The business model topic has generated a lot of discussion since the phrase first gained currency in academic articles the late 1990s (Zott, Amit & Massa, 2011). This growing attention culminated in the 2010 Long Range Planning Special Issue that brought the field’s leading scholars together to answer questions about what the business model was and what was its purpose. A key point that emerged was that a business model is more than a statement of how “value is created and captured”; it is a ‘model’ - and, like many other kinds of models - can appear in many guises and serve many purposes. These include being a ‘manipulable device’ that can be used to help academics or managers understand the linkages between value creation and value capture more clearly; as well as being an artefact that can be used to convey knowledge about a business and its status to others (see for instance, Morgan and Morrison, 1999; Teece, 2010, Baden-Fuller & Morgan, 2010).