Filtering and enabling meaning perception: a business model perspective

This study aims at expanding the innovation of meaning framework by investigating how a new meaning strategy can be adapted to different contexts, building on a case study based on the comparison between two service companies. The analysis takes into account both the companies' strategy, assessed through interviews with the founder and secondary sources analysis, and the customers' side, combining an ethnographic research with a topic modelling of customer reviews. Findings suggest that companies can convey their overarching meaning strategy in different ways by shaping the way value is delivered to the final users. This study enriches both the innovation of meaning discourse and the literature on the business model by highlighting how to convey an adapted meaning to different contexts. This article provides actionable knowledge to practitioners by suggesting how to contextually adapt a company's meaning strategy to different environments through the intervention on specific business model elements.