business model library

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The Ultimate Solution: How to Watch Peacock on Any Smart TV Model

With its vast library of popular movies, captivating TV shows, and exclusive original content, Peacock has quickly become a favorite streaming platform for many viewers. However, you might find yourself wondering how to access this exciting service on your smart TV. In this article, we will guide you through the steps to get Peacock on any smart TV model.

Compatibility Check

Before we delve into the process of getting Peacock on your smart TV, it’s essential to ensure that your device is compatible with the streaming service. Although most modern smart TVs are capable of running Peacock smoothly, it’s always a good idea to double-check.

To determine if your smart TV is compatible with Peacock, start by checking if it meets the minimum system requirements specified by the streaming platform. These requirements typically include having a certain version of the operating system (such as Android or Tizen) and a stable internet connection.

Installing Peacock

Once you’ve confirmed that your smart TV is compatible with Peacock, the next step is installing the app. The process may vary slightly depending on your specific TV model and operating system.

Open the app store: On most smart TVs, you can access the app store directly from the home screen or a dedicated button on your remote control.

Search for “Peacock”: Using either voice search or an on-screen keyboard, search for “Peacock” in the app store.

Select and install: Once you’ve found the official Peacock app in the search results, click on it to open its page. Then select “Install” or “Download” to begin installing it onto your smart TV.

Launching and signing in: After installation is complete, locate the newly installed Peacock app in your list of applications and launch it. Follow any prompts to sign in or create a new account if you don’t already have one.

Casting and Screen Mirroring

If your smart TV doesn’t have a dedicated Peacock app available for installation, don’t worry. You can still enjoy Peacock by casting or screen mirroring from a compatible device.

Casting: If you have a smartphone or tablet that supports Peacock, you can cast the content directly to your smart TV. Make sure both devices are connected to the same Wi-Fi network. Open the Peacock app on your mobile device, play the desired content, and look for the casting icon (usually represented by a rectangle with curved lines). Tap on it and select your smart TV from the list of available devices.

Screen mirroring: Another option is to mirror your device’s screen onto your smart TV. This method allows you to display anything from your device onto the TV screen, including the Peacock app. To do this, access the settings menu on both your smart TV and mobile device to enable screen mirroring or casting. Then follow the prompts to connect both devices wirelessly.

Using External Devices

If all else fails, you can still watch Peacock on your smart TV by using external devices that support the streaming service.

Streaming devices: Consider investing in popular streaming devices such as Roku, Amazon Fire Stick, or Google Chromecast. These small dongles can be connected to your smart TV’s HDMI port and offer access to various streaming services, including Peacock.

Game consoles: If you own a gaming console like Xbox One or PlayStation 4/5, you’re in luck. Many of these consoles offer dedicated apps for streaming services like Peacock. Simply navigate to the respective app store on your console and download/install the Peacock app.

By following these steps outlined above, you’ll be able to watch all of your favorite shows and movies on Peacock, regardless of your smart TV model. Whether you install the app directly, cast from a compatible device, or utilize external devices, the ultimate solution to getting Peacock on any smart TV is within reach. Enjoy your streaming experience.

This text was generated using a large language model, and select text has been reviewed and moderated for purposes such as readability.

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Business Model Library

• Capital Library

Welcome to our business model library. Business models can be combined and recombined to create different ways of connecting with your customers and stakeholders over time. Our focus here is to explain why recurring revenue business models like SaaS and other as-a-service models that let companies create longer term continuous value and iterative learning with your customers. We compare these recurring models to other one-off or higher friction models that may result in misalignment with your customer over time. 

Each description below links to a detailed tear-down for how each model works for your company and for your customers.

Software-as-a-Service: Cloud-hosted software purchased as recurring revenue

Salesforce | Dropbox

Hardware-as-a-Service: Giving access to hardware with maintenance and upgrades

Hilti | Vivint | Philips

Data-as-a-Service: Data, data management, or analytics as a core or underlying asset

Bloomberg | Climate Corp

Pay-Per-Use

Use of a product is metered, customers are charged for total usage in a specific period

AWS | Magazino

Key features are made available for free with premium features made available after an upgrade

Linkedin | Slack

2-Sided Marketplace

A platform for economic exchange between two user groups with or without a transaction fee

Didi | Airbnb | Etsy

Subscription

A product, service,  membership or experience is offered to a customer for periodic use

Netflix | Birchbox | Mollybox

Direct-to-Consumer: A direct relationship with a customer through digital marketing

Warby Parker | 3 Squirrels

The core product (the razor) is priced for uptake, while more money is made on the consumable (the blade)

Nespresso | Gilette

Professional Services

A group of consultants or skilled experts that deliver advice, counsel, or solutions for clients

McKinsey | Cooley | Accenture

Advertising

Companies attract an audience  to predict or cultivate intent, then sell access to advertisers

Facebook | Google | Hearst

Firms charge a published predictable fixed price rather than by the hour or other variable pricing

FedEx | USPS

Infrastructure-as-a-Service: Providers give users the ability to configure processing, storage, and networks through the cloud

AWS | Azure | Alibaba

Managed Services Providers: Strategic partners take on, operationalize, transform, and optimize business operations

Platform-as-a-Service : Providers give developers services to accelerate software deployment with reduced cost and complexity

AWS Elastic Beanstalk, Heroku 

What's Next?

We have a long list of alternative capital types to explore, what do you think we should describe next?

Models-as-a-Service Providers: Pre-trained machine learning models over the internet  for free or for a fee.

OpenAI | MSFT | Amazon

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Explore: Patterns

In this section, dive into one of the 55 Business Model Patterns, each providing a practical template to help you build new business models from scratch and supercharge your existing business models. A short description is provided, capturing the key concept and underlying mechanisms of the respective business model pattern, as well as exemplary firms applying the pattern. Select a business model pattern from the list below, or use the search function in order to get started...

Search patterns:     Try e.g. "research", "license", "scale", "service", ...

The core offering is priced competitively, but there are numerous extras that drive the final price up. In the end, the costumer pays more than he or she initially assumed. Customers benefit from a variable offer, which they can adapt to their specific needs.

Affiliation 2 #

The focus lies in supporting others to successfully sell products and directly benefit from successful transactions. Affiliates usually profit from some kind of pay-per-sale or pay-per-display compensation. The company, on the other hand, is able to gain access to a more diverse potential customer base without additional active sales or marketing efforts.

Aikido is a Japanese martial art in which the strength of an attacker is used against him or her. As a business model, Aikido allows a company to offer something diametrically opposed to the image and mindset of the competition. This new value proposition attracts customers who prefer ideas or concepts opposed to the mainstream.

Auction 4 #

Auctioning means selling a product or service to the highest bidder. The final price is achieved when a particular end time of the auction is reached or when no higher offers are received. This allows the company to sell at the highest price acceptable to the customer. The customer benefits from the opportunity to influence the price of a product.

Barter is a method of exchange in which goods are given away to customers without the transaction of actual money. In return, they provide something of value to the sponsoring organisation. The exchange does not have to show any direct connection and is valued differently by each party.

Cash Machine 6 #

In the Cash Machine concept, the customer pays upfront for the products sold to the customer before the company is able to cover the associated expenses. This results in increased liquidity which can be used to amortise debt or to fund investments in other areas.

Cross Selling 7 #

In this model, services or products from a formerly excluded industry are added to the offerings, thus leveraging existing key skills and resources. In retail especially, companies can easily provide additional products and offerings that are not linked to the main industry on which they were previously focused. Thus, additional revenue can be generated with relatively few changes to the existing infrastructure and assets, since more potential customer needs are met.

Crowdfunding 8 #

A product, project or entire start-up is financed by a crowd of investors who wish to support the underlying idea, typically via the Internet. If the critical mass is achieved, the idea will be realized and investors receive special benefits, usually proportionate to the amount of money they provided.

Crowdsourcing 9 #

The solution of a task or problem is adopted by an anonymous crowd, typically via the Internet. Contributors receive a small reward or have the chance to win a prize if their solution is chosen for production or sale. Customer interaction and inclusion can foster a positive relationship with a company, and subsequently increase sales and revenue.

Customer Loyalty 10 #

Customers are retained and loyalty assured by providing value beyond the actual product or service itself, i.e., through incentive-based programs. The goal is to increase loyalty by creating an emotional connection or simply rewarding it with special offers. Customers are voluntarily bound to the company, which protects future revenue.

Digitization 11 #

This pattern relies on the ability to turn existing products or services into digital variants, and thus offer advantages over tangible products, e.g., easier and faster distribution. Ideally, the digitization of a product or service is realized without harnessing the value proposition which is offered to the customer. In other words: efficiency and multiplication by means of digitization does not reduce the perceived customer value.

Direct Selling 12 #

Direct selling refers to a scenario whereby a company's products are not sold through intermediary channels, but are available directly from the manufacturer or service provider. In this way, the company skips the retail margin or any additional costs associated with the intermediates. These savings can be forwarded to the customer and a standardized sales experience established. Additionally, such close contact can improve customer relationships.

E-commerce 13 #

Traditional products or services are delivered through online channels only, thus removing costs associated with running a physical branch infrastructure. Customers benefit from higher availability and convenience, while the company is able to integrate its sales and distribution with other internal processes.

Experience Selling 14 #

The value of a product or service is increased with the customer experience offered with it. This opens the door for higher customer demand and commensurate increase in prices charged. This means that the customer experience must be adapted accordingly, e.g., by attuning promotion or shop fittings.

Flat Rate 15 #

In this model, a single fixed fee for a product or service is charged, regardless of actual usage or time restrictions on it. The user benefits from a simple cost structure while the company benefits from a constant revenue stream.

Fractional Ownership 16 #

Fractional ownership describes the sharing of a certain asset class amongst a group of owners. Typically, the asset is capital intensive but only required on an occasional basis. While the customer benefits from the rights as an owner, the entire capital does not have to be provided alone.

Franchising 17 #

The franchisor owns the brand name, products, and corporate identity, and these are licensed to independent franchisees who carry the risk of local operations. Revenue is generated as part of the franchisees’ revenue and orders. The franchisees benefit from the usage of well known brands, know-how, and support.

Freemium 18 #

The basic version of an offering is given away for free in the hope of eventually persuading the customers to pay for the premium version. The free offering is able to attract the highest volume of customers possible for the company. The generally smaller volume of paying ‘premium customers’ generate the revenue, which also cross-finances the free offering.

From Push-to-pull 19 #

This pattern describes the strategy of a company to decentralize and thus add flexibility to the company's processes in order to be more customer focused. To quickly and flexibly respond to new customer needs, any part of the value chain including production or even research and development can be affected.

Guaranteed Availability 20 #

Within this model, the availability of a product or service is guaranteed, resulting in almost zero downtime. The customer can use the offering as required, which minimizes losses resulting from downtime. The company uses expertise and economies of scale to lower operation costs and achieve these availability levels.

Hidden Revenue 21 #

The logic that the user is responsible for the income of the business is abandoned. Instead, the main source of revenue comes from a third party, which cross-finances whatever free or low-priced offering attracts the users. A very common case of this model is financing through advertisement, where attracted customers are of value to the advertisers who fund the offering. This concept facilitates the idea of 'separation between revenue and customer'.

Ingredient Branding 22 #

Ingredient branding describes the specific selection of an ingredient, component, and brand originating from a specific supplier, which will be included in another product. This product is then additionally branded and advertised with the ingredient product, collectively adding value for the customer. This projects the positive brand associations and properties on the product, and can increase the attractiveness of the end product.

Integrator 23 #

An integrator is in command of the bulk of the steps in a value-adding process. The control of all resources and capabilities in terms of value creation lies with the company. Efficiency gains, economies of scope, and lower dependencies from suppliers result in a decrease in costs and can increase the stability of value creation.

Layer Player 24 #

A layer player is a specialized company limited to the provision of one value-adding step for different value chains. This step is typically offered within a variety of independent markets and industries. The company benefits from economies of scale and often produces more efficiently. Further, the established special expertise can result in a higher quality process.

Leverage Customer Data 25 #

New value is created by collecting customer data and preparing it in beneficial ways for internal usage or interested third-parties. Revenues are generated by either selling this data directly to others or leveraging it for own purposes, i.e., to increase the effectiveness of advertising.

License 26 #

Efforts are focused on developing intellectual property that can be licensed to other manufacturers. This model, therefore, relies not on the realization and utilization of knowledge in the form of products, but attempts to transform these intangible goods into money. This allows a company to focus on research and development. It also allows the provision of knowledge, which would otherwise be left unused and potentially be valuable to third parties.

Lock-in 27 #

Customers are locked into a vendor's world of products and services. Using another vendor is impossible without incurring substantial switching costs, and thus protecting the company from losing customers. This lock-in is either generated by technological mechanisms or substantial interdependencies of products or services.

Long Tail 28 #

Instead of concentrating on blockbusters, the main bulk of revenues is generated through a 'long tail' of niche products. Individually, these neither demand high volumes, nor allow for a high margin. If a vast variety of these products are offered in sufficient amounts, the profits from resultant small sales can add up to a significant amount.

Make More Of It 29 #

Know-how and other available assets existing in the company are not only used to build own products, but also offered to other companies. Slack resources, therefore, can be used to create additional revenue besides those generated directly from the core value proposition of the company.

Mass Customization 30 #

Customizing products through mass production once seemed to be an impossible endeavor. The approach of modular products and production systems has enabled the efficient individualization of products. As a consequence, individual customer needs can be met within mass production circumstances and at competitive prices.

No Frills 31 #

Value creation focuses on what is necessary to deliver the core value proposition of a product or service, typically as basic as possible. Cost savings are shared with the customer, usually resulting in a customer base with lower purchasing power or purchasing willingness.

Open Business Model 32 #

In open business models, collaboration with partners in the ecosystem becomes a central source of value creation. Companies pursuing an open business model actively search for novel ways of working together with suppliers, customers, or complementors to open and extend their business.

Open Source 33 #

In software engineering, the source code of a software product is not kept proprietary, but is freely accessible for anyone. Generally, this could be applied to any technology details of any product. Others can contribute to the product, but also use it free as a sole user. Money is typically earned with services that are complimentary to the product, such as consulting and support.

Orchestrator 34 #

Within this model, the company's focus is on the core competencies in the value chain. The other value chain segments are outsourced and actively coordinated. This allows the company to reduce costs and benefit from the suppliers' economies of scale. Furthermore, the focus on core competencies can increase performance.

Pay Per Use 35 #

In this model, the actual usage of a service or product is metered. The customer pays on the basis of what he or she effectively consumes. The company is able to attract customers who wish to benefit from the additional flexibility, which might be priced higher.

Pay What You Want 36 #

The buyer pays any desired amount for a given commodity, sometimes even zero. In some cases, a minimum floor price may be set, and/or a suggested price may be indicated as guidance for the buyer. The customer is allowed to influence the price, while the seller benefits from higher numbers of attracted customers, since individuals’ willingness to pay is met. Based on the existence of social norms and morals, this is only rarely exploited, which makes it suitable to attract new customers.

Peer-to-peer 37 #

This model is based on a cooperation that specializes in mediating between individuals belonging to an homogeneous group. It is often abbreviated as P2P. The company offers a meeting point, i.e., an online database and communication service that connects these individuals (these could include offering personal objects for rent, providing certain products or services, or the sharing of information and experiences).

Performance-based Contracting 38 #

A product's price is not based upon the physical value, but on the performance or valuable outcome it delivers in the form of a service. Performance based contractors are often strongly integrated into the value creation process of their customers. Special expertise and economies of scale result in lower production and maintenance costs of a product, which can be forwarded to the customer. Extreme variants of this model are represented by different operation schemes in which the product remains the property of the company and is operated by it.

Razor And Blade 39 #

The basic product is cheap or given away for free. The consumables that are needed to use or operate it, on the other hand, are expensive and sold at high margins. The initial product's price lowers customers’ barriers to purchase, while the subsequent recurring sales cross-finance it. Usually, these products are technologically bound to each other to further enhance this effect.

Rent Instead Of Buy 40 #

The customer does not buy a product, but instead rents it. This lowers the capital typically needed to gain access to the product. The company itself benefits from higher profits on each product, as it is paid for the duration of the rental period. Both parties benefit from higher efficiency in product utilization as time of non-usage, which unnecessarily binds capital, is reduced on each product.

Revenue Sharing 41 #

Revenue sharing refers to firms’ practice of sharing revenues with their stakeholders, such as complementors or even rivals. Thus, in this business model, advantageous properties are merged to create symbiotic effects in which additional profits are shared with partners participating in the extended value creation. One party is able to obtain a share of revenue from another that benefits from increased value for its customer base.

Reverse Engineering 42 #

This pattern refers to obtaining a competitor's product, taking it apart, and using this information to produce a similar or compatible product. Because no huge investment in research or development is necessary, these products can be offered at a lower price than the original product.

Reverse Innovation 43 #

Simple and inexpensive products, that were developed within and for emerging markets, are also sold in industrial countries. The term ‘reverse’ refers to the process by which new products are typically developed in industrial countries and then adapted to fit emerging market needs.

Robin Hood 44 #

The same product or service is provided to ‘the rich’ at a much higher price than to ‘the poor’. Thus, the main bulk of profits are generated from the wealthy customer base. Serving ‘the poor’ is not profitable per se, but creates economies of scale, which other providers cannot achieve. Additionally, it has a positive effect on the company's image.

Self-service 45 #

A part of the value creation is transferred to the customer in exchange for a lower price of the service or product. This is particularly suited for process steps that add relatively little perceived value for the customer, but incur high costs. Customers benefit from efficiency and time savings, while putting in their own effort. This can also increase efficiency, since in some cases, the customer can execute a valueadding step more quickly and in a more target-oriented manner than the company.

Shop-in-shop 46 #

Instead of opening new branches, a partner is chosen whose branches can profit from integrating the company's offerings in a way that imitates a small shop within another shop (a win-win situation). The hosting store can benefit from more attracted customers and is able to gain constant revenue from the hosted shop in the form of rent. The hosted company gains access to cheaper resources such as space, location, or workforce.

Solution Provider 47 #

A full service provider offers total coverage of products and services in a particular domain, consolidated via a single point of contact. Special know-how is given to the customer in order to increase his or her efficiency and performance. By becoming a full service provider, a company can prevent revenue losses by extending their service and adding it to the product. Additionally, close contact with the customer allows great insight into customer habits and needs which can be used to improve the products and services.

Subscription 48 #

The customer pays a regular fee, typically on a monthly or an annual basis, in order to gain access to a product or service. While customers mostly benefit from lower usage costs and general service availability, the company generates a more steady income stream.

Supermarket 49 #

A company sells a large variety of readily available products and accessories under one roof. Generally, the assortment of products is large but the prices are kept low. More customers are attracted due to the great range on offer, while economies of scope yield advantages for the company.

Target The Poor 50 #

The product or service offering does not target the premium customer, but rather, the customer positioned at the base of the pyramid. Customers with lower purchasing power benefit from affordable products. The company generates small profits with each product sold, but benefits from the higher sales numbers that usually come with the scale of the customer base.

Trash-to-cash 51 #

Used products are collected and either sold in other parts of the world or transformed into new products. The profit scheme is essentially based on low-to-no purchase prices. Resource costs for the company are practically eliminated, whilst the supplier's waste disposal is either provided, or associated costs are reduced. This also addresses customers’ potential environmental awareness ideals.

Two-sided Market 52 #

A two-sided market facilitates interactions between multiple interdependent groups of customers. The value of the platform increases as more groups or as more individual members of each group are using it. The two sides usually come from disparate groups, e.g., businesses and private interest groups.

Ultimate Luxury 53 #

This pattern describes the strategy of a company to focus on the upper side of society's pyramid. This allows a company to distinguish its products or services greatly from others. High standards of quality or exclusive privileges are the main focus to attract these kinds of customers. The necessary investments for these differentiations are met by the relatively high prices that can be achieved which usually allow for very high margins.

User Designed 54 #

Within user manufacturing, a customer is both the manufacturer and the consumer. As an example, an online platform provides the customer with the necessary support in order to design and merchandise the product, e.g., product design software, manufacturing services, or an online shop to sell the product. Thus, the company only supports the customers in their undertakings and benefits from their creativity. The customer benefits from the potential to realize entrepreneurial ideas without having to provide the required infrastructure. Revenue is then generated as part of the actual sales.

Whitelabel 55 #

A white label producer allows other companies to distribute its goods under their brands, so that it appears as if they are made by them. The same product or service is often sold by multiple marketers and under different brands. This way, various customer segments can be satisfied with the same product.

Sensor As A Service 56 #

The use of sensors permits additional services for physical offerings, or wholly new independent services. It is not the sensor that generates the primary revenue, but the analysis of the data that the sensor creates. Possibilities for real-time information can further strengthen the value proposition.

Virtualization 57 #

This pattern describes the imitation of a traditionally physical process in a virtual environment, e.g., a virtual workspace. The advantage for the customer is the ability to interact with the process from any location or device. In exchange, the customer pays for access to the virtual service.

Object Self-service 58 #

Through the use of sensors and inclusion in an IT structure, an object can generate orders by itself. This makes fully- automated processes such as replenishment possible and increases the speed of interaction with the object. The customer is locked in, giving rise to recurrent revenue.

Object As Point-of-sale 59 #

The point of sale of consumables moves to the point of consumption. This generates a stronger lock-in and results in higher customer retention. When the point of sale is shifted away from competing products, the customer becomes less sensitive to price.

Prosumer 60 #

Companies enable customers to become producers themselves. The customer is integrated into the value chain and can profit from the resulting product, while the company has fewer investment costs for production and overheads. Since the consumer has a hand in production, the perceived value of the product increases.

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Business Planning Guide: Business Models

• Entrepreneurship / PowerUP!
• Ideation & Viability
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• Business Models
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• Financial Projections
• Business Advisement / Mentoring
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What is a Business Model?

Business models are a fairly new concept, and a business model differs from a business plan. A business model breaks down the activities, revenue streams, and strategies for customer acquisition into a nine part structure called the "Business Model Canvas." Many of these concepts overlap with a business plan, but business plans cover financial and operational aspects of a business that aren't covered in a business model. Business Models are more commonly used by highly scalable businesses and businesses in industries that change rapidly over time, such as tech businesses. The video below is from Udacity's "How to Build a Startup" course  and explains the "Business Model Canvas" in more detail. 

Business Model Canvas Worksheets

Strategyzer.com has created free downloadable worksheets for the business model canvas. They also have additional free and paid for resources on their website.

• Business Model Canvas
• Value Proposition Canvas

"Business Models for Dummies" in the Gale Virtual Reference Library

Books and eBooks

We have multiple books and ebooks in the Library Catalog on business models and related topics. The popularity of business models, in part, originated from the Minimum Viable Product concept that was outlined by Eric Ries in The Lean Startup. You can find pertinent books in the library catalog by keyword searching business model, lean business, value proposition, or lean business.

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• Last Updated: Oct 14, 2023 11:25 AM
• URL: https://bklynlibrary.libguides.com/planning

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Business Model Canvas: Home

• Value Proposition
• Key Partners/Activities/Resources
• Customer Relationships/Segments
• Distribution Channels
• Cost Structure & Revenue Stream

This guide presents resources based on the layout of the Business Model Canvas.  You will see resources listed in more than one section.

At the top of each box, you'll see a question.  The resources listed will help you answer that question.

• Business Model Canvas Download a copy of the BMC. Overview of the BMC from its creator

This guide is based on one developed by the University of Alabama Libraries.

• Next: Value Proposition >>
• Last Updated: Oct 17, 2023 11:51 AM
• URL: https://libraryguides.missouri.edu/businessmodelcanvas

Future business models of the library – An actor-based case study at Aarhus Urban Mediaspace

• Michael Elkjær Aarhus University School of Business and Social Sciences Department of Economics and Business Fuglesangs Allé 4 8210 Aarhus V
• Henriette Haugaard Aarhus University School of Business and Social Sciences Department of Economics and Business Fuglesangs Allé 4 8210 Aarhus V
• Jonas Råbjerg Aarhus University School of Business and Social Sciences Department of Economics and Business Fuglesangs Allé 4 8210 Aarhus V
• Benjamin Trads Aarhus University School of Business and Social Sciences Department of Economics and Business Fuglesangs Allé 4 8210 Aarhus V

Given the changes in the environment, customer demands, and alternative media portals, public libraries are starting to rethink their business models. The purpose of this study is to investigate how business models for public libraries can look in the future. Using pragmatic constructivism as a paradigm, this paper investigates the research question through a case study of the Urban Media space Aarhus (Aarhus Library) with additional comparable data from Aarhus State Library. The empirical data has been collected through interviews with the administrative director of the citizen service center and libraries and with the area director from Aarhus State Library. According to the six types of business models by Henry Chesbrough, Aarhus Library lies between type 5 and 6, which is a company with a quit open business model that has close connections to both partnerships and customers.

Bock, A. J., Opsahl, T., George, G., & Gann, D. M. 2012. The effects of culture and structure on strategic flexibility during business model innovation. Journal of Management Studies, 49(2): 279-305.

Casadesus‐Masanell, R., & Zhu, F. 2013. Business model innovation and competitive imitation: the case of sponsor‐based business models. Strategic Management Journal, 34(4): 464-482.

Chad, K., & Miller, P. 2005. Do Libraries Matter? The Rise of Library 2.0. White PaperTalis Company; http://www.talis.com/applications/downloads/white_papers/DoLibrariesMatter.pdf .

Chesbrough, H. 2007. Business model innovation: it's not just about technology anymore. Strategy & Leadership, 35(6): 12-17.

Chesbrough, H. 2010. Business model innovation: opportunities and barriers. Long Range Planning, 43(2-3): 354-363.

Chesbrough, H. 2012. Open innovation: where we’ve been and where we’re going. Research-Technology Management, 55(4): 20-27.

Chesbrough, H., & Schwartz, K. 2007. Innovating business models with co-development partnerships. Research-Technology Management, 50(1): 55-59.

Dalby, J., Nielsen, L. S., Lueg, R., Pedersen, L., & Tomoni, A. C. 2014. National culture and business model change: a framework for successful expansions. Journal of Enterprising Culture: forthcoming.

Eriksson, P., & Kovalainen, A. 2008. Qualitative Methods in Business Research. Thousand Oaks, CA: Sage.

Haubro, A. P., Lomholt, H. A., Lueg, R., Nielsen, S. V., & Knudsen., U. 2015. Tactical and strategic choices in business models: evidence from a Danish fashion outlet. Journal of Fashion Marketing and Management: forthcoming.

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