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Business modeling – an instrument of competitivenessof an entrepreneurial organization

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The article presents the results of analysis of business models created by the methods of Oliver Gassman and Alexander Osterwalder. The content of the business model, general and specific properties, the theory and practice of application, the processes of creation and change are considered. The influence of the business model on the conduct of competition in business is analyzed. The structure of the business model by functional elements is considered. A characteristic of the features of each element of business models is presented. It is revealed that modern business modeling is based on the priority of customer preferences of customers and the creation of a value proposition that has significant competitive advantages. Together with common features, the features of various business models are considered, which consist in varying degrees of universality and complexity of the approach to planning and organization of activities in the field of entrepreneurship. It is noted that the design of the business model involves two stages. The development stage contains the processes of creative thinking and the concept of activity. The developers aretasked with organizing the scheme of innovative transformations, drawing up a test sample, calculating key indicators and roars. To do this, you need to take steps: initializing business processes, generating ideas, integrating ideas. At the implementation stage, these ideas are applied in practice: prototypes of a new product are manufactured and internal resistance to changes is overcome. It is proven that the success of entrepreneurship increasingly depends on the ability of managers to see the prerequisites for changes in a timely manner, to develop and implement changes in the business model, to maintain high-level competitiveness.

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