Business model dynamics : case of a technology startup company
Honkasalo, Juha (2019)
Honkasalo, Juha
2019
Kauppatieteiden tutkinto-ohjelma - Degree Programme in Business Studies
Johtamisen ja talouden tiedekunta - Faculty of Management and Business
This publication is copyrighted. You may download, display and print it for Your own personal use. Commercial use is prohibited.
Hyväksymispäivämäärä
2019-01-16
Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:tuni-201901241105
https://urn.fi/URN:NBN:fi:tuni-201901241105
Tiivistelmä
Business models have drawn the interest of both scholars and practitioners in the last few decades. A growing number of research articles on the topic have emerged but still scholars do not agree what the business model concept exactly is as research has been scattered. Still, scholars seem to agree that the business model concept has significance for the success of companies and for commercializing technologies. Also, many scholars have pointed out that it is crucial to keep the business model evolving and up to date. Therefore, there is a need to understand how business models change.
The purpose of this study was to investigate the business model concept in the context of a technology startup company and to gain understanding about the model’s change in the early stages. In order to fulfill its mission, this research set out to synthesize previous academic knowledge about the business model concept and its connection with technology startups. As a result, this thesis presents a business model framework and describes the case company’s business model and its components. Furthermore, the change that has happened within two years and the drivers behind the change are described and analyzed.
The empirical part of this study was performed as a qualitative case study. Main research data was obtained with semi-structured interviews for the key employees of the case company and secondary data was obtained as documents provided by the company. The first interviews took place in November 2016 and the most recent ones in October 2018. The research data was processed and analyzed with qualitative directed content analysis.
Findings of this research suggest that the business model of a technology startup company is somewhat different than the literature focused on established companies describes. At the early-stages the case technology startup company was still experimenting to find the right business model architecture. Especially issues related to value and value network were important. To conclude, the evolution that has happened with the business model in two years is significant and has been driven by desire to grow, need for focus, and need for capabilities and resources. As a result, the case company has become more established and focused. Furthermore, it has developed consistent processes when emphasis has shifted from product development and launch to sales. The results of this research reinforce previous research on the topic and provide basis for future research in the context of business models and startups.
The purpose of this study was to investigate the business model concept in the context of a technology startup company and to gain understanding about the model’s change in the early stages. In order to fulfill its mission, this research set out to synthesize previous academic knowledge about the business model concept and its connection with technology startups. As a result, this thesis presents a business model framework and describes the case company’s business model and its components. Furthermore, the change that has happened within two years and the drivers behind the change are described and analyzed.
The empirical part of this study was performed as a qualitative case study. Main research data was obtained with semi-structured interviews for the key employees of the case company and secondary data was obtained as documents provided by the company. The first interviews took place in November 2016 and the most recent ones in October 2018. The research data was processed and analyzed with qualitative directed content analysis.
Findings of this research suggest that the business model of a technology startup company is somewhat different than the literature focused on established companies describes. At the early-stages the case technology startup company was still experimenting to find the right business model architecture. Especially issues related to value and value network were important. To conclude, the evolution that has happened with the business model in two years is significant and has been driven by desire to grow, need for focus, and need for capabilities and resources. As a result, the case company has become more established and focused. Furthermore, it has developed consistent processes when emphasis has shifted from product development and launch to sales. The results of this research reinforce previous research on the topic and provide basis for future research in the context of business models and startups.