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Com 50 Business Model Design: Networking, Innovating and Globalizing Business model innovation On the whole, by embedding Chesbrough’s (2007) open business model innovation thinking into our cases findings, we can argue that, on an aggregate scale, business model innovation possibilities can be perceived under three categories, namely: 1. e. innovating the “as-is” core business or (also) outside it. 2. Internal and/or external competences used through the innovation process. 3. Existing and/or new markets that the company is operating in.

The key activity here should be business development understood as the development of products and competencies at the same time. The purpose of the change of the strategic foundation of the company and the unit of analysis is at the level of competencies and product-markets. • Strategic planning represents the analysis and formulation of action plans. The key activity here should be the translation of business ideas and scenarios to consequences for the market, resources, structure, etc. of the company in order to find the opportunities for developing the company fast and correctly to the realization of the strategic thoughts.

It is obvious that Apple have had to acquire a lot of competencies in IPR in order to get to a point where they can actually sell music digitally. Furthermore, a number of competencies in marketing via the net have had to be developed. 4. Why? As always this is a complicated matter to answer from the outside. However, we believe that the iPod is based on a strategic core ideology that is very aggressive and aimed at expanding the value added services of iTunes from music to, say movies. This will enable Apple to make a lot of money out of value added services, which is very nice, but might also just enable Apple to, finally, place an Apple computer in every home to deal with music and movies.

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