Selecting the Pre- Start-Up Business Model

2016 ◽  
pp. 129-136
Author(s):  
Paul Swamidass
Keyword(s):  
Business Model ◽  
Start Up

A case study: How did IoT start-up Distronix change its business model to sustain growth in the pay-per-use economy

2021 ◽  
pp. 204388692098158
Author(s):  
Dipankar Chakrabarti ◽  
Rohit Kumar ◽  
Soumya Sarkar ◽  
Arindam Mukherjee
Keyword(s):  
Internet Of Things ◽  
Business Model ◽  
Industry 4.0 ◽  
Industrial Revolution ◽  
Project Delivery ◽  
Public Cloud ◽  
Industrial Internet Of Things ◽  
Start Up ◽  
Industrial Internet ◽  
Fixed Fee

Industrial Internet of Things emerged as one of the major technologies enabling Industry 4.0 for industries. Multiple start-ups started working in the Industrial Internet of Things field to support this new industrial revolution. Distronix, one such Industrial Internet of Things start-up of India, started operations in 2014, when companies were not even aware of Industrial Internet of Things. Distronix started executing fixed-fee projects for implementation of Industrial Internet of Things. They also started manufacturing sensors to support large customers end-to-end in their Industry 4.0 journey. With the advent of public cloud, companies started demanding pay-per-use model for the solution Distronix provided. This posed a major challenge to Distronix as they had developed technology skills focusing fixed-fee customized project delivery for their clients. The situation demanded that they change their business model from individual project delivery to creation of product sand-box with pre-registered sensors and pre-defined visualization layer to support use cases for Industrial Internet of Things implementation in multiple industry sectors. It forced Rohit Sarkar, the 26 years old entrepreneur and owner of Distronix, to upgrade capabilities of his employees and transform the business model to support pay-per-use economy popularized by public cloud providers. The case discusses the challenges Rohit faced to revamp their business model in such an emerging technology field, like, to develop new skills of the technical people to support such novel initiative, reorienting sales people towards pay as use model, developing new concept of plug and play modular product, devising innovative pricing, better alliance strategy and finding out a super early adopter.

scholarly journals Innovation in Start-Up Business Model in Energy-Saving Solutions for Sustainable Development

Energies ◽  
2021 ◽  
Vol 14 (12) ◽  
pp. 3583
Author(s):  
Bogdan Wit ◽  
Piotr Dresler ◽  
Anna Surma-Syta
Keyword(s):  
Sustainable Development ◽  
Local Government ◽  
Energy Saving ◽  
Business Model ◽  
Value Proposition ◽  
Sustainable Business ◽  
Business Model Canvas ◽  
Start Up ◽  
Sustainable Value ◽  
Research Questions

Socially expected innovations are innovations considering sustainable development. The subject of the paper focuses on the business model of a start-up providing energy saving services to local government units using smart technologies of Industry 4.0 in the aspect of low touch economy. A methodical critical literature review including quantitative and qualitative assessment, stakeholder analysis and business modeling techniques using Business Model Canvas and Triple Layer Business Model Canvas (TLBMC) was conducted. In addition, an in-depth analysis of a start-up case study was conducted. The research questions are related to the interpretation of the organization’s business data and methods of interpreting Sustainability 3.0 business solutions. The research questions were directed to the challenges regarding the creation of the organization’s sustainable business model architecture and the Business Sustainability 3.0 sustainable business imaging concept. The research objective is to design a sustainable business model of a start-up providing energy-efficient services to local government units, whose value proposition refers to an extended sustainable value that meets the economic, social and environmental needs of society. The integration of sustainability in the sustainable business model of the start-up allowed to achieve the research objective of designing a sustainable value proposition that meets the economic, social and environmental needs of society.

Pakwheels.com—The Next Challenge!

2017 ◽  
Vol 14 (2) ◽  
pp. 137-159
Author(s):  
Farrah Arif ◽  
Sarah Suneel Sarfraz
Keyword(s):  
Business Model ◽  
Turning Point ◽  
Model Identification ◽  
Scaling Up ◽  
Car Market ◽  
Retail Channel ◽  
Start Up ◽  
Potential Sources ◽  
Used Car ◽  
Trade Channel

This case features the challenges of a start-up website in the used car market in 2015 as its founding partners assess potential sources of profitable growth and ways to maintain their competitive advantage. Founded in Pakistan, PakWheels.com was a vertically classified automotive portal. The case goes on to illustrate how PakWheels.com successfully revolutionized the used-car trade channel by bridging the gap between the traditional retail channel of car dealers and buyers. Key discussion points of the case revolve around the turning point of PakWheels business, namely retention of users while sustaining the current business model, identification of key strategies for scaling up and monetization, and response to competitive threats to safeguard its market position. Through assessing these options and discussing this case, students will learn about strategic problems faced by online portals as well as how these unique businesses create value for end users.

Service Logic Business Model Canvas for Lean Development of SMEs and Start-Ups

2020 ◽  
pp. 436-463
Author(s):  
Jukka Ojasalo ◽  
Katri Ojasalo
Keyword(s):  
Business Model ◽  
Business Models ◽  
Business Community ◽  
Service Development ◽  
Model Framework ◽  
Business Plans ◽  
Business Model Canvas ◽  
Start Up ◽  
Service Logic ◽  
Start Ups

Business models have made a breakthrough both in the academic and in business community in the area business development. Old fashioned business plans are in many cases considered as a waste of time and resources. Particularly start-ups and SMEs have a great potential to take advantage of business model approach which allows lean and agile product and service development. However, the existing widely used business model frameworks are lacking the new service logic orientation. They mostly see the world in terms of goods logic. Since all sizes of businesses in all industries are increasingly adopting the service logic or service-dominant logic, there was a clear need to develop a new service logic based business model framework. Based on an extensive empirical study with both practitioners and academics, a new Service Logic Business Model Canvas was developed to fill this need. This chapter explains the theoretical foundations of this framework in SME and start-up context, as well as the framework itself and its application.

scholarly journals The Business Model of Start-Up—Structure and Consequences

2019 ◽  
Vol 9 (3) ◽  
pp. 69 ◽  
Author(s):  
Štefan Slávik
Keyword(s):  
Business Model ◽  
Business Performance ◽  
Distribution Channel ◽  
Field Research ◽  
Lessons Learned ◽  
Entrepreneurial Performance ◽  
Start Up ◽  
Three Stages ◽  
Start Ups ◽  
The Impact

A start-up already at its origin has to solve the crucial existential condition that is a viable business model. The purpose of the research is to deepen and expand the knowledge about the structure of the start-up business model and its impact on entrepreneurial performance. Field research was carried out in three stages over one and a half years. The source of knowledge about the studied start-ups has been the personal experience recorded in the questionnaire. Start-ups are small closed communities that do not sufficiently shape external partnerships, cannot reach the customers, although they can identify them well enough, try to improve the business model blocks but they do not pay attention to their coordination and perceive the monetization in a simplified way. The impact of the business model on start-up performance has been confirmed but the internal blocks affect business performance unambiguously over the three stages of the research. The best conversion of users to customers and subsequently to revenues are distinctive for the start-ups with their own simple distribution channel and partners who are experienced distributors. The lessons learned can directly improve the results of start-ups when their incompleteness and imperfection will be substituted by appropriate partners. Start-ups provide a space for the new jobs and the self-realization of ambitious people with a sense of service for society. Empirical research on start-ups identifies their weaknesses and possibilities to increase their entrepreneurial performance.

scholarly journals Business Plan Vs Business Model Canvas in Entrepreneurship Trainings: A Comparison of Students’ Perceptions

2016 ◽  
Vol 12 (10) ◽  
pp. 55 ◽  
Author(s):  
Esra Sena Türko
Keyword(s):  
Business Model ◽  
Financial Planning ◽  
Business School ◽  
Business Plan ◽  
Male Students ◽  
School Students ◽  
Business Model Canvas ◽  
Marketing Planning ◽  
Start Up ◽  
Significant Difference

<p>Business model canvas and business plan are prevalent and widespread tools used in entrepreneurship trainings. This study aims to compare the business model canvas and the business plan as tools used in entrepreneurship trainings through the perceptions of business school students, with a user approach. Students were given applied entrepreneurship courses, and have been taught to prepare a business plan and a business model canvas. Then students were asked questions comparing business plan and business model canvas from various aspects. 62% of the students have stated that they find it more difficult to prepare a business plan. On the other hand despite its hardship to prepare, students have stated business model's superiority to BMC on several issues. According to students' statements, compared to BMC, business plan is more clear (64.6%), more useful (60.8%), more realistic in revealing the phases of start-up (77.2%), superior in financial planning (74,7%), superior in marketing planning (67.1%), superior in costs (70.9%), superior in describing customer needs and value propositon (60.7%), superior in production planning and supply chain (68.3%). After providing these statements students were asked which system they liked preparing the most. Answers to this question could not be decisively evaluated. Percentage of positive, negative and neutral statements are very similar. Independent samples t-test was conducted to compare business plan and BMC use perceptions scoring for gender. There was not a significant difference in the scores for female and male students.</p>

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