ABSTRACT
This chapter shows that the effectiveness of the transition often depends on the competences and the skills of IR developers who actually design and implement IR in companies. The business model can be considered the framework through which companies can operationalize and execute their strategy, thus enabling the understanding of how value is actually created and captured. Thus, the business model was identified by the researchers as a suitable platform from which to select the relevant intangibles and to understand their role in the value creation process. The researchers mapped the company's business model using the portfolio of business model configurations, thus following the process suggested by Gassmann et al. The Group's business model mapping process was carried out by the researchers and the Group Controller, through interviews and meetings with key company figures who had in-depth knowledge of the Group's strategy and operations.
