It is a capacity that indicates the potential for the generation of future value coming from innovations, which have not been appropriated by the company yet.
Published in Chapter:
The Value of Choices: A Business Model Approach to Value
Fabian Salum (Fundação Dom Cabral, Brazil & Pontifícia Universidade Católica de Minas Gerais, Brazil), Karina Garcia Coleta (Pontifícia Universidade Católica de Minas Gerais, Brazil & Fundação Dom Cabral, Brazil), Dalini Ferraz (Pontifícia Universidade Católica de Minas Gerais, Brazil), and Humberto Elias Garcia Lopes (Pontifícia Universidade Católica de Minas Gerais, Brazil)
Copyright: © 2019
|Pages: 28
DOI: 10.4018/978-1-5225-7265-7.ch009
Abstract
Scholars and practitioners have proposed different frameworks to make business model representation easier. However, more information is still required to understand their applicability, especially concerning value perspective. This chapter focus on three of them: the Choices/Consequences, the RCOV, and the Business Model Canvas. This chapter (1) provides a comparative analysis; (2) discusses their design under the concept of value creation; (3) synthesises a new structure which contemplates their core elements, goes beyond their limitations and constitutes an alternative and useful tool. The new framework is called ‘(the) value of choice's (VoC). It points out – but is not limited to – the value offering architecture and enables strategic analysts to keep focus on a broad range of value outcomes: created value, appropriated value, generative value, and distributed value. The VoC is illustrated with a Brazilian tourism company's case.