Business Modelling at the Vision Stage: Case-studies of Digital Wellness Ventures.

This paper describes and discusses how new digital venture business models are modelled by entrepreneurs at the vision stage. Using a longitudinal case-study methodology we study two digital wellness ventures. These studies indicate several sequential business models at the vision stage, where increased stakeholder integration but also insourcing upstream mark these. The business models can be understood as proactive opportunity-based, positively reactive coincidence based and negative reactive failure based. Over time, the business models move from a technological resource foci to legitimacy building practices. Contributions are made to innovation research through highlighting business modelling at the vision stage and theorising its mechanisms and legitimacy concerns. To practise, learnings related to legitimacy, rather than only resource constraints, would allow new ventures to quickly turn their focus in the right direction when trying to develop their business models. [ABSTRACT FROM AUTHOR]

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