Industrial manufacturers are innovating their business models by shifting from selling products to selling outcome‐based services, where the provider (manufacturer) guarantees to deliver the performance outcomes of the products and services. This form of business model innovation requires a profound yet little understood shift in how value is created, delivered, and captured. To address this research gap, our study examines two successful and four unsuccessful cases of this shift. We find that effectiveness in business model innovation hinges on the three process phases that unfold in collaboration with the customers: value proposition definition, value provision design, and value‐in‐use delivery. We also find that that success is determined by the alignment of specific value creation and value capture activities in each phase: identifying value creation opportunities—agreeing on value distribution in value proposition definition, designing the value offering—deciding on the profit formula in the value provision design, and finally refining value creation processes—regulating incentive structures in the value‐in‐use delivery. Our process model contributes to the literature and practice on business model innovation by providing a thorough understanding of how alignment of value creation and value capture processes is ensured, whilst paying special attention to their interdependence and the interactions between provider and customer.

中文翻译：

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商业模式创新中的价值创造和价值捕获一致：基于结果的商业模式的过程视图

工业制造商正在通过从销售产品转向销售基于结果的服务来创新其业务模型，其中提供商（制造商）保证提供产品和服务的绩效结果。这种形式的业务模型创新需要在价值的创造，交付和获取方式上进行深刻而又很少了解的转变。为了弥补这一研究空白，我们的研究考察了这一转变的两个成功案例和四个失败案例。我们发现，业务模型创新的有效性取决于与客户协作展开的三个流程阶段：价值主张定义，价值提供设计和使用价值交付。我们还发现，成功取决于每个阶段中特定的价值创造和价值获取活动的一致性：确定价值创造机会-在价值主张定义中同意价值分配，设计价值提供-在价值提供设计中确定利润公式，最后完善价值创造过程-调节使用价值交付中的激励结构。我们的流程模型通过全面了解如何确保价值创造和价值获取流程保持一致，同时特别注意它们之间的相互依赖性以及提供商与客户之间的交互作用，从而为有关业务模型创新的文献和实践做出了贡献。最终完善价值创造流程-调节使用价值交付中的激励结构。我们的流程模型通过全面了解如何确保价值创造和价值获取流程保持一致，同时特别注意它们之间的相互依赖性以及提供商与客户之间的交互作用，从而为有关业务模型创新的文献和实践做出了贡献。最终完善价值创造流程-调节使用价值交付中的激励结构。我们的流程模型通过全面了解如何确保价值创造和价值获取流程保持一致，同时特别注意它们之间的相互依赖性以及提供商与客户之间的交互作用，从而为有关业务模型创新的文献和实践做出了贡献。