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  • Business model: procedure of diagnostics and testing and validation of business models development for different industries 

Business model: procedure of diagnostics and testing and validation of business models development for different industries 

Priority areas of development: management
Department: Laboratory of Network Organizational Forms
The project has been carried out as part of the HSE Program of Fundamental Studies.

Goal of research: Development and support of the approach to the analysis of business models in the context of establishing a common conceptual framework for the consolidation of the various areas of managerial studies. At this stage, the goal of research is to develop and test diagnostic procedures for the current state of the BM and BM substantiation of directions of development.

This objective involves the following tasks:

  • Analysis of the industry-specific BM (metallurgy sector, pharmaceutical products) and its influence on the development of procedures for the general diagnosis of BM and BM study areas of development;
  • Study of the impact of Internet technologies on the transformation of direct sales BM;
  • Innovative development of BMs of companies operating in the Russian market with the use of strategic analysis and marketing research tools;
  • Sequence development of a common diagnostic procedures  for BM and BM study development trends in the cross-industry context.

Methodology: The research project used a set of methods, including inductive and deductive method, statistical analysis methods, the method case study research, the survey method.

Empirical base of research: This project is based on various sources of information (surveys of top and middle management, individual entrepreneurs, official statistics, materials of international organizations and think tanks). In particular, the project used data of Rosstat, World Bank and the OECD, annual survey of business executives published by the World Economic Forum, Global Competitiveness Report, reports by analytical and rating agencies, materials, quarterly and annual reports, company websites.

Results of research:

The novelty of the research and the most important results are as follows:

Analysis of industry-specific BMs and its influence on the development of a common diagnostic procedures performed sequentially BM first for the pharmaceutical industry, then   metallurgy (the first and second sections of the report). The first section shows that pharmaceutical industry BM has distinct characteristics. Based on the structure and functioning of the Russian pharmaceutical market, it has been shown that physicians play a significant role as they influence patients’ perceptions and decisions about therapy used. Producing company as the dominant element in the value chain is directing its efforts to coordinate the interests of physicians in accordance with the interests of the chain as a whole, as well as pursuing the goal to increase patients’ access to the most effective and safe therapy. A model of loyalty factors for ophthalmologists was created based on the survey conducted.  Four factors of doctor loyalty were identified: the efficacy and safety of drugs companies, the price of drugs, the credibility of the company doctor, recommendations medications from other doctors.

Loyalty factors allowed to allocate and justify the most significant failures in the interaction of physicians with the manufacturing company. Such failures include the lack of support of the opinion leaders, low price over effectiveness mindset in physicians, as well as legal restriction for solicitation of health care professionals. BM dominant link (the manufacturer) needs to use the knowledge of the loyalty factors for the successful coordination of inter-firm interactions and  to build and use relevant tools in coordination with doctors.

Analysis of BM network component in the Russian steel enterprises in the context of creating and delivering value for customers was held on materials leading companies in the industry, producing steel: Metalloinvest, Novolipetsk Steel (NLMK), Magnitogorsk Iron and Steel Works (MMK), Severstal, Evraz, Mechel, Rostov Electrometallurgical plant (REMZ) Abinsky electrometallurgy plant (AEMZ), Asha metallurgical plant (AMZ). As a result it was concluded that the differences in the today's BM of Russian steel enterprises depends on the degree of vertically integrated structures adoption.

Continuing the analysis of a very peculiar item BM, which is a vertically integrated structure, the authors have shown the need for a separate examination of logistical component of BM as the basis of the mechanism of vertical integration of members of MB steel industry. The analysis showed a wide variation in supply chains as a basis of the mechanism of interaction between BM participants among metallurgy enterprises of Russia.

Investigation of the impact of Internet technologies on the transformation of direct sales BM (Section 3) was based on the key direct sales BM transformation options and on the basis of the analysis of global trends in the retail sector. BM changes were identified on the process, function, communication, and strategic levels. Rapid growth of communication technologies and Internet companies transition to the omni-channel distribution strategies was identified as the key transformation and a framework BM structure was developed.

The study ways and possibilities of innovative renewal of BM of the companies operating on the Russian market (Section 4), was carried out with a focus on problem solving strategic business adaptation to changes in external conditions, including ICT development.  Statistical analysis of the data by The Global Innovation Index 2016) and  The Global Competitiveness Report 2015-2016 on a set of 123 countries showed that the variation estimates the possibility of new BM creation using ICT can be explained with the differences in local business environment. In the BRICS countries the possibility of creating new BM more closely linked to the factors of the government efficiency, the number of local suppliers and the intensity of competition.

A methodological problem of the existing methods of analysis and evaluation of BMI was identified. As stakeholders have different BMI value the business value generated should correspond to the goals and expectations of each stakeholder, making it necessary to develop a methodology of BM analysis, its obsoleting and BMI design based on the integration of the interests of different stakeholder groups, and taking into account network effects.

The validation of strategic management and marketing tools application possibilities for the needs of strategic analysis and decision making, strategy improvement and business model update, taking into account trends in the external environment of doing business in Russia was performed with the use of case-study method.

On the basis of the BMI research performed the necessity of BMI conceptual model construction and analysis expansion was confirmed. Suggested model expansion include the provisions of the stakeholder theory, the total value concept as well as the impact of international, macro and network factors.


Гулакова О. В., Ребязина В. А., Смирнова М. М. Специфика клиентоориентированности компаний на российском рынке: результаты эмпирического исследования // Вестник Санкт-Петербургского университета. Серия 8. Менеджмент. 2015. № 4. С. 39-73.
Kolesnik N. A. E-Communication in Personal Sales: Internet Usage and Performance / National Research University Higher School of Economics. Series WP BRP "Basic research program". 2016. No. 54/MAN/2016.
Третьяк О. А., Климанов Д. Е. Новый подход к анализу бизнес-моделей // Российский журнал менеджмента. 2016. Т. 14. № 1. С. 115-130.