본 연구는 로파이 걸과 포트나이트의 협업 사례를 통해 게임과 음악 IP 융합의 비즈니스 모델을 분석했다. 비즈니스 모델 캔버스를 활용한 질적 사례 분석 방법을 사용했으며, 공식 발표 자료, 뉴스 기사, 업계 보 고서 등의 2차 자료를 분석했다. 연구 결과, '가치 제안' 면에서 로파이 걸 세계관의 게임 내 구현과 실시간 음악 스트리밍의 결합으로 독특한 경험을 제공했다. '채널 전략'으로는 게임 플랫폼, 유튜브 등 멀티채널 접근을 활용했다. '고객 관계' 측면에서는 게임 내 커뮤니티 형성과 실시 간 소통을 통해 사용자 참여를 극대화했다. '수익원'은 게임 내 아이템 판매, 음악 스트리밍 수익 등으로 다각화했다. '핵심 자원'으로는 로파이 걸 IP, 포트나이트 게임 엔진 등이 활용되었고, '핵심 활동'으로는 게임 업데이트, 음악 큐레이션 등이 수행되었다. '핵심 파트너십'은 음악 아티 스트, 스트리밍 플랫폼 등과 이루어졌으며, '비용 구조'는 게임 개발, 음 악 라이센싱, 마케팅 비용 등으로 구성되었다. 또한, 크로스 미디어 전략 의 주요 특징은 음악과 게임을 융합하는 미디어 간 경계 허물기, 2D에서 3D를 연결하는 IP의 확장을 통한 재해석 그리고 멀티 플랫폼 전략 등이 확인되었다. 본 연구 결과를 통해, 디지털 엔터테인먼트 산업의 크로스 미디어 전략의 IP 확장, 사용자 경험 혁신, 다각화된 수익 모델은 새로운 비즈니스 기회를 제시하며, 정책적 대안으로 크로스 미디어 협업 지원 체계 마련, IP 활용 창작자 지원 등의 투자 정책 수립 등이 필요하다.

이 연구는 중국의 성공적인 실경 공연 작품의 비즈니스 모델을 분석함 으로써 향후 한·중 양국의 실경공연 발전을 위한 전략을 제시하고자 하 였다. 이를 위해 Osterwalder & Pigneur(2010)에 의해 고안된 비즈니 스 모델 캔버스를 활용해 최근 중국 현지에서 가장 성공적이라고 평가받 는 <판타지아·하남>을 분석하였다. 분석 결과, 일반적인 실경공연과 달리 <판타지아·하남>의 관객은 지역문화에 관심이 있는 젊은 사람들이 주를 이루었으며, 지역문화를 활용해 공연을 제작하고, 입소문 마케팅 및 홍보 를 적극적으로 전개하고 있었다. 또한 수익원으로는 호텔, 문화상품 판매 등 다양한 수익원을 발굴하는 데 주안점을 두고 있었다. 이와 같은 연구 결과가 시사하는 바는 첫째 공연 내용은 전략적으로 그 지역 특유의 문 화에 집중해야 하며, 둘째 수익원의 다각화가 필요하고, 셋째, 온·오프라 인의 홍보를 강화해야 하며, 마지막으로 그 지역의 현지인의 배우들을 육성하는 노력이 병행돼야 한다. 본 연구가 한국 및 중국 실경공연 시장 의 성장에 기여할 수 있기를 기대한다.

Increasingly, companies’ attempts to become more sustainable are framed in terms of transitioning towards sustainable business models (SBMs), whereby central logic of how the company offers value to customers is challenged (Yang & Evans, 2019). This transition requires companies to rethink the way value and resource consumption are coupled in their operations (Pieroni et al., 2019), as well as consider different ways of connecting with customer needs (Laukkanen & Tura, 2020).

We propose a sales prediction model based on the number of new members, online advertising, and consumer reviews for a short period. Considering purchase behaviors of new and existing members, we predict reliable sales amounts, which can be monthly updated. Our study provides digital marketers with a feasible prediction approach.

Data commentary is an important text type in research articles; however, its discourse model is often challenging to access because it is embedded in the upper genres such as textbook, weather forecast, and journal article. This study aims to establish a discourse model of data commentary, with a focus on academic research papers in Economics and Business administration journals. To accomplish this, this study employs Move analysis and SF-MDA(Systemic Functional-Multimodal Discourse Analysis) to investigate the moves of data commentaries and the metafunctional meanings of each step. The results indicate that the data commentary discourse model consists of three moves: (1) summarizing the topic and methodology, (2) representing figure and numbers, and (3) analyzing and commenting on results. Additionally, 22 steps are identified for each move that creates metafunctional meaning: ideational, interpersonal, and textual.

이 연구의 목적은 코칭 기법을 활용한 창의적 문제해결 수업모형을 개발 하 는 데 있다. 연구 방법은 창의적 문제해결 수업모형 초안을 구안하고 전문가 검 증을 통해 수업모형 최종안을 도출하였다. 최종안에 대해서는 창의적 문제해결 강의 경험이 있는 기업체 교수자와 교육학 박사학위 소지자 전문가를 대상으로 수업모형 타당화를 검증하였다. 수업모형 초안과 비교해 최종 수업모형은 코칭 기법을 창의적 문제해결 모형의 각각 단계에서 적용하고, 창의적 문제해결 기법 에 중점을 둔 모형이 개발되었다. 본 연구에서 개발된 창의적 문제해결 수업모 형은 기업체 대상 창의적 문제해결 교육을 위한 수업모형을 제공함으로써 창의 적 문제해결 교육을 도입하는 교수자에게 도움을 줄 수 있으며 체계적으로 교육 이 가능할 것으로 기대한다.

In the ongoing project, the major building technology companies in Finland are joining forces to research and develop a platform based ecosystem in the intelligent building context. From the business perspective, one of the main question is which kind of business model is needed in the future ecosystem. Keywords: smart buildings; platform economy; ecosystem; business model innovations

Professional sport leagues are both commercial products and public products. As China’s sports leagues transition from state-governed properties to a more commercial model, professional sports are facing a crucial turning point on balancing stakeholders pertaining to its commercial/market value and social value. How to develop a sustainable business and management model of professional sports teams, fitting Chinese culture and the calls on free economy, has become a major challenge to scholars, practitioners and entrepreneurs in China’s sport industry. Every organisation has its relationships with many groups ("stakeholders") that affect and are affected by its decisions, which are dynamic in a constantly changing world. Stakeholder theory was developed through concerns regarding the nature of these relationships in terms of both processes and outcomes for both organisation and stakeholders, and the changing nature of the environment.

본 연구는 2016년부터 2019년까지 3년에 걸쳐 수행 된 파라과이 KOPIA 센터의 참깨 시범마을 사업의 경영성과와 투자타당성을 분석하기 위한 목적으로 수행되었다. 시범사업 참여농가는 1,172천~2,928천Gs/ha의 수익이 증가하는 것으로 나타났으며, 가구 기준으로 산출할 경우 연간 760$ 이상의 소득 증가가 발생하는 것으로 분석되었다. 시범사업 투자의 타당성에 대한 평가지표로 활용된 B/C Ratio는 1.52로 분석되어 경제적 타당성이 있는 것으로 평가되었다. 시범사업에 참여한 농가들의 만족도를 7점 척도로 분석한 결과 시범사업의 전반적인 만족도, 소득증가에 대한 만족도, 수량증가에 대한 만족도 모든 항목에 대해서 만족함, 매우 만족함에 응답하였다. 계속 참여의향 역시 매우 높은 것으로 나타났으며, 종자의 균일성에 대한 만족도가 6.9점으로 가장 높았다. 성공적으로 평가되는 파라과이 KOPIA센터의 참깨 시범마을 사업의 성공요인은 첫째, 적합품목의 선택, 둘째, 현지 적응 신품종의 선발 및 보급, 셋째, 수동파종기, 배무식 분무기, 공동경운을 도입하여 생산성을 향상하고, 노동력을 절감, 넷째, 적정시비량, 윤작체계, 친환경 엽면시비 등의 재배교육을 통해 농약과 비료비는 절감하고, 수확량 증가와 품질향상을 도모한 것 등이다. 특히, 수익성이 떨어지고 있는 목화의 대체품목이며, 생산 증가에도 가격하락 위험이 적은 수출품목인 참깨를 선발한 부분과, 단기간에 이루어지기 어려운 현지적합 품종을 선발했다는 점, 수동파종기와 배무식 분무기, 녹비작물, 지렁이액비 등 저소득 농업인이 지속적으로 수용 가능한 기술이 보급되었다는 점을 높이 평가할 수 있다.

Emerging technology trends can seem both elusive and ephemeral but some become integral to business and IT strategies and form the backbone of tomorrow’s business model and technology innovation. Companies (and Administrations) must examine the business impact of these trends and adjust business models and operations appropriately or risk losing competitive advantage to those who do. Rather the technology being difficult it is the implementation of it that could be a challenge. We’re working in an environment where volumes and complexity are increasing, but budgets are decreasing. How to sense and act upon a future that remains unclear? It is required to think very differently about the way to conceive and deliver technology services. The technology is the last step of the foresight process. The author aims to provide an answer to the above enquire starting from the identification of technologies and future technological concepts having potentially a significant impact on maritime traffic management and border control systems and the community in the medium to long term, i.e. 5 to 20 years. It is aimed at the idea of capacity building, not simply forecasting. A brief history of Vessel Traffic Services (VTS) followed by some systems engineering considerations are presented in paragraph 1 with connections to technology trends such as intelligent, digital and mesh in the next paragraph. On maritime domain these means, for instance, moving from traditional VTS to Maritime Service Portfolios (MSP) for e-Navigation. Bioinspired technologies forecasts are presented in paragraph 3 with examples of concrete practical use and possible further applications: drones, camera tracking and classification systems and passive as well as cognitive radars. Conclusions and a brief outlook will close the text.

The flow of the 4th Industrial Revolution calls for the innovation of the traditional business models of the manufacturers. Servitization is a corporate strategy to respond to changes in the business environment. These days, the value that the market demands can be created on the basis of the product-service integration. Thus the manufacturers must pursue the fundamental innovation of the current strategy and business models. It is necessary to create common values with customers through providing product-service integrated offerings beyond the development, production, and delivery. The purpose of this study is to develop the evaluation indicators for selecting suppliers when the manufacturer who offers the value of product-service integration needs to obtain the resources from outside. The case company in this study is the manufacture firm conducting the retail IoT business as a new business. The Delphi method is used to develop the evaluation indicators for selecting suppliers. This study suggests the academic implications providing the perspective of Servitizaiton by using Delphi method, and the practical implications applying the creating value method of Servitization by collecting the opinions from both value providers and value consumers in the process of developing the evaluation indicators.

우리나라의 조선해양플랜트 산업은 2011~2015년 기간에 우리나라 품목별 수출기여도에서 1~4위를 차지할 정도로 대한민국 경제성장을 견인하는 중요한 산업이다. 이 연구는 과거 건조에만 치중했던 우리나라 해양플랜트 시추설비의 산업구조에서 통합시운전의 서비스 공급이 가능한 비즈니스 모델을 검토함으로써 시추설비 시장에서 우리나라 조선소의 국가경쟁력을 향상시킬 수 있는 방안을 제안 하고자 하였다. 2014년에 시도된 주작-1 폐공을 활용한 시운전 서비스 모델과 이의 한계 사항을 극복하고 사업을 활성화하기 위한 새로운 제안 비즈니스모델인 수심 150미터급 시운전 전용 모델의 경제성을 검토하였다. 경제성 평가 결과, 수심 150미터급 모델이 경제적으로 더 효과적인 것으로 나타났다. 그리고 통합시추설비의 시운전이 연간 2회에서 3,4,5회로 늘어남에 따라 NPV와 IRR 및 B/C 비율이 모두 증가 하였으며, 1회당 사용료는 감소하는 것으로 나타났다. 따라서 해양시추설비의 통합시운전 사업은 우리나라에서 건조되어 인도되는 설비를 대상으로 시추 시운전을 적극적으로 유치하는 노력이 필요하다.

Green crowdfunding – fundraising for green initiatives – has become a growing source of alternative finance for sustainable entrepreneurs. The current paper explores the business model of green crowdfunding from three perspectives, i.e. funders, founders and platform. We pay special attention to how green crowdfunding extends consumers‘ involvement in sustainable economy.

Successful business models have some shared attributes or features. The quality of the business model can be used to determine the feasibility and potential of the business model, which can help make decisions on how to invest and risk prevention. However, the business model is not static, but changes with external factors such as demand, competition, technology, macro policies, and internal factors such as business goals, strategies, and resources. Therefore, the requirements of the quality attributes of the business model at each stage are different. Dynamic evaluation of business model quality is essential for the development of any enterprises, but on the emerging issue, academic research has greatly lagged behind the needs of business practices. Fist in this paper, the generation and evolution of the business model is divided into four stages: blueprint design, practical modeling, application copying, and transformational change. Then, based on reviewing literature, seven key attributes of business model quality are identified, namely, uniqueness, complementary, novelty, certainty, scalability, win-win and matching degree. Thereafter, by using fuzzy-set qualitative comparative analysis (FsQCA), some configurations of key attributes of business model quality are identified, which are considered critical paths for the business success. Finally, the theory of dynamic evaluation of business model quality has been put forward and used to assess the sample business model.

The paper presents the longitude study of Internet technologies introduction into business model. Rapid spread of Internet technologies has a significant impact on the business models transformation. Today, information technology has become an integral part of communication with customers. In 2017 the penetration rate of the Internet in Russia reached 73%. Thus, almost 3/4 of the population is currently Internet users and be reached online. On the one hand, Internet communication speeds up and simplifies the processes; on the other hand, the key competitive advantage of direct selling business model is blurred. For ages business model was based on direct interpersonal contacts between the distributor and the customer. In this business model relationship creates more value than the product itself [Luk, Fullgrabe, Yi, 1996] and face-to-face meeting is the key descriptor [Sanan, 1997]. Direct selling is cultivated through relationships and provides customer-centric marketing opportunities [Harrison, Hair, 2017]. The question of this study is whether introduction of innovative Internet technologies into communication with customers is beneficial for traditional direct selling business model. Empirical research is based on comparative analysis of data from three survey waves (6380 respondents in 2011, 5638 respondents in 2014 and 6800 respondents in 2017). Effectiveness of Internet usage the for communicate with customers was analized in dynamics over the three waves of 2011, 2014, 2017. Using the one-way analysis of variance (ANOVA) method 15 (fifteen) hypotheses were checked. Nine (9) out of 15 (fifteen) hypotheses were confirmed. Research revealed that personalization determines the effectiveness of communication with customers via internet-based tools (e-mail, web site, social networks, professional social networks, video channels, blogs, microblogs, videoconferences and webinars, messaging applications and files). Nevertheless, face-to-face communication remains significant communication channel for success in direct-selling

Introduction Business model (BM) research currently represents rapidly developing area of knowledge that helps businesses in finding new sources of competitive advantage and growth drivers. Multiple studies demonstrate that BM studies are multidisciplinary by their nature as this helps better understanding complex processes happening in real life that are described by BM research (Zott, Amit, Massa, 2011; Tikkanen et al, 2005). This means that BM research is built on a basis of strategic management, marketing, sociology, psychology, logistics, institutional economics and other disciplines. Regardless the growing amount of publications in this area (more than 6 times growth for the last 15 years reaching 2100 publications per year according to Scopus) the amount of successful BM in practice remains low. BM studies are primarily linked to the notion of value that is jointly created for the final consumer by multiple participants of the value chain (suppliers, manufacturers, distribution channels). Within the interaction of BM participants the key role is played by their orientation towards the interests of the final consumer who makes the decision on whether to acknowledge or not the created value. As value chain generally consists of multiple commercial organizations, their major interest is in making profits as a result of joint value creation activities. Therefore the key role in BM analysis is played by marketing that helps searching and offering such values for the customer that enable satisfying his needs. Multiple research in marketing confirms that long term customer orientation, cooperation of value chain actors offer companies better development opportunities and lead to better financial results as well as help increasing value generated for the final consumer. However, the current level of marketing involvement into the BM research remains low. This, in turn, significantly limits the opportunities of creating successful and sustainable BM that bring profits to the commercial units of the value chain and satisfy the needs of the final consumer. To address the existing gap the current paper explores the links between BM research and marketing which are then used to develop a new approach to BM innovation. The approach is based on value chains and interfirm relationships. Literature review Regardless large and steadily growing amount of BM publications the questions related to building a unified theoretical basis for BM research are still under discussion (Teece, 2010; Zott, Amit, Massa, 2011; DaSilva, Trkman, 2014; Baden- Fuller, Mangematin, 2015). There is a lack of alignment between the researchers on a broad spectrum of questions (such as BM definition, BM components, the relation between BM and company strategy, BM boundaries, the impact of various BM types on company performance etc). At the same time some consolidation of researchers’ positions can be observed in relation to the domination of a value component within BM definition. The questions related to BM analysis that enable to evaluate the current state of a BM, understand its key components (Hamel, 2000; Johnson, Christensen, Kagermann, 2008; Teece, 2010) and find better opportunities for BM improvement (Osterwalder, Pigneur, 2010; Girotra, Netessine, 2014) are actively researched. Many authors come to a conclusion that a BM spans the boundaries of a single firm and includes a whole complex of interaction participants – suppliers, distribution channels, final consumers. This is because cooperation of various market participants enables to significantly increase jointly created value for the customer (Nenonen, Storbacka, 2010; Zott, Amit, Massa, 2011). This understanding of a BM also leads to the need of thorough analysis of mismatches and inconsistencies between value chain participants that regularly appear in the business (Gassmann, Frankenberger, Csik, 2013; Girotra, Netessine, 2014). Regardless the existing variety of BM studies, most of the papers draw the attention to the process of value creation for the final consumer, which is a zone of marketing interests, as marketing studies the directions of identifying and satisfying customer’s needs. Therefore it is hard to imagine building successful BM oriented on the final consumer and bringing stable income to the companies participating in the BM without organic inclusion of the customer into the value chain by using methods and tools from marketing. These questions are studied within multiple relationship marketing papers (Parvatyar, Sheth, 1995; Gumesson, 1999; Juttner, Christopher, Baker, 2007; Tretyak, 2013). However, nowadays the involvement of marketing researchers in BM studies is low (only 5% of BM studies are published in marketing journals (Coombes, Nicholson, 2013)) which is also confirmed by the current study. Despite the very broad spectrum of studied questions, the importance of value acknowledgement by the customer is neglected by BM researchers. At the same time in case the value is not acknowledged, the BM loses its commercial value for the other participants as it stops bringing them profits. Therefore there is a growing need to incorporating the final consumer into the value chain, understanding its interests. This is possible in case of using the results of marketing research which is demonstrated in the current study. Research design To explore the link between marketing and BM research we review the literature on relationship marketing that is specialized on the value creation process for the customer, inclusion of the customer into the value chain, cooperation and coordination of value chain participants (Parvatyar, Sheth, 1995; Gumesson, 1999; Juttner, Christopher, Baker, 2007; Tretyak, 2013). The similarities between BM research and marketing were examined from two sides. The first examination analyzes the publications statistics of BM papers. We particularly look at the amount of BM publications in marketing journals. The classification of journals by different categories is conducted according to Scientific Journal Rankings (SJR) list. For the purpose of this analysis we use Scopus publications database and all the available articles with “business model” in title published before 2018. The relative “typicality” of these papers and journals is evaluated using citation index (number of citations per article/journal divided by total number of citations). Along with this we analyze not only journals which publish BM articles, but also the journals referring to them. The second examination looks into the actual similar attributes of marketing and BM research. The BM literature is studied through the prism of seven schools of thought that are recently proposed by (Gassmann, Frankenberger, Sauer, 2016): Activity system school (Zott, Amit), Process school (Demil, Lecocq), Cognitive school (Baden Fuller, Morgan), Technology-driven school (Chesbrough, Teece), Strategic choice school (Casadeus-Masanell, Ricart), Recombination school (Gassmann, Frankenberger, Csik), Duality school (Markides, Charitou). These seven schools provide a comprehensive outlook on major BM research tendencies that help in understanding of BM essence, structure, components, goals and objectives, BM performance evaluation, and the directions of future BM studies. Additionally to better understand BM key research trends we analyzed top 25 most cited publications according to Scopus and Ebsco publication databases (the publications with “business model” notion in title were selected). For the purpose of theoretical analysis we applied the methods of comparison, generalization, methods of grouping and classification. The basis of the current research is formed by value chains studying methods that are used in both BM and marketing studies. Results and conclusions The analysis of BM research demonstrated that BM spans the boundaries of a single firm and includes the whole complex of interaction participants that jointly create and deliver value to the final consumer - suppliers, manufacturers, distribution channels. Because of that multiple BM research papers focus on the analysis of the value chains and intercompany networks. Understanding of these specifics formed the basis of a new approach to BM innovation. It is demonstrated that the existing approaches to BM analysis and improvement don’t include the final consumer as a specific BM component, and don’t focus the attention on fulfilling his needs as well as building the mechanism of BM actors’ interaction in accordance with customer’s needs. At the same time the acknowledgement of the value by the customer defines the financial wellbeing of BM actors. Addressing these questions can significantly improve BM performance and can be done through building a link between BM research and marketing. The analysis demonstrated that only 6% of BM papers are published in marketing journals, and only 8% of studies that are citing BM research are published in marketing journals which confirms limited involvement of marketing scholars in BM research. The following similarities between BM and marketing studies were identified and explored: value chains and interfirm networks (examples of marketing studies: Tretyak, 2013; example of BM studies: Nenonen, Storbacka, 2010; Zott, Amit, Massa, 2011), cooperation and partnerships between value chain participants (examples of marketing studies: Parvatyar, Sheth, 1995; example of BM studies: Zott, Amit, 2008), coordination of value chain participants (examples of marketing studies: Juttner, Christopher, Baker, 2007; example of BM studies: Girotra, Netessine, 2014), customer orientation and customer involvement (examples of marketing studies: Gumesson, 1999; example of BM studies: Johnson, Christensen, Kagermann, 2008; Teece, 2010), long term orientation of relationship marketing and sustainable BM (examples of marketing studies: Parvatyar, Sheth, 1995; example of BM studies: Girotra, Netessine, 2014). To close the existing gap a three-level conceptual model (1st level – structure of the BM, 2nd level – mechanism of BM participants’ interactions, 3rd level – results of their interactions) and new approach to BM innovation are offered within the current study. The approach demonstrates a step-by-step sequence of actions within three previously highlighted levels and is targeted on increasing the jointly created value for the customer by the BM by eliminating mismatches and inconsistencies between BM participants. Comparing to other approaches, the new approach allows orienting BM participants towards the interests of the final consumer, acknowledges different abilities of BM actors to influence the value creation process and proposes analyzing the ways of coordination of other BM actors by the dominating actor in order to improve the results of the BM. The practical implementation of the approach demonstrated that it’s key provisions could be successfully applied within different market conditions and lead to improved BM performance (Klimanov, Tretyak, 2016; Lyashchuk, Sterligova, 2016). The following sequence of actions is proposed within the approach: 1st level - structure of the BM (a. Visualization of intercompany network with its key actors and description of their roles; b. Defining and highlighting the dominating actor (hypothesis); c. Analysis of BM variety, their classification), 2nd level - interaction mechanism (a. Defining the mechanism (concrete forms) and coordination directions that are applied by the dominating actor and other BM actors; b. Definition and analysis of mismatches and inconsistencies that appear between various BM actors, and also the ways to overcome them; c. Identifying the most critical inconsistencies, their ranking (where there is the biggest gap between the value created for the customer and the value captured by other BM actors)), 3rd level - results of BM actors’ interaction (a. Analysis of the indicators that characterize BM on various levels; b. Analysis of the impact of mismatches and inconsistencies between the BM actors on the flows’ characteristics: material, financial, customer flow). The new approach to BM innovation has multiple similarities with Activity system school that is based on the approach offered in (Zott, Amit, 2010), which views BM as a system of interdependent activities conducted by the focal firm and other value chain participants in order to create value for the customer and generate profits. The approach assumes that it is possible to analyze or develop a BM by considering the components, structure and control mechanism of the activity system. However, the approach offered in the current study is different from the Activity system perspective at the level at which the activity system is analyzed - these are components of a whole value creation system, rather than a single focal firm. Thus, the proposed approach develops the Activity system perspective by proposing the use of a marketing scheme that integrates certain aspects of BM analysis into an organic whole and offers a threelevel analysis of a BM. Considerable attention in the Activity system perspective focuses on the activities of BM participants and their interaction. The activity system design element related to transaction management also reflects one of the key elements of the new approach proposed in the current study - BM participants occupy different positions in the value chain and have different opportunities to influence the value creation process for the consumer. The highlighted similarities demonstrate that the new approach to BM innovation developed in the study is organically linked to the Activity system perspective proposed by Zott and Amit and elaborates on it.

Recent headlines predict that artificial intelligence, machine learning, predictive analytics and other aspects of cognitive computing will be the next fundamental drivers of economic growth (Brynjolfsson & McAfee, 2017). We have evidenced several success stories in the recent years, such as those of Google and Facebook, wherein novel business opportunities have evolved based on data-driven business innovations. Our directional poll among companies, however, reveals that at present, only few companies have the keys to successfully harness these possibilities. Even fever companies seem to be successful in running profitable business based on data-driven business innovations. Company’s capability to create data-driven business relates to company’s overall capability to innovate. Therefore, this research builds a conceptual model of barriers to data-driven business innovations and proposes that a deeper understanding of innovation barriers can assist companies in becoming closer to the possibilities that data-driven business innovations can enable. As Hadjimanolis (2003) suggests, the first step in overcoming innovation barriers is to understand such barriers. Consequently, we identify technology-related, organizational, environmental and people-related i.e. attitudinal barriers and examine how these relate to company’s capability to create data-driven business innovations. Specifically, technology-related barriers may originate from the company’s existing practices and predominant technological standards. Organizational barriers reflect the company’s inability to integrate new patterns of behavior into the established routines and practices (Sheth & Ram, 1987). Environmental barriers refer to various types of hampering factors that are external to a company. Environmental barriers are caused by the company’s external environment and thus company has relatively limited possibilities to influence and overcome such factors. Attitudinal barriers are people-related perceptual barriers that can be studied at the individual level, and if necessary, separately for managers and employees (Hadjimanolis, 2003). Future research will pursue to build an empirical model to examine how these different barriers are related to company’s capability to create business based on data-driven innovations.