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Company strategy: Business model reconfiguration for innovation and internationalization

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  • Casadesus-Massanell, Ramon

    (Harvard Business School)

  • Ricart, Joan E.

    (IESE Business School)

Abstract

The competitiveness of a country is the result of the competitiveness of its firms. The competitiveness of firms is partly determined by how their business models interact with the environment to produce offerings with added value. This chapter contributes to the reflection on Catalonia's competitiveness by using the business model concept to highlight the need to adapt business models to new realities in the Catalan environment. Catalan firms have made little effort to reconfigure their business models after being affected by important external shocks. We derive recommendations by presenting and analyzing examples of companies that have innovated in their business models. Business models sit at the core of competitiveness and should be the focus of managers willing to create efficient firms that foster sustained wealth in Catalonia.

Suggested Citation

  • Casadesus-Massanell, Ramon & Ricart, Joan E., 2009. "Company strategy: Business model reconfiguration for innovation and internationalization," IESE Research Papers D/807, IESE Business School.
    • Handle: RePEc:ebg:iesewp:d-0807
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    References listed on IDEAS

    as
    1. Adam M. Brandenburger & Harborne W. Stuart, 1996. "Value‐based Business Strategy," Journal of Economics & Management Strategy, Wiley Blackwell, vol. 5(1), pages 5-24, March.
    2. Ramon Casadesus-Masanell & Pankaj Ghemawat, 2006. "Dynamic Mixed Duopoly: A Model Motivated by Linux vs. Windows," Management Science, INFORMS, vol. 52(7), pages 1072-1084, July.
    3. Ramon Casadesus-Masanell & David B. Yoffie, 2007. "Wintel: Cooperation and Conflict," Management Science, INFORMS, vol. 53(4), pages 584-598, April.
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    Keywords

    Strategy; Business; Innovation; Internationalization; competitiveness; Firms;
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