scholarly journals Interactive Business Models to Deliver Product-Services to Global Markets

2013 ◽  
pp. 186-193 ◽  
Author(s):  
Sergio Cavalieri ◽  
David Romero ◽  
Jan Ola Strandhagen ◽  
Paul Schönsleben
Keyword(s):  
Business Models ◽  
Global Markets

Strategical Use of ICT in Microenterprises

2020 ◽  
Vol 10 (1) ◽  
pp. 1-13 ◽  
Author(s):  
Karl W. Sandberg ◽  
Fredrik Håkansson
Keyword(s):  
Present Article ◽  
Information And Communication Technologies ◽  
Business Models ◽  
Communication Technologies ◽  
Global Markets ◽  
Information And Communication

Studies have shown that microenterprises need to work with strategic use of ICT (Information and Communication Technologies) if they want to survive and grow. Digitalization and the use of ICTs open new opportunities for microenterprises to improve their businesses. The present article seeks to examine the use of ICTs in 61 microenterprises. A case study was conducted to investigate these microenterprises. The results of the study show that microenterprises need to work more strategically to use more advanced and cheaper ICT solutions and better business models to compete in the local and global markets.

scholarly journals Fostering eco-innovation in SMEs through bridging research, education and industry for building a business oriented model

2017 ◽  
Vol 11 (1) ◽  
pp. 1050-1057
Author(s):  
Ileana Hamburg ◽  
Gabriel Vlăduţ ◽  
Emma O’Brien
Keyword(s):  
Business Models ◽  
Action Plan ◽  
Global Markets ◽  
Research Education ◽  
Global Recession ◽  
Policy Streams ◽  
Environmental Technologies ◽  
Start Ups ◽  
Opening Up ◽  
The Ideal

Abstract Small and medium sized companies (SMEs) assure economic growth in Europe. The Environmental Technologies Action Plan (ETAP) concentrated and mobilized Member State and stakeholder efforts bringing eco-innovation from research to market, improving market conditions, opening up global markets. Rapid and reinforced actions are now required, building on the experience of ETAP helping SMEs to have benefits by introducing eco-innovative approaches into their operations. Particularly start-ups, can be the ideal incubators for eco-innovation, and can bring to market new, less environmentally damaging products, services and processes. Generally many SMEs are struggling to survive in an ongoing global recession and often they are becoming reluctant to release innovation, particularly eco-innovation (Assante et al., 2016). In this paper we present first the differences between eco-innovation based business models and those based on regular innovations. Secondly we give some approaches tested in national and European projects with participation of the authors in order to help SMEs to develop business models of eco-innovations. The first one is to build cooperation between researchers, educators and SME staff in order to explain SMEs the advantages of such models and to implement models designed by researchers. Secondly we used practice oriented forms of training for SMEs like Problem Based Learning (PBL) as an efficient form for SMEs and entrepreneurship education to learn to solve problems like the building of an eco-innovation business model. Thirdly we use in our projects eco-innovation biographies (EIBs) reflecting the evolutionary character of such innovations and the dynamics of related policy streams.

scholarly journals Design Framework for the implementation of AI-based (service) business models for manufacturing small and medium-sized enterprises

2021 ◽  
Author(s):  
Joerg von Garrel ◽  
Carlos Jahn
Keyword(s):  
Business Models ◽  
Global Markets ◽  
Design Framework ◽  
Service Business

Abstract Crucial for the competitiveness of small and medium-sized enterprises on global markets is that companies not only use AI to concentrate on the efficiency and thus improvement of internal processes but also on the effectiveness, i.e. the development of (service) business models. In this context more and more companies are realising the potentials of AI, but they are lacking the knowledge of how they could integrate it into their existing business. In order to systematically support the effective and efficient development of AI-based (service) business models for small and medium-sized enterprises, this article is targeted at the development of a design framework for the implementation of AI-based service business models for small and medium-sized enterprises.

Model of Circular Economy in Environmental Management. Case Study

2021 ◽  
Vol 12 (1) ◽  
pp. 5
Author(s):  
Anastasia SALNIKOVA ◽  
Andrey KOVALEV ◽  
Valery IOSIFOV ◽  
Nairuhi ALMASTYAN
Keyword(s):  
Case Studies ◽  
Circular Economy ◽  
Business Models ◽  
Annual Reports ◽  
Global Markets ◽  
The European Union ◽  
Innovation Activities ◽  
Manufactured Products ◽  
Management Case Study

The transition to circular economy models is a big challenge for enterprises, since it forces them not only to change established supply chains, pay extra attention to the quality and durability of manufactured products, develop schemes for the collection and subsequent disposal of products that have worked out their life, but also actively develop eco-innovation activities and participate in R&D more actively. The aim of this work is to study examples of the implementation of circular business models from the leading EU-based companies. The focus of the research on European companies is due to the fact that the European Union has been implementing a plan for the transition to a circular economy since 2015. In order to track the nature of applied eco-innovation in the field of CE the case-studies from the leading EU-based companies have been analysed. The choice of the companies is determined by their commitment to the CE principles and availability of the obtained results in their annual reports. The case-studies have shown all reviewed companies demonstrated beyond average commitment to the principles of CE in all aspects (sayings, doings and materiality). Their strong adherence is determined by their intense environmental impact and leading positions at regional and global markets.

An old friend is better than two new ones? Approaches to market research in the context of digital transformation for the antitrust laws enforcement

2020 ◽  
pp. 37-55 ◽  
Author(s):  
A. E. Shastitko ◽  
O. A. Markova
Keyword(s):  
Business Models ◽  
Rapid Development ◽  
Digital Transformation ◽  
Market Definition ◽  
Type I ◽  
Type Ii ◽  
Digital Platforms ◽  
Advantages And Disadvantages ◽  
Pass Through ◽  
Type Ii Errors

Digital transformation has led to changes in business models of traditional players in the existing markets. What is more, new entrants and new markets appeared, in particular platforms and multisided markets. The emergence and rapid development of platforms are caused primarily by the existence of so called indirect network externalities. Regarding to this, a question arises of whether the existing instruments of competition law enforcement and market analysis are still relevant when analyzing markets with digital platforms? This paper aims at discussing advantages and disadvantages of using various tools to define markets with platforms. In particular, we define the features of the SSNIP test when being applyed to markets with platforms. Furthermore, we analyze adjustment in tests for platform market definition in terms of possible type I and type II errors. All in all, it turns out that to reduce the likelihood of type I and type II errors while applying market definition technique to markets with platforms one should consider the type of platform analyzed: transaction platforms without pass-through and non-transaction matching platforms should be tackled as players in a multisided market, whereas non-transaction platforms should be analyzed as players in several interrelated markets. However, if the platform is allowed to adjust prices, there emerges additional challenge that the regulator and companies may manipulate the results of SSNIP test by applying different models of competition.

Rising Inequality in the New Global Economy

2006 ◽  
pp. 84-89 ◽  
Author(s):  
N. Birdsall
Keyword(s):  
Developing Countries ◽  
Global Economy ◽  
Slow Growth ◽  
Global Markets ◽  
Modern World ◽  
Government Programs ◽  
Poor Countries

Reasons of high inequality in the modern world are considered in the article. In developing countries it interacts with underdeveloped markets and inefficient government programs to slow growth, which in turn slows progress in reducing poverty. Increasing reach of global markets makes rising inequality more likely and deepens the gap between rich and poor countries. Because global markets work better for the already rich, we should increase the representation of poor countries in global fora.

Pelatihan Business Plan pada UMKM di Desa Koto Rendah Kecamatan Siulak Kabupaten Kerinci

2020 ◽  
Vol 2 (3) ◽  
pp. 129-132
Author(s):  
Musnaini Musnaini ◽  
Besse Wediawati ◽  
Zulfina Adriani ◽  
Rts Ratnawati ◽  
Dessy Elliyana
Keyword(s):  
Business Models ◽  
Joint Venture ◽  
Business Plan ◽  
Agricultural Products ◽  
Knowledge And Skills ◽  
Business Plans ◽  
Medium Enterprises

Usaha Mikro Kecil Menengah (UMKM) yang berada di Desa Koto rendah, Kecamatan Siulak, Kabupaten Kerinci adalah bentuk Kelompok Usaha Bersama (KUBE) dari ibu-ibu rumah tangga yang mempunyai usaha bisnis dalam kuliner, pembibitan, pengolahan hasil pertanian dan perkebunan sekitar yang mereka miliki maupun penduduk setempat. Kegiatan pengabdian ini adalah untuk meningkatkan pengetahuan dan keterampilan mengenai kemampuan untuk melakukan perencanaan bisnis (Business Plan). Selain itu, untuk memberikan peningkatan keterampilan dalam merencanakan bisnis menggunakan bisnis model. Metode yang akan digunakan untuk mencapai tujuan tersebut adalah dengan pelatihan dan pendampingan membuat rencana bisnis dalam lembar kerja bisnis model canvas.Kata Kunci : UMKM, KUBE Business PlanABSTRACTSmall and Medium Enterprises (MSMEs) located in Koto low Village, Siulak Sub-District, Kerinci Regency is a form of Joint Venture Group (KUBE) of housewives who have business ventures in culinary, nursery, processing of agricultural products and plantations. This devotional activity is to improve knowledge and skills regarding the ability to making a Business Plan. In addition, to provide improved skills in businesses plan using business models. The method that will be used to achieve that goal is by training and mentoring business plans in canvas model business worksheets.Kata Kunci : UMKM, KUBE Business Plan

Business Model Literature Overview

2014 ◽  
pp. 79-130 ◽  
Author(s):  
Ales Novak
Keyword(s):  
Business Model ◽  
Financial Reporting ◽  
Business Models ◽  
Potential Role ◽  
Financial Instruments ◽  
Business Logic ◽  
Literature Overview ◽  
Ifrs 9 ◽  
Definition Of

The term ?business model' has recently attracted increased attention in the context of financial reporting and was formally introduced into the IFRS literature when IFRS 9 Financial Instruments was published in November 2009. However, IFRS 9 did not fully define the term ‘business model'. Furthermore, the literature on business models is quite diverse. It has been conducted in largely isolated fashion; therefore, no generally accepted definition of ?business model' has emerged. Therefore, a better understanding of the notion itself should be developed before further investigating its potential role within financial reporting. The aim of this paper is to highlight some of the perceived key themes and to identify other bases for grouping/organizing the literature based on business models. The contributions this paper makes to the literature are twofold: first, it complements previous review papers on business models; second, it contains a clear position on the distinction between the notions of the business model and strategy, which many authors identify as a key element in better explaining and communicating the notion of the business model. In this author's opinion, the term ‘strategy' is a dynamic and forward-looking notion, a sort of directional roadmap for future courses of action, whereas, ‘business model' is a more static notion, reflecting the conceptualisation of the company's underlying core business logic. The conclusion contains the author's thoughts on the role of the business model in financial reporting.

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