Navigating the New Retail Landscape

2020 ◽  
Author(s):  
Alan Treadgold ◽  
Jonathan Reynolds
Keyword(s):  
Case Studies ◽  
Business Models ◽  
Retail Industry ◽  
Drivers Of Change ◽  
Economic Crises ◽  
Global Pandemic ◽  
Personal Leadership ◽  
Practical Guidance ◽  
The Impact ◽  
Rapid Emergence

The retail industry globally is in an era of profound, perhaps unprecedented, change, change which has been further accelerated for many by the impact of the COVID-19 global pandemic and its attendant health and economic crises. This book is intended to serve as a wide-ranging, robust, practical guide to leaders of enterprises tasked with understanding and delivering success in the new landscape of retailing. Part 1 describes the major directions and drivers of change that define the new global landscape of retailing. Accelerating changes in technology, the rise to prominence globally of internet enabled shoppers and the rapid emergence of entirely new retail enterprises and business models are combining to re-shape the very fundamentals of the retail industry. The new landscape of retailing is unforgiving: success can be achieved more quickly than ever before but failure is equally rapid. Opportunities in the new landscape of retailing are profound, but so too are the challenges. Part 2 discusses the structures, skills and capabilities that retail enterprises will need to be successful in this new landscape and the skills and capabilities required of the leaders of retail enterprises. More than 25 detailed case studies of innovative, successful enterprises internationally and more than one hundred smaller examples, all updated and many new since the first edition, are used to illustrate the themes discussed. Frameworks are presented to provide practical guidance for enterprise leaders to understand and contextualize the nature of change re-shaping retail landscapes globally. Clear guidance is given of the capabilities, skills and perspectives needed at both an enterprise and personal leadership level to deliver success in the new landscape of retailing.

Digital Retail and How Customer-Centric Technology is Reshaping the Industry

2018 ◽  
pp. 1560-1580 ◽  
Author(s):  
Pablo Penas Franco
Keyword(s):  
Internet Of Things ◽  
Business Model ◽  
Business Models ◽  
Customer Experience ◽  
Retail Industry ◽  
Brick And Mortar ◽  
Digital Disruption ◽  
Cloud Technologies ◽  
The Impact

This chapter explains the digital disruption that has occurred and is still happening in the retail industry. It explains the relative positions of the world's leading retailers Wal-Mart, Amazon and Alibaba and the business models of the two top online competitors. It focuses on the impact of SMAC (Social, Mobile, Analytics and Cloud) technologies and new retail trends enabled or boosted by technology such as omni-channel, customer experience, internet of things (IoT) and analytics, fulfillment and delivery. It deepens into IT and business model customer-centric design, the role of the customer and the store in the new digital retail and finishes with an assessment of ROI in retail digitization. The chapter concludes the fundamental IT-enabled changes of digital disruption are critical for all players, traditional brick-and-mortar retailers, pure online players and those with both an online and an offline presence.

From hydrocarbons to electrons: creating new opportunities for the oil and gas sector

2018 ◽  
Vol 58 (2) ◽  
pp. 529
Author(s):  
Bernadette Cullinane ◽  
Michael Wood ◽  
Barry Ladbrook
Keyword(s):  
Business Models ◽  
Oil And Gas ◽  
Greenhouse Gas Emission ◽  
Renewable Energy Sources ◽  
Operational Performance ◽  
Oil And Gas Companies ◽  
The Impact ◽  
Oil And Gas Sector ◽  
Rapid Emergence ◽  
Lower Carbon

Today’s energy and resources companies must address many challenges to their traditional business models including the rapid emergence of available and economic renewable energy sources, ever tightening greenhouse gas emission policies and increased stakeholder expectations around transparency. While there is uncertainty regarding the impact of these developments, enormous opportunity exists for companies to forge pathways to a decarbonised future while at the same time creating new markets, products and services and increasing revenues. Several leading Australian resources companies have recently embarked on programs to transition to a lower carbon and more diversified energy portfolio. These initiatives focus on integrating alternative forms of energy across value chains, making energy consumers central to their business models and increasing energy security for their companies and the country. This paper discusses the drivers underlying these challenges, draws on case studies of how oil and gas companies are managing their journey, considers the impact such programs on the companies’ financial and operational performance and outline some implications and possible approaches.

When physical and digital worlds collide

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Keyword(s):  
Supply Chain ◽  
Case Studies ◽  
Design Methodology ◽  
Reading Time ◽  
Business Models ◽  
Retail Sector ◽  
Content Type ◽  
Pertinent Information ◽  
The Impact ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings The impact of digitalization on the retail sector has prompted firms to modify existing business models to create a hybrid that focuses on both physical and online channels. Involving the entire company in the development of suitable approaches to revenue distribution, supply chain operations and communication activities can help ensure a successful transformation. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format

scholarly journals The Impact of COVID-19 on Sustainable Business Models in SMEs

2021 ◽  
Vol 13 (3) ◽  
pp. 1098
Author(s):  
Iva Gregurec ◽  
Martina Tomičić Furjan ◽  
Katarina Tomičić-Pupek
Keyword(s):  
Business Models ◽  
Service Industries ◽  
Three Dimensions ◽  
Sustainable Business ◽  
Business Model Canvas ◽  
Global Pandemic ◽  
Sustainable Business Models ◽  
Service Sectors ◽  
Unpredictable Environment ◽  
The Impact

Businesses have been exposed to various challenges during the global pandemic, and their response to this disruption has impacted their resilience as well as their chances to overcome this crisis. Small and medium-sized enterprises (SMEs) are changing their business models in order to adapt to this changing environment. Service-based industries have been hit particularly hard. This research investigates how SMEs operating in service industries have been coping with the disruptions caused by the COVID-19 pandemic. This research aims to gain insights into which transformation drivers they have focused on and which technologies they have selected as a means to respond to the disruption. These insights regarding SMEs are then explored according to their influence on the redefinition of sustainable business models in SMEs. The review data was analyzed via a customized research framework that contains three dimensions and 30 subconcepts. The results show the distribution of drivers and technologies across service sectors. They are organized into a Business Model Canvas and could be considered useful for academia and practitioners. The highly unpredictable environment allows for only a few feasible strategic approaches regarding an SME’s decision on to follow incumbents, to become a challenger, or to reinvent themselves based on their own transformation drivers and readiness to apply digital technologies.

scholarly journals Remote certification processes during global pandemic times

2021 ◽  
Vol 92 ◽  
pp. 01037
Author(s):  
Paweł Nowicki ◽  
Piotr Kafel
Keyword(s):  
Case Studies ◽  
Value Added ◽  
Emergency Situation ◽  
Accreditation Body ◽  
Conformity Assessment ◽  
Remote Work ◽  
Current Crisis ◽  
Global Pandemic ◽  
Process System ◽  
The Impact

Research background: Conformity assessment as defined in the ISO/IEC 17000 standard shows that the specified requirements for the product, process, system, person or entity have been met. A special type of conformity assessment is certification, in which the assessment is carried out by independent organizations, which has been confirmed by an accreditation body. The current crisis related to the development of the COVID-19 global pandemic has forced many organizations to change traditional forms of operation and, where it was possible, switch to a remote mode of work. Purpose of the article: The need to adapt to new realities did not bypass the certification bodies that adapted to the emergency situation, using the possibilities of remote work, including as part of certification processes. The purpose of this publication is to indicate the context of the certification bodies’ operation and the impact of such proceedings on trust in the results of their work as well as to show the changes of the way of conducting certification audits by the certification bodies. Methods: For above mentioned matter, four certification bodies were analysed in the area of remote certification processes. The used methodology was a case studies including a direct interviews with certification bodies representatives. Findings and Value Added: The main findings are related to the following issues concerning that remote auditing processes ensure business continuity; there is an increased confidence in results among customers of certification bodies; changes in process costs.

Digital Retail and How Customer-Centric Technology is Reshaping the Industry

2017 ◽  
pp. 1-21
Author(s):  
Pablo Penas Franco
Keyword(s):  
Internet Of Things ◽  
Business Model ◽  
Business Models ◽  
Customer Experience ◽  
Retail Industry ◽  
Brick And Mortar ◽  
Digital Disruption ◽  
Cloud Technologies ◽  
The Impact

This chapter explains the digital disruption that has occurred and is still happening in the retail industry. It explains the relative positions of the world's leading retailers Wal-Mart, Amazon and Alibaba and the business models of the two top online competitors. It focuses on the impact of SMAC (Social, Mobile, Analytics and Cloud) technologies and new retail trends enabled or boosted by technology such as omni-channel, customer experience, internet of things (IoT) and analytics, fulfillment and delivery. It deepens into IT and business model customer-centric design, the role of the customer and the store in the new digital retail and finishes with an assessment of ROI in retail digitization. The chapter concludes the fundamental IT-enabled changes of digital disruption are critical for all players, traditional brick-and-mortar retailers, pure online players and those with both an online and an offline presence.

The impact of digitalization on business models

2018 ◽  
Vol 20 (2) ◽  
pp. 105-124 ◽  
Author(s):  
Harry Bouwman ◽  
Shahrokh Nikou ◽  
Francisco J. Molina-Castillo ◽  
Mark de Reuver
Keyword(s):  
Social Media ◽  
Big Data ◽  
Case Studies ◽  
Business Performance ◽  
Business Models ◽  
Positive Impact ◽  
Organizational Factors ◽  
Content Type ◽  
Use Of Social Media ◽  
The Impact

Purpose This paper aims to explore how digital technologies have forced small- to medium-sized enterprises (SMEs) to reconsider and experiment with their business models (BMs) and how this contributes to their innovativeness and performance. Design/methodology/approach An empirical study has been conducted on 338 European SMEs actively using social media and big data to innovate their BMs. Four in-depth case studies of companies involved in BM innovation have also been carried out. Findings Findings show that the use of social media and big data in BMI is mainly driven by strategic and innovation-related internal motives. External technology turbulence plays a role too. BMI driven by social media and big data has a positive impact on business performance. Analysis of the case studies shows that BM is driven by big data rather than by social media. Research limitations/implications Research into big data- and social media-driven BMs needs more insight into how components are affected and how SMEs are experimenting with adjusting their BMs, specifically in terms of human and organizational factors. Practical implications Findings of this study can be used by managers and top-level executives to better understand how firms experiment with BMI, what affects business model components and how implementation might affect BMI performance. Originality/value This paper is one of the first research contributions to analyse the impact of digitalization, specifically the impact of social media and big data on a large number of European SMEs.

scholarly journals AI Startup Business Models

2021 ◽  
Author(s):  
Michael Weber ◽  
Moritz Beutter ◽  
Jörg Weking ◽  
Markus Böhm ◽  
Helmut Krcmar
Keyword(s):  
Business Model ◽  
Business Models ◽  
Descriptive Analysis ◽  
Product Service ◽  
Key Characteristics ◽  
Long Time ◽  
Value Propositions ◽  
Entrepreneurial Action ◽  
The Impact ◽  
Rapid Emergence

AbstractWe currently observe the rapid emergence of startups that use Artificial Intelligence (AI) as part of their business model. While recent research suggests that AI startups employ novel or different business models, one could argue that AI technology has been used in business models for a long time already—questioning the novelty of those business models. Therefore, this study investigates how AI startup business models potentially differ from common IT-related business models. First, a business model taxonomy of AI startups is developed from a sample of 100 AI startups and four archetypal business model patterns are derived: AI-charged Product/Service Provider, AI Development Facilitator, Data Analytics Provider, and Deep Tech Researcher. Second, drawing on this descriptive analysis, three distinctive aspects of AI startup business models are discussed: (1) new value propositions through AI capabilities, (2) different roles of data for value creation, and (3) the impact of AI technology on the overall business logic. This study contributes to our fundamental understanding of AI startup business models by identifying their key characteristics, common instantiations, and distinctive aspects. Furthermore, this study proposes promising directions for future entrepreneurship research. For practice, the taxonomy and patterns serve as structured tools to support entrepreneurial action.

Business Models for Digital Economy

2021 ◽  
pp. 1-21
Author(s):  
Luisa Cagica Carvalho ◽  
Michalina Jeleniewicz ◽  
Piotr Franczak ◽  
Žofia Vanková
Keyword(s):  
Literature Review ◽  
Case Studies ◽  
Business Strategy ◽  
Business Models ◽  
Business Strategies ◽  
The Internet ◽  
Special Focus ◽  
New Business ◽  
The Impact ◽  
New Business Models

This chapter aims to provide a better understanding about how digitalization affects the business models and business strategies. To answer this question, this chapter presents a literature review complemented by case studies. From a business perspective, this study emphasizes the need to take into account the impact of the ever-changing digital environment on how it influences business strategy, and it categorizes the new business models with a special focus on platform businesses and displays some examples from the practice. The results also suggest that with the internet and the digitalization there were new, innovative business models created which attract new segments and create value in ways unimaginable in the past.

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