Bookselling

2019 ◽  
pp. 397-408
Author(s):  
Niels Peter Thomas
Keyword(s):  
Technological Innovation ◽  
Business Models ◽  
New Products ◽  
Stable System ◽  
New Business ◽  
The Creation ◽  
Changing Demographics ◽  
New Business Models

Booksellers have always been vital to the publishing mix, making or breaking books’ success, but bookselling is now very much in transition. Coming from a stable system of wholesale and retail, we have seen the rise of chain bookstores, followed by the creation of the world’s largest and most powerful bookshop—Amazon.com. Entirely new business models for all book formats have emerged in the last decade, as well as new products and services consisting of books and related media. Bookselling remains in many countries a highly regulated business, but will see further change due to dependencies between the different book business models, technological innovation, the continuing competition with related industries, and a changing demographics of book buyers.

scholarly journals Fashion Technology and the Development of New Business Models

2017 ◽  
pp. 174-210
Author(s):  
Raphayela Belém Schluep
Keyword(s):  
Technological Innovation ◽  
Business Models ◽  
New Technologies ◽  
Business Model Innovation ◽  
Fashion Industry ◽  
New Business ◽  
Multiple Case ◽  
Complex Extension ◽  
New Business Models

This chapter explores the concept and components of business models and particularly, the technological innovation of predominant business models in the fashion industry associated with the phenomenon of convergence. The main inquiry revolves around how business models in the fashion industry are handling the ongoing challenges and changes of new technologies. This multiple-case study validates that technological convergence is the key to accomplishing business model innovation in the fashion industry. Limitations and further research are considered relevant because of the dynamic and complex extension of this topic and the current lack of published material.

Recommendations to Enhance Communication With Users Through Prototypes and to Assist Open Innovation

2019 ◽  
pp. 147-167
Author(s):  
Thiago Bertolini dos Santos ◽  
Luiza de Castro Olivan ◽  
Luísa Cagica Carvalho ◽  
Lílian Neto Aguiar Ricz ◽  
Janaina Mascarenhas Hornos da Costa
Keyword(s):  
Open Innovation ◽  
Business Models ◽  
New Products ◽  
Innovation Process ◽  
New Business ◽  
Market Needs ◽  
New Business Models

Innovation has been increasingly becoming a major competitive differential for companies. However, innovation alone is not enough. Innovations encompass new products to new business models, but they need well-defined strategies to deliver value according to the market needs and to be well accepted. Innovations looking at differentials for the users should consider their problems, including products and services, so that they can promote solutions to meet the users' expectations. Therefore, the involvement of stakeholders in the innovation process who are beyond the organisation's frontiers, such as users, is important as it allows the inclusion of new abilities, resources, and knowledge in the process of development.

Business Model Typology for Mobile Commerce

2008 ◽  
pp. 1334-1343
Author(s):  
Volker Derballa ◽  
Key Pousttchi ◽  
Klaus Turowski
Keyword(s):  
Business Model ◽  
Mobile Technology ◽  
Business Models ◽  
New Products ◽  
Building Blocks ◽  
Mobile Commerce ◽  
New Business ◽  
New Business Models

Mobile technology enables enterprises to invent new business models by applying new forms of organization or offering new products and services. In order to assess these new business models, there is a need for a methodology that allows classifying mobile commerce business models according to their typical characteristics. For that purpose a business model typology is introduced. Doing so, building blocks in the form of generic business model types are identified, which can be combined to create concrete business models. The business model typology presented is conceptualized as generic as possible to be generally applicable, even to business models that are not known today.

Business Model Typology for Mobile Commerce

2010 ◽  
pp. 105-114 ◽  
Author(s):  
Volker Derballa
Keyword(s):  
Business Model ◽  
Mobile Technology ◽  
Business Models ◽  
New Products ◽  
Building Blocks ◽  
Mobile Commerce ◽  
New Business ◽  
New Business Models

Mobile technology enables enterprises to invent new business models by applying new forms of organization or offering new products and services. In order to assess these new business models there has to be a methodology that allows classifying mobile commerce business models according to their typical characteristics. For that purpose a business model typology is introduced. Doing so, building blocks in the form of generic business model types are identified, which can be combined to create concrete business models. The business model typology presented is conceptualized as generic as possible to be generally applicable even to business models that are not known today.

scholarly journals Copyright Research in the Digital Age: Moving from Piracy to the Supply of New Products

2012 ◽  
Vol 102 (3) ◽  
pp. 337-342 ◽  
Author(s):  
Joel Waldfogel
Keyword(s):  
Business Models ◽  
New Products ◽  
Evidence Based ◽  
Travel Agents ◽  
Digital Era ◽  
New Business ◽  
Research Questions ◽  
Fruitful Research ◽  
The Impact ◽  
New Business Models

Twelve years into the Napster era, economists have devoted substantial attention to revenue consequences of unpaid file sharing. Yet, this is only one of a host of questions whose answers are needed to inform evidence-based copyright policy in the digital era. Digitization's effect on travel agents suggests fruitful research questions, which include the impact of digitization on the supply of new works, methods for consumer discovery of new products, and new business models available with digital distribution.

Geschäftsmodellinnovationen – radikaler Wandel oder inkrementelle Verbesserung?

2017 ◽  
Vol 58 (4) ◽  
pp. 32-36
Author(s):  
Patrick Ulrich ◽  
Alexandra Fibitz
Keyword(s):  
Business Model ◽  
Business Models ◽  
New Products ◽  
The Internet ◽  
Sustainable Business ◽  
Empirische Studie ◽  
New Business ◽  
Evolutionary Step ◽  
Radical Transformation ◽  
New Business Models

Wer kennt sie nicht, die Erfolgsgeschichten der „Uber’s”, „Air Bnb’s“, „Apple’s“ dieser Welt. Mit ihren Geschäftsmodellinnovationen haben sie nicht nur Märkte revolutioniert und Kundenbedürfnisse neu definiert, sondern die Art und Weise auf den Kopf gestellt, wie Unternehmen wirtschaften. Geschäftsmodelle lassen sich nachweislich zurückdatieren in die 1970er Jahre. Ursprünglich bezeichnete der Begriff einen Modellierungsansatz, der als Analysewerkzeug für Geschäftstätigkeiten auf operativer Ebene genutzt wurde. In der Evolution des Begriffes wurde die strategische Unternehmensführung als Rahmenwerk forciert, wobei moderne Einflüsse aus der Welt der Digitalisierung und E-Commerce wieder eine gewisse Rückbesinnung auf die Ursprünge erkennen lassen. Der Beitrag geht der Frage nach, wie Großunternehmen und auch andere Betriebstypen mit Geschäftsmodellinnovationen umgehen. With the advent of the Internet and the beginning of the dot.com era not only did new products and technologies disrupt the market, but even more business model innovations became of huge interest. New business models go far beyond product- or process innovation and in most cases, bring considerable changes to the firm. Nonetheless, a standardized process, a generally accepted definition and a consensus about elements and concepts is still missing. The paper investigates how large companies in Germany tackle this problem whether they prefer to use an evolutionary, step-by-step approach by changing single elements of a sustainable business model or rather tend to radical transformation and establish a completely new business model running in parallel to the already established one. Keywords: turbulenz, innovation, empirische studie, disruption, börsennotierung

Artificial Intelligence a Driver for Digital Transformation

2021 ◽  
pp. 234-250
Author(s):  
Maria José Sousa ◽  
Gabriel Osório de Barros ◽  
Nuno Tavares
Keyword(s):  
Artificial Intelligence ◽  
Business Models ◽  
Digital Transformation ◽  
Industrial Processes ◽  
Disruptive Technology ◽  
Service Market ◽  
Personal Lives ◽  
New Business ◽  
The Creation ◽  
New Business Models

Artificial intelligence is reconfiguring the economy and redefining the product and service market. It is a disruptive technology that leads to the creation of multiple more efficient activities, new business models, and industrial processes. The literature stresses that AI should be used in all aspects of the personal lives of organisations and individuals, and such complexities are still largely unstudied. The aim of this study is to highlight AI's innovations and applications to the organisation's digital transformation.

Entrepreneurship as the New Driver of Business

2018 ◽  
Author(s):  
Mahesh K. Joshi ◽  
J.R. Klein
Keyword(s):  
Education System ◽  
Business Models ◽  
New Technologies ◽  
New Products ◽  
International Markets ◽  
Research Culture ◽  
Technology Platforms ◽  
New Business ◽  
The Individual ◽  
New Business Models

Entrepreneurship has enabled the individual to challenge existing corporations with a new model more efficient than the traditional one. The entrepreneur’s model provides almost instant connection to local geography and international markets at the same time. With the support of capital, entrepreneurs are not only driving a creative destruction of existing business but also developing new business models, ideas to make new products, and developing new technologies. Places like Silicon Valley provide the ecosystem required for successfully breeding entrepreneurship with its education system with cutting-edge research, culture, acceptance of failure, and availability of finance. Entrepreneurial development has moved from the development hardware and software, to the creation of, and access to, technology platforms, and the development of new business models. Replication of new business models is now almost instantaneous.

scholarly journals STRATEGIC ENTREPRENEURSHIP: EXPLORATION, EXPLOITATION, AND AMBIDEXTERITY PRACTICES IN CRAFT BREWERIES FROM UBERLÂNDIA, MG

2022 ◽  
Vol 23 (1) ◽  
Author(s):  
JULIANE SILVESTRE ◽  
ALEX F. BORGES ◽  
VERÔNICA A. F. PAULA
Keyword(s):  
Narrative Analysis ◽  
Business Models ◽  
New Technologies ◽  
New Products ◽  
New Production ◽  
Strategic Entrepreneurship ◽  
Radical Innovations ◽  
New Business ◽  
The Creation ◽  
Exploration Exploitation

ABSTRACT Purpose: This paper aims to understand the configuration of strategic entrepreneurship practices of exploration, exploitation, and ambidexterity in craft breweries from Uberlândia, MG. Originality/value: Strategic entrepreneurship enables the comprehension of entrepreneurial phenomena from an organizational perspective. Furthermore, this research is conducted in an emergent industry in Brazil, with few studies in the field of management that consider the idiosyncrasies of craft breweries. Design/methodology/approach: We conducted a qualitative multicase study with three craft breweries from Uberlândia, MG. Twelve interviews were performed, and the set of empirical data collected were analyzed through narrative analysis technique. Findings: We identified several strategic entrepreneurship practices in the craft breweing sector. First, exploration practices were found in some radical innovations, such as the pioneering nature in the production of craft beers in Uberlândia, the creation of new products, and in the setting of new business models. Second, exploitation practices were also identified in incremental innovations that enabled business development. Hence, ambidexterity relied on the balance of exploration and exploitation practices, as innovative endeavors enabled the creation and development of new products and access to new markets. Thus, strategic entrepreneurship practices reflect the initiatives of entrepreneurial agents that seek to promote organizational innovations in terms of quality improvements, new production and marketing strategies, and the adoption of new technologies. Therefore, strategic entrepreneurship reflects and contributes to innovation possibilities, strategic renewals, and the competitiveness of craft breweries, revealing the analytical power of this theoretical approach for the study of entrepreneurial phenomena.

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