The Emergence of New Business Models

2020 ◽  
pp. 120-144
Author(s):  
Alan Treadgold ◽  
Jonathan Reynolds
Keyword(s):  
Competitive Advantage ◽  
Business Models ◽  
Support Functions ◽  
Sustained Competitive Advantage ◽  
New Business ◽  
Retail Enterprise ◽  
New Business Models

Chapter 4 discusses the emergence of entirely new business models enabled, inevitably, by technology and which challenge long-established notions of what it means to be a retail enterprise. The business models for established retail enterprises are being reshaped by the need to make heavy investments in areas such as logistics and IT that have historically been regarded as support functions rather than as integral to the sustained competitive advantage and success of the enterprise. Moreover, established retailers are competing with aggressive and effective enterprises such as internet-enabled platform providers with entirely different business models. As well as a competition between philosophies of what it means to be a retailer, this is a competition between very different business models.

Government Innovation Through Knowledge Management

2008 ◽  
pp. 493-507
Author(s):  
Luis Felipe Luna-Reyes
Keyword(s):  
Information Technology ◽  
Knowledge Management ◽  
Competitive Advantage ◽  
Business Models ◽  
Sustainable Competitive Advantage ◽  
Critical Factors ◽  
Private Organizations ◽  
New Business ◽  
New Business Models ◽  
Government Innovation

Contemporary organizations face the challenge of growing and advancing in a complex and changing environment (Johannessen, Olaisen, & Olsen, 2001; Malhotra, 2000). In order to accomplish this objective, private organizations continuously innovate to attract customers (Johannessen et al.). Competition has been accelerated by information technology, which allows the appearance of new business models, introducing new competitors in the business arena (Rayport, 2001). Under these circumstances, it appears that innovation is one of the most valuable activities for any organization (Nonaka, 1996). Furthermore, the management of intangible assets such as knowledge is one of the critical factors to promote innovation and sustainable competitive advantage (Davenport, 2001; De Long & Fahey, 2000; Malhotra; Nonaka).

scholarly journals Digital transformation trends reshaping companies

2019 ◽  
Vol 13 (1) ◽  
pp. 635-646
Author(s):  
Florina Pînzaru ◽  
Alexandra Zbuchea ◽  
Alexandra Viţelar
Keyword(s):  
Competitive Advantage ◽  
Digital Technology ◽  
Daily Activity ◽  
Business Models ◽  
Digital Transformation ◽  
New Business ◽  
New Business Models

Abstract Nowadays, the ubiquity of the digital technology and the transformation it brings both within the societies and economies around the globe has become a well-accepted fact. For business is no longer a matter of whether or not to incorporate technology in their daily activity, but a matter how to change their way of approaching, and doing when adapting to digital. The digital transformation has enabled the emergence of new business models, as well as many other changes when it comes to satisfying the customer’s needs and expectations, by creating opportunities for value and sustainability. The present paper highlights all these aspects, emphasizing on how businesses can think about the digital transformation to achieve the highest benefits and create competitive advantage.

scholarly journals Globalization And The Emergence Of New Business Models In The Wine Industry

2011 ◽  
Vol 4 (3) ◽  
Author(s):  
Richard M. Castaldi ◽  
Susan Cholette ◽  
April Frederick
Keyword(s):  
Competitive Advantage ◽  
Business Models ◽  
Wine Industry ◽  
New Business ◽  
Major Industry ◽  
New Business Models

The forces of globalization have dramatically altered the international competitive landscape of the wine industry. This paper identifies and analyzes four new business models that have emerged among major industry competitors as wineries strive to create sustainable sources of competitive advantage.

Designing innovative business models with a framework that promotes experimentation

2016 ◽  
Vol 44 (1) ◽  
pp. 11-19 ◽  
Author(s):  
Cara Wrigley ◽  
Karla Straker
Keyword(s):  
Content Analysis ◽  
Business Model ◽  
Business Models ◽  
Qualitative Content Analysis ◽  
Content Type ◽  
Sustained Competitive Advantage ◽  
New Business ◽  
Business Cases ◽  
The Creation ◽  
New Business Models

Purpose – Business models to date have remained the creation of management, however, it is the belief of the authors that designers should be critically approaching, challenging and creating new business models as part of their practice. This belief portrays a new era where business model constructs become the new design brief of the future and fuel design and innovation to work together at the strategic level of an organisation. Design/methodology/approach – The purpose of this paper is to explore and investigate business model design. The research followed a deductive structured qualitative content analysis approach utilizing a predetermined categorization matrix. The analysis of forty business cases uncovered commonalities of key strategic drivers behind these innovative business models. Findings – Five business model typologies were derived from this content analysis, from which quick prototypes of new business models can be created. Research limitations/implications – Implications from this research suggest there is no “one right” model, but rather through experimentation, the generation of many unique and diverse concepts can result in greater possibilities for future innovation and sustained competitive advantage. Originality/value – This paper builds upon the emerging research and exploration into the importance and relevance of dynamic, design-driven approaches to the creation of innovative business models. These models aim to synthesize knowledge gained from real world examples into a tangible, accessible and provoking framework that provide new prototyping templates to aid the process of business model experimentation.

Government Innovation Through Knowledge Management

2009 ◽  
pp. 291-305
Author(s):  
Luis Felipe Luna-Reyes
Keyword(s):  
Information Technology ◽  
Knowledge Management ◽  
Competitive Advantage ◽  
Business Models ◽  
Sustainable Competitive Advantage ◽  
Critical Factors ◽  
Private Organizations ◽  
New Business ◽  
New Business Models ◽  
Government Innovation

Contemporary organizations face the challenge of growing and advancing in a complex and changing environment (Johannessen, Olaisen, & Olsen, 2001; Malhotra, 2000). In order to accomplish this objective, private organizations continuously innovate to attract customers (Johannessen et al.). Competition has been accelerated by information technology, which allows the appearance of new business models, introducing new competitors in the business arena (Rayport, 2001). Under these circumstances, it appears that innovation is one of the most valuable activities for any organization (Nonaka, 1996). Furthermore, the management of intangible assets such as knowledge is one of the critical factors to promote innovation and sustainable competitive advantage (Davenport, 2001; De Long & Fahey, 2000; Malhotra; Nonaka).

Designing new business models: blue sky thinking and testing

2016 ◽  
Vol 37 (5) ◽  
pp. 22-31 ◽  
Author(s):  
Cara Wrigley ◽  
Sam Bucolo ◽  
Karla Straker
Keyword(s):  
Business Model ◽  
Business Models ◽  
Core Competency ◽  
Content Type ◽  
Sustained Competitive Advantage ◽  
Starting Point ◽  
New Business ◽  
Economic Landscape ◽  
New Business Models

Purpose In what is going to be an uncertain and rapidly evolving global economic landscape, it is clear that firms will have to become more adaptive and responsive to changes within their marketplace. To do this, businesses will not only need to engage in business model experimentation but also look to embrace business model innovation as a core competency and a means for sustained competitive advantage. Design/methodology/approach This paper outlines how a design process of experimenting and prototyping can apply to the design of business models through the case study of hypothetical luggage company Packright. Findings Five meta-models with differing foci are illustrated as an accessible and provoking framework that provides a new logic to classifying, experimenting and prototyping business model designs. Practical implications These five meta-models provide a tangible starting point from which a business can begin to explore different perspectives and gain insights into the internal and external capabilities of their company. Originality/value This paper builds upon the emerging research and exploration into the importance and relevance of dynamic, design-driven approaches to the creation of innovative business models.

scholarly journals Ouverture de ‘Circular Economy & New Business Models’

2020 ◽  
pp. 1
Author(s):  
Daniela Salvioni ◽  
Silvio Brondoni
Keyword(s):  
Civil Society ◽  
Competitive Advantage ◽  
Circular Economy ◽  
Business Models ◽  
Raw Materials ◽  
Public Authorities ◽  
Policy Makers ◽  
New Business ◽  
Global Corporations ◽  
New Business Models

Circular economy business models essentially fall into two main groups: (1) models focused on reorienting traditional business, and (2) models that involve creating a new business specifically aimed at recovering resources. The timing and ways of transforming an old business into a circular one could find useful drivers in a systemic approach that involves policy makers and legislators to implement effective regulations and incentives, the financial sector, public authorities and civil society. By converse, big global corporations often develop circular economy within a company’s network. From this perspective, some companies are specifically oriented towards recycling, while other companies belonging to the same group use raw materials obtained from recycling, thus gaining an extensive competitive advantage for all the network’s companies (competitive circular economy).

Crowdsourcing as a Competitive Advantage for New Business Models

2013 ◽  
pp. 29-37 ◽  
Author(s):  
Fernando J. Garrigos-Simon ◽  
Yeamduan Narangajavana ◽  
José Luis Galdón-Salvador
Keyword(s):  
Competitive Advantage ◽  
Business Models ◽  
New Business ◽  
New Business Models

Wettbewerbsvorteil durch Agilität

2013 ◽  
Vol 54 (1) ◽  
pp. 23-28 ◽  
Author(s):  
Christian Neubaur ◽  
Kai Höhmann
Keyword(s):  
Competitive Advantage ◽  
Business Models ◽  
Business Processes ◽  
New Business ◽  
New Business Models

Wie schaffen es überdurchschnittlich erfolgreiche Unternehmen ihre bestehenden Geschäftsmodelle schneller weiterzuentwickeln als andere Unternehmen? „Agilität“ ist hier das Stichwort und meint, Organisationsstrukturen und Geschäftsprozesse schnell und flexibel an veränderte Wettbewerbsbedingungen anzupassen. Genau das macht die Überlegenheit und den Erfolg von Unternehmen aus. Die Anpassungsfähigkeit in einer beschleunigten Entwicklung der Wettbewerbsbedingungen wird dabei zu einem sehr wichtigen Aspekt. Die Frage, die sich daraus ableiten lässt ist, welche Parameter machen ein Unternehmen aber zu einem agilen Unternehmen? Folgende Potentialfaktoren sind dabei ausschlaggebend: Chancenorientierte Strategieausrichtung, marktorientierte Organisationsstrukturen, kontinuierliche Prozessinnovation, adaptive Systemarchitektur und kompetenzbasierte Mitarbeiterentwicklung. Um einen Wettbewerbsvorteil auf dem Markt zu erzielen, muss ein Unternehmen sein Agilitätspotenzial bereichsübergreifend, das heißt in den Managementgebieten Strategie und Alignment, Organisation und Steuerung, Prozesse und Systeme, Kultur und Mitarbeiter, nutzen. How come highly successful companies establish their new business models faster than other companies? They use business processes that adapt to changing conditions at the market. These processes are called agile business processes. Accordingly, adaptability is very important for companies for reaching a high competitive advantage. Furthermore there are several factors thataffect an agile company. Keywords: wachstumsmatrix, prozessinnovation, profitabilitätsmatrix, chancenorientierte strategieausrichtung, agilitätslücke

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