Fostering excellence in business model management in arts and cultural organisations: insights from focus group research across Europe

2018 ◽  
Vol 22 (1) ◽  
pp. 14-30 ◽  
Author(s):  
Daniela Carlucci
Keyword(s):  
Focus Groups ◽  
Business Model ◽  
Value Creation ◽  
Design Methodology ◽  
Business Models ◽  
Model Management ◽  
Financial Health ◽  
Content Type ◽  
Focus Group Research ◽  
Group Research

PurposeIn today’s business landscape, arts and cultural organisations are challenged to search for excellence of their business model management to create and deliver value in a more sustainable way. This study develops exploratory focus groups aimed to capture insights into the practical challenges, wants and needs that arts and cultural organisations across Europe address and face in managing and developing their business models. Design/methodology/approachThe focus groups method has been applied. The methodology included seven focus groups involving arts and cultural organisations operating in different European countries. FindingsThe overall feeling emerging from focus groups is that there is an increasing pressure to prove the value of culture, e.g. economic, social and civic, progressively more in quantitative figures. Arts and cultural organisations are greatly concerned about their financial health, and their ability to continue creating and presenting great arts and cultural events. At the same time, there is an acceptance that gaining financial resilience and sustainability can no longer be put off. Organisations are conscious that it is crucial to rethink their way of operating and to improve their value creation mechanisms to get sustainability. Nevertheless, the challenges to face and issues of change to get a more effective business model management are numerous and various. Originality/valueThe study sheds more light on “business dimensions” perceived by arts and cultural organisations across Europe, as particularly crucial for their survival and requiring proper management attention. In doing this, it offers fresh and valuable knowledge about aspects, factors and dimensions to take into account in the managing business model.

Sustainable life cycle offers through cooperation

2015 ◽  
Vol 4 (1) ◽  
pp. 4-24 ◽  
Author(s):  
Julia Selberherr
Keyword(s):  
Sustainable Development ◽  
Life Cycle ◽  
Business Model ◽  
Value Creation ◽  
Business Models ◽  
Service Providers ◽  
Construction Sector ◽  
Content Type ◽  
New Business ◽  
Societal Level

Purpose – Sustainable buildings bear enormous potential benefits for clients, service providers, and our society. To release this potential a change in business models is required. The purpose of this paper is to develop a new business model with the objective of proactively contributing to sustainable development on the societal level and thereby improving the economic position of the service providers in the construction sector. Design/methodology/approach – The modeling process comprises two steps, the formal structuring and the contextual configuration. In the formal structuring systems theory is used and two levels are analytically separated. The outside view concerns the business model’s interaction with the environment and its impact on sustainability. The inside view focusses on efficient value creation for securing sustainability. The logically deductively developed business model is subsequently theory-led substantiated with Giddens’ structuration theory. Findings – The relevant mechanisms for the development of a new service offer, which creates a perceivable surplus value to the client and contributes to sustainable development on the societal level, are identified. The requirements for an efficient value creation process with the objective of optimizing the service providers’ competitive position are outlined. Research limitations/implications – The model is developed logically deductively based on literature and embedded in a theoretical framework. It has not yet been empirically tested. Practical implications – Guidelines for the practical implementation of more sustainable business models for the provision of life cycle service offers are developed. Social implications – The construction industry’s impact requires it to contribute proactively to a more sustainable development of the society. Originality/value – This paper analyzes the role for the players in the construction sector in proactively contributing to sustainable development on the societal level. One feasible strategy is proposed with a new business model, which aims at cooperatively optimizing buildings and infrastructures and taking the responsibility for the operating phase via guarantees.

How the social entrepreneurship business model designs in South Africa create value: a complex adaptive systems approach

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Olu Oludele Akinloye Akinboade ◽  
Trevor Taft ◽  
Johann Friedrich Weber ◽  
Obareng Baldwin Manoko ◽  
Victor Sannyboy Molobi
Keyword(s):  
South Africa ◽  
Business Model ◽  
Value Creation ◽  
Social Entrepreneurship ◽  
Complex Adaptive Systems ◽  
Local Governments ◽  
Business Models ◽  
Social Entrepreneurs ◽  
Content Type ◽  
The Social

Purpose This paper aims to understand social entrepreneurship (SE) business model design to create values whilst undertaking public service delivery within the complex environments of local governments in South Africa. Design/methodology/approach Face-to-face semi-structured interview was conducted with 15 purposively selected social entrepreneurs in Gauteng and Western Cape provinces. The interview guide consisted of main themes and follow-up questions. Themes included SEs’ general history, the social business model; challenges faced and how these were overcome; scaling and growth/survival strategies. These enabled the evaluation of SEs in terms of identifying key criteria of affordability, availability, awareness and acceptability, which SEs must achieve to operate successfully in low-income markets. Social enterprise owners/managers within the electricity distribution, water reticulation and waste management services sectors were surveyed. Findings Most respondents focus on building a network of trust with stakeholders, through communication mechanisms that emphasize high-frequency engagements. There is also a strong focus on design-thinking and customer-centric approaches that strengthen value creation. The value creation process used both product value and service value mechanisms and emphasized quality and excellence to provide stakeholder, as well as societal value, within their specific contexts. Practical implications This study builds upon other research that emphasizes SEs’ customer-centric approaches to strengthen value creation and on building a network of trust with multiple stakeholders. It contributes to emphasizing the business paradigm shift towards bringing social values to the business practice. Social implications Social good, but resource providers are demanding more concrete evidence to help them understand their impact (Struthers, 2013). This is because it is intrinsically difficult for many social organizations to document and communicate their impact in more than an anecdotal way. The research has contributed to the understanding of how SEs can provide evidence of value creation. Originality/value This study contributes to the understanding of how business models are designed to create value within the context of the overwhelming complexity of local government services in South Africa.

Your winning business model agenda: four questions to shape growth

2018 ◽  
Vol 46 (4) ◽  
pp. 21-27 ◽  
Author(s):  
Vladyslav Biloshapka ◽  
Oleksiy Osiyevskyy
Keyword(s):  
Business Model ◽  
High Performance ◽  
Design Methodology ◽  
Business Models ◽  
Scale Up ◽  
The Other ◽  
Content Type ◽  
Current State ◽  
Growth Planning ◽  
Practical Implications

Purpose Defines clear steps for growth planning that support answers to the crucial question: How and where are you planning to scale up the business and what talent do you need to implement this? Design/methodology/approach As the “Business model value matrix” shows, having ‘happy customers’ is only one determinant of a business model’s success. The other essential block of diagnostic questions deals with the current state and prospects of the firm’s growth. Findings We found that companies that have found ways to keep their business models in a winner’s state can provide clear, evidence-based answers to questions about growth opportunities and risks, while their less successful peers have difficulty addressing the issues. Continuous collecting and analyzing of this information allows successful companies to embrace the strategy-as-learning model of development, built around active learning and proactive adjustment to evolving environment. Practical implications To develop a strategy for moving to and sustaining the Winner state, managers must clearly articulate and test a set of hypotheses about the mechanisms of their company’s growth. The first step on this path is related to obtaining a clear view on the factors that underpin the current financial performance. Originality/value High-performance cultures make sure that each manager has the clear answers to the questions of value, growth and digitization in order to learn, experiment and implement the company business model agenda. The unproductive cultures, on the other hand, are sustained by managerial teams that usually do not have the answers to these crucial questions, but are very good at political games.

Polish perceptions on changing the world with sustainable entrepreneurship

2021 ◽  
Vol 37 (4) ◽  
pp. 19-21
Keyword(s):  
Value Creation ◽  
Design Methodology ◽  
Business Models ◽  
Design Stage ◽  
Model Design ◽  
Content Type ◽  
Coffee Waste ◽  
The World ◽  
Pertinent Information ◽  
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 This research paper highlights how circular economy business models focus on the regenerative value creation inherent in reusing resources and waste. Circular startup transformations see founders moving out of sustainability-focused mindsets and into taking specific action to construct innovative circular business models. The purpose-led founders combined environmental and economic goals to produce scalable engines capable of inspiring and educating customers and larger companies on the beauty of reusing waste. Solving universal problems at their business model design stage allowed the Polish startups – for example, EcoBean who make renewable energy coffee briquettes from coffee waste – to offer value to international customers. Originality/value The briefing saves busy executives, strategists 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 Driving internationalization through business model innovation

2019 ◽  
Vol 28 (2) ◽  
pp. 201-220 ◽  
Author(s):  
Angelo Cavallo ◽  
Antonio Ghezzi ◽  
Bertha Viviana Ruales Guzmán
Keyword(s):  
Business Model ◽  
Design Methodology ◽  
Business Models ◽  
International Entrepreneurship ◽  
Single Case ◽  
Business Model Innovation ◽  
Content Type ◽  
A Company ◽  
North Western

Purpose This paper aims to investigate how a firm may innovate its business model to internationalize. Design/methodology/approach Owing to its novelty and to the depth of the investigation required to grasp the mechanisms and logics of business model innovation aiming at internationalization, a single case study has been performed related to a company located in North-Western Colombia. Findings The study provides detailed empirical evidences over the mutual connection and complementarities among value mechanisms of business models. Moreover, this study suggests that BMI fosters internationalization to scale, which, in turn, will require additional changes to match new customer needs as they emerge. Also, the study shows an extension of the action–space of lean startup approaches, intended as scientific approaches to international entrepreneurship. Originality/value This study connects business model innovation and internationalization as few studies have done before.

Business models in the business-to-business and business-to-consumer worlds – what can each world learn from the other?

2016 ◽  
Vol 31 (8) ◽  
pp. 943-954 ◽  
Author(s):  
Ryan Neill Stott ◽  
Merlin Stone ◽  
Jane Fae
Keyword(s):  
Business Model ◽  
Design Methodology ◽  
Business Models ◽  
Academic Research ◽  
Content Type ◽  
Managerial Implications ◽  
Business To Consumer ◽  
Business To Business ◽  
Practical Implications ◽  
Proper Analysis

Purpose The purpose of this research is to identify how managers can apply the results of academic research into the concept of business models for creating and evaluating possible models for their businesses. Design/methodology/approach A review of the literature is followed by two case studies, from the airline and logistics industries, followed by recommendations based on both. Findings The findings are that there is relatively weak consensus among academics as to the definition and meaning of a business model and its components, and that the notion of generic business model applies better within rather than between industries, but that the discussion is a very fertile one for developing recommendations for managers. Practical implications The managerial implications of the study are that in their planning and strategizing, managers should factor in a proper analysis of the business model they currently use and one that they could use. Originality/value The study provides a useful addition to the literature on the practical implications of business models.

Five strategies provide a model for innovation

2016 ◽  
Vol 32 (5) ◽  
pp. 19-21
Keyword(s):  
Business Model ◽  
Cross Section ◽  
Design Methodology ◽  
Business Models ◽  
Content Type ◽  
High Performing ◽  
Business Model Canvas ◽  
Starting Point ◽  
Pertinent Information ◽  
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 Here, the Business Model Canvas devised by Alexander Osterwalder and Yves Pigneur is a starting point for categorization of the efforts of 40 companies to create their own appropriate model. From these, five archetypal business models were then derived. Those firms represent a cross section of popular and dominant industries and sectors, with a preference toward enterprises with non-traditional business models. Five high-performing companies have been chosen to illustrate the success of each business model. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. 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.

Entrepreneurial orientation for sustainable mobility through electric vehicles

2018 ◽  
Vol 12 (1) ◽  
pp. 67-82 ◽  
Author(s):  
Kumar Shalender
Keyword(s):  
Electric Vehicles ◽  
Value Creation ◽  
Risk Taking ◽  
Entrepreneurial Orientation ◽  
Design Methodology ◽  
Business Models ◽  
Sustainable Mobility ◽  
Shared Resources ◽  
Content Type ◽  
The World

Purpose The research aims to clarify and give insights on the importance of entrepreneurial orientation for sustained mobility through the four business models which are currently operational in different regions of the world for supporting the commercialization drive of electric vehicles (EVs). Design/methodology/approach By drawing on extant literature, the author develops systematic business frameworks undergirded by the triad of entrepreneurial orientation (innovation, risk-taking and proactiveness) depicting enablers of value creation, capturing and adoption barriers related to EVs. These multidimensional frameworks are then used to analyse the selected business models for their strengths and weaknesses. Findings The findings of the research underlined the importance of adopting entrepreneurial orientation, conceiving flexible business model, forging inter-industry partnerships and leveraging on shared resources as prime requirements for achieving success in EV segment. Research limitations/implications This study underlines the importance of entrepreneurial orientation and has the recommendations for the entrepreneurs, the EV companies and the policymakers. Originality/value This study fulfils the identified need of developing entrepreneurial orientation and sound business models for EVs.

Business model innovation: coffee triumphs for Nespresso

2013 ◽  
Vol 34 (2) ◽  
pp. 30-37 ◽  
Author(s):  
Kurt Matzler ◽  
Franz Bailom ◽  
Stephan Friedrich von den Eichen ◽  
Thomas Kohler
Keyword(s):  
Business Model ◽  
Value Creation ◽  
Design Methodology ◽  
Business Model Innovation ◽  
Successful Implementation ◽  
Content Type ◽  
Sales And Marketing ◽  
Service Logic ◽  
Theoretical Conceptualization

PurposeThis article aims to examine the concept of business model innovation and to discuss the design of the key elements. Based on a detailed case study of Nespresso, it seeks to outline how business model innovation can be implemented successfully.Design/methodology/approachBased on a theoretical conceptualization of a business model, the authors conduct an in‐depth case study to draw conclusions for a successful implementation of a business model innovation.FindingsA business model innovation comprises five components: an innovative, unique positioning, a consistent product and service logic, an appropriate value creation architecture, an effective sales and marketing logic and a profit formula that works. Success is based upon a unique, innovative and coherent design of the business model's components.Originality/valueBased on Nespresso's business model, this paper illustrates what a business model innovation is, what its components are and how they should be designed to create and capture value.

Reverse use of customer data: implications for service-based business models

2014 ◽  
Vol 28 (7) ◽  
pp. 529-537 ◽  
Author(s):  
Hannu Saarijärvi ◽  
Christian Grönroos ◽  
Hannu Kuusela
Keyword(s):  
Value Creation ◽  
Customer Value ◽  
Design Methodology ◽  
Business Models ◽  
New Products ◽  
Content Type ◽  
Customer Data ◽  
Dominant Logic ◽  
Data Usage ◽  
External Customer

Purpose – The purpose of this study is to explore and analyze the implications of reverse use of customer data for service-based business models. In their quest for competitive advantage, firms traditionally use customer data as resources to redesign and develop new products and services or identify the most profitable customers. However, in the shift from a goods-dominant logic toward customer value creation, the potential of customer data for the benefit of the customer, not just the firm, is an emerging, underexplored area of research. Design/methodology/approach – Business model criteria and three service examples combine to uncover the implications of reverse use of customer data for service-based business models. Findings – Implications of reverse use of customer data for service-based business models are identified and explored. Through reverse use of customer data, a firm can provide customers with additional resources and support customers’ value-creating processes. Accordingly, the firm can move beyond traditional exchanges, take a broader role in supporting customers’ value creation and diversify the value created by the customer through resource integration. The attention shifts from internal to external customer data usage; customer data transform from the firm’s resource to the customer’s, which facilitates the firm’s shift from selling goods to supporting customers’ value creation. Originality/value – Reverse use of customer data represent a new emerging research phenomenon; their implications for service-based business models have not been explored.

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