Alignment between business model and business strategy and contribution to the performance: Empirical evidence from ICT Tunisian venture.

2015 ◽  
Vol 26 (2) ◽  
pp. 168-176 ◽  
Author(s):  
Nadia Ben Romdhane Ladib ◽  
Lassâad Lakhal
Keyword(s):  
Empirical Evidence ◽  
Business Model ◽  
Business Strategy

scholarly journals Welcome Back, We’ve Missed You! Humanized Business Communication in Shop Window Messages during Early 2020-Lockdown

Languages ◽  
2021 ◽  
Vol 6 (2) ◽  
pp. 104
Author(s):  
Kurt Feyaerts ◽  
Geertrui Heyvaert
Keyword(s):  
Empirical Evidence ◽  
Business Strategy ◽  
Business Communication ◽  
Marketing Strategies ◽  
Mutual Relationship ◽  
Communicative Interaction ◽  
Interdisciplinary Perspective ◽  
New Type ◽  
Linguistic Approach ◽  
Business Exchange

This paper focuses on the way in which small and medium-sized businesses in Flanders adapted communication with their customers during the economic lockdown in March–May 2020. It documents, more specifically, how shops tried to maintain, re-establish, or even re-invent communication with their customers during this two-month period. Based on pictures of shop windows in a Flemish city, we analyze the (semi-)commercial messages that appeared in this setting during this period. This analysis adopts an interdisciplinary perspective, in which a cognitive linguistic approach is integrated with analyses and practical advices by marketing agencies. Despite their orientation towards distinct, theoretical and practical goals, both approaches share an analytical interest in mapping participants and their mutual relationship as part of a communicative interaction. In the period of economic lockdown, marketers urged shop owners to ‘humanize’ their business strategy by downplaying content-related issues in favor of maximal social outreach towards customers. Considering this advice, it was hypothesized that under these circumstances participants in commercial transactions would be construed much more prominently, presenting themselves and each other as unprecedented empathetic business personas. Much of our data comply with this expectation, thus providing empirical evidence of a subjectified communicative ground, in which both buyer and seller personas figure with augmented prominence as parts of the object of conceptualization. Messages include, among other things, expressions of empathy, solidarity, combativity, but also creativity and humor thus incorporating a new type of humanized business communication. With respect to the analysis of marketing strategies, the collected data at the same time instantiate and legitimize marketers’ communication advice about humanizing one’s business exchange.

Exploring dotcom failure: A mediator modeling approach

2004 ◽  
Vol 23 (4) ◽  
pp. 257-268
Author(s):  
Muhammad A. Razi ◽  
J. Michael Tarn
Keyword(s):  
Correlation Analysis ◽  
Business Model ◽  
Business Strategy ◽  
Practical Implication ◽  
Exogenous Variables ◽  
Front End ◽  
Endogenous Variables ◽  
Strategic Position ◽  
Angle Of View ◽  
Technology Strategies

In this research, the vital factors responsible for the demise of many dotcoms are identified and investigated. A mediator model is presented to explore possible relationships among the exogenous and endogenous variables in accordance with business and technology strategies. Two major analyses are conducted to examine the primary causes for dotcom failure. The first analysis examines the relationships between exogenous and endogenous variables based on the quasi-empirical findings from 50 failed dotcoms. The second analysis conducts a non-parametric correlation analysis of the variables. The results indicate that exogenous variables, fund and competition, influence the endogenous variables, staff, front-end operation, back-end operation, and business strategy. The practical implication of this study is to provide current and future dotcoms with another angle of view for assessing and adjusting their strategic position by evaluating those critical determinants and their inter-relationships so that a robust business model can be implemented.

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.

Web Strategy in the Digital Economy

2014 ◽  
pp. 99-116
Author(s):  
Mahesh S. Raisinghani ◽  
Chih-Hung Chung
Keyword(s):  
Human Resources ◽  
Business Model ◽  
Value Chain ◽  
Business Strategy ◽  
Return On Investment ◽  
Online Community ◽  
Distribution Channels ◽  
Thought Process ◽  
Web Presence ◽  
The Web

The Internet, for many businesses, has become as invaluable as human resources, equipment, and distribution channels. Continued current use and implementation of new Internet tools will further enhance business and continue to improve the business model and the return on investment. A good Web strategy works with an organizations' business strategy to design and implement a Website that meets the goals of its business strategy. After building a Web presence, the thought process is on continuous improvement of the business model and its value chain. The Web strategy, as explored in this chapter, includes enhancement of the online community, personalization, content, ecommerce, extranets, and intranets.

An Innovative Company in a Smart City

2018 ◽  
pp. 131-151
Author(s):  
Francesca Culasso ◽  
Sara Giovanna Mauro
Keyword(s):  
Empirical Evidence ◽  
Business Model ◽  
Smart City ◽  
Systems Approach ◽  
Smart Cities ◽  
Organizational Level ◽  
Sustainable Business ◽  
Face To Face ◽  
Innovative Company ◽  
Lively Debate

The aim of this chapter is to analyze the business model of an innovative company in the context of a smart city. Specifically, this research investigates key components and challenges concerning the operationalization of a business model originally conceived to be sustainable. This chapter relies on the analysis of the empirical evidence collected at the organizational level by combining different data sources, including official and internal documents, face-to-face interviews, and questionnaires. It is thus designed to contribute to the lively debate on sustainability by providing empirical evidence and shedding light on the operationalization of the concept of sustainable business model. Further, in light of the smart context where the company operates, this research paves the way for further investigation into the potential win-win collaboration between innovative companies and smart cities to foster sustainability consistent with a systems approach to the topic.

scholarly journals Business Model Building and Its Performance in Micro and Small Apparel Industry in Bandung City, Indonesia

2018 ◽  
Vol 7 (3.25) ◽  
pp. 106
Author(s):  
Sudrajati Ratnaningtyas ◽  
Wawan Dhewanto ◽  
Bambang Rudito ◽  
Eko Agus Prasetio ◽  
Gina Gina Karunia Kusumah
Keyword(s):  
Small Business ◽  
Business Model ◽  
Small Businesses ◽  
Business Strategy ◽  
Model Building ◽  
Apparel Industry ◽  
Building Blocks ◽  
Survey Method ◽  
Revenue Streams ◽  
The Impact

This study aims to determine whether or not the impact of business size on business model building and business performance perceived owner. This research used a quantitative-qualitative approach with Survey Method. The study was conducted in Apparel industry in Bandung City in 2017. The business model used to evaluate is Business Model Canvas (BMC). Chi-Square and Mann-Whitney U tests were used to test the differences between micro business and small business on each of BMC building blocks. The results showed that BMC building blocks between Micro Business and Small Buisness differed on two blocks, ie Channels and Revenue Streams, while the other seven blocks were not different significantly. It can be interpreted that the business model on Micro Businesses is generally slightly different with Small Businesses, or in other words the business strategy is relatively the same. However, the Business Model applied to Small Business with excellence in marketing channels and revenue streams compared to Micro Business, has resulted in a higher level of owner satisfaction on the performance of its business.  

The growing pressures on Groupon's once-successful daily deal business

2015 ◽  
Vol 5 (6) ◽  
pp. 1-16
Author(s):  
Cathy Leung Miu Yee
Keyword(s):  
Business Model ◽  
Business Strategy ◽  
Listed Company ◽  
Subject Area ◽  
Growth Strategy ◽  
Daily News ◽  
Content Type ◽  
Future Performance ◽  
The Usa ◽  
Daily Deals

Subject area Marketing Management, Business Strategy and Promotion & Advertising. Study level/applicability Associated degree, undergraduate and graduate students as well as executives from profit-making organizations. Case overview Groupon is the world's largest daily-deal Web site and a pioneer in the group-buying industry. The major feature of the company's business model is that merchants use Groupon as a platform to offer coupons with a discounted price, and the coupon buyers can then redeem these coupons. Groupon has done business in over 50 countries and, by 2012, had over 39.5 million subscribers received its daily news. It had a 59.1 per cent share of the daily-deals market in 2013. Groupon is a publicly listed company on the NASDAQ in the USA, trading under the ticker symbol of “GPRN”. Expected learning outcomes The students' business knowledge and skills will be sharpened by working through this case, and students will be challenged to identify solutions to the marketing concerns: specifically, how the driving approach of its daily-deal business model enabled the company to adopt a growth strategy that will confront the difficulties of the emergent “golden age” of the daily-deal industry in the twenty-first century. In addition, it will also be of help to the students to take the active roles of thinker, analyst, evaluator, decision-maker and implementer to evaluate the continuing changes in a competitive environment and consider how Groupon can seize available opportunities to predict future performance by comparing data from 2008 and 2012. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes.

Linking business strategy to service failures and financial performance: Empirical evidence from the U.S. domestic airline industry

2015 ◽  
Vol 38 (1) ◽  
pp. 14-24 ◽  
Author(s):  
Mahour Mellat-Parast ◽  
Davood Golmohammadi ◽  
Kathleen L. McFadden ◽  
Jason W. Miller
Keyword(s):  
Financial Performance ◽  
Empirical Evidence ◽  
Airline Industry ◽  
Business Strategy ◽  
Service Failures ◽  
Domestic Airline ◽  
The U.S

scholarly journals Business Strategy Formulation to Increase Profit of Agung Artomoro Company

2020 ◽  
Vol 3 (1) ◽  
pp. 34-40
Author(s):  
Mahfudhotul Ainiyah ◽  
Sonny Rustiadi
Keyword(s):  
Business Model ◽  
Business Strategy ◽  
Business Performance ◽  
Government Regulation ◽  
Design Method ◽  
Research Question ◽  
Paper Industry ◽  
Use Of Resources ◽  
External Analysis ◽  
Resources And Capabilities

Agung Artomoro is a service company operating since February 2012. The company was established because of the high number of migrants in Indonesia associated with the high demand for labor in the plantation industry. The company focuses on offering full package service in providing labor for plantation, providing goods for plantation labor, and providing transportation service. Since it was founded, the company continues to get a positive earning year to year, but the increase in revenue followed by an increase in the cost, and it causes profit stagnation. This research investigates what causes of the stagnation in company profit. The research question design method was used in this paper, which involves using a qualitative research interview in collecting data from 11 respondents, including internal and external parties. The external analysis results show that the pulp and paper industry is still growing, which supported by government regulation. The internal analysis results show that the company has resources and capabilities that have not been fully maximized. The conclusion of the internal and external analysis resulted in details of SWOT analysis tools and formulated into the Fishbone analysis to discover the root cause of the company's problem. This research aims to create a new business model by proposing a few strategies to increase business performance evaluation for internal development. The researcher selected two strategies obtained from Porter’s Generic Strategy, which used a vertical integration strategy, both integrating backward and integrating forward.  The results of the proposed strategies are mapped into Business Model Canvas and highlight how cost leadership strategy can maximize the use of resources and capabilities to make business performance more effective and efficient and create sustainability in competitive advantages.

scholarly journals Business Strategy Formulation for Publishing Company (Case Study: ABC Press)

2020 ◽  
Vol 5 (5) ◽  
Author(s):  
Aulia Widya Bestari Wibisono ◽  
Deddy Priatmodjo Koesrindartoto
Keyword(s):  
Business Model ◽  
Business Strategy ◽  
Swot Analysis ◽  
Publishing Industry ◽  
Secondary Data ◽  
Primary Data ◽  
Strategy Formulation ◽  
Revenue Growth ◽  
Business Model Canvas ◽  
Production And Distribution

With emergence of technological and social change, rivalry between firms in the publishing industry is becoming more intense. Number of publishers in Indonesia keeps increasing, while switching cost of customer is low. ABC Press is a university publisher that has a volatile revenue, where they experienced revenue decrease in 2016 by 1,73% and in 2019 by 19,36%. Besides that, the business also has not grown much, where the average revenue growth from 2015 to 2019 is only 15,93%. ABC Press needs to formulate and reinvent their business strategy and model to improve their performance, remain competitive and sustainable in the publishing industry. This study uses primary data based on interview with three representatives of ABC Press and examine related secondary data to map the current Business Model Canvas (BMC). Then internal and external analysis is carried out to perform SWOT analysis in BMC, followed by strategy and new BMC formulation. To create value innovation, author used Four Action Framework in the strategy formulation. Cost leadership is deemed as the most appropriate business strategy, which demands ABC Press to conduct process innovation through developed production and distribution methods. Meanwhile, long tail business model combined with multi-sided platform is the appropriate business model, where ABC Press needs to focus on offering large range of niche products through their website as their main platform.

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