Re-inventing Business Models concentrates on the how and when of business model innovation. It provides managers with menus to outperform competitors and helps them choose between improving the existing business model and radically renewing it. The conclusions are supported by the authors' own research and case studies.
This volume presents a study of the phenomenon of dialect levelling, the process of the reduction of structural variation. This process affects variation both in the cross-dialectal and in the dialectal-standard language dimension (in German dialectology referred to as Ausgleich and Abbau, respectively). The study is based on a research project on an originally rural Limburg dialect of Dutch. On the basis of a survey of the relatively rare relevant literature, a sociolinguistic model of dialect levelling is developed. A model is also proposed for embedding the study of this special type of linguistic change in formal phonological theory; this model centres on the role of the syllable in phonological processes. After a sketch of the social history and the dialect situation of the research area as well as an exposition of the methodology, descriptions and (mainly formal) explanations of the 21 dialect features at issue are presented. The approach is basically sociolinguistic and the analysis of the fieldwork data primarily quantitative. The patterns that emerge in the processes of the levelling out of the dialect features are related to both internal and external factors. In accounting for the findings, methods and insights from historical linguistics, dialectology as well as (linear and non-linear) phonological theory play an important role. After a discussion of the findings, the outlines are sketched of a theory of dialect levelling. The possibilities as well as some of the problems are discussed of an integration of the study of language variation and change on the hand and formal linguistic theory on the other.
Although research on business model innovation is flourishing internationally, many important questions on the 'how', 'what', and 'when' of this process remain largely unanswered, particularly in regard to the role of top management. This book answers some of those pressing questions by taking a deliberately managerial perspective. Based on new and original findings derived from a survey among firms from various industries, and several case studies (including DSM, NXP Semiconductors, Randstad, and TomTom), the authors provide new insights into how and when managers can change a firm's business model. They turn their attention particularly to one key question: is it better to replicate existing models or develop new ones? Business model renewal is regarded as being especially vital in highly competitive environments. Nonetheless, whatever the environment, high levels of both replication and renewal will be key for a firm to succeed. The book looks at four levers that can be used by managers to innovate their business model: management itself, organizational structure, technology, and co-creation with external parties. It discusses the individual effects of these levers on business model replication and renewal. It also analyses specific combinations that strengthen business model innovation, including those which are technology oriented, internally oriented, externally oriented, and those which combine all of the levers in an integrated way.
Reinventing Business Models' concentrates on the how and when of business model innovation. It provides managers with menus to outperform competitors and helps them choose between improving the existing business model and radically renewing it. The conclusions are supported by the authors' own research and case studies.
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