Business model innovation (BMI) has recently been praised as a source of
competitive advantage and a driver of company performance. However,
empirical evidence on performance effects of BMI on marketing metrics is
still scarce. This article applies a large-scale consumer experiment (n
= 896) to empirically investigate whether and how innovating different
BM elements affects consumers' adoption intention of innovated BMs. The
results show that effects of BMI on consumers’ adoption intentions vary
significantly, being strongest for innovations in the value offering
architecture. Moreover, the strength of the effect on adoption intention
also increased with the perceived degree of innovativeness for some of
the business model elements. Yet, the surplus of simultaneously
innovating several BM elements is kept in limits, as a diminishing
marginal utility is found for each additionally innovated element.