Exploring business model innovation for sustainability: an investigation of two product-service systems

2017 ◽  
Vol 30 (5-6) ◽  
pp. 594-612 ◽  
Author(s):  
Thayla T. Sousa-Zomer ◽  
Paulo A. Cauchick-Miguel
2013 ◽  
Vol 17 (01) ◽  
pp. 1340004 ◽  
Author(s):  
VIVEK K. VELAMURI ◽  
BASTIAN BANSEMIR ◽  
ANNE-KATRIN NEYER ◽  
KATHRIN M. MÖSLEIN

Firms increasingly rely on business model innovation as a means to face challenges of a world in transition. We identify the conscious integration of products and services, i.e., product service systems, as a valuable strategy to radically innovate product-focused business models. Applying an exploratory multiple case study approach, we uncover five distinct kinds of services that specifically help firms to innovate their business model. These are (1) business consulting, (2) comprehensive services, (3) educational services, (4) financing services, and (5) information management services. The influence of these services on three components of business model innovation (value propositions, value chain architectures, and revenue streams) is discussed. In total, our study emphasizes that integrating specific services with products is an important driver for business model innovations.


Author(s):  
Katja Hölttä-Otto ◽  
Victor Tang ◽  
Kevin Otto

More and more manufacturing firms are transitioning to more serviced based offerings. It has been shown that a useful integrated bundle of services through a complimentary product can be a better business model than just adding support services to a product as tactical responses to customer needs. In order for companies to be able to define these integrated bundles in an efficient and systematic manner, a process is needed. In the paper we propose a new method to define modular services, ones that can be leveraged efficiently as driving entities, and which can be provided using several product offers. The service modules consist of services modularized for leveraging across several products. The method builds upon the foundations in product platform and modularity research extending it to product service systems. Further, we introduce alternative service modular platform leveraging strategies.


2021 ◽  
Vol 23 (2) ◽  
pp. 825-844
Author(s):  
Olle Karlsson ◽  
Jan Kellgren

When it comes to policy issues, a legal scholar would traditionally study sustainable taxation from a “top-down” perspective, thus focusing on the legislator and on rational ways to steer economic life in a more sustainable direction. Here, we start at another end—we think of it as “the bottom-calling-the-top” perspective—in order to highlight (1) a relatively new business model and its merits from a circular economy perspective, namely the so called Product Service Systems; (2) how this model faces initial problems regarding especially foreseeability and that it might therefore have problems making its breakthrough; and (3) thus might need help from the legislator. Business models typically emanate from economic life rather than from political discourse, hence the bottom-up perspective and the bottom-to-the-top expression. Within the “bottom-calling-the-top” perspective, the focus lies on the needs of the economic actors carrying out their business. This text will contribute to the integration of a “bottom-up” perspective into the sustainable taxation discussion, and we will illustrate how a proper dose of bottom-up perspective might contribute to a more viable discussion.


2020 ◽  
Vol 1 ◽  
pp. 121-130
Author(s):  
S. C. Fernandes ◽  
D. C. A. Pigosso ◽  
T. C. McAloone ◽  
H. Rozenfeld

AbstractThe development of product-service systems (PSS) requires the design of value propositions, which involves challenging activities. In the context of business model innovation, gamification is presented as a practical mechanism to support the design process. This study aims to create a prototype of a gamified approach to design PSS value propositions and to compare its application to a traditional design approach. Based on a design experiment, the advantages and problems for both approaches were evaluated, providing insights for further development of the new version of the gamified approach.


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