The Business Model and Firm Performance: The Case of Russian Food Service Ventures

Abstract

Using a unique methodology for capturing the business model and drawing comparisons across larger samples of firms, we investigate the relationship between business model design and firm performance in a Russian context. The evolution of the business model concept and its components is reviewed. Empirical research was conducted on the basis of a cross‐sectional survey of firms in the food service industry. A typology of seven business models in this industry is produced, and linkages are established between model type and company performance.

Notes

1 This database contains information on all registered legal entities in Russia, Ukraine, and Kazakhstan. The data on the companies come from sources such as the Federal Tax Service, the Federal State Statistics Service, the Federal Service for Financial Markets, the Central Bank of Russia, the Supreme Commercial Court, the Federal Agency for State Property Management, the Federal Treasury, and the Bulletin of the State Registration (http://www.spark.interfax.ru).

Additional information

Notes on contributors

Michael H. Morris

Michael H. Morris is the N. Malone Mitchell Chair at the School of Entrepreneurship, Oklahoma State University.

Galina Shirokova

Galina Shirokova is Associate Professor of Entrepreneurship at the Graduate School of Management, St.Petersburg University.

Alexander Shatalov

Alexander Shatalov is a Researcher at the Graduate School of Management, St. Petersburg University.