynamic digital space: an ecosystem approach, Springer Brief.
Gawer, A., & Cusumano, M.A. (2008). How companies become platform leaders, MIT Sloan Management Review, 49(2), 28-35.
Goyal S., Amit K., Esposito M., & Sergi B., (2017). Understanding business model – literature review of concept and trends, International Journal of Competitiveness, 1(2), 99-118.
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Lusch, R.F., & Vargo, S.L. (2006). Service-dominant logic: reactions, reflections and refinements, Marketing Theory, 6(3), 281-288.
Magretta, J. (2002). Why business model matter, Harvard Business Review, 80(5), 86-92.
Mahadevan, B. (2000). Business models for internet-based e-commerce: an anatomy, California management review, 42(4), 55-69.
Mari, C. (1994). Metodi qualitativi di ricerca: i casi aziendali, Torino: G. Giappichelli.
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Ostelwarder, A., & Pigneur, Y. (2010). Business model generation: a hand-book for visionaries, game changers, and challengers, John Wiley and Sons Inc., Hoboken, New Jersey.
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Palo, T., & Tähtinen, J. (2013). Networked business model development for emerging technology-based services. Industrial Marketing Management, 42, 773–782.
Pencarelli, T. (2013). Le crisi d’impresa. Diagnosi, previsione e procedure di risanamento, Milano: Franco Angeli.
Pencarelli, T., & Forlani, F. (2018). The experience logic as a new perspective for marketing management, International Series In Advanced Management Studies, Springer International Publishing.
Piller, F., Ihl, C., & Vossen, A. (2011). Customer co-creation: open innovation with customers, in: Wittke, V. and Hanekop, H. (Eds.), New forms of collaborative innovation and production on the Internet, Göttingen: Universitätsverlag, 31-61.
Pine, B.J., & Gilmore, J.H. (1999). The experience economy. work is theatre & every business a stage, Boston, Harvard Business School Press, (trad. it.), L’economia delle esperienze, Milano: Etas.
Pisano, P., Cautelac C., & Pironti M. (2014), Changing customer roles to innovate business models: an overview of design-intensive industries. Piccola Impresa/Small business, 2, 55-75.
Ple´, L., & Caceres, R. (2010). Not always co-creation: introducing interactional co-destruction of value in service-dominant logic, Journal of Services Marketing, 24(6), pp. 430–37.
Prahalad, C.K., Ramaswamy, V. (2004). Co-creation experiences: the next practice in value creation, Journal of Interactive Marketing, 18(3), 5-14.
Pucci, T. (2016). Il modello di business. Caratteri strutturali e dinamiche evolutive, Wolters Kluwer Italia/CEDAM.
Ramìrez, R. (1999). Value co-production: intellectual origins and implications for practice and research, Strategic management journal, 20(1), 49-65.
Schlagwein, D., & Schoder, D. (2011). The management of open value creation, 47th Hawaii International Conference on System Sciences, 1-11.
Schmitt, B.H. (1999). Experiential marketing. How to get customers to sense, feel, think, acts and relate to your company and brands, New York Free Press.
Shafer, S. M., Smith, H. J., & Linder, J. C. (2005). The power of business models. Business Horizons, 48, 199–207.
Storbacka, K., Windahl, C., Nenonen, S., & Salonen, A. (2013). Solution business models: Transformation along four continua. Industrial Marketing Management, 42, 705–716.
Tapscott, D., Ticoll, D., & Lowy A., (2000). Digital capital: harnessing the power of business webs, Boston: Harvard Business School Press.
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Timmers, P. (1998). Business models for electronic markets, Electron Commer Europe, 8 Aprile, 1-6.
Valdani, E. (2009). Cliente & service management. Milano: Egea.
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Vargo, S.L., & Lusch, R.F. (2008). Service-dominant logic: continuing the evolution, Journal of the Academy of Marketing Science, 36(1), 1-10.
Vargo, S.L., & Lusch, R.F., (2004). Evolving to a new dominant logic for marketing, Journal of Marketing, 68(1), 1-17.
Weill, P. & Vitale, M.R. (2001). Place to space: migrating to ebusiness models. Boston: Harvard Business School Press.
West, J. (2003). How open is open enough? melding proprietary and open source platform strategies, Research policy, 32(7), 1259-1285.
Yin, R. K. (2009). Case study research, design and methods, 4rd ed. Newbury Park, Sage Publications.
Zott, C., & Amit, R. (2007). Business model design and the performance of entrepreneurial firms. Organization Science, 18, 181–199.
Zott, C., Amit, R. (2010). Business model design: an activity system perspective, Long Range Planning, 43(2), 216-226.
Zott, C., Amit, R., & Massa, L. (2011). The business model: recent developments and future research, Journal of Management, 37(4), 1019-1042.
Sitografia
http://xelexia.com/
Amit, R., & Zott, C. (2001). Value creation in e-business. Strategic Management Journal, 22, 493–520.
Andreini, D., & Bettinelli, C. (2017). Business model innovation: from systematic literature review to future research directions. Cham: Springer.
Aspara, J., Lamberg, J.-A., Laukia, A., & Tikkanen, H. (2013). Corporate business model transformation and inter-organizational cognition: the case Of Nokia. Long Range Planning, 46, 459–474.
Baden-Fuller, C., & Morgan, M. S. (2010). Business models as models. Long Range Planning, 43, 156–171.
Caroli, M. (2017). Il Business model. In Fontana F., Caroli M. (eds.), Economia e gestione delle imprese, Milano: McGraw hill Education.
Chesbrough, H. (2007). Business model innovation: it’s not just about technology anymore. Strategy & Leadership, 35, 12–17.
Chesbrough, H. (2010). Business model innovation: opportunities and barriers. Long Range Planning, 43, 354–363.
Chesbrough, H., & Rosenbloom, R. S. (2002). The role of the business model in capturing value from innovation: evidence from Xerox corporation’s technology spin-off firms. Industrial and Corporate Change, 11, 529–555.
Chesbrough, H., Di Minin, A., & Piccaluga, A. (2011). Business model innovation path. In Cinquini L., Di Minim A., Varaldo R., (eds), new business models and value creation: a service science perspective, Milano: Springer.
Colurcio, M. (2016). Creare valore con il crowd in Colurcio M. e Laudonio A. (a cura di), La folla e l’impresa, Bari: Cacucci.
Colurcio, M., & Carè, S. (2016). Co-creating value design with the crowd: a crowdsourcing practice for the interior design sector, paper presentato al convegno International marketing trends conference 2016 “Marketing of arts, cultural and creative industries symposium”, Turin, 23-24 Settembre 2016.
Conti E. & Pencarelli T. (2011). La valutazione della performance strategica di una piccola impresa: il caso Bartolucci S.r.l. Small Business Piccola Impresa, n.3, 139-161.
Cosenz, F., & Noto G. (2017). Il Dynamic business model: una prospettiva dinamica per la progettazione dei modelli di business, Piccola Impresa/Small Business 2, 9-34.
Demil, B., Lecocq, X., Ricart, J. E., & Zott, C. (2015). Introduction to the SEJ special issue on business models: business models within the domain of strategic entrepreneurship. Strategic Entrepreneurship Journal, 9, 1–11.
Drucker, P. (1994). The theory of business, Harward Business Review, September-October 1994, 95-104.
Dubosson-Torbay, M., Osterwalder, A., & Pigneur, Y. (2002). E-business model design, classification, and measurements. Thunderbird International Business Review, 44(1), 5-23.
Echeverri, P., & Skålén, P. (2011). Co-creation and co-destruction: a practice-theory based study of interactive value formation, Marketing Theory, 11(3), 351-373.
Eisenhardt, K.M. (1989). Building theories from case study research, Academy of Management Review, 14(4), 532-550.
El Sawy, O.A., & Pereira, F. (2013). Business modelling in the dynamic digital space: an ecosystem approach, Springer Brief.
Gawer, A., & Cusumano, M.A. (2008). How companies become platform leaders, MIT Sloan Management Review, 49(2), 28-35.
Goyal S., Amit K., Esposito M., & Sergi B., (2017). Understanding business model – literature review of concept and trends, International Journal of Competitiveness, 1(2), 99-118.
Gronroos C., & Strandvick T. (2008). The interaction concept and its implications for value creation and marketing in service businesses. In: Fishing with business nets – keeping thoughts on the horizon. Professor Kristian Möller, edited by Mai Anttila and Arto Rajala. Helsinki: Helsinki School of Economics, 2008, pp. 51-64.
Hamel, G. (2000). Leading the revolution. Harvard Business School Press, Boston.
Johnson, M. W. (2010). Seizing the white space: business model innovation for growth and renewal. Harvard Business Press.
Johnson, M. W., Christensen, C.M., & Kagermann, H. (2008). Reinventing your business model, Harvard Business Review, 86(12), 50-59.
Koskela-Huotari, K. & Vargo, S.L. (2016), Institutions as resource context, Journal of Service Theory and Practice, 26(2), 163 – 178.
Linder, J. C., & Cantrell, S. (2000). Changing business models: surveying the landscape. Institute for Strategic Change, Accenture.
Lusch, R.F., Mele, C., Polese, F., & Vargo, S.L. (2017). Service - dominat logic. Premesse, prospettive, possibilità. CEDAM.
Lusch, R.F., & Vargo, S.L. (2006). Service-dominant logic: reactions, reflections and refinements, Marketing Theory, 6(3), 281-288.
Magretta, J. (2002). Why business model matter, Harvard Business Review, 80(5), 86-92.
Mahadevan, B. (2000). Business models for internet-based e-commerce: an anatomy, California management review, 42(4), 55-69.
Mari, C. (1994). Metodi qualitativi di ricerca: i casi aziendali, Torino: G. Giappichelli.
Martins, L. L., Rindova, V. P., & Greenbaum, B. E. (2015). Unlocking the hidden value of concepts: A cognitive approach to business model innovation. Strategic Entrepreneurship Journal, 9, 99–117.
Maurya, A. (2012). Running lean: iterate from plan a to a plan that works. O’Reilly Media, Sebastopol, CA.
Morris, M., Schindehutte, M., & Allen, J. (2005). The entrepreneur’s business model: toward a unified perspective, Journal of Business Research, 58(6), 726-735.
Ostelwarder, A., & Pigneur, Y. (2010). Business model generation: a hand-book for visionaries, game changers, and challengers, John Wiley and Sons Inc., Hoboken, New Jersey.
Osterwalder, A. (2004). Business model ontology: a proposition in a design science approach, doctoral dissertation, University of Lausanne.
Palo, T., & Tähtinen, J. (2013). Networked business model development for emerging technology-based services. Industrial Marketing Management, 42, 773–782.
Pencarelli, T. (2013). Le crisi d’impresa. Diagnosi, previsione e procedure di risanamento, Milano: Franco Angeli.
Pencarelli, T., & Forlani, F. (2018). The experience logic as a new perspective for marketing management, International Series In Advanced Management Studies, Springer International Publishing.
Piller, F., Ihl, C., & Vossen, A. (2011). Customer co-creation: open innovation with customers, in: Wittke, V. and Hanekop, H. (Eds.), New forms of collaborative innovation and production on the Internet, Göttingen: Universitätsverlag, 31-61.
Pine, B.J., & Gilmore, J.H. (1999). The experience economy. work is theatre & every business a stage, Boston, Harvard Business School Press, (trad. it.), L’economia delle esperienze, Milano: Etas.
Pisano, P., Cautelac C., & Pironti M. (2014), Changing customer roles to innovate business models: an overview of design-intensive industries. Piccola Impresa/Small business, 2, 55-75.
Ple´, L., & Caceres, R. (2010). Not always co-creation: introducing interactional co-destruction of value in service-dominant logic, Journal of Services Marketing, 24(6), pp. 430–37.
Prahalad, C.K., Ramaswamy, V. (2004). Co-creation experiences: the next practice in value creation, Journal of Interactive Marketing, 18(3), 5-14.
Pucci, T. (2016). Il modello di business. Caratteri strutturali e dinamiche evolutive, Wolters Kluwer Italia/CEDAM.
Ramìrez, R. (1999). Value co-production: intellectual origins and implications for practice and research, Strategic management journal, 20(1), 49-65.
Schlagwein, D., & Schoder, D. (2011). The management of open value creation, 47th Hawaii International Conference on System Sciences, 1-11.
Schmitt, B.H. (1999). Experiential marketing. How to get customers to sense, feel, think, acts and relate to your company and brands, New York Free Press.
Shafer, S. M., Smith, H. J., & Linder, J. C. (2005). The power of business models. Business Horizons, 48, 199–207.
Storbacka, K., Windahl, C., Nenonen, S., & Salonen, A. (2013). Solution business models: Transformation along four continua. Industrial Marketing Management, 42, 705–716.
Tapscott, D., Ticoll, D., & Lowy A., (2000). Digital capital: harnessing the power of business webs, Boston: Harvard Business School Press.
Teece, D. J. (2010). Business models, business strategy and innovation. Long Range Planning, 43, 172–194.
Timmers, P. (1998). Business models for electronic markets, Electron Commer Europe, 8 Aprile, 1-6.
Valdani, E. (2009). Cliente & service management. Milano: Egea.
Vargo, S.L. & Lush, R.F. (2017). Service Dominant Logic 2025, International Journal of Research in Marketing, 34(1), 46-67.
Vargo, S.L., & Lusch, R.F. (2008). Service-dominant logic: continuing the evolution, Journal of the Academy of Marketing Science, 36(1), 1-10.
Vargo, S.L., & Lusch, R.F., (2004). Evolving to a new dominant logic for marketing, Journal of Marketing, 68(1), 1-17.
Weill, P. & Vitale, M.R. (2001). Place to space: migrating to ebusiness models. Boston: Harvard Business School Press.
West, J. (2003). How open is open enough? melding proprietary and open source platform strategies, Research policy, 32(7), 1259-1285.
Yin, R. K. (2009). Case study research, design and methods, 4rd ed. Newbury Park, Sage Publications.
Zott, C., & Amit, R. (2007). Business model design and the performance of entrepreneurial firms. Organization Science, 18, 181–199.
Zott, C., Amit, R. (2010). Business model design: an activity system perspective, Long Range Planning, 43(2), 216-226.
Zott, C., Amit, R., & Massa, L. (2011). The business model: recent developments and future research, Journal of Management, 37(4), 1019-1042.
Sitografia
http://xelexia.com/
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