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allow to shorten the development time (cf. Fountaine et al. 2019, p. 5). A more dynamic view on business model enhancement could thus offer the option of not committing to long-term static plans, but rather to dynamized developments ofAI according to thenecessary roleofAI inbusinessmodel innovation.Theproprietary AIpathcould thusbeseenasapermanent innovation loop,modifiedby theselected AI performance. In viewof the different applications and their various effects, the question arises as to which derivations entrepreneurs can derive for their company in order to follow their own AI path. By means of the presented classification scheme, a derivation of general or standard strategies for entrepreneurs shall be derived. The previous studies of start-ups and incumbents show a possibility not only to pre- scribe theAI applicationswith respect to their extent in the classification scheme, but also todivide themintozones inorder to implya standardization strategybased on their strategicpotential for the company.These standardization strategies should give the entrepreneur suggestions for action, based on the zones in which an AI application is located or has been identified by the user of the scheme. The fol- lowing strategic implications could be fundby the investigations carriedout in this chapter and are to be seen as suggestions for the ownAI path of the entrepreneur. Outsourcing: Applications that have a (one-sided or two-sided) weak influence on the business model should be procured, if possible, through offers on the market, i.e. external providers. By outsourcing, the focus of AI’s in-house development is directed to more influential applications and is released in their favour.Outsourcing should be chosen in particular when considering scarce resources. Incremental: Applications with a minor up to moderate influence on the business model can improve it incrementally.At thispoint, companiesmustweighupbetween in-house development and outsourcing. Especially from a short-term perspective, incre- mental improvements to the business model are achievable in many ways and should therefore be constantlymonitored. Profound: Applications have the potential to leave behind major changes in the business model.Suchapplicationscangive thecompanyacompetitiveadvantageandshould therefore be the long-term goalwith regard to the ownAI path. SuchAI solutions are usually not offered by external providers, and the focus should be on in-house development. Disruptor: Applications have the greatest potential to change entire industries in the long term and profoundly. The focus here is exclusively on in-house development and innovation of the own businessmodel. AI-Enhanced BusinessModels for Digital… 135