Best Buy Co., Inc.

2017 ◽  
pp. 1-14
Author(s):  
Edward D. Hess
Keyword(s):  
Business Models ◽  
The United States ◽  
Customer Segmentation ◽  
Short Term ◽  
Stock Repurchase ◽  
New Model ◽  
Doing Business ◽  
New Business ◽  
Customer Centricity ◽  
New Business Models

In 2007, Best Buy was the leading electronics retailer in the United States with more than 941 stores, revenue totaling $31 billion, and a market cap of $21 billion. In 2005, Best Buy had adopted a new business model, culture, and customer-segmentation template called Customer Centricity. This move created volatility in the price of Best Buy stock because of the higher-than-expected employee costs that went with this new way of doing business and the difficulty of executing the old and the new business models simultaneously while the new model was rolled out. Best Buy responded to Wall Street's short-term focus in a myriad of ways. It first asked for investor patience, and stressed the strong operating results achieved in Best Buy stores operating under the new model. But in June 2007, after the stock dropped again, the CEO knew he had to decide whether to open more Best Buy stores, increase the company's dividend, or increase the stock-repurchase program.

New Economy, E-Commerce Businesses, and E-Businesses

2020 ◽  
pp. 203-220
Author(s):  
Duygu Toplu Yaşlıoğlu
Keyword(s):  
Business Model ◽  
Business Models ◽  
New Economy ◽  
Electronic Networks ◽  
Doing Business ◽  
New Business ◽  
Digital Environments ◽  
Trade Route ◽  
Almost All ◽  
New Business Models

Electronic commerce and electronic business concepts are highly researched in recent management literature. Network economy has revealed e-commerce, a new trade route that is carried out over the interlinked computers and mobile devices. E-commerce is a method used by almost all businesses that are physically processing. Therefore, there should be a significant distinction between e-business and e-commerce. With the development of e-commerce, new ways of doing business have emerged. Thus, many e-commerce companies have emerged, traditional businesses have started trading in electronic networks, and new business models have begun to be created in digital environments. In order to understand how e-businesses make money, many business models have been studied. For this reason, the concept of business model in the new economy and the transformation of business models into e-business models are examined. In line with this, it is aimed in this chapter to examine e-businesses, to clarify e-business models, and to explain e-commerce types and e-business model types in detail, with examples.

New Economy, E-Commerce Businesses, and E-Businesses

2021 ◽  
pp. 1-18
Author(s):  
Duygu Toplu Yaşlıoğlu
Keyword(s):  
Business Model ◽  
Business Models ◽  
New Economy ◽  
Electronic Networks ◽  
Doing Business ◽  
New Business ◽  
Digital Environments ◽  
Trade Route ◽  
Almost All ◽  
New Business Models

Electronic commerce and electronic business concepts are highly researched in recent management literature. Network economy has revealed e-commerce, a new trade route that is carried out over the interlinked computers and mobile devices. E-commerce is a method used by almost all businesses that are physically processing. Therefore, there should be a significant distinction between e-business and e-commerce. With the development of e-commerce, new ways of doing business have emerged. Thus, many e-commerce companies have emerged, traditional businesses have started trading in electronic networks, and new business models have begun to be created in digital environments. In order to understand how e-businesses make money, many business models have been studied. For this reason, the concept of business model in the new economy and the transformation of business models into e-business models are examined. In line with this, it is aimed in this chapter to examine e-businesses, to clarify e-business models, and to explain e-commerce types and e-business model types in detail, with examples.

scholarly journals Against Strong Copyright in E-Business

2010 ◽  
pp. 152-171
Author(s):  
D. E. Wittkower
Keyword(s):  
Intellectual Property ◽  
Property Rights ◽  
Digital Media ◽  
Intellectual Property Rights ◽  
Business Models ◽  
Doing Business ◽  
General Obligation ◽  
New Business ◽  
Content Provision ◽  
New Business Models

As digital media give increasing power to users—power to reproduce, share, remix, and otherwise make use of content—businesses based on content provision are forced to either turn to technological and legal means of disempowering users, or to change their business models. By looking at Lockean and Kantian theories as applied to intellectual property rights, we see that business is not justified in disempowering users in this way, and that these theories obligate e-business to find new business models. Utilitarian considerations support disempowering users in this way in some circumstances and for the time being, but also show that there is a general obligation to move to new business models. On these moral bases, as well as on practical bases, e-business ought to refrain from using the legally permitted strong copyright protections, and should instead find ways of doing business which support, value, and respect the technical capabilities that users have gained.

scholarly journals A Study on the Relevance between the Progress of IT and Business Ethics in Typical Japanese Organizations

10.28945/2682 ◽  
2003 ◽  
Author(s):  
Sho Hanaoka
Keyword(s):  
Business Ethics ◽  
Business Models ◽  
Code Of Conduct ◽  
Closed Space ◽  
Doing Business ◽  
New Business ◽  
Japanese Companies ◽  
Effective Use ◽  
Implicit Code ◽  
New Business Models

Each lower-level organization within in most Japanese companies has its own implicit code of conduct based on its own organizational culture. The structure of the ordinary Japanese organization is expressible as a closed space surrounded by higher walls on all four sides. Also the walls are expressible as roll-away fences, changing their positions by adapting to the changes in the environment. The position of each wall becomes more indefinite by adapting to new business models such as SCM, ERP, ASP, etc. As a consequence, some of these walls become to invisible from time to time, and most companies are confronted with unconformity and confusion between the organizations in doing business. Moreover, the progress of internationalization adds momentum to the confusion. In this paper, first, the author elucidates the peculiar characteristics of the Japanese organization's culture and problems it poses in bus iness ethics. Then, the issue of using IT on business ethics is discussed. Finally, a "wall-in model" expressing the gaps of the adjacent organizations is proposed. Then we discuss the effective use of IT for solving the problems of business ethics.

scholarly journals Business Model of Fish Cultivator Group in Jampang Village With A Business Model Canvas Approach

2019 ◽  
Vol 2 ◽  
pp. 386
Author(s):  
Benarda Benarda ◽  
Listya Sugiyarti ◽  
Sri Nitta Crissiana Wirya Atmaja ◽  
Wiwit Irawati ◽  
Anis Syamsu Rizal ◽  
...  
Keyword(s):  
Business Model ◽  
Business Models ◽  
Swot Analysis ◽  
Customer Segmentation ◽  
Customer Relationships ◽  
Primary Data ◽  
Business Model Canvas ◽  
New Business ◽  
Value Propositions ◽  
New Business Models

Business in the field of fisheries faced a variety of obstacles, in order to maintain the continuity of their businesses demanding fish cultivating groups in Jampang village Bogor, be able to make various improvements and innovations in improving their performances. As a manifestation of Community Service, the purpose of this research was to help fish cultivating groups formulated new business models. The research data was primary data obtained directly from the results of interviews and Focus Group Discussions with members of the fish cultivating group. The analytical tool used was Business Model Canvass with nine elements and SWOT Analysis. This research was focused on creating new business models with the Business Model Canvas (BMC) approach by looking at businesses through nine elements, namely: (1) Customer segmentation, (2) Value Propositions, (3) Channels, (4) Customer relationships, (5) Revenue streams, (6) Key Resources, (7) Key Activities, (8) Key Partnerships, and (9) Cost Structure. The results indicated that the business model that had been carried out by the Fish Cultivating Group found weaknesses in the nine elements of Business Model Canvas (BMC), therefore it was necessary to improve all elements

scholarly journals Boosting the Firm Transformation in Industry 5.0: Experience-Agility Innovation Model

2019 ◽  
Vol 8 (2S9) ◽  
pp. 735-742 ◽  
Keyword(s):  
Business Models ◽  
Customer Experience ◽  
Value Proposition ◽  
New Paradigm ◽  
Doing Business ◽  
Proposed Model ◽  
Model Sample ◽  
New Business ◽  
Innovation Model ◽  
New Business Models

Industry 5.0 brings collaborative and automatic environment, thus creating a new paradigm for companies in doing business. The way organizations manage resources and capability, especially in relationship with people, culture and process in creating new business models have changed. Previous studies on developing innovation based on customer experience and agility of organization focus on the concept, relationship among variables and the implication. However, in the context of industry 5.0, the study on those topics has not been revealing. Hence, this study aims to assess the concept of experience-agility innovation model to support transformation in the context of digital transformation to face Industry 5.0. The proposed model was assessed with 195 Indonesia ICT firms using SEM-PLS statistical tools. The findings demonstrate that the firm that offers compelling value proposition from customer experience while concurrently developing agility in the organization to create business model innovation could boost the transformational performance. For further researches, the study can be enhanced through expanding the model, sample, and time

scholarly journals Against Strong Copyright in E-Business

2011 ◽  
pp. 2157-2176
Author(s):  
D. E. Wittkower
Keyword(s):  
Intellectual Property ◽  
Property Rights ◽  
Digital Media ◽  
Intellectual Property Rights ◽  
Business Models ◽  
Doing Business ◽  
General Obligation ◽  
New Business ◽  
Content Provision ◽  
New Business Models

As digital media give increasing power to users—power to reproduce, share, remix, and otherwise make use of content—businesses based on content provision are forced to either turn to technological and legal means of disempowering users, or to change their business models. By looking at Lockean and Kantian theories as applied to intellectual property rights, we see that business is not justified in disempowering users in this way, and that these theories obligate e-business to find new business models. Utilitarian considerations support disempowering users in this way in some circumstances and for the time being, but also show that there is a general obligation to move to new business models. On these moral bases, as well as on practical bases, e-business ought to refrain from using the legally permitted strong copyright protections, and should instead find ways of doing business which support, value, and respect the technical capabilities that users have gained.

scholarly journals Audiovisual industry and the structural factors of the television crisis

Matrizes ◽  
2017 ◽  
Vol 11 (1) ◽  
pp. 13
Author(s):  
Giuseppe Richeri
Keyword(s):  
Business Models ◽  
Video On Demand ◽  
The United States ◽  
Structural Factors ◽  
Critical Situation ◽  
On Demand ◽  
Current State ◽  
New Business ◽  
New Business Models ◽  
Missed Opportunity

This article analyzes the current state of traditional television financing resources, detecting a critical situation in its three main sources (advertising, signatures and service charges). Next, it discusses the most dynamic part of the television sector: Video on Demand (VoD) and Subscription Video on Demand (SVoD) services, which could generate new resources for audiovisual production. However, the analysis of the catalogs of these services shows a low supply of European films compared to the United States. Thus, as on other occasions, the development of new television services and new business models could be a missed opportunity for the European audiovisual industry.

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