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The objective of this article is to explore and explain how entrepreneurs develop new business models for new ventures. Though highly topical, there is little solid empirical knowledge of this issue. Findings from multiple case studies of firms operating in the Australian cloud-computing ecosystem reveal that developing a new business model involves three phases. In the first phase (business modelling ideation (BMI)), various ideas for a viable business model are generated and the most viable one is chosen. The strategic consensus and commitment are generated in the second phase, labelled as the “business modelling strategic commitment” (BMSC). The third phase, labelled as the “business model actualization” (BMAC) is the market-testing phase where the business model is reified or actualized. The theoretical and managerial implications of the findings are discussed and several directions for future research are suggested.


Peter Faber Business School

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Journal Article

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