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2010
- handle: 10670/1.qp2l7s
- hal: hal-00430782
- doi: 10.1016/j.lrp.2010.02.001
- PRODINRA: 35861
- WOS: 000278355100019
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info:eu-repo/semantics/altIdentifier/doi/10.1016/j.lrp.2010.02.001
info:eu-repo/semantics/OpenAccess
Mots-clés
Biopharmaceutical portfolio corporate strategy business strategy core competence coherence value chainSujets proches
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Valérie Sabatier et al., « From Business model to Business model portfolio in the european biopharmaceutical industry », HAL-SHS : droit et gestion, ID : 10.1016/j.lrp.2010.02.001
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Résumé
At the crossroad of firm's core competencies and of the anticipations of consumers' needs, the business model approach complements corporate and business strategy approaches. Firms combine several business models simultaneously to deliver value to different markets, building a portfolio of business model. For managers, business model and business model portfolio are particularly useful to address customer's needs and organisational capabilities of the firm. They also emphasise how the initial core competency of the firm can be extended or redeployed to increase the rent. Business model portfolio describes the firm's strategy to balance time-to-market, revenue stream, risk and interdependencies. It conceptualises firm diversification within the same industry to generate and capture rents. They finally describe two generic dimensions: core competence extension to enlarge the market and to address additional customers and core competence redeployment to serve similar market with the same core competence.