scholarly journals Importance of the Innovative Business Models for the Future Success of the Company

2021 ◽  
Vol 100 ◽  
pp. 01013
Author(s):  
Leyla Djuraeva
Keyword(s):  
New Product Development ◽  
Business Model ◽  
Business Models ◽  
Theoretical Perspective ◽  
New Product ◽  
Business Model Innovation ◽  
Future Success ◽  
New Business ◽  
Present Context ◽  
To Receive

During the last decade, the market environment for the businesses has been influenced by digital developments and as a result, the focus on business model innovations has rapidly grown. Businesses started moving away from the classic method of creating competitive advantage like a new product development. Thus, this influenced business activities as well as companies’ business models into innovations of new products and services, a new ways of company relationships with customers and employees. Customers started expecting to receive services at a level comparable to digital solutions. Simultaneously, it put pressure on organizations to reflect on their current strategy and discover new business opportunities at the early stages. Digitalization is a one of the significant reasons for innovation on the business model of companies. Currently, business model as a tool is becoming a very popular topic due to its benefits received by companies and this topic studied by various researchers. This paper is based on theoretical perspective and the study was done by analysing previous researches, articles and papers in the present context. The study emphasizes that business model innovation can be a basis of sustainable competition for companies and innovators may increase their returns 4 times than product and service developers.

Eco Innovation

2018 ◽  
Author(s):  
Alberto Peralta ◽  
Jorge Castellote ◽  
Mohamed Salama
Keyword(s):  
New Product Development ◽  
Business Model ◽  
Business Models ◽  
Business Model Innovation ◽  
Limited Attention ◽  
Sustainable Business ◽  
Strategic Objectives ◽  
Root Cause ◽  
New Business ◽  
Sustainable Business Models

Business model innovation (BMI) has emerged as a key root cause of competitive advantage. This is vital for organizations seeking to achieve the set strategic objectives through projects, particularly New Product Development (NPD) projects. However, there is limited attention among scholars and practitioners about sustainable BMI and its methods. Eco-innovation efforts (including the environmental, social and economic dimensions of innovation) concentrate on triple bottom line goals, but to date there seems to be a deficit of academic and practitioner literature on the effect of this type of innovation on new business models. Scholars has been trying to address this gap, mostly focused on eco-innovation from a product-centric perspective where the product is the cornerstone of the new sustainable business models. And this is how conventional sustainable business model innovation is being developed.

Sustainable Competitive Advantage Through Business Model Innovation

2020 ◽  
pp. 191-213
Author(s):  
Purna Prabhakar Nandamuri ◽  
K. S. Venu Gopala Rao ◽  
Mukesh Kumar Mishra
Keyword(s):  
Business Model ◽  
Business Models ◽  
New Technologies ◽  
Business Environment ◽  
Business Model Innovation ◽  
Sustainable Competitive Advantage ◽  
Term Survival ◽  
New Business ◽  
Indian Perspective

Conventionally, businesses focus on their offerings for growth. But the increasingly unpredictable business environment is making them irrelevant in the market. So, businesses should resort to a system of dynamic management by innovating on the business models rather than a single aspect of the business. Business model innovation demands neither new technologies nor creation of new markets, but cares about delivering the existing products produced by existing technologies to the existing markets, through a unique model. Hence, defining, innovating, and evolving new business models have become the new basis of competition. A differentiated, hard-to-imitate, effective, and efficient business model is more likely to ensure higher profits and long-term survival. In this context, the present chapter attempts to furnish multiple global evidences and discuss the Indian perspective of business model innovation.

New Business Models Sustainability

2021 ◽  
pp. 1-29
Author(s):  
Albérico Travassos Rosário
Keyword(s):  
Business Model ◽  
Business Models ◽  
Business Model Innovation ◽  
Primary Data ◽  
Sustainable Business ◽  
Collection Method ◽  
New Business ◽  
Environmental Concepts ◽  
Political Economic ◽  
New Business Models

Increased global concerns about climate change and environmental degradation have attracted attention to sustainable development strategies. Sustainability involves maintaining ecological balance, requiring organizations to integrate social, political, economic, and environmental concepts in their business models. This research chapter aims to explore the new business models associated with increased awareness of sustainability. Literature review methodology was used as the primary data collection method. Four main new business models were identified, including sustainable business model innovation (SBMI), triadic business model (T-Model), circular business model, and Web 2.0-based business model. Despite the differences in definition and implementation of these modern frameworks, innovation and sustainability remain the central concepts of enhancing value creation and capturing. While these business models aim to enhance organizations' capabilities to optimize new opportunities and overcome challenges, they also aim to improve society and protect the environment.

Proactive market orientation and business model innovation to attain superior new smart connected products performance

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Shashishekar M.S. ◽  
Sandip Anand ◽  
Arun Kumar Paul
Keyword(s):  
Product Development ◽  
Market Orientation ◽  
New Product Development ◽  
Business Model ◽  
New Product ◽  
Business Model Innovation ◽  
Equation Modeling ◽  
Content Type ◽  
Proactive Market Orientation ◽  
Structural Relationships

Purpose Smart connected products (SCP) are the new archetype of products evolving. SCP are subtly changing the product-centric business to system-centric. Development and monetization of new SCP is an uphill task, it necessitates unique market orientation and business models. The purpose of this study is to establish a framework of variables influencing new smart connected products performance (NSCPP) at the market place, suggest methods to operationalize the framework. Design/methodology/approach The study identified key variables influencing NSCPP from existing literature. Conceptualized unique theoretical frameworks of these variables and empirically validated structural relationships. The study performed structural equation modeling using the data collected from 163 respondents having managed the development and monetization of 138 new SCP launches. Findings The study established structural relationships among selected variables proactive market orientation (ProMO), new product development proficiency (NPDPro) and business model innovation (BMoI). It revealed that the effect of ProMO is manifested through NPDPro. BMoI and NPDPro significantly influence NSCPP. Practical implications The study presented “ProMO Canvas” to plan and operationalize ProMO integrated with new product development (NPD) stage-gate activities. The study suggested the practitioners to execute ProMO activities preceding NPD activities and execute NPD, business model development activities in parallel to attain superior NSCPP. Originality/value This study is a novel effort to derive a unique empirical framework of variables ProMO, NPDPro and BMoI to attain superior NSCPP.

BUSINESS MODELS FOR CORPORATE INNOVATION MANAGEMENT: INTRODUCTION OF A BUSINESS MODEL INNOVATION TOOL FOR ESTABLISHED FIRMS

2018 ◽  
Vol 22 (01) ◽  
pp. 1850007 ◽  
Author(s):  
MARTIN TRAPP ◽  
KAI-INGO VOIGT ◽  
ALEXANDER BREM
Keyword(s):  
Business Model ◽  
Business Models ◽  
Innovation Management ◽  
Business Model Innovation ◽  
Future Research ◽  
Senior Managers ◽  
Specific Product ◽  
Doing Business ◽  
New Business ◽  
Established Firms

Business model innovation (BMI) is the process of integrating a new logic of doing business into an established firm to improve profitability or to capitalise on new business opportunities. However, existing research offers only limited clarity on BMI compared to business model upgrades or a specific product innovation. From a body of extant literature, we develop a BMI identification tool which is then tested by senior managers from four large European corporations to assess whether innovation efforts represent BMI. The tool operationalises BMI and offers straightforward criteria and indicators to assist researchers but especially practitioners at accelerating BMI in established firms. This paper closes with recommendations for future research and limitations.

scholarly journals Analysis of business models innovation – a multiple case study

2019 ◽  
Vol 16 (1) ◽  
pp. 17-35 ◽  
Author(s):  
Moema Pereira Nunes ◽  
Ana Paola Russo
Keyword(s):  
Business Model ◽  
Business Models ◽  
Multiple Case Study ◽  
Business Model Innovation ◽  
Manufacturing Companies ◽  
Content Type ◽  
Analysis Technique ◽  
New Business ◽  
Multiple Case

Purpose This paper aims to analyze the business model innovation in medium and large Brazilian manufacturing companies located in Rio do Sul State. Design/methodology/approach A holistic multiple case study in five companies was developed. Data were collected through interviews and analyzed according to the content analysis technique. Findings The main motivation to business model innovation was the innovation in products and services, while the difficulties were the factors relating to the cost. The most common practice among cases was innovation in value proposition and the most widely used method was learning-by-searching. While part of the theory was demonstrated in the case studies, new motivations and practices were identified. The investigation of the learning process on business models’ innovation is pioneered in this study. Further studies on this subject are required. Originality/value New business models are likely to provide new opportunities to better address customer needs, generating differentiating itself from its competitors. It is a subject little investigated in the international context, and there are no studies to investigate the experience of Brazilian companies.

scholarly journals ONE SIZE DOES NOT FIT ALL — UNDERSTANDING THE FRONT-END AND BACK-END OF BUSINESS MODEL INNOVATION

2013 ◽  
Vol 17 (01) ◽  
pp. 1340002 ◽  
Author(s):  
FRANZISKA GÜNZEL ◽  
ANNA B. HOLM
Keyword(s):  
New Product Development ◽  
Business Model ◽  
Business Models ◽  
Innovation Process ◽  
Business Model Innovation ◽  
Central Research ◽  
News Production ◽  
Front End ◽  
Digital News ◽  
Development Literature

Business model innovation is becoming a central research topic in management. However, a lack of a common understanding of the nature of the business model leads to disregarding its multifaceted structure when analyzing the business model innovation process. This article proposes a more detailed understanding of the business model innovation process by drawing on existing knowledge from new product development literature and examining the front-end and the back-end of business model innovation of three leading Danish newspapers. We studied how changes introduced during the development of digital news production and delivery have affected key components of these business models, namely value creation, proposition, delivery and capture in the period 2002–2011. Our findings suggest the need to distinguish between front-end and back-end business model innovation processes, and to recognize the importance of organizational learning when incumbents are faced with disruptive technologies.

scholarly journals Hybrid” airlines – Generating value between low-cost and traditional

2017 ◽  
Vol 11 (1) ◽  
pp. 577-587 ◽  
Author(s):  
Cristina Stoenescu ◽  
Camelia Monica Gheorghe
Keyword(s):  
Business Model ◽  
Airline Industry ◽  
Business Models ◽  
Low Cost ◽  
Theoretical Perspective ◽  
Loyalty Programs ◽  
Market Segments ◽  
New Business ◽  
Basic Services ◽  
Cost Efficient

Abstract Over the last years, the rise of low-cost airlines has determined significant changes in the airline industry and has shaped the evolution of the existing business models. Low-cost airlines started by offering basic services at very low prices; traditional airlines responded by equally cutting costs and reinventing the services offered, with an orientation towards braking down the fare and implementing add-ons, in order to become cost-efficient. As traditional airlines developed strategies to become competitive in this new environment, low-cost airlines started focusing on new ways of enhancing passenger experience and attracting new market segments. As a result, the fragmentation of the market segments addressed by low cost carriers and traditional airlines became less obvious and the characteristics of both business models started to blend at all levels (airline operation, distribution channels, loyalty programs, fleet selection). Thus, this new competition became the foundation of the development of a new „hybrid” carrier, between the low-cost and the traditional models. This article investigates the characteristics of the newly created business model, both from a theoretical perspective and by analysing several case studies. A particular attention will be granted to the evolution of the Romanian carrier Blue Air towards the “hybrid” model. The article focuses on determining the position of the “hybrid” airline in a market with carriers situated along both sides of this business model: lower cost vs. “better” experience and raises the question on how value can be generated in this context. Another aspect tackled is the understanding of the new segmentation of the market, as a consequence of the development of the new business model. In order to achieve this purpose, a survey has been conducted, aiming to mark out the travel preferences of the passengers travelling through the Henri Coandă International Airport.

scholarly journals The Future of mobile operators - New business models

2018 ◽  
Author(s):  
Jovana Mihailovic
Keyword(s):  
Business Model ◽  
Business Models ◽  
Business Model Innovation ◽  
Telecommunication Industry ◽  
Digital World ◽  
Telecommunication Market ◽  
The Future ◽  
New Business ◽  
New Business Models

The aim of this paper is to show rising importance of business model innovation in telecommunication industry. Work gives an overview of telecommunication market, it presents the strategy mobile operators have and challenges they face to adopt to digital world. The main focus is on new business models operators can implement in order to innovate and stay competitive at the market. Cases when operators work in collaboration with startups were analysed and followed by examples from practice. The influence of digitalisation trend on Serbian telecommunication market and how mobile operators respond to it in comparison to other countries were investigated in more detail.

Sustainable Competitive Advantage Through Business Model Innovation

2018 ◽  
pp. 217-246
Author(s):  
Purna Prabhakar Nandamuri ◽  
K. S. Venu Gopala Rao ◽  
Mukesh Kumar Mishra
Keyword(s):  
Business Model ◽  
Business Models ◽  
New Technologies ◽  
Business Environment ◽  
Business Model Innovation ◽  
Sustainable Competitive Advantage ◽  
Term Survival ◽  
New Business ◽  
Indian Perspective

Conventionally, businesses focus on their offerings for growth. But the increasingly unpredictable business environment is making them irrelevant in the market. So, businesses should resort to a system of dynamic management by innovating on the business models rather than a single aspect of the business. Business model innovation demands neither new technologies nor creation of new markets, but cares about delivering the existing products produced by existing technologies to the existing markets, through a unique model. Hence, defining, innovating, and evolving new business models have become the new basis of competition. A differentiated, hard-to-imitate, effective, and efficient business model is more likely to ensure higher profits and long-term survival. In this context, the present chapter attempts to furnish multiple global evidences and discuss the Indian perspective of business model innovation.

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