Services innovation and business models

2018 ◽  
pp. 69-84
Keyword(s):  
Business Models ◽  
Services Innovation

Describing the Critical Factors for Creating Successful Mobile Data Services

2011 ◽  
pp. 204-219
Author(s):  
Anne Tseng ◽  
Jukka Kallio ◽  
Markku Tinnila
Keyword(s):  
Value Chain ◽  
Business Models ◽  
Customer Relationship ◽  
Critical Factors ◽  
Mobile Data ◽  
Mobile Data Services ◽  
Data Services ◽  
Key Characteristics ◽  
The World ◽  
Services Innovation

Mobile operators play a central role in the development of the mobile data services market. They have primary access to the customer relationship, a key source of revenue, and are responsible for how revenue is distributed to other participants in the value chain. As a result, a successful operator-driven business model is essential to the survival of the mobile data industry. The purpose of this chapter is to describe the critical factors that have influenced the results of operators based on countries that have been at the forefront of mobile data services innovation. Then, by comparing the key characteristics of operator-driven business models in these four cases around the world, we will describe the critical factors used in designing successful mobile data services.

scholarly journals Upcoming Services Innovation for the Home Energy Management System in Korea

2020 ◽  
Vol 12 (18) ◽  
pp. 7261
Author(s):  
Hyeog-in Kwon ◽  
Ju-ho Kim ◽  
Moo-goong Hong ◽  
Eui-jin Park
Keyword(s):  
Energy Management ◽  
Management System ◽  
Business Models ◽  
Energy Management System ◽  
Home Energy Management ◽  
Holistic Method ◽  
Service Ecosystem ◽  
Services Innovation ◽  
Home Energy Management System ◽  
Smart Grid Technology

Smart grid technology is developed to be commercialized globally, and expected to be utilized at home, named as home energy management system. Despite of its promising marketability, innovative business models are not well-structured and service design methods have limitations on integration for service innovation. Hence, this study employs service-dominant logic to innovate the industry, and introduces the holistic method consisting of service, ecosystem, platform, and strategy. Firstly, it identifies the pain points, and the expected services are arranged using an importance–performance analysis method. Then, the extended ecosystem is defined in three layers perspectives. In addition, the use-case method is used to demonstrate the relationships between the supplier and users on platform. Finally, integrating customers’ needs results in two business models: (i) Home Energy management Model and (ii) Home Care Model. This research not only suggests innovative business models in the home energy market, but also supplements the procedure for designing innovative services and applies it with qualitative and quantitative investigation. To the end, it shed light on the direction and way to actualize future Home Energy Management System (HEMS) market.

Describing the Critical Factors for Creating Successful Mobile Data Services

2009 ◽  
pp. 506-517
Author(s):  
Anne Tseng ◽  
Jukka Kallio ◽  
Markku Tinnilä
Keyword(s):  
Value Chain ◽  
Business Models ◽  
Customer Relationship ◽  
Critical Factors ◽  
Mobile Data ◽  
Mobile Data Services ◽  
Data Services ◽  
Key Characteristics ◽  
The World ◽  
Services Innovation

Mobile operators play a central role in the development of the mobile data services market. They have primary access to the customer relationship, a key source of revenue, and are responsible for how revenue is distributed to other participants in the value chain. As a result, a successful operatordriven business model is essential to the survival of the mobile data industry. The purpose of this chapter is to describe the critical factors that have influenced the results of operators based on countries that have been at the forefront of mobile data services innovation. Then, by comparing the key characteristics of operator-driven business models in these four cases around the world, we will describe the critical factors used in designing successful mobile data services.

An old friend is better than two new ones? Approaches to market research in the context of digital transformation for the antitrust laws enforcement

2020 ◽  
pp. 37-55 ◽  
Author(s):  
A. E. Shastitko ◽  
O. A. Markova
Keyword(s):  
Business Models ◽  
Rapid Development ◽  
Digital Transformation ◽  
Market Definition ◽  
Type I ◽  
Type Ii ◽  
Digital Platforms ◽  
Advantages And Disadvantages ◽  
Pass Through ◽  
Type Ii Errors

Digital transformation has led to changes in business models of traditional players in the existing markets. What is more, new entrants and new markets appeared, in particular platforms and multisided markets. The emergence and rapid development of platforms are caused primarily by the existence of so called indirect network externalities. Regarding to this, a question arises of whether the existing instruments of competition law enforcement and market analysis are still relevant when analyzing markets with digital platforms? This paper aims at discussing advantages and disadvantages of using various tools to define markets with platforms. In particular, we define the features of the SSNIP test when being applyed to markets with platforms. Furthermore, we analyze adjustment in tests for platform market definition in terms of possible type I and type II errors. All in all, it turns out that to reduce the likelihood of type I and type II errors while applying market definition technique to markets with platforms one should consider the type of platform analyzed: transaction platforms without pass-through and non-transaction matching platforms should be tackled as players in a multisided market, whereas non-transaction platforms should be analyzed as players in several interrelated markets. However, if the platform is allowed to adjust prices, there emerges additional challenge that the regulator and companies may manipulate the results of SSNIP test by applying different models of competition.

Pelatihan Business Plan pada UMKM di Desa Koto Rendah Kecamatan Siulak Kabupaten Kerinci

2020 ◽  
Vol 2 (3) ◽  
pp. 129-132
Author(s):  
Musnaini Musnaini ◽  
Besse Wediawati ◽  
Zulfina Adriani ◽  
Rts Ratnawati ◽  
Dessy Elliyana
Keyword(s):  
Business Models ◽  
Joint Venture ◽  
Business Plan ◽  
Agricultural Products ◽  
Knowledge And Skills ◽  
Business Plans ◽  
Medium Enterprises

Usaha Mikro Kecil Menengah (UMKM) yang berada di Desa Koto rendah, Kecamatan Siulak, Kabupaten Kerinci adalah bentuk Kelompok Usaha Bersama (KUBE) dari ibu-ibu rumah tangga yang mempunyai usaha bisnis dalam kuliner, pembibitan, pengolahan hasil pertanian dan perkebunan sekitar yang mereka miliki maupun penduduk setempat. Kegiatan pengabdian ini adalah untuk meningkatkan pengetahuan dan keterampilan mengenai kemampuan untuk melakukan perencanaan bisnis (Business Plan). Selain itu, untuk memberikan peningkatan keterampilan dalam merencanakan bisnis menggunakan bisnis model. Metode yang akan digunakan untuk mencapai tujuan tersebut adalah dengan pelatihan dan pendampingan membuat rencana bisnis dalam lembar kerja bisnis model canvas.Kata Kunci : UMKM, KUBE Business PlanABSTRACTSmall and Medium Enterprises (MSMEs) located in Koto low Village, Siulak Sub-District, Kerinci Regency is a form of Joint Venture Group (KUBE) of housewives who have business ventures in culinary, nursery, processing of agricultural products and plantations. This devotional activity is to improve knowledge and skills regarding the ability to making a Business Plan. In addition, to provide improved skills in businesses plan using business models. The method that will be used to achieve that goal is by training and mentoring business plans in canvas model business worksheets.Kata Kunci : UMKM, KUBE Business Plan

Business Model Literature Overview

2014 ◽  
pp. 79-130 ◽  
Author(s):  
Ales Novak
Keyword(s):  
Business Model ◽  
Financial Reporting ◽  
Business Models ◽  
Potential Role ◽  
Financial Instruments ◽  
Business Logic ◽  
Literature Overview ◽  
Ifrs 9 ◽  
Definition Of

The term ?business model' has recently attracted increased attention in the context of financial reporting and was formally introduced into the IFRS literature when IFRS 9 Financial Instruments was published in November 2009. However, IFRS 9 did not fully define the term ‘business model'. Furthermore, the literature on business models is quite diverse. It has been conducted in largely isolated fashion; therefore, no generally accepted definition of ?business model' has emerged. Therefore, a better understanding of the notion itself should be developed before further investigating its potential role within financial reporting. The aim of this paper is to highlight some of the perceived key themes and to identify other bases for grouping/organizing the literature based on business models. The contributions this paper makes to the literature are twofold: first, it complements previous review papers on business models; second, it contains a clear position on the distinction between the notions of the business model and strategy, which many authors identify as a key element in better explaining and communicating the notion of the business model. In this author's opinion, the term ‘strategy' is a dynamic and forward-looking notion, a sort of directional roadmap for future courses of action, whereas, ‘business model' is a more static notion, reflecting the conceptualisation of the company's underlying core business logic. The conclusion contains the author's thoughts on the role of the business model in financial reporting.

Track 6.c Introduction: Entrepreneurship in Design Education

2019 ◽  
Vol 2 (1) ◽  
Author(s):  
Bryan Howell ◽  
Curt Anderson ◽  
Nile Hatch ◽  
Chia-Chi TENG; ◽  
Neal Bangerter ◽  
...  
Keyword(s):  
Design Education ◽  
Management Strategy ◽  
Business Models ◽  
Scaling Up ◽  
Engineering Management ◽  
Significant Rise ◽  
Limited Resources ◽  
Multidisciplinary Teams ◽  
Interdisciplinary Relationships ◽  
Human Centred Design

Over that last few decades there has been a significant rise in interest for design-led entrepreneurship and innovation. This has brought about the need to expand on the principles and methods of human-centred design by incorporating knowledge from multiple disciplines, such as management, business, and entrepreneurship studies. This expansion aids designers, engineers, and marketing practitioners who strive to create innovative, meaningful and relevant services, business models and experiences. More often than not, ventures operate under very limited resources, and practitioners are often required to fulfil several roles. The concept of ‘multidisciplinary teams’ widely spread in this sphere often bears little resonance in these contexts. Designers possess valuable competencies that can have a significant impact on the venture, especially driving user and context-centred strategy and processes for the introduction, legitimization and scaling-up stages. However, engaging with these areas of practice requires skills and capacities that overlap traditional disciplinary roles. In doing so, the boundaries between design and engineering, branding and communications, cultural and behavioural insight, marketing and management strategy are blurred. As educators in design innovation, how do we explore, define and balance interdisciplinary relationships between design, engineering, management, business and entrepreneurship theories, methods, language and models of education? The purpose of the entrepreneurship in design education track is to discuss methods, models, case studies, research, insights and unexpected knowledge in benefits and limitations of design entrepreneurship education. In particular, the three papers presented in this track demonstrate different approaches to entrepreneurship and design education.

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