Lohnt sich Nachhaltigkeitsmanagement? Mindsets, „business cases“ und Strategie

2016 ◽  
pp. 81-92
Author(s):  
Stefan Schaltegger
Keyword(s):  
Business Cases

Laying a Foundation for Co2 Business Cases in South Eastern Europe

2019 ◽  
Author(s):  
Roman Berenblyum ◽  
Filip Neele ◽  
Anders Nermoen ◽  
Constantin Sava ◽  
Caglar Sinayuc ◽  
...  
Keyword(s):  
Eastern Europe ◽  
South Eastern ◽  
Business Cases ◽  
South Eastern Europe

scholarly journals SWAN platform: A web-based tool to support the development of industrial solid waste reuse business models

2021 ◽  
pp. 0734242X2198941
Author(s):  
Athanasios Angelis-Dimakis ◽  
George Arampatzis ◽  
Tryfonas Pieri ◽  
Konstantina Solomou ◽  
Panagiotis Dedousis ◽  
...  
Keyword(s):  
Solid Waste ◽  
Industrial Waste ◽  
Business Models ◽  
Web Based ◽  
Matching Algorithm ◽  
Waste Reuse ◽  
Industrial Solid Waste ◽  
Business Cases ◽  
Industrial Unit

The SWAN platform is an integrated suite of online resources and tools for assessing industrial symbiotic opportunities based on solid industrial waste reuse. It has been developed as a digital solid waste reuse platform and is already applied in four countries (Greece, Bulgaria, Albania and Cyprus). The SWAN platform integrates a database with the spatial and technical characteristics of industrial solid waste producers and potential consumers, populated with data from these countries. It also incorporates an inventory of commercially implemented best practices on solid industrial waste reuse. The role of the SWAN platform is to facilitate the development of novel business cases. Towards this end, decision support services, based on a suitable matching algorithm, are provided to the registered users, helping them to identify and assess potential novel business models, based on solid waste reuse, either for an individual industrial unit (source/potential receiver of solid waste) or a specific region.

scholarly journals Follow-up services for delirium after COVID-19—where now?

2021 ◽  
Author(s):  
Shibley Rahman ◽  
Kit Byatt
Keyword(s):  
Service Utilisation ◽  
Sustainable Business ◽  
Community Based ◽  
Care And Support ◽  
Early Supported Discharge ◽  
Business Cases ◽  
Older Inpatients ◽  
The Impact

Abstract Delirium is a common presentation in older inpatients with coronavirus disease 2019 (COVID-19), and a risk factor for cognitive decline at discharge. The glaring gaps in the service provision in delirium care, regardless of aetiology, after a hospital admission pre-existed the pandemic, but the pandemic arguably offers an opportunity now to address them. Whilst a delirium episode in itself is not a long-term condition, the context of it may well be, and therefore patients might benefit from personalised care and support planning. There is no reason to believe that the delirium following COVID-19 is fundamentally different from any other delirium. We propose that the needs of older patients who have experienced delirium including from COVID-19 could be addressed through a new model of post-acute delirium care that combines early supported discharge, including discharge-to-assess, with community-based follow-up to assess for persistent delirium and early new long-term cognitive impairment. Such a drive could be structurally integrated with existing memory clinic services. To succeed, such an ambition has to be flexible, adaptable and person-centred. To understand the impact on resource and service utilisation, techniques of quality improvement should be implemented, and appropriate metrics reflecting both process and outcome will be essential to underpin robust and sustainable business cases to support implementation of delirium care as a long-term solution.

scholarly journals Natural Assurance Schemes Canvas: A Framework to Develop Business Models for Nature-Based Solutions Aimed at Disaster Risk Reduction

2021 ◽  
Vol 13 (3) ◽  
pp. 1291
Author(s):  
Beatriz Mayor ◽  
Pedro Zorrilla-Miras ◽  
Philippe Le Coent ◽  
Thomas Biffin ◽  
Kieran Dartée ◽  
...  
Keyword(s):  
Ecosystem Services ◽  
Risk Reduction ◽  
Case Studies ◽  
Disaster Risk Reduction ◽  
Business Models ◽  
Climate Adaptation ◽  
Disaster Risk ◽  
Critical Information ◽  
Business Cases ◽  
Floods And Droughts

Nature-based solutions (NBS) are increasingly being promoted because they can solve different pursued aims together with providing an additional array of multiple ecosystem services or co-benefits. Nevertheless, their implementation is still being curbed by several barriers, for example, a lack of examples, a lack of finance, and a lack of business cases. Therefore, there is an urgent need to facilitate the construction of business models and business cases that identify the elements required to capture value. These are necessary to catalyze investments for the implementation of NBS. This article presents a tool called a Natural Assurance Schemes (NAS) canvas and explains how it can be applied to identify business models for NBS strategies providing climate adaptation services, showing an eye-shot summary of critical information to attract funding. The framework is applied in three case studies covering different contexts, scales, and climate-related risks (floods and droughts). Finally, a reflective analysis is done, comparing the tool with other similar approaches while highlighting the differential characteristics that define the usefulness, replicability, and flexibility of the tool for the target users, namely policymakers, developers, scientists, or entrepreneurs aiming to promote and implement NAS and NBS projects.

PSS Business Case Map: Supporting Idea Generation in PSS Design

2012 ◽  
Author(s):  
Fumiya Akasaka ◽  
Kazuki Fujita ◽  
Yoshiki Shimomura
Keyword(s):  
Idea Generation ◽  
Business Case ◽  
Literature Survey ◽  
The Self ◽  
High Dimensional ◽  
Self Organizing Map ◽  
Two Dimensional ◽  
Service Type ◽  
Business Cases ◽  
Low Dimensional

This paper proposes the PSS Business Case Map as a tool to support designers’ idea generation in PSS design. The map visualizes the similarities among PSS business cases in a two-dimensional diagram. To make the map, PSS business cases are first collected by conducting, for example, a literature survey. The collected business cases are then classified from multiple aspects that characterize each case such as its product type, service type, target customer, and so on. Based on the results of this classification, the similarities among the cases are calculated and visualized by using the Self-Organizing Map (SOM) technique. A SOM is a type of artificial neural network that is trained using unsupervised learning to produce a low-dimensional (typically two-dimensional) view from high-dimensional data. The visualization result is offered to designers in a form of a two-dimensional map, which is called the PSS Business Case Map. By using the map, designers can figure out the position of their current business and can acquire ideas for the servitization of their business.

The new retail model: global reach demands omni-channels

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Guillaume Do Vale ◽  
Isabelle Collin-Lachaud ◽  
Xavier Lecocq
Keyword(s):  
Business Model ◽  
Business Strategy ◽  
Academic Research ◽  
Transformation Process ◽  
Content Type ◽  
New Business ◽  
Business Cases ◽  
Established Firms ◽  
New Consumer ◽  
Global Reach

Purpose To cope with online competitors and new consumer behaviors, retailers need to hybrid digital and physical offerings to implement an omni-channel business model. This constitutes a digital transformation of the traditional business model. However, business cases on how traditional retailers are shifting from multi-channel to omni-channel retailing are lacking. This paper aims to explore the different issues and organizational paths during the transformation of a business model. Design/methodology/approach This study is based on a qualitative multiple case study of five retailers with a global reach currently implementing an omni-channel business model. Findings This research sheds light on three main issues encountered by retailers and the different underlying decisions when moving toward an omni-channel business model. The first relates to revenue attribution across channels, which involves rethinking traditional key performance indicators to give incentives to stores when promoting digital offers. The second issue concerns the supply chain decisions associated with cross-channel operations. The third issue relates to the delicate balance between global reach (digital channel) and local reach (specific store) for communication on social media and marketing decisions on pricing. This study provides empirical evidence about the variety of choices that retailers make to cope with the issues during the implementation of an omni-channel business model. Originality/value This work explores the issues faced by established firms when moving toward a new business model that is the hybridization of two existing business model managed separately. It provides comprehensive and clear illustration of how to manage such a business model transformation process that can be used by both business strategy practice and academic research.

Editorial

2007 ◽  
Vol 6 (2) ◽  
Author(s):  
Chris Roseveare ◽  
Keyword(s):  
Task Force ◽  
Elderly Care ◽  
Task Force Report ◽  
Acute Medicine ◽  
General Infirmary ◽  
Business Cases ◽  
The Media ◽  
Training Programmes ◽  
The Right

As the year draws to a close, it is traditional for an Editorial to reflect on the past 12 months, including some up-beat comments to lift the usual Winter gloom. In a year which began with the MTAS recruitment debacle and ended with a series of sporting disappointments, it may be hard to find too many positive messages on this occasion. It has been a year when bird flu and bio-terrorism disappeared from the tabloid front pages, to be replaced by hospital-acquired ‘superbugs’. In response to the media frenzy and a new set of government targets, hospitals adopted ‘nothing below the elbow’ policies: consultants were spotted entering wards without the customary Saville Row suit and tie, with a fob-watch becoming the new ‘must have’ fashion accessory. Gone are the days when a jacket was considered a ‘badge of office’ for any doctor at registrar level or above. It remains to be seen how patients will recognise ‘seniority’ when MMC produces its first 29 year-old consultant: a certificate of completed training may not have the same therapeutic effect as pin-stripes or padded shoulders… Acute Medicine’s arrival in the ‘big league’ was announced by the first International meeting of the Society for Acute Medicine, in Glasgow this autumn. The success of this meeting was an enormous boost to the speciality, and a great credit to its organisers. Having been initially sceptical about the ability of our young speciality to pull off such an ambitious event, it was a great relief to have been proven wrong. The momentum built up by the autumn meeting was continued with the publication of the RCP Acute Medicine Task Force report at the end of October. The document entitled ‘Acute Medical care: the right person in the right setting, first time’ should provide a major boost to the speciality, with strong recommendations for expansion of acute medical units and the need for increase in consultant numbers. Despite these positive signs for the speciality, anxieties about the future still remain amongst some of those training in acute medicine. At the SAM meeting in October, one trainee questioned deputy First Minister of the Scottish Parliament, Nicola Sturgeon as to whether central funding for new consultant posts would be made available. Another trainee asked whether competition from non-acute medicine specialists with dual accreditation in GIM would continue in the era of the ‘Specialist Acute Physician’. The first SpRs to have undertaken Acute Medicine training programmes will acquire their CCTs in the next few months, with many more to follow in 2008. It is essential that the existing consultants in acute medicine act quickly to develop business cases for additional colleagues, to recognise the likely rise in the number of suitable applicants over coming months. Finally a brief word of thanks to Dr Mike Bacon who recently stood down from his role on the editorial board; his contributions will be missed by the team, but hopefully admirably replaced by those of Dr Nicola Cooper, Consultant in Acute and Elderly Care medicine at Leeds General Infirmary.

Sustainability in Business: Integrated Management of Value Creation and Disvalue Mitigation

2021 ◽  
Author(s):  
Markus Beckmann ◽  
Stefan Schaltegger
Keyword(s):  
Sustainable Development ◽  
Value Creation ◽  
Ethical Issues ◽  
Integrated Management ◽  
Corporate Sustainability ◽  
Positive Contribution ◽  
Planetary Boundaries ◽  
Proactive Management ◽  
Business Cases ◽  
Sustainability Standards

Sustainable development is about meeting the needs of current and future generations while operating in the safe ecological space of planetary boundaries. Against this background, companies can contribute to sustainability in both positive and negative ways. In a world of scarce resources, the positive contribution of businesses is to create value for diverse stakeholders (i.e., goods in the actual sense of good services and things with value) without social shortfalls or ecological overshooting with regard to planetary boundaries. Yet, when value-creation processes cause negative social or ecological externalities, companies create disvalue for current or future stakeholders, thus undermining sustainable development. Sustainability in business therefore aims at the integrative management of value creation and disvalue mitigation. Various institutions, such as sustainability laws as well as quasi-regulatory and voluntary sustainability standards, aim at providing an enabling environment in this regard yet are often insufficient. Corporate sustainability therefore calls for proactive management. Neither value nor disvalue fall from heaven but are rather co-created or caused through the interaction with stakeholders. Transforming from unsustainability to sustainability thus requires transforming the underlying relational arrangements. Here, market and non-market stakeholder relations need to be distinguished. In markets, companies transact with customers, employees, suppliers, and financiers who typically have voluntary exchange relationships with the firm. As a result, stakeholders can use the exit option when the relationship causes them harm. Companies therefore need to know and respect their value-creation partners, their potential contributions, and above all their needs. Sustainability can influence these market relationships in two ways. First, as sustainability addresses environmental, social, and ethical issues that are otherwise often overlooked, sustainability can relate to specific goals and motivations that stakeholders pursue when they care about these matters. Second, sustainability can be linked to transaction-specific particularities. This can be the case when sustainability features lead to information asymmetries, higher transaction costs, or resource dependencies. Non-market relationships, however, can differ in that stakeholders are involuntarily affected by the firm. In many cases, such as environmental pollution, stakeholders like local communities experience disvalue but cannot simply walk away. From a sustainability perspective, giving voice to non-market stakeholders through dialogue and participation is therefore crucial to identify early-on potential issues where companies cause disvalue. Such a proactive dialogue does not necessarily present a constraint that limits value creation in the market. Giving a voice to non-market stakeholders can also help create innovations and mobilize valuable resources such as knowledge, legitimacy, and partnership. The key idea is to find solutions that create value not only for market stakeholders but also for a larger circle, including non-market stakeholders as well. Such stakeholder business cases for sustainability aim at the synergistic integration of value creation and disvalue mitigation.

Practical Issues and Business Cases

2019 ◽  
pp. 241-319
Author(s):  
René Michel ◽  
Igor Schnakenburg ◽  
Tobias von Martens
Keyword(s):  
Business Cases
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