Business model innovation and competitive imitation: The case of sponsor‐based business models
首次构建了商业模式创新的正式模型，分析创新进入者与在位者之间的战略互动，发现进入者需策略性选择是否揭示其赞助型商业模式，且创新价值可能大到让在位者宁愿选择双头竞争而非维持垄断。
Abstract This paper provides the first formal model of business model innovation. Our analysis focuses on sponsor‐based business model innovations where a firm monetizes its product through sponsors rather than setting prices to its customer base. We analyze strategic interactions between an innovative entrant and an incumbent where the incumbent may imitate the entrant's business model innovation once it is revealed. The results suggest that an entrant needs to strategically choose whether to reveal its innovation by competing through the new business model, or conceal it by adopting a traditional business model. We also show that the value of business model innovation may be so substantial that an incumbent may prefer to compete in a duopoly rather than to remain a monopolist. Copyright © 2012 John Wiley & Sons, Ltd.