Purpose
The purpose of this paper is to empirically derive a typology of sustainable business models in the food & beverage (F&B) industry and explore the competitive profiling via sustainability.
Design/methodology/approach
Primary data were collected through an online survey for small- and medium-sized wineries (N=125). A principal component analysis (PCA) was used for inducing the F&B sustainable business model typology as an empirical basis for building a conceptual framework.
Findings
The analysis has identified seven strategic business models of the German wineries in regards to sustainability. Three models are at the forefront of sustainability, two are characterized by managerial focus on social opportunities and innovation and two of the identified business models are characterized by an administrative approach to social and environmental requirements and therefore rather rudimentary approaches to sustainability.
Research limitations/implications
Main limitations of the study are the focus on wine industry as well as on one country. Furthermore, the deployment of PCA method does not safeguard from neglecting other relevant business models.
Practical implications
Successful business models allow to differentiate in competitive markets in the F&B industry via sustainability. Such models need strategic ambition, positioning and realization but allow to win new clients safeguarding from market squeeze out.
Social implications
The research facilitates scaling up of sustainability initiatives to the benefit of the wider society.
Originality/value
Business model typology for sustainability has been derived mainly conceptually. The empirically based typology of sustainable business models provides a more rigorous foundation for a transition of business models toward sustainability.
Sustainable business model archetypes for the electric vehicle battery second use industry: Towards a conceptual framework