Research on Business Models in their Life Cycle

The paper presents the results of theoretical discussions and research findings in the field of designing sustainable business models that support the creation of value at various stages of the business life cycle. The paper presents selected findings of extensive research into the business models of Polish companies listed on the Warsaw Stock Exchange. Companies which are at various stages of development should build and adapt their business models in order to maintain the ability to create value for stakeholders. Characteristics of business models at the early stages of development are different than at mature stages. The paper highlights the differences in business models in the context of the life cycle of companies and sustainability criteria. The paper presents research findings which show that the company’s development can be seen from the point of view of the business model. Research on business models concentrated on identifying the key attributes and the configuration of the business models appropriate for the early stage of development as well as the maturity stage. It was found that the business models of companies at an early stage of the development of companies listed on the Warsaw Stock Exchange are oriented primarily to how the company shapes, delivers, and captures value from the market in order to generate profits for shareholders and increase the value of the company, while the business models of mature companies include the intentions of management used to balance objectives with respect to different groups of stakeholders, and to carefully formulate and implement business objectives with particular attention paid to preserving the sustainability of the business. The assessment of business models from the point of view of the life cycle proves that managers change their approach to configuring business models over time; at some point, they include management intentions aimed at a broader range of goals than merely generating profits. At the early stage, it is important to adapt the business model to the ability to create value for shareholders by actively searching for the optimal configuration of the business model. Here a component approach to making rapid changes in the structure of the business model is essential. The business model of mature companies is based on assumptions ensuring the long-term viability of the business and is holistic in nature. When the company moves from the stage of early development to the maturity stage, business models change in such a way that the assumptions of the Triple Bottom Line concept become increasingly important, as expressed in the joint implementation of Corporate Social Responsibility and Value-Based Management assumptions. At the early stage of development, the business model strengthens the need to create value for shareholders and is not as dependent on strong partnerships with a large number of stakeholders. At the maturity stage, it is important to balance the objectives of all stakeholders and to build long-term relationships with them. As regards relationships with the environment, business models at these two stages are different. The paper presents research on the business models of companies at their early stage of development as well as mature companies, taking into consideration the assumptions of the Sustainable Business Model