Business Model Management

2020 ◽  
Author(s):  
Bernd W. Wirtz
Keyword(s):  
Business Model ◽  
Model Management

scholarly journals Main Points of Digital Agency Business Processes Management: Foodtech Sector Case

2021 ◽  
Vol 126 ◽  
pp. 04004
Author(s):  
Elena Omelyanenko ◽  
Teofilo Tirto ◽  
Dmitry Volodin ◽  
Vitaliy Omelyanenko ◽  
Galina Kovtun
Keyword(s):  
Business Model ◽  
Corporate Culture ◽  
Business Processes ◽  
Digital Transformation ◽  
Point Of View ◽  
Model Management ◽  
Customer Relationship ◽  
Digital Marketing ◽  
Service Development ◽  
Digital Agency

The research deals with the analytics of the features of business processes of a digital agency and the identification of promising aspects of digital marketing as a tool for B2B interaction in the Foodtech market. It is noted that the primary trend of the Foodtech sector deals with digital transformation. From the strategic point of view of creating a business model, it is necessary to understand that digital transformation involves the installation of modern hardware or software and fundamental changes in approaches to management, corporate culture, and communications. To increase the efficiency of the digital agency’s business model, the authors propose to consider digital marketing. The analysis of the effectiveness of the business model of the digital agency allowed us to identify the most problematic and, at the same time, promising components of the business model. Based on generalized approaches to business model management in the case of a digital agency in the design of relevant services, it is proposed to consider maximizing the speed and efficiency of business model transformation and minimizing the uncertainty of further digital service development based on customer relationship management.

scholarly journals Managing the increasing returns of a high-tech business model in industry: Classic and ecosystem effects

Upravlenets ◽  
2020 ◽  
Vol 11 (4) ◽  
pp. 43-58
Author(s):  
Svetlana Orekhova ◽  
Andrey Misyura ◽  
Evgeny Kislitsyn
Keyword(s):  
Business Model ◽  
Economies Of Scale ◽  
Business Models ◽  
Scale Effects ◽  
Model Management ◽  
Increasing Returns ◽  
High Tech ◽  
Research Results ◽  
Industrial Enterprises ◽  
Ecosystem Effects

Business model management is possible on the basis of detailing and clarifying methods for calculating forms of increasing returns. High-tech companies, in contrast to traditional ones, have additional rents associated with the dual use of technologies and digitalization. The article develops a set of methods for assessing the cumulative increasing returns of a hightech business model based on the calculation of classic and ecosystem effects. The neoclassical economic theory, the network (relational) approach, the concepts of business models and ecosystems constitute the methodological basis of the study. The authors differentiate between five forms of returns: economies of scale effects, effects of innovation, diversity, direct and indirect network-based (ecosystem) effects. The research method is pioneered by the authors and based on a sequential assessment of the five forms of returns. For each form, an optimal calculation method is proposed, the results of which are unified by the standardization method. The level of increasing returns is empirically calculated using the case study of the civil production of the Semikhatov Scientific and Production Association (SPA) of Automatics – one of the largest high-tech industrial enterprises. The paper highlights the problems in measuring returns, such as the lack of panel data on the enterprise, a uniform method and relevant examples for calculation, as well as objective data on sectoral markets. The research results prove that the key management objective is to enhance the positive difference between increasing and decreasing returns through transformation of the business model. To achieve this objective, we compile a matrix of effects, the level of which allows making appropriate management decisions. Our calculations show that the enterprise experiences decreasing returns from adoption of innovation. The level of increasing returns from the learning effect and the direct network-based effect is quite low, which indicates that the enterprise’s business model is traditional, rather than technological. The research results can serve as a basis for the development of a detailed management mechanism for transforming a business model. The method for increasing returns assessment is universal and can be applied to evaluate the effectiveness of any business models.

A business model approach to supply chain management

2015 ◽  
Vol 20 (6) ◽  
pp. 587-602 ◽  
Author(s):  
Peter Trkman ◽  
Marko Budler ◽  
Aleš Groznik
Keyword(s):  
Business Model ◽  
Dynamic Capabilities ◽  
Business Models ◽  
Single Case ◽  
Secondary Data ◽  
Capabilities Approach ◽  
Model Management ◽  
Content Type ◽  
Strategic Issues

Purpose – This paper aims to extend the topics from a 2007 paper to stimulate debate on strategic issues vital for the long-term success of supply chains (SCs). The authors upgraded from SC process modelling towards SC business model management; from information to knowledge transfer and from the maturity of SC to dynamic capabilities. The paper attempts to identify and connect the elements of SC business model and the key issues for development of dynamic capabilities to enable future redesign of business models. Design/methodology/approach – The paper develops two frameworks showing the elements of an SC business model and the interconnection of those elements and dynamic capabilities. The use of these frameworks is demonstrated in a case study of Post of Slovenia. The case uses both primary and secondary data gathered from interviews, publicly accessible articles and internal reports. Findings – An SC should develop the elements of its business model in such a way that it will be able to continually change its existing or add a new business model from the AS-IS state to a currently unpredictable “TO-BE” state as a response to currently unknown changes in its business model. Research limitations/implications – The selection of the elements in the frameworks is partly arbitrary. A single case study was conducted. Practical implications – SCs should not simply focus on improving the maturity/efficiency of current processes but can use the findings to carefully design their current business model and develop dynamic capabilities for future changes. Originality/value – This paper summarises and extends the recent literature through the dynamic capabilities approach and business model management and proposes two frameworks and identifies topics relevant for future development of the SCM field.

The European Library – pushing the boundaries of usability

2006 ◽  
Vol 24 (4) ◽  
pp. 434-444 ◽  
Author(s):  
Jill Cousins
Keyword(s):  
Business Model ◽  
Design Methodology ◽  
Model Management ◽  
Technical Solution ◽  
Content Type ◽  
Technical Base ◽  
Collaborative Working ◽  
Cross Country ◽  
National Boundaries ◽  
National Libraries

PurposeThe purpose of this article is to present an overview of The European Library as a portal and discuss the issues of usability this gives in delivery of multicultural, multilingual access to the cultural heritage in Europe's National Libraries.Design/methodology/approachThe approach is a description of the service its business model, management structure and technical base with an emphasis on how this does or does not work for the user.FindingsPortals are not great user experiences. This is further complicated in the case of The European Library by the language barrier for search and retrieval across national boundaries. However, the existence of The European Library is at least of accessing material that would otherwise remain only accessible within the library itself. It is also a big step towards the creation of a European Digital Library.Originality/valueThe paper discusses more of the effects of such a portal on the user than has elsewhere been published. The value is in its description of collaborative working, its example of a management and organisational structure, its working business model and the technical solution that sits behind it. As an example of creating cross country and cultural access to digitised information it has been successful to date.

Business Model Management System Design: Manifesto, Requirements, and Prototype

2015 ◽  
Author(s):  
Michael Blaschke ◽  
Maurus L. Wuetherich ◽  
Uwe V. Riss ◽  
Petros Papakostas
Keyword(s):  
System Design ◽  
Business Model ◽  
Management System ◽  
Model Management

scholarly journals Business Model Management of Low-Cost Carriers: in a Search for Impact-Factors of Performance (Case of AirAsia Group Airlines)

2020 ◽  
pp. 354-367
Author(s):  
Chen-Yuh Wu ◽  
Iryna Heiets ◽  
Hanna Shvindina
Keyword(s):  
Comparative Analysis ◽  
Performance Management ◽  
Business Model ◽  
Low Cost ◽  
Model Management ◽  
Gdp Per Capita ◽  
Impact Factors ◽  
Passenger Traffic ◽  
Low Cost Carriers ◽  
Per Capita

The study is aimed at analyzing how social and economic development indicators, global and regional economic indices are influencing low-cost carriers (LCC), AirAsia Group Berhad (AAGB) in particular. It is crucial not only to define the impact-factors but to embed them in a management framework for further decision-making. Passenger traffic is the main indicator of LCC performance, unlike the Full-Service Network Carriers (FNSC) that taking advantage of both passengers and freights. However, both categories depending on the macroenvironment and business environment dynamics, and KPIs should be reconsidered to face the current global challenges. The global GDP, GDP per capita are commonly used to access the economic and social development trends, the passenger numbers per annum, unemployment rate, and else are used to understand the status of operations in LLC performance management. This study deals with several overlapped categories of research, such as low-cost carriers business model, impact-factors of air transport development, global trends in several industries. The research methodology is a combination of comparative analysis, correlation analysis, regression analysis, and forecasting, using secondary data from annual reports and quaternary financial reports. The comparative analysis gave us an understanding of the general performance trend of the group and subsidiaries. One of the study components is the correlation analysis that revealed the most correlated factors for the economic development of AAGB, such as global GDP, regional GDP, regional GDP per capita, population growth. The global and regional dimensions were presented in the research to reveal what affects airline performance the most. Global GDP is the most correlated indicator for the global and regional development within AAGB, and the regional GDP per capita comes the second by its significance. The population size has a great influence on performance indicators (globally and regionally), and if this indicator is taken into account for forecasting the potential growth is expected in the next five years. These findings enable to design of the business-model of LLC more accurate in accordance with the forecast analysis towards innovative cost decisions. Keywords: business model, management, KPI, performance management, Low-Cost Carrier, airline, AirAsia group, passenger traffic.

Reinventing Business Models

2017 ◽  
Author(s):  
Henk Volberda ◽  
Frans A.J. Van Den Bosch ◽  
Kevin Heij
Keyword(s):  
Case Studies ◽  
Business Model ◽  
Business Models ◽  
Organizational Form ◽  
Business Model Innovation ◽  
Model Management ◽  
Competitive Environments ◽  
New Knowledge ◽  
Is Strategy

Although research on business model innovation is flourishing internationally, important questions on the ‘how’, ‘what’, and ‘when’ of this process remain largely unanswered, particularly in regard to the role of top management. Using new knowledge derived from a survey among firms from various industries and several case studies, this book seeks to give us better understanding of ‘how’ firms can innovate their business model, ‘what’ kind of levers management should work on, and ‘when’ management should change the business model. It particularly considers one key question: is it better to replicate existing models or develop new ones? Renewal is especially vital in highly competitive environments. Nonetheless, whatever the environment, high levels of both replication and renewal will be key for a firm to succeed. This book looks at four levers that can be used by managers to innovate their business model: management itself, organizational form, technology, and co-creation with external parties are analysed. Furthermore, specific combinations which strengthen business model innovation are analysed. To help firms, the book also explores the different factors that can either enable or inhibit business model innovation. Through an investigation of replication versus renewal and of strategy-driven versus client-driven change, four distinct modes of business model innovation are identified: exploit and improve (replication which is strategy-driven); exploit and connect (replication which is customer-driven); explore and connect (renewal which is customer-driven); and explore and dominate (renewal which is strategy-driven). This book ends with a list of managerial dos and don’ts for business model innovation.

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