scholarly journals Designing business models for rural agroindustry to increase the added value of coconut

2021 ◽  
Vol 807 (2) ◽  
pp. 022013
Author(s):  
Suci Wulandari ◽  
Jelfina C. Alouw
Keyword(s):  
Business Models ◽  
Added Value

A University of Greenwich Case Study of Cloud Computing

2015 ◽  
pp. 1140-1161 ◽  
Author(s):  
Victor Chang ◽  
Gary Wills
Keyword(s):  
Cloud Computing ◽  
Supply Chain ◽  
Business Model ◽  
Business Models ◽  
The Other ◽  
Added Value ◽  
It Services ◽  
Success Criteria ◽  
The University

This chapter proposes a new Supply Chain Business Model in the Education domain and demonstrates how Education as a Service (EaaS) can be delivered. The implementation at the University of Greenwich (UoG) is used as a case study. Cloud computing business models are classified into eight Business Models; this classification is essential to the development of EaaS. A pair of the Hexagon Models are used to review Cloud projects against success criteria; one Hexagon Model focuses on Business Model and the other on IT Services. The UoG case study demonstrates the added value offered by Supply Chain software deployed by private Cloud, where an Oracle suite and SAP supply chain can demonstrate supply chain distribution and is useful for teaching. The evaluation shows that students feel more motivated and can understand their coursework better.

The Development of a Business Model for Exploiting Geothermal Energy

2011 ◽  
pp. 202-218
Author(s):  
Esa Stenberg
Keyword(s):  
Business Model ◽  
Geothermal Energy ◽  
Business Models ◽  
National Development ◽  
Development Project ◽  
Customer Relationships ◽  
Growth Potential ◽  
Added Value ◽  
Main Challenge ◽  
Model Configuration

This chapter analyzes the development of a business model for exploiting geothermal energy. There are a number of small and large firms operating in these markets, but the main challenge facing renewable energy is its commercialization. Developing new types of business models would help in meeting such challenges. The focus is on the Finnish national development project for exploiting geothermal energy. There is obviously growth potential for this energy form in Finland, given that the share of geo-energy of all energy consumption is one percent compared to 10 percent in Sweden, and that the geological environment in the two countries is quite similar. The chapter begins with a discussion of the geo-energy business in general. The empirical part describes the business models of various operators in this field, based on Osterwalder’s (2007) business-model configuration. The product concepts, partnership networks, added value, target groups, customer relationships and costs and revenues are analyzed through these pilot case studies.

Digitalization to Reduce Tasks Without Added Value or Human Contact in a Pandemic

2021 ◽  
pp. 25-45
Author(s):  
Md. Masudul Hassan ◽  
Samira Islam Resmi
Keyword(s):  
Supply Chain ◽  
Labor Markets ◽  
Business Models ◽  
Business Processes ◽  
Added Value ◽  
Major Influence ◽  
Business Context ◽  
Sales Channels ◽  
Human Contact ◽  
Operational Costs

Digitalization is the use of technological innovations within the business context with a major influence on products, services, business processes, sales channels, and supply channels. The associated potential advantages include, among others, increased sales or productivity, innovations in price creation, and new sorts of client interaction. Global enterprises are facing supply chain issues, and consequently, potentially higher operational costs, lower inventory, and the prospects of lower demand will make them reluctant to disburse resources and time to connect in M&A and financing activities, predominantly if valuations of targets remain high. Digitalization of the supply chain (DSC) could be a way that companies can start to strategize and accomplish trade strength against supply chain disturbance. The main focus of this chapter is that digitalization enhances prosperity without human contact in a pandemic, will alter labor markets, and impacts business models.

Corporate Added Value in the Context of Web 2.0

2010 ◽  
pp. 91-100
Author(s):  
Oliver Bohl ◽  
Shakib Manouchehri
Keyword(s):  
Web 2.0 ◽  
Capital Market ◽  
Business Models ◽  
Added Value ◽  
Market Model ◽  
Negative Effects ◽  
Activity Model ◽  
Corporate Actions ◽  
The Relationship

Firms have faced and explored the increased use of Web 2.0. Driven mainly by private users, Web 2.0 may also have significant implications for corporate actions and business models. By systematically scanning and verifying possible positive and negative effects on the value of their creation, firms might be able to formulate and establish well-grounded strategies for corporate Web 2.0 applications and services. To establish such a process in an effective and adequate manner, it is necessary to analyze the relationship between Web 2.0 and corporate added value. This chapter contributes to these efforts by demonstrating that the corporate use of Web 2.0 applications is reinforced by fundamental and long-term business trends. The discussion pertains to the possibilities emerging from the application of Web 2.0 paradigms to business models; the market model, the activity model, and the capital market model. The potentials, risks, mainsprings, and restrictions associated with the corporate use of Web 2.0 are evaluated.

scholarly journals Innovative approaches in forest management – the application of a business model to designing a small-scale forestry strategy

2017 ◽  
Vol 63 (No. 9) ◽  
pp. 393-400 ◽  
Author(s):  
Pek Richard ◽  
Riedl Marcel ◽  
Jarský Vilém
Keyword(s):  
Forest Management ◽  
Business Model ◽  
Business Models ◽  
Market Competition ◽  
Added Value ◽  
Business Strategies ◽  
Small Scale ◽  
Forest Owners ◽  
Small Forest ◽  
Innovative Approaches

The strong market competition forces forest owners to find innovative approaches to forest management, and business models are becoming integral parts of successful innovations and business strategies. This paper deals with the applicability of a business model (as an innovation tool) for small forest owners. The main objectives were to design a business model applicable in the forestry sector and to find the innovative business alternatives for the small-scale forest owner reflecting the local situation (in a case study in the Czech Republic). The extended business model CANVAS was used. The embedded data was evaluated on the software developed at the Savonia University in Finland where business opportunity and competitive advantage were the main evaluation criteria. As a result, a proposed strategy was advised to be followed. The biggest added value of the extended CANVAS model is giving an objective and unbiased evaluation of the situation of small forest owners. The business model design proved a usable and applicable tool to be used in forest management, for the research has shown that the quantitative data should be complemented by qualitative research in order to get the complex view.

Logistics Providers As Integrators of Intelligent Supply Chain Systems: an Innovative Aspect

2020 ◽  
Vol 9 (2) ◽  
pp. 28-34
Author(s):  
E. Kamchatova
Keyword(s):  
Supply Chain ◽  
Supply Chains ◽  
Information And Communication Technologies ◽  
Business Models ◽  
Service Providers ◽  
Response Times ◽  
Consumer Preferences ◽  
Added Value ◽  
Innovative Technologies ◽  
Logistics Service

This article is devoted to determining the role and place of logistics providers in managing international supply chains, analyzing their classifications and transforming business models in supply chains in the context of active e-Commerce development, as well as identifying specific features of system and virtual integrators of supply chains that can significantly increase the level of logistics service. Active use of e-Commerce leads to a significant reduction in response times to demand and encourages supply chain managers to constantly search for new solutions and innovative technologies that enable companies involved in the logistics chain to effectively interact with each other and jointly respond to changing consumer demands. In some cases, we are talking about creating new approaches and replacing existing technologies aimed at achieving the set results in terms of speed and flexibility in choosing options to meet consumer demand. Thus, the analysis allows us to state that logistics mediation as a special sphere of business activity has passed the stage of formation. The prerequisites for its improvement are primarily related to the implementation of the strategy of innovative balanced development of the national economy and further development of the logistics services market. Starting with the 3PL model, all logistics service providers actively use information and communication technologies, work in both retail and e-Commerce formats, and develop on the principle of system outsourcing, creating significant added value for their customers by saving time and resources, sharing responsibilities, and responding quickly to changes in consumer preferences. We can state with confidence that if earlier logistics was considered as a function of providing business, now it determines the system way of doing business and its innovative technologies.

scholarly journals Innovative activity as a determinant of competitiveness of industrial enterprise

2020 ◽  
pp. 5-9
Author(s):  
Nataliia DASHCHENKO
Keyword(s):  
Business Models ◽  
Point Of View ◽  
Innovative Activity ◽  
Added Value ◽  
Innovation Activity ◽  
High Tech ◽  
Export Credit ◽  
The European Union ◽  
Industrial Enterprises ◽  
Production Technologies

The article deals with the dependence of the competitiveness of industrial enterprises on the level of innovation activity. The essence and main characteristics of the competitive advantages of the enterprise from the point of view of innovative activity in the course of innovative activity are highlighted. One of the factors that can increase the competitiveness of business is the active use of innovative production technologies, which will ensure a continuous improvement of scientific, technical, industrial, financial and social activities in the context of changes in the institutional environment. The results of analytical research of priority sectors of Ukrainian economy from the point of view of innovative activity are presented. With the transition of the economy to the next technological institution, it is worth talking about the change of priority industries in the structure of industry - from low-processing with low added value to innovative high-tech and high-margin. As the first Ukrainian Business Innovation Index showed, only some companies are ready to invest in innovation and have a strategic vision. According to research, most companies are still not ready and do not plan to make fundamental changes in their business models in the near future. Innovation is limited to the introduction of new production technologies, automation of tasks, training of staff new skills, changing approach to marketing and communications. The necessity of systematic support of innovative activity is substantiated, the basic directions of optimization of structure of economy of Ukraine are allocated. The European vector of Ukraine gives a good chance to digitize the processes. In particular, for state-owned companies in areas such as energy and oil and gas, the prospect of digitalization has become the prospect of entering the European Union. However, without major changes to the regulatory system, government priorities, and extensive government-business cooperation, no real major changes can be expected. The issue is not only in the tax field or subsidization, but also in education, digital skills of the population. The necessity of updating the issue of development of high-tech sectors of the economy has been proved, which will increase the competitiveness of industrial enterprises. Given the trends identified, it is appropriate to emphasize the need to take concrete actions to change the structure of the economy, to increase exports of high-tech products, the creation of export-credit agencies, industrial parks.

scholarly journals BUSINESS MODELS IN THE SOCIAL ECONOMY – REVIEW OF SUCCESSFUL PRACTICES

2019 ◽  
Vol 17 (Suppl.1) ◽  
pp. 176-180
Author(s):  
K. Stoyanov ◽  
G. Zhelyazkov
Keyword(s):  
Business Models ◽  
Social Economy ◽  
Third Sector ◽  
Social Enterprises ◽  
Added Value ◽  
Business Practices ◽  
Legal Rules ◽  
Business Operations ◽  
The Social

The social economy is a phenomenon that is gaining ever more significant dimensions, mainly because of its added value, which goes beyond measurable economic indicators. The role of enterprises operating in the social economy is also highly appreciated by the European Commission, which calculates their contribution to the European economy by more than 10% of its total. Because of the specificity and lack of specific legal rules, businesses use different business models to carry out their activities. The purpose of this study is to identify, define and evaluate the most commonly used business models of enterprises operating in the social economy, the so called third sector, analysing successful business practices. Using appropriate examples, including from Bulgaria, will be highlighted problematic issues for the functioning of social enterprises and some basic guidelines will be proposed to facilitate business operations in the social economy.

scholarly journals The Virtual Power Plant – A Review Of Business Models

2019 ◽  
Vol 108 ◽  
pp. 01006 ◽  
Author(s):  
Edyta Ropuszyńska-Surma ◽  
Magdalena Węglarz
Keyword(s):  
Power Plant ◽  
Business Model ◽  
Business Models ◽  
Added Value ◽  
Virtual Power ◽  
Electricity Grid ◽  
Virtual Power Plant ◽  
Competition Advantage ◽  
Positive Effects ◽  
Different Types

The aim of the article is to present a critical comparison of different business models of Virtual Power Plant and pointing out both the common and the unique features for each model. Therefore, the American, German, Finnish, Danish and Australian VPP’s business models are described in the article. The VPP is an IT structure which integrates different types of distributed energy sources, flexible consumers and energy storage with each other and with other market segments in real time through a smart grid. The VPP gives positive effects on electricity grid like ensuring energy security, improving grid stability and reliability, optimization of energy resources use, lowering the load - demand response, regulation of frequency, using operational reserves, management of peak demand. The business model is perceived as a method of increasing and exploitation of company’s resources for preparing new products or services for customers in order to obtain added value (expanding the competition advantage or increasing profitability). A potential VPP’s business model in Polish conditions was proposed in case of two different types of customers.

Emerging Business Models

2011 ◽  
pp. 1-28
Author(s):  
Te Fu Chen
Keyword(s):  
Web 2.0 ◽  
Business Models ◽  
Added Value ◽  
Social Software ◽  
Enterprise 2.0 ◽  
Web 2.0 Technologies ◽  
Digital Platforms ◽  
External Focus ◽  
Collaboration Platforms

This chapter, therefore, develops in scientific literature, the concept of e-Business 2.0 where e-Business companies are actively using Web 2.0 to create and appropriate value from, for, and with stakeholders. This research also makes a distinction between an internal and external focus. This research looks at e-Business 2.0 and has an external focus. E-Business 2.0 pure players depend on Web 2.0 to create and appropriate value with a focus to external customers, instead of internal organisations. There is a new wave of business communication tools including blogs, wikis and group messaging. There are new digital platforms for generating, sharing and refining information that are already popular on the Internet. These platforms are collectively labeled Web 2.0 technologies. The term ‘Enterprise 2.0’ focuses only on those platforms in which companies can buy or build in order to make the practices and outputs of their knowledgeable workers visible. Enterprise 2.0 looks at Web 2.0 technologies and practices within organisations and businesses and is therefore, referred to as internal focus. Enterprise 2.0 is the term used to describe how a Web 2.0 approach can be used to work more collaboratively together in business. Enterprise 2.0 is the use of emergent social software platforms within companies or between companies and their partner or customers. However Enterprise 2.0 is much more than just ’Web 2.0 for business’. Moreover, the study proposed a case study of Enterprise 2.0 to demonstrate by a detailed KPI analysis, how collaboration platforms (and related HR management) can drastically improve the global performance of an international group. Furthermore, the study was to further propose another case study of e-gov 2.0. Enterprise 2.0 is an evolutionary step forward releasing employees from the constraints and limitations of the legacy communication and productivity tools. The study concludes the challenges of the Enterprise 2.0: ten facts and Six Enterprise 2.0 - Myths. Enterprise 2.0, being more a philosophy than a technology, can truly create huge added value for organizations in any sector and it is often remarkable to see in what way the Enterprise 2.0 methods are used to solve specific problems.

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