The role of Business model innovation and leadership for start-up growth: A case study of Xiaomi
Author
Raju, Md Ahasun Uddin
Term
4. term
Publication year
2019
Submitted on
2019-01-10
Pages
85
Abstract
Mange nystartede virksomheder (startups) har svært ved at vokse hurtigt og lukker tidligt. Årsagerne omfatter manglende kendskab til deres brand, begrænsede finansielle ressourcer og begrænset adgang til strategiske ressourcer. I en hastigt foranderlig branche kan selv etablerede virksomheder få det svært. Alligevel lykkes det nogle få startups at bryde igennem, og denne afhandling undersøger et sådant særtilfælde. Studiet ser på Xiaomi, som gik ind på smartphone-markedet i 2010 og inden for to et halvt år blev den største producent i Kina. Siden er virksomheden vokset til en af de største kinesiske teknologivirksomheder og opererer i 70 lande. Tilgangen kombinerer forretningsmodelteori og ledelsesteori. En forretningsmodel beskriver, hvordan en virksomhed skaber, leverer og indfanger værdi; innovation af forretningsmodellen betyder, at dette system ændres markant for at konkurrere og vokse. Tidligere forskning peger på, at væsentlig forretningsmodelinnovation kan skabe stærk vækst. Ledelsesteori anvendes som supplement, fordi stærk ledelse ofte ses som drivkraften, der udformer og gennemfører sådan innovation. Data grundlaget er baseret på en omfattende søgning i offentligt tilgængelige kilder, men mængden af data var begrænset; en stor del af informationen kommer fra virksomhedens egen hjemmeside og nyhedsmedier. Derfor kan fuld neutralitet ikke garanteres. Resultaterne viser, at Xiaomi i høj grad fornyede sin forretningsmodel for at overvinde typiske barrierer for startups og opnå hurtig vækst, hvilket understøtter, at forretningsmodelinnovation kan drive vækst. Studiet finder også, at ledelsen spillede en afgørende rolle i at udforme og implementere forretningsmodellen.
Many startups struggle to grow quickly and fail early due to limited brand recognition, scarce funding, and restricted access to strategic resources. In fast-changing industries, even established firms can falter. Yet some startups break through; this thesis examines one such outlier. The case is Xiaomi, which entered the smartphone market in 2010 and, within two and a half years, became the top smartphone maker in China. It has since grown into one of the largest Chinese technology companies, operating in 70 countries. The study uses business model theory and leadership theory. A business model explains how a company creates, delivers, and captures value; business model innovation means changing this system in significant ways to compete and grow. Prior research suggests that substantial business model innovation can enable strong growth. Leadership theory complements this because strong leadership is often seen as the driver that designs and implements such innovation. The research relies on an extensive search of publicly available sources, but data were limited; much of the information comes from the company’s website and news articles, so complete neutrality cannot be assured. Findings indicate that Xiaomi significantly innovated its business model to overcome common startup barriers and accelerate growth, supporting the view that business model innovation can drive expansion. The study also finds that leadership played a crucial role in shaping and executing the business model.
[This abstract was generated with the help of AI]
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