TY - JOUR

T1 - Business Model Innovation in the German Industry

T2 - Case Studies from the Railway, Manufacturing and Construction Sectors

AU - Winter, Johannes

N1 - Funding Information: The in-depth interviews were transcribed and analysed using 'Qualitative Content Analysis' (Glaeser et al., 2004). The article is based on results from two research and accompanying projects conducted at acatech - German Academy of Science and Engineering and funded by the German Federal Ministry for Economic Affairs and Energy (acatech, 2016) and the German Federal Ministry of Education and Research (acatech, 2023), respectively. Funding Information: The author would like to thank the anonymous reviewers for their helpful comments on a draft of this paper. This study incorporates results from the Platform for Self-Learning Systems project (09/2017-12/2025), funded by the German Federal Ministry of Education and Research. The author declares no conflict of interest in terms of the design of the study, the collection, analyses, or interpretation of data, in the writing of the manuscript, or in the decision to publish the results

PY - 2023/4/4

Y1 - 2023/4/4

N2 - For a long time, the business activities of industrial companies in mechanical engineering, plant construction or the automotive industry focused on products and product-related services. Digital pioneers have refined these products, such as machinery, equipment, and devices with data-driven services, which they make available worldwide via digital platforms. This emerging trend influences existing and future business models of all companies. This transition from product-related, single-sided markets to platform markets is characteristic of the digital age. The speed at which business models must change continues to be underestimated by many market participants, especially when order books are well-filled and the pressure to change appears to be low. Industrial and service companies need to adapt to the changes induced by new market players to secure future business success and remain competitive in the digital age. The aim of this article is to intensify the debate on digital business models in the industry by providing practical examples of business model innovations in three industries.

AB - For a long time, the business activities of industrial companies in mechanical engineering, plant construction or the automotive industry focused on products and product-related services. Digital pioneers have refined these products, such as machinery, equipment, and devices with data-driven services, which they make available worldwide via digital platforms. This emerging trend influences existing and future business models of all companies. This transition from product-related, single-sided markets to platform markets is characteristic of the digital age. The speed at which business models must change continues to be underestimated by many market participants, especially when order books are well-filled and the pressure to change appears to be low. Industrial and service companies need to adapt to the changes induced by new market players to secure future business success and remain competitive in the digital age. The aim of this article is to intensify the debate on digital business models in the industry by providing practical examples of business model innovations in three industries.

KW - Artificial Intelligence

KW - Business Model Innovation

KW - Business Process Reengineering

KW - Construction Industry

KW - Digital Transformation

KW - Machine Learning

KW - Manufacturing Industry

KW - Railway Industry

KW - Smart Data

UR - http://www.scopus.com/inward/record.url?scp=85160922171&partnerID=8YFLogxK

U2 - 10.24840/2183-0606_011.001_0001

DO - 10.24840/2183-0606_011.001_0001

M3 - Article

AN - SCOPUS:85160922171

VL - 11

SP - 1

EP - 17

JO - Journal of Innovation Management

JF - Journal of Innovation Management

IS - 1

ER -