We Were the Only Ones to See It

2017 ◽  
Author(s):  
Keeley Wilson
Keyword(s):  
Business Model ◽  
Mobile Phones ◽  
Consumer Product ◽  
Mobile Service ◽  
Full Potential ◽  
Key Points ◽  
Winning Strategies ◽  
Over Time

Nokia’s executives were alone in the industry in perceiving the full potential of mobile phones as a mass consumer product. This chapter describes and analyzes how this perceptive framing emerged over time and why other firms (the leading incumbents) did not develop a comparable framing. Conceptually, the key points are that innovative winning strategies result from clear, lucid, and determined strategic opportunism, not from grand plans or a sudden awakening to a new reality. They evolve and develop incrementally and often iteratively. Nor are the most important innovations necessarily technological: Nokia grew globally very rapidly in that period by understanding the needs of new, recently licensed mobile service operators and how different their business model needs were from traditional incumbent telecoms firms.

The Internet according to kids

2002 ◽  
Vol 3 (2) ◽  
pp. 45-52
Author(s):  
Jorian Clarke
Keyword(s):  
Parental Involvement ◽  
Mobile Phones ◽  
Online Shopping ◽  
Online Banking ◽  
Internet Usage ◽  
The Internet ◽  
The Future ◽  
Child Friendly ◽  
Over Time

Describes a six‐year study of children’s Internet usage which shows how preferences and habits have changed over time; this was conducted by SpectraCom Inc and Circle 1 network. Explains the research methodology and the objectives, which were to identify trends in the amount of time spent by children online now and in future, their opinions about the future role of the Internet in society and the future of e‐commerce, and parents’ roles in children’s online activities. Concludes that there is need for a more child‐friendly content in Internet sites and for more parental involvement, that children will be influential in the market for alternative devices like mobile phones, that online shopping is likely to flourish, and that children have a growing interest in online banking.

scholarly journals Business Co-operatives in Australia: “Unlikely Soil for a Co-operative Movement”

2021 ◽  
pp. 1-25
Author(s):  
Greg Patmore ◽  
Nikola Balnave ◽  
Olivera Marjanovic
Keyword(s):  
Business Model ◽  
Common Good ◽  
Business Owners ◽  
The Self ◽  
Small Business Owners ◽  
Large Database ◽  
Average Life ◽  
Direct Competition ◽  
The Common ◽  
Over Time

While co-operatives are traditionally associated with workers, consumers, and farmers, the business model, with its emphasis on democracy and community, has also been adopted by small business owners, the self-employed, and professionals. These business co-operatives are distinct phenomenon, because they primarily consist of independent organizational entities that are not co-operatives and are generally in direct competition with one another. They are unique in that they bring together separate organizations that seek to combat market threats while adopting a philosophy based on co-operative principles. This article begins with an overview of the Australian co-operative landscape. It then defines the concept of business co-operatives and then draws upon the Visual Atlas of Australian Co-operatives History Project, which has developed a large database of Australian co-operatives over time and space, to examine the development of business co-operatives in Australia. It looks at where business co-operatives formed in the economy, the motivation underlying their formation, their average life spans, and their relationships with the broader co-operative movement. The article highlights the value of business co-operatives in introducing the values of participatory democracy and working for the common good into unanticipated markets and reinforcing the co-operative movement.

ExpanDrogram: Dynamic Visualization of Big Data Segmentation over Time

2021 ◽  
Vol 13 (2) ◽  
pp. 1-27
Author(s):  
A. Khalemsky ◽  
R. Gelbard
Keyword(s):  
Big Data ◽  
Visual Presentation ◽  
Trend Detection ◽  
Dynamic Visualization ◽  
Segmentation Process ◽  
Key Points ◽  
Wide Range ◽  
History Of ◽  
The Individual ◽  
Over Time

In dynamic and big data environments the visualization of a segmentation process over time often does not enable the user to simultaneously track entire pieces. The key points are sometimes incomparable, and the user is limited to a static visual presentation of a certain point. The proposed visualization concept, called ExpanDrogram, is designed to support dynamic classifiers that run in a big data environment subject to changes in data characteristics. It offers a wide range of features that seek to maximize the customization of a segmentation problem. The main goal of the ExpanDrogram visualization is to improve comprehensiveness by combining both the individual and segment levels, illustrating the dynamics of the segmentation process over time, providing “version control” that enables the user to observe the history of changes, and more. The method is illustrated using different datasets, with which we demonstrate multiple segmentation parameters, as well as multiple display layers, to highlight points such as new trend detection, outlier detection, tracking changes in original segments, and zoom in/out for more/less detail. The datasets vary in size from a small one to one of more than 12 million records.

scholarly journals Rethinking Non-Financial Reporting: A Blueprint for Structural Regulatory Changes

2020 ◽  
Vol 10 (2) ◽  
Author(s):  
David Monciardini ◽  
Jukka Tapio Mähönen ◽  
Georgina Tsagas
Keyword(s):  
Financial Reporting ◽  
Final Section ◽  
Thematic Issue ◽  
Revision Process ◽  
The Past ◽  
Regulatory Changes ◽  
Collective Effort ◽  
Key Points ◽  
Structural Failures ◽  
Over Time

AbstractThe article introduces the thematic issue of Accounting, Economics, and Law: A Convivium dedicated to the regulation of non-financial reporting. It provides the reader with an overview of the varying approaches and frameworks that have emerged over time in relation to the reporting of non-financial information. In particular, the article focuses on the European Non-Financial Reporting Directive. We maintain that to date this latter initiative has failed to deliver on its intended objectives. In the context of the ongoing revision process of this initiative, the present paper outlines five key areas to be improved drawing on the lessons learnt from the past as well as from key points raised by the papers in the present thematic issue. What emerges from this collective effort is a renewed agenda that highlights some of the structural failures of the current reporting regime and a blueprint for future reforms. The final section summarises the various contributions of articles included in this thematic issue.

Understanding the influence of technological capability and exogenous pressure on business model dynamics: insights from a longitudinal case study

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jingqin Su ◽  
Shuai Zhang ◽  
Huanhuan Ma
Keyword(s):  
Business Model ◽  
New Technology ◽  
Innovation Process ◽  
Technological Capability ◽  
Future Research ◽  
Longitudinal Case Study ◽  
Content Type ◽  
Research Stream ◽  
Over Time

PurposeThe purpose of the study is to explore how technological capability and exogenous pressure interactively influence business model (BM) dynamics over time in new technology-based ventures.Design/methodology/approachThe study adopts a longitudinal case study of the BM innovations of a Chinese financial technology venture. The structural approach and temporal bracket are used to analyze and theorize the data.FindingsThe findings indicate that distinct contextual changes impel a firm to refine or abandon existing BMs over time. In different stages, the antecedents interactively influence BM dynamics with three successive patterns, namely pressure dominance, parallel influence and hybrid influence. While both antecedents trigger changes during the initiation and implementation of new BMs, they also serve as the filter and the enabler, respectively, during the ideation and integration of BMs.Research limitations/implicationsThe study inductively develops three propositions regarding the relationship between BM dynamics and its antecedents, which is based on the data collected from one single firm. Future research should test the propositions in other domains and take more cross-level antecedents into consideration.Originality/valueThe study contributes to the nascent research stream of BM dynamics by offering in-depth insights into the interaction of internal and external antecedents and by linking the differentiated roles of antecedents to the BM innovation process. The research offers some practical implications for new technology-based ventures seeking to develop BMs in a fast-changing environment.

Driving Brand Equity With Radical Transparency

2017 ◽  
pp. 18-62 ◽  
Keyword(s):  
Business Model ◽  
Brand Equity ◽  
Positive Feedback ◽  
Perceived Quality ◽  
Brand Associations ◽  
Equity Model ◽  
Loyal Customers ◽  
Over Time

The main purpose of this chapter is to analyze the categories of brand equity assets through the prism of radical transparency. The results reveal that the brand equity requires investment and disappears over time if not maintained consistently with the selected business model and the company's values. The chapter is dedicated to systemize the theoretical and practical findings over the brand equity elements. Brand loyalty is the first element of the brand equity model. The benefits for the company which uses the radical transparency practices can be simply synthesized into one big advantage - satisfied and loyal customers who generate stable revenues and profits for the company in the long term. Radical transparency has a major impact on stimulating brand awareness as a factor that is particularly important in the sense that the brand must first enter into the considerations set. The company should be ready and open for cooperation with all interested parties and provide positive feedback whenever necessary. This enhances the perceived quality of the brand and the trust. The application of the radical transparency concept in the overall operation of the company enables the creation of a special set of brand associations that create long-lasting relationships with consumers, mixed with positive emotional mix that seals the success in the long term.

Examining the Integration of Virtual and Physical Platforms From Luxury Brand Managers' Perspectives

2021 ◽  
pp. 44-61
Author(s):  
Paola Peretti ◽  
Valentina Chiaudano ◽  
Mohanbir Sawhney
Keyword(s):  
Longitudinal Study ◽  
Business Model ◽  
Digital Transformation ◽  
The Internet ◽  
Luxury Brand ◽  
Online Technologies ◽  
A Priority ◽  
Primary Focus ◽  
Luxury Market ◽  
Over Time

“The internet dilemma” was the concept used to describe luxury brand companies' initial reluctance to integrate online technologies into their business model. However, over time, luxury brand companies have understood that moving towards digital transformation is the only way to survive on the market and appeal to the new luxury brand consumers. In a few years, digitalisation has become a priority for all luxury brand companies that started to integrate digital and physical platforms to engage consumers through all touchpoints of their shopping journey. In light of the topic's relevance and considering the primary focus of research on consumers, this chapter aims to deepen the digitalisation phenomenon in the luxury market involving the little-explored luxury brand managers' perspective. The authors conducted a longitudinal study to compare the main changes in integrating digital and physical platforms from the managers' perspective between 2014 and 2020. In this endeavour, they also considered how the COVID-19 pandemic had affected luxury brand companies' digitalisation.

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