Business Model Innovation at the Contextual Level (Conceptual Model Development)

2015 ◽  
pp. 193-216
Author(s):  
Georg Stampfl
Keyword(s):  
Conceptual Model ◽  
Business Model ◽  
Model Development ◽  
Business Model Innovation

scholarly journals Business Model Innovation and Its Implications for Indonesian Batik’s Start-up Development

2020 ◽  
Vol 7 (9) ◽  
pp. 370
Author(s):  
Inthannia Elvaretha Wijaya ◽  
Perminas Pangeran
Keyword(s):  
Business Model ◽  
Social Impact ◽  
Evaluation Research ◽  
Model Development ◽  
Business Model Innovation ◽  
Study Approach ◽  
Business Model Canvas ◽  
Start Up ◽  
Depth Interviews

Business Model Innovation is the key to develop and improve the company's strategy to survive and sustain. Nevertheless, the existing Batik communities often find it difficult to innovate their business model. The purpose of this study was to evaluate the nine components of the business model canvas, in Batik communities, Giriloyo and Kricak Kidul village, Yogyakarta. Second, develop an innovation on business model, Ruby Batik start-up. The evaluation research method used was descriptive qualitative case study approach. The data were collected through questionnaires and in-depth interviews. The analytical model used the CIPP (Context, Input, Process, Product). The results showed that nine components of the business model canvas of the batik communities, Giriloyo and Kricak Kidul, Yogyakarta were still less and need improvement and innovation. Innovation of the business model canvas component became the development basis of social entrepreneurship business model, Rubi Batik start-up. The startup business model development, Rubi Batik, was directed to the commercial mission and social impact mission.

Business Model innovation in Competitive Strategy of large Corporations

2014 ◽  
pp. 65-81
Author(s):  
A. Bereznoy
Keyword(s):  
Business Model ◽  
Competitive Strategy ◽  
Business Models ◽  
Model Development ◽  
Business Model Innovation ◽  
Global Competition ◽  
Key Drivers ◽  
Characteristic Features ◽  
Strategic Imperative ◽  
Business Model Development

The article analyzes one of the key instruments of today’s competition of large corporate entities - business model innovation. The author provides his own interpretation of the business model definition, dwells upon characteristic features of innovative business models as an effective competitive tool at contemporary very volatile markets, discloses main directions of business innovations and difficulties of their implementation. The article also reveals their role as key drivers of game-changing industry shifts. The conclusion is made that business model development and implementation are becoming the new strategic imperative for most of the players of modern global competition.

Open for business? An integrative framework and empirical assessment for business model innovation in the gastronomic sector

2017 ◽  
Vol 119 (11) ◽  
pp. 2325-2339 ◽  
Author(s):  
Marcel Bogers ◽  
Jørgen Dejgård Jensen
Keyword(s):  
Business Model ◽  
Business Models ◽  
Model Development ◽  
Hierarchical Cluster ◽  
Business Model Innovation ◽  
Model Concept ◽  
Content Type ◽  
Empirical Assessment ◽  
Integrative Framework ◽  
Main Components

Purpose The purpose of this paper is to identify and explore different business models that are active in the gastronomic industry and assess where there may be opportunities and limitations for innovation. Design/methodology/approach The authors develop a conceptualization of the business model concept and some of its main components – considering an internal and external orientation – and how they can be applied to the gastronomic sector. On this basis, the authors propose, develop and test an empirical framework for the economic sustainability of gastronomic enterprises. Based on data from a publicly available database of the Danish hospitality sector, the authors conduct hierarchical cluster analysis to identify different business models for the Danish gastronomic sector. Findings Given the diversity of the gastronomic sector, there can be a multitude of alternative business models and characteristics, which may enable the sector to create value through, for example, product differentiation, market segmentation, and so on. The analysis revealed nine different clusters, which represent different business models in terms of value creation, segmentation, and resource utilization – highlighting either more closed or open business models. These business models offer a basis for considering the opportunities and barriers for business model innovation – for both startups and incumbent firms – within gastronomy and agri-food more generally. Originality/value The gastronomic sector is diverse and heterogeneous with a multitude of possible alternative business models. This paper provides a basis for considering the key enablers of business model development in this sector. The integrative framework and empirical assessment provides a basis for further exploring business model innovation in the gastronomic sector in particular and the agri-food sector more generally.

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