The New Mobility Paradigm. Transformation of Value Chain and Value Proposition Through Innovations

2016 ◽  
pp. 21-47 ◽  
Author(s):  
Guy Fournier
Keyword(s):  
Value Chain ◽  
Value Proposition

Viable Business Models for M-Commerce

2011 ◽  
pp. 837-852
Author(s):  
Jiaxiang Gan ◽  
Jairo A. Gutiérrez
Keyword(s):  
Business Model ◽  
Value Chain ◽  
Competitive Strategy ◽  
Business Models ◽  
Market Segment ◽  
Value Proposition ◽  
Value Network ◽  
The Public ◽  
Profit Potential ◽  
Viable Business

As mobile applications increase in popularity, the issue of how to build viable business models for the m-commerce industry is becoming a clear priority for both organizations and researchers. In order to address this issue, this chapter reports on five mini cases used as a guideline, and applies the theoretical business model from Chesbrough and Rosenbloom (2002) to each of them to find out the most important components of viable business models for their m-commerce applications. The study then uses cross cases analysis as a research tool to compare and contrast each of the mini cases and to find out how the different organizations fit within the researched theoretical business model. Finally, this chapter confirms that there are 7 important components of viable business models for m-commerce which are: value proposition, market segment, value chain, profit potential, value network, competitive strategy and firm capabilities. This study also highlights the fact that the public visibility of these 7 components is uneven. Some components such as value proposition, value chain, value network and firm’s capabilities are more likely to be presented in public by organizations. However, aspects such as cost structure and profit potential, market segment and competitive strategy are more likely to be hidden from the public due to their commercial sensitivity.

Value Activities and the Business Model

2017 ◽  
pp. 1-16
Keyword(s):  
Risk Assessment ◽  
Business Model ◽  
Significant Role ◽  
Value Chain ◽  
Strategic Plan ◽  
Value Proposition ◽  
Strategic Choices ◽  
Business Organisation ◽  
Value Net ◽  
Simple Definition

The business model and the value activities are able to play a significant role in the development of the strategic plan and risk assessment for the organisation. The importance of these concepts and the separate role each needs to play is discussed. The good business model is an important tool for managers to analyse strategic choices and select the strategies they feel appropriate to develop the organisation for future advantage and to set the business into a more effective direction. However, the definitions for a business model cover a range of complexity: from a simple definition covering the customer and product, to a complex definition covering most of the business organisation. The value proposition is examined as a systematic way of examining the activities a firm performs and how they interact. The various value models: from value chain to value net, are reviewed and replaced with the term value architecture to give a broader view of the value concept. An architecture is proposed for defining the structure of the value activities and their inter-relationships which can provide an underpinning of information for the business model. This would remove many complexities from the model and make the model easier to review, validate and implement.

Organisational and Marketing Challenges in Designing and Implementing an Omnichannel Strategy for Luxury Fashion Brands

2017 ◽  
pp. 89-107
Author(s):  
Fabrizio Maria Pini ◽  
Barbara Quaquarelli
Keyword(s):  
Supply Chain ◽  
Life Cycle ◽  
Supply Chain Management ◽  
Value Chain ◽  
Service Design ◽  
Value Proposition ◽  
Chain Management ◽  
Information Generation ◽  
And Function ◽  
Large Organisation

The adoption of omnichannel strategies by luxury fashion brands has a relevant impact on the whole value chain and generates many critical organizational implications for luxury companies. The reluctance of several fashion brands in adopting omnichannel initiatives might be related the uniqueness of luxury fashion value proposition, strongly related to rich storytelling and memorable experiences and on the need of large organisation redesign that involve collection design, physical retail role and functions, service design and inventory and supply chain management. There is no common approach to such topics within luxury fashion companies a present but it is possible to draw a sort of “ominchannel adoption curve or life cycle”, with the different evolutionary stages in which companies might be at present. These different stages are characterised by different goals for omnichannel, different level of integration between digital and traditional retail, information generation and sharing and function goals and competencies.

Communicating customer value proposition in the French pharmaceutical industry. The case of OTC drugs

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sylvaine Castellano ◽  
Insaf Khelladi ◽  
Chiraz Aouina Mejri
Keyword(s):  
Value Chain ◽  
Customer Value ◽  
Customer Relationship ◽  
Value Proposition ◽  
Multiple Stakeholders ◽  
Content Type ◽  
Otc Drugs ◽  
Business To Consumer ◽  
Business To Business ◽  
Customer Value Proposition

Purpose This paper aims to investigate how pharmacies communicate their customer value proposition (CVP) in a complex and multiple-stakeholder setting. More specifically, from the pharmacists’ perspective, the study analyzes how CVP is articulated in complex settings/offerings and among multiple stakeholders; and elucidates the communication gap among stakeholders of the CVP. Design/methodology/approach Two studies were conducted to examine how offerings are communicated throughout the value chain. Through six in-depth interviews, Study 1 aimed to analyze how pharmacies articulate CVP for over-the-counter (OTC) drugs in a complex business-to-business-to-consumer setting. For Study 2, the data were collected from 113 French pharmacists to investigate the communication issues and to unveil the tools used to promote OTC drugs among the different stakeholders. Findings From the pharmacists’ perspective, the longer the chain, the more complex the efficiency of the CVP. This study conceives a new and adapted CVP as iterative and cumulative. This paper also highlights how value is distributed across the customer relationship in a complex and regulated industry. The findings feature a reciprocal perspective of CVP between the pharmaceutical labs and their direct/indirect customers. Final customers aim at creating a reciprocal approach with the different stakeholders. Pharmacists use a unidirectional perspective of CVP with their direct customers (patients/final customers). Originality/value The study contributes to a better understanding of the CVP in complex industries characterized by a chain of value distributed among multiple stakeholders (i.e. business-to-consumer and business-to-business). The article also enriches past research that analyzed the way firms communicate their offerings from a CVP perspective.

scholarly journals FORMULASI BISNIS MODEL SURAT KABAR ELEKTRONIK DI PIKIRAN RAKYAT

Competitive ◽  
2018 ◽  
Vol 13 (1) ◽  
pp. 67
Author(s):  
Aditia Sovia Pramudita ◽  
Amri Yanuar ◽  
Tamadara Hilman
Keyword(s):  
Business Model ◽  
Value Chain ◽  
Distribution Channel ◽  
Main Concern ◽  
Value Proposition ◽  
Value Chain Analysis ◽  
Newspaper Industry ◽  
Business Model Canvas ◽  
Chain Analysis ◽  
Resources And Capabilities

Newspaper industry in fact is decreasing from 2006 until right now. Shifting behavior of their customer is becoming newspaper company problem to survive in this industry. Newspaper industry should shift their business into e-newspaper if they did not want to end up like music distributor industry. Even though, e-newspaper business model itself is not easy to be adapt. In fact, there are a lot of newspaper company who already failed to implement e-newspaper. Most of newspaper company treat e-newspaper only as their other distribution channel. It was the wrong concept if they want to develop e-newspaper and run it as the substitution of traditional newspaper. Revenue stream become the main concern in e-newspaper since it is difficult to create sustainable revenue stream. Result of the research is in order to create sustainable revenue stream, newspaper company should take a look at their resources and capabilities first. Value chain analysis is used to grab the potency of Pikiran Rakyat and make it as value proposition concerning e-newspaper in order to create revenue stream through e-newspaper. Last, business model canvas is used in order to map the proposed business model. In the end, e-newspaper Pikiran Rakyat has various revenue stream that could be used   Industri surat kabar mengalami penurunan sejak 2006 hingga saat ini. Perubahaan perilaku pelanggan merupakan masalah utama perusahaan surat kabar untuk dapat bertahan di industri ini. Industry surat kabar sendiri harus mampu memindahkan bisnis utama mereka dari surat kabar tradisional menjadi surat kabar elektronik jika mereka tidak ingin berakhri seperti industri distributor musik. Namun demikian, bisnis model surat kabar elektronik sendiri sulit untuk diadaptasi. Banyak perusahaan surat kabar yang telah gagal mengimpelemntasikan surat kabar elektronik. Kebanyakan perusahaan surat kabar hanya memperlakukan surat kabar elektronik sebagai salah satu saluran distribusi mereka saja. Hal tersebut merupakan konsep yang salah jika mereka menginginkan surat kabar elektronik untuk berkembang dan menggantikan surat kabar cetak. Revenue stream menjadi masalah utama di dalam surat kabar elektronik dikarenakan untuk mencetak revenue melalui surat kabar elektronik sangat berbeda dengan surat kabar cetak. Hasil dari penelitian ini adalah, dalam rangka penciptaan revenue stream yang berkelanjutan, perusahaan surat kabar perlu untuk melihat sumber daya dan kapabilitas mereka terlebih dahulu. Analisis rantai nilai digunakan untuk dapat melihat potensi dari Pikiran Rakyat dan membuat hal tersebut menjadi value proposition di dalam bisnis model surat kabar elektronik yang kemudian bertujuan untuk menciptakan revenue stream. Business model canvas digunakan untuk memetakan bisnis model usulan. Pada akhirnya, Pikiran Rakyat memiliki beberapa pilihan revenue stream yang dapat digunakan pada bisnis model surat kabar elektronik mereka

scholarly journals Leadership in the value chain

2003 ◽  
Vol 3 (1) ◽  
Author(s):  
A. D. Berndt
Keyword(s):  
Leadership Styles ◽  
Value Chain ◽  
Value Proposition ◽  
Leadership And Management ◽  
A Value ◽  
Tangible Benefit ◽  
Management Effects

The value chain is a term that is widely used to describe the activities of the organisation. The question that can be posed refers to the effect that the knowledge of the value chain has on the organisation. It is of little benefit if the knowledge of the value chain does not translate into a tangible benefit for the organisation. The contribution of the value chain refers to the leadership and management effects within the organisation through the developm ent of a value proposition and the commitment thereto for all the activities of the organisation. The article examines the value chain concept and the effect that it can have on the development of strategy and leadership styles.

scholarly journals Business Model Innovation for Small Medium Enterprises

The Winners ◽  
2015 ◽  
Vol 16 (2) ◽  
pp. 85 ◽  
Author(s):  
Wirania Swasty
Keyword(s):  
Business Model ◽  
Value Chain ◽  
Business Model Innovation ◽  
Value Proposition ◽  
Fashion Industry ◽  
Value Chain Analysis ◽  
Business Model Canvas ◽  
Starting Point ◽  
Small Medium Enterprises ◽  
Medium Enterprises

Indonesian economy through Small Medium Enterprises (SMEs) is expected to absorb labor and contribute to the growth of Gross Domestic Product. However, SMEs lack both managerial and technical skills. This research is about business model innovation for SMEs especially in fashion and garment industry. Study used qualitative approach by mentoring four selected SMEs in Babakan Penghulu Village– Cinambo Sub-District, Eastern Bandung. The tools used to analyze them including PEST analysis, Porter’s Five Forces,Resource Based View, Value Chain Analysis and Business Model Canvas. Finding suggests SMEs to have business model innovation derived from value proposition. SMEs should build their own brand awareness. Moreover, as garment and fashion industry, design can be a particularly important part of the Value Proposition. SMEs could communicate its value propositions and inform their service through its official websites and other social media. Since the intangible resources include brand and design, thus SMEs should build brand image and innovate year by year. SMEs must hire designers and launch a series of new products offers under the signature of their own brands. Ideation to strengthen strategies derives from value proposition building block as a starting point. Moreover, Business Model Canvas makes strategy more focused and measurable. Business model innovation is expected to increase overall performance of SMEs.

scholarly journals Business Models and Innovation in the Indonesian Smallholder Beef Value Chain

2020 ◽  
Vol 12 (17) ◽  
pp. 7020 ◽  
Author(s):  
Zenal Asikin ◽  
Derek Baker ◽  
Renato Villano ◽  
Arief Daryanto
Keyword(s):  
Value Chain ◽  
Business Models ◽  
Breeding Systems ◽  
Research Approach ◽  
Value Proposition ◽  
Financing Mechanism ◽  
Innovation Practices ◽  
Beef Value Chain ◽  
Smallholder Systems

This paper proposes a framework for identification of business models in smallholder cattle production and marketing that represents innovation behaviour. Cattle are vital to Indonesia’s smallholders’ livelihoods, and smallholder systems are key to serving the country’s growing demand for beef. Business incentives currently select against the development and sustainability of breeding systems which would support domestic production, and so new models are needed which utilize innovation. The three primary components of a business model are presented: its value proposition, its value architecture, and its financing mechanism. A research approach is provided, by way of mapping data needs to the business models, and proposing relationships between observed innovation practices and the business models within the value chain. For implementation, the paper provides guidance on facilitation needs and the role of stakeholders in the case of the Indonesian cattle and beef value chain.

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