Viable Business

2020 ◽  
pp. 209-247
Author(s):  
Clemens Dachs
Keyword(s):  
Viable Business

Repositioning Drugs for Rare Immune Diseases: Hopes and Challenges for a Precision Medicine

2018 ◽  
Vol 25 (24) ◽  
pp. 2764-2782 ◽  
Author(s):  
Erica Valencic ◽  
Alenka Smid ◽  
Ziga Jakopin ◽  
Alberto Tommasini ◽  
Irena Mlinaric-Rascan
Keyword(s):  
Precision Medicine ◽  
Rare Diseases ◽  
Business Models ◽  
Drug Repositioning ◽  
Drug Action ◽  
Primary Immunodeficiency Diseases ◽  
Computational Sciences ◽  
Approved Drugs ◽  
Molecular Mode ◽  
Viable Business

Human primary immunodeficiency diseases (PIDs) are a large group of rare diseases and are characterized by a great genetic and phenotypic heterogeneity. A large subset of PIDs is genetically defined, which has a crucial impact for the understanding of the molecular basis of disease and the development of precision medicine. <p> Discovery and development of new therapies for rare diseases has long been de-privileged due to the length and cost of the processes involved. Interest has increased due to stimulatory regulatory and supportive reimbursement environments enabling viable business models. <p> Advancements in biomedical and computational sciences enable the development of rational, designed approaches for identification of novel indications of already approved drugs allowing faster delivery of new medicines. Drug repositioning is based either on clinical analogies of diseases or on understanding of the molecular mode of drug action and mechanisms of the disease. All of these are the basis for the development of precision medicine.

Guaranteed Sweet or Guaranteed Non–Sweet – Fruit and the Future of Hortical Pty Ltd

2003 ◽  
Vol 9 (2) ◽  
pp. 8-16
Author(s):  
John Jackson
Keyword(s):  
Business Models ◽  
Nir Spectroscopy ◽  
New Product ◽  
New Venture ◽  
Product Service ◽  
First Mover Advantage ◽  
The World ◽  
Infra Red ◽  
Key Issues ◽  
Viable Business

ABSTRACTWe pick up the case as the new venture moves from a decade of dedicated scientific research into the early stages of becoming a commercially viable business. The case considers the potential of the Near Infra Red (NIR) spectroscopy technology to revolutionise the fruit markets of the world as well as the realities of trying to change existing practices and culture. The dilemma of first-mover advantage as compared to learning from the mistakes of early competitors is included. Various possible business models are introduced. The case also asks the students to consider some of the key issues of a new product/service launch.

Business Model Innovation in the Digital Economy

2011 ◽  
pp. 3560-3576
Author(s):  
Chung-Shing Lee ◽  
Nicholas S. Vonortas
Keyword(s):  
Business Model ◽  
Economies Of Scale ◽  
Disruptive Innovation ◽  
Transformation Process ◽  
Digital Economy ◽  
Cost Models ◽  
Internet Commerce ◽  
Business Executive ◽  
Revenue Models ◽  
Viable Business

A viable business model in the digital economy must follow the fundamental economic principles and be able to capitalize on the disruptive characteristics of the Internet commerce. This chapter presents an analytical method to assist business executive and entrepreneurs in evaluating and building a viable business model in the digital economy. This method is based on the concept of disruptive innovation, economies of scale and scope, and the theories of switching costs and transaction cost economics. It takes into account various cost models from both demand- and supply-side perspectives. The chapter contrasts the business transformation process and value creation strategies in the physical and digital economies, and discusses several e-commerce revenue models and pricing issues in the digital economy.

scholarly journals Developing an Internationalization Strategy Using Diffusion Modeling: The Case of Greater Amberjack

Fishes ◽  
2019 ◽  
Vol 4 (1) ◽  
pp. 12 ◽  
Author(s):  
Edwin Nijssen ◽  
Machiel Reinders ◽  
Athanasios Krystallis ◽  
Gemma Tacken
Keyword(s):  
Production Capacity ◽  
International Markets ◽  
Diffusion Modeling ◽  
Domestic Markets ◽  
Internationalization Strategies ◽  
Greater Amberjack ◽  
Internationalization Strategy ◽  
And Diffusion ◽  
New Fish Species ◽  
Viable Business

For farmers of new fish species, market adoption is needed in order to grow a viable business. Farmers may try to sell the new species in their firms’ domestic markets, but they might also look at other markets. However, as markets are becoming more global and competitors more international, considering internationalization may be a necessity rather than a choice. Using diffusion modelling, and based on results of an online supermarket experiment, the innovation and imitation parameters are estimated and diffusion curves for five countries predicted in an attempt to determine the best lead market for introducing fillets of farmed greater amberjack (Seriola dumerili). The production capacity consequences of implementing different internationalization strategies (i.e. “sprinkler” and “waterfall”) were also explored. A waterfall strategy refers to the sequential introduction of a product in different markets, whereas the sprinkler strategy concerns the simultaneous introduction of a product in multiple international markets. Since a sprinkler approach requires many resources and the ability to quickly ramp up production capacity, a waterfall approach appears more suitable for farmers of greater amberjack. Italy and Spain appear to be the best lead markets for greater amberjack farmers to enter first.

Structure and Components of E-Commerce Business Model

2011 ◽  
pp. 1058-1063 ◽  
Author(s):  
Chung-Shing Lee ◽  
Yiche Grace Chen ◽  
Ya-Han Fan
Keyword(s):  
Business Model ◽  
Network Effects ◽  
Growth Models ◽  
The Internet ◽  
Sustainable Competitive Advantage ◽  
Scope Economies ◽  
Business Executives ◽  
Key Issues ◽  
Viable Business

A successful e-commerce venture requires a viable business model and a long-term sustainable strategy. When planning and implementing e-commerce ventures, business executives must address several strategic questions, such as: What are the functions and components of a viable business model? How does one capture and capitalize on the unique features of the Internet and e-commerce to achieve sustainable competitive advantage and profits? How are values being created in the Digital Economy? How can network effects and scope economies change a company’s competitive position in e-commerce? How can cost, revenue, and growth models in e-commerce differ from the traditional businesses? This article extends Lee (2001) and Lee and Vonortas’ (2004) works on business model and strategy to discuss the structure, components, and key issues of a viable e-commerce business model.

Exports: A Viable Business Proposition

2001 ◽  
Vol 36 (3-4) ◽  
pp. 12-31
Author(s):  
Shobha Ahuja
Keyword(s):  
Viable Business

Drishtee: Balancing Social Mission and Financial Sustainability in Rural India

2015 ◽  
Vol 16 (4) ◽  
pp. 291-307 ◽  
Author(s):  
Geoff Desa ◽  
James L. Koch
Keyword(s):  
Information And Communications Technology ◽  
Rural India ◽  
Social Business ◽  
Digital Government ◽  
Social Mission ◽  
Government Documents ◽  
The Social ◽  
The Government ◽  
Market Pressures ◽  
Viable Business

This case follows the early developments of Drishtee, an Indian social enterprise, and the evolving thoughts of its CEO – Satyan Mishra. Drishtee, founded in 2001, was initially developed to address opportunities in information and communications technology (ICT) in rural India and scaled to serve people in over 9,000 villages. While the initial social opportunity appeared to be fairly straightforward (to provide fee-based digital government documents to rural citizens), a deeper analysis of the social problem leads the reader into the tangled world of social business. The venture faces regulatory and disintermediation challenges when trying to scale the provision of government services. As the venture starts to scale, it faces two distinct pivot points: first, when deciding whether to maintain a partnership with the government and, second, when trying to create a financially viable business model. The reader bears witness to the underlying tensions between social mission and market pressures as the company evolves from a government service provider to a commercial kiosk operator.

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