Business Model Innovation: Some Key Success Factors at Bosch

FinTech and its interaction with banking is widely discussed today as a new phenomenon notwithstanding the relationship between technology and financial services is not a new topic. Most of the research focuses on innovations and determinants of their adoptions including among other innovations in the payment system. The studies dedicated directly to PayTechs as a special kind of a FinTech entity and its market activity are a relatively new field of research. This paper aims to fill this gap. The multidimensional character of this exploratory research causes the necessity to apply various research methods, including both inductive and deductive methods, together with comparative analysis. The theoretical analysis conducted in the paper for defining PayTechs from the perspective of business model and market behavior was based on an in-depth literature review. In this section, the inductive method and comparative analysis were mostly applied. The empirical part of the paper includes the analysis of quantitative data published by the National Bank of Poland (NBP), Central Statistical Office (GUS), and Bank for International Settlements (BIS). The subject of the case is the Polish Payment Standard referred to as BLIK implemented in Poland in 2015 for mobile payments. The BLIK diffusion is measured by the number of entrants and acceptants as well as the scope of transactions while the adoption by the number of customers using BLIK in everyday transactions. The results present the market behavior of BLIK as an open business model and the key success factors of BLIK adoption and diffusion and the determinants for further open payment innovations’ development. The newly developed definition of PayTechs, the identification of the major components of the PayTech open business model, as well as the indication of the key success factors of adoption and diffusion of m-payments, constitute the original contribution of the paper.

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Key success factors for the management of a shared services business unit (Article 3 of 3)

Acta Commercii ◽

10.4102/ac.v6i1.113 ◽

2006 ◽

Vol 6 (1) ◽

Author(s):

T. N. Van der Linde ◽

A. L. Boessenkool ◽

C. J. Jooste

Keyword(s):

Business Model ◽

Success Factors ◽

Shared Services ◽

Business Unit ◽

Key Factors ◽

Literature Study ◽

Key Success Factors ◽

Business Units ◽

Virtual Organisation ◽

Brick And Mortar

Purpose: The first and second articles in the trilogy introduced shared services as a business model and the various models through which a shared services business can and must evolve to create value. The purpose of this third and final article in the trilogy of articles is to identify the key success factors required to successfully manage a shared services business unit. Methodology: A comprehensive literature study was conducted in order to identify the key success factors required to successfully manage a shared services business unit. This was followed up with an empirical study to determine if organisations that have implemented shared services as a business model are using any of these identified factors to successfully manage their respective shared services business units. Findings: In the article, a framework is generated to help organisations understand the key success factors required to successfully manage a shared services business unit. This work has further potential in that the key factors required can also be used not only in the normal brick and mortar organisations, but also in virtual organisations. Implications: This article presents a comprehensive approach to understand the key success factors required to manage a shared services business unit. These findings are important as they can be applied to a conventional organisation as well as a virtual organisation. Value: This article provides an understanding of the key success factors required to manage a shared services business model. When these key success factors are used as a basis for the management of a shared services business unit, it will continuously create value for the organisation.

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DYNAMIC BUSINESS MODEL BASED ON RESEARCH IN POWER ELECTRONICS INDUSTRY

Management and Production Engineering Review ◽

10.2478/mper-2013-0039 ◽

2013 ◽

Vol 4 (4) ◽

pp. 35-44 ◽

Cited By ~ 1

Author(s):

Jari Koskinen ◽

Josu Takala ◽

Joseph Sebuwufu Awali

Keyword(s):

Power Electronics ◽

Business Model ◽

Dynamic Capabilities ◽

Success Factors ◽

Business Environment ◽

Key Success Factors ◽

New Business ◽

Additional Value ◽

Operational Excellence ◽

Entrepreneurial Strategy

Abstract The recent global economic crisis has caused an uncertain and challenging business environment and has battered managements that are running businesses all over the world. This paper focuses on new capabilities that can be used successfully in a fast changing business environment for improving firms’ efficiency. This research utilizes constructive approach including interviews and case studies. The relevant findings of the study are the elements of the key success factors: entrepreneurial strategy, R&D to market performance, dynamic operational excellence and innovativeness with links to the key actions which have led to new business model called dynamic business model (DBC). This research focuses on power electronics business industry which at the same time is a limitation. This research helps directors and managers to think more widely and make better decisions for the success of the company. This research results bring additional value of the previous studies regarding a firm’s key success factors and dynamic capabilities.

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Probing Into E-commerce Logistics: A Strategic Growth Option of Serbada Company

Jurnal Ilmu Manajemen & Ekonomika ◽

10.35384/jime.v10i2.79 ◽

2018 ◽

Vol 10 (2) ◽

pp. 51

Author(s):

Andrian Indramawan ◽

Jacob Donald Tan ◽

John Tampil Purba

Keyword(s):

Business Model ◽

Success Factors ◽

Participant Observation ◽

Case Study Research ◽

Stakeholder Group ◽

Key Success Factors ◽

Study Research ◽

Business Model Canvas ◽

Growth Option

E-commerce marketplace is prominent in today ‘s society era of buying and selling products without having to leave the doorsteps. One important stakeholder group involved in the process of e-commerce is logistics. Logistic companies facilitate the delivery from one destination to another with punctuality and security of the products keys in establishing trust between the buyer, seller, and the e-commerce hubs. Hence by means of participant observation, this case study research investigates the key success factors of how an e-commerce firm manages its collaborations with logistic partners, as well as how the firm utilizes its strengths and opportunities take advantage of the market while minimizing its weaknesses and threats. The researchers used Business Model Canvas and TOWS in their analytical process

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Constructing a sustainable service business model

International Journal of Physical Distribution & Logistics Management ◽

10.1108/ijpdlm-02-2013-0039 ◽

2014 ◽

Vol 44 (1/2) ◽

pp. 80-97 ◽

Cited By ~ 18

Author(s):

Chun Hsien Liu ◽

Ming-Chao Chen ◽

Yi-Hsien Tu ◽

Chu-Ching Wang

Keyword(s):

Business Model ◽

Success Factors ◽

Product Service System ◽

Content Type ◽

Future Studies ◽

Key Success Factors ◽

Service Business ◽

Product Service ◽

Literature Reviews ◽

Practical Implications

Purpose – The purpose is to conceptually construct a service-dominant (S-D) logic-based integrated product service system (IPSS) business model. Design/methodology/approach – The model is constructed through literature reviews and inferences. Findings – IPSS model is in compliance with the ten fundamental premises of S-D logic as well as conforming to triple bottom lines of sustainability. Research limitations/implications – To convert a firm from goods-centric model to service-centric IPSS model is not easy. There are quite a few challenges to be overcome. Practical implications – There are many successful cases adopting service-centric business model. The key success factors are to be identified in the future studies. Originality/value – It is the first paper discussing the sustainability of IPSS model and its relationship with S-D logic.

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A Study on Success Factors for Business Model Innovation in the 4th Industrial Revolution

Software Engineering Research, Management and Applications - Studies in Computational Intelligence ◽

10.1007/978-3-319-98881-8_8 ◽

2018 ◽

pp. 105-127 ◽

Cited By ~ 1

Author(s):

Sung-Hwan Yoon ◽

Nguyen Si Thin ◽

Vo Thi Thanh Thao ◽

Eun-Tak Im ◽

Gwang-Yong Gim

Keyword(s):

Business Model ◽

Success Factors ◽

Industrial Revolution ◽

Business Model Innovation

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Success factors for agricultural biogas production in Sweden: A case study of business model innovation

Journal of Cleaner Production ◽

10.1016/j.jclepro.2016.10.178 ◽

2017 ◽

Vol 142 ◽

pp. 2925-2934 ◽

Cited By ~ 23

Author(s):

Niklas P.E. Karlsson ◽

Fawzi Halila ◽

Marie Mattsson ◽

Maya Hoveskog

Keyword(s):

Business Model ◽

Success Factors ◽

Biogas Production ◽

Business Model Innovation

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Business Model Innovation Through the Lens of Time: An Empirical Study of Performance Implications Across Venture Life Cycles

Schmalenbachs Zeitschrift für betriebswirtschaftliche Forschung ◽

10.1007/s41471-021-00116-6 ◽

2021 ◽

Author(s):

Elena Freisinger ◽

Sven Heidenreich ◽

Christian Landau ◽

Patrick Spieth

Keyword(s):

Life Cycle ◽

Business Model ◽

Structural Equation ◽

Success Factors ◽

Positive Impact ◽

Positive Influence ◽

Life Cycles ◽

Business Model Innovation ◽

Early Years ◽

Equation Modeling

AbstractCurrent literature suggests that the innovation of a business model is among the most important success factors for organizations and has a positive influence on their performance. What is not yet clear, however, is how this relationship unfolds during an organization’s life cycle. We posit that business model innovation strongly contributes to firm performance in earlier phases, but ultimately gets less important. We therefore collected data on 250 organizations in Germany and used structural equation modeling for analytical purposes. We make the following two main contributions to the literature: (1) We confirm recent findings about the positive impact of business model innovation on performance; (2) we provide first empirical evidence for the important role of life cycle stages as moderator with regard to this relationship. With respect to the latter, our findings show that business model innovation is an important pathway of organizations, especially in their early years of existence, yet somewhat diminishing over time. In conclusion, this study opens new research avenues by extending and incorporating explanations for the life cycle theory and business model innovation.

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