Starbucks in China: What lessons can Starbucks learn from Luckin?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Heidi M.J. Bertels ◽  
David Desplaces
Keyword(s):  
Consumer Behavior ◽  
Business Model ◽  
Undergraduate Students ◽  
Business Strategy ◽  
Chinese Culture ◽  
Business Models ◽  
Corporate Entrepreneurship ◽  
Chinese Market ◽  
Content Type ◽  
Business Model Canvas

Theoretical basis The case integrates frameworks on business models, the business model canvas (BMC) and Porter’s generic strategies in the context of the coffee industry in China. The case enables students to construct a Business Model Canvas for competing companies, analyze the canvas to deduce the generic strategy they are pursuing, and formulate recommendations based on this analysis. Research methodology The case is derived from secondary sources, including publicly available reports and information about Starbucks and Luckin. Case overview/synopsis This case looks at Starbucks in China as it faces a fierce Chinese competitor and evolving consumer behavior. Luckin, a Chinese coffee store company, had seen explosive growth since its inception in Beijing in 2017. By late 2019, its number of brick-and-mortar locations surpassed the number of Starbucks’ coffee stores in China, which had entered the Chinese market two decades earlier in 1999. Luckin’s focused on convenience through leveraging technology and reducing costs by limiting physical stores. Although Luckin’s fortunes turned in March of 2020, after an accounting scandal came to light, Luckin’s success suggests that consumers were attracted to its positioning as a “fast coffee pickup and delivery” provider. The case describes Starbucks’ strategy in China, which it sees as an important long-term growth market. It also describes the strategic activities of fast-growing, Chinese coffee company Luckin and discusses Chinese culture and consumer behavior. Complexity academic level The case is written for undergraduate students enrolled in a business strategy or corporate entrepreneurship course. Given that the case centers on China, it could also be used in international entrepreneurship/business courses.

A dynamic business model for Turkish techno parks: looking through the lenses of service perspective and stakeholder theory

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Gülçin Polat
Keyword(s):  
Business Model ◽  
Stakeholder Theory ◽  
Business Models ◽  
Institutional Environment ◽  
Content Type ◽  
Dynamic Framework ◽  
Business Model Canvas ◽  
Functional Differences ◽  
Theoretical Perspectives ◽  
Service Perspective

Purpose The purpose of this paper is to analyze the business model of techno parks (TPs) in Turkey and shed light on the value co-creation in TPs in the light of the service perspective and stakeholder theory. Design/methodology/approach In this conceptual paper, a generic business model canvas for Turkish TPs has been elicited based on an in-depth review of the literature. Then, the functioning of the model and the nature of value co-creation have been viewed through the lenses of service perspective and stakeholder theory, and then the relationships and flows between the components of the business model have been visualized with a dynamic model. Findings The institutional environment leads Turkish TPs to have similar business models with functional differences. The value is co-created by stakeholders in TPs and value co-creation depends on the skills, competencies and cooperative efforts of all actors involved in the functioning of the business model. Practical implications This paper provides insight for TP management companies to improve their business models, for policymakers to refine institutional framework to enable effective functioning of TPs and for stakeholders to understand their role in value co-creation. Originality/value This paper provides a dynamic framework and a model for understanding business models of TPs and the value co-creation process, which is an understudied area, especially in a developing country context. It also extends the business model and value co-creation literature in the context of TPs by integrating multiple theoretical perspectives.

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.

The amazonisation of second hand technical equipment: Topotrade case

2020 ◽  
Vol 10 (2) ◽  
pp. 1-19
Author(s):  
Aliaa Khoury ◽  
Nayla Menhem ◽  
Liliane Elias Youakim ◽  
Yara Salame
Keyword(s):  
Business Model ◽  
Undergraduate Students ◽  
Business Models ◽  
Scale Up ◽  
Technical Equipment ◽  
Market Place ◽  
Strategic Choices ◽  
Content Type ◽  
Academic Level ◽  
Biomedical Equipment

Learning outcomes This case reflects a classic approach to entrepreneurship based on entrepreneurial resources and opportunities. It also provides a vehicle for discussing the key features of a business model. It also addresses key strategic choices such as whether to replicate a business model or not. Case overview/synopsis This case study sets out the story of an entrepreneur: Zein Rachidi. It describes his history and the key milestones in his professional development until the creation and development of his own startup “Topotrade” the first online market place for used topography equipment. It also exposes his development plan, his will to scale up his business by replicating the same business model of Topotrade in a new market, that of used biomedical equipment. Complexity academic level This case is written mainly with a view to its use in the context of entrepreneurship courses for undergraduate students in management, as well as for entrepreneurs who can compare Zein’s trajectory to their own. This case is designed for students also suitable for courses in basic strategy, strategy and change and disruptive business models. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 3: Entrepreneurship.

Business model innovation in small- and medium-sized enterprises

2019 ◽  
Vol 30 (8) ◽  
pp. 1127-1142 ◽  
Author(s):  
Julian Marius Müller
Keyword(s):  
Business Model ◽  
Industry 4.0 ◽  
Business Models ◽  
Customer Relationships ◽  
General Level ◽  
German Industry ◽  
Exploratory Research ◽  
Content Type ◽  
Business Model Canvas ◽  
Key Resources

Purpose Industry 4.0 is expected to significantly transform industrial value creation. However, research on business models affected through Industry 4.0, and on small- and medium-sized enterprises (SMEs), remains scarce. In response, the purpose of this paper is to address both aspects, further elaborating on the role that SMEs can take toward Industry 4.0 as provider or user. Design/methodology/approach The paper used an exploratory research design based on 43 in-depth expert interviews within the three most important German industry sectors, mechanical and plant engineering, electrical engineering and automotive suppliers. Interviews were conducted with leading personnel of the respective enterprises, including 22 CEOs. They assign business model implications through Industry 4.0, referring to the Business Model Canvas, while the paper delineates between Industry 4.0 providers and users. Findings The paper finds that key resources and value proposition are among the most affected elements of the business model, whereas channels are the least affected. Furthermore, distinct characteristics between Industry 4.0 providers and users can be delineated. In general, Industry 4.0 providers’ business models are significantly more affected than users, except for key partners and customer relationships. Research limitations/implications Industry 4.0 remains at its early stages of implementation. As a result, many interviewees’ answers remain at a rather general level. Practical implications Strategies for the further alignment of the business models are provided for Industry 4.0 providers and users. Originality/value The paper is among the few that investigate Industry 4.0 in the context of SMEs and business models.

scholarly journals The Creative Business Model Canvas

2020 ◽  
Vol 16 (2) ◽  
pp. 141-158
Author(s):  
Michelle Carter ◽  
Chris Carter
Keyword(s):  
Business Model ◽  
Business Models ◽  
Business Environment ◽  
Social Enterprises ◽  
Value Proposition ◽  
Visual Artists ◽  
Structured Interviews ◽  
Content Type ◽  
Business Model Canvas ◽  
Symbolic Value

Purpose Creative and cultural producers, like social enterprises, operate in a complex business environment where the value proposition is difficult to define, and the organisational motivations are not always financially driven. In the case of Australian visual artists, low incomes and limited access to government funding magnify the importance of developing sustainable business models. This paper aims to present the Creative Business Model Canvas (CBMC), a reinterpretation of Osterwalder and Pigneur’s CBMC (2010), for the benefit of a visual artist’s business planning. Design/methodology/approach This qualitative study uses data from semi-structured interviews to analyse and evaluate the effectiveness of the Osterwalder and Pigneur’s BMC (2010) for use by creative artists to understand the value of their artwork beyond traditional profit-driven business models. A modified canvas is presented to capture a clearer snapshot of creative arts practice with a focus on value propositions that possess dimensions of symbolic value. Findings This study found that the symbolic value of an artist’s practice is difficult to capture using Osterwalder and Pigneur’s CBMC (2010). An artist value proposition is composed of the artifact, artistic services and the artist’s identity. The creative CBMC, as a modified CBMC, captures aspects of the artistic identity such as professional achievements, personal life and the artist’s authenticity. Originality/value This study builds on Osterwalder and Pigneur’s CBMC and reimagines it for use by visual artists and art-based social enterprise organisations where the notion of value can be challenging to articulate.

Building blocks for the development of an IoT business model

2019 ◽  
Vol 13 (1) ◽  
pp. 15-32
Author(s):  
Tatiana Domingues Almeida ◽  
Marianne Costa Avalone ◽  
Diego Castro Fettermann
Keyword(s):  
Literature Review ◽  
Business Model ◽  
Business Models ◽  
Building Blocks ◽  
Extensive Literature ◽  
Model Framework ◽  
Cluster Technique ◽  
Content Type ◽  
Business Model Canvas ◽  
Business Goals

Purpose Previous studies have identified a variety of Internet of Things (IoT) business models and have recognised the complexity related to the application of IoT technologies in business, along with the potential of the modularity concept application in organisational design. The purpose of this paper is to identify the main building blocks for the development of a business model canvas for companies that adopt the IoT in their business. Design/methodology/approach First, the authors carried a systematic literature review to identify theoretical, experimental and practical IoT business model canvas recorded in the literature. Then, the authors identified and analysed the characteristics of the building blocks present in these canvas using a statistical cluster technique. Based on the outcomes, the authors proposed a framework with standard and optional modules to allow flexible arrangements and suit different IoT business goals. Findings The results revealed that the IoT business model canvas recorded in the literature had been grossly designed to attend two drivers: manufacture and service organisations. Therefore, based on the frequency of building blocks present in IoT business model canvas recorded in the literature, it has been proposed two flexible frameworks which can be tailored to accommodate the immense variety of possibilities offered by IoT technologies in manufacture and service business. Practical implications The business model frameworks proposed in this research can support entrepreneurs structuring new IoT businesses or upgrading existing businesses. Originality/value This research offers a comprehensive IoT business model framework with their respective building blocks built from an extensive literature review.

scholarly journals Implementation Of Business Road Map as a Development of Business Model Canvas In The Ruang Temu Café In Samarinda

2021 ◽  
Vol 3 (2) ◽  
pp. 90-97
Author(s):  
Riyan Danu Setiawan ◽  
Finnah Fourqoniah ◽  
Muhammad Fikry Aransyah
Keyword(s):  
Business Model ◽  
Business Strategy ◽  
Business Models ◽  
Market Competition ◽  
Business Plan ◽  
Mapping Method ◽  
Road Map ◽  
Business Model Canvas ◽  
New Business ◽  
The One

Business actors must understand the importance of a business model in entrepreneurship; a business strategy is needed. There are several business models, but the one most often used by business actors is the Business Model Canvas or what we usually know (BMC). According to several studies, the Business Model Canvas can still be a business model that can still be developed into a more detailed business model and better mapping. Then from the Business Model Canvas, a new business model was developed, namely the Business Road Map, to win the market competition. Business Road Map is a pattern or Business Mapping Method to build a business model/business plan capable of creating growth over time. It was found that there was a significant increase in turnover after implementing the Business Roadmap. The actual Business Road Map is a development of the Business Model Canvas. Compared to other business models, the Business Road Map is considered to be much more detailed in business mapping and can also check the business's growth.

Creative Design Ltd.: the path to youth entrepreneurship

2020 ◽  
Vol 10 (2) ◽  
pp. 1-17
Author(s):  
Ya-Hsueh Chuang ◽  
Tsan-Ching Kang ◽  
Wen-Ching Chang ◽  
Po-Ju Chen
Keyword(s):  
Business Model ◽  
Business Strategy ◽  
Corporate Identity ◽  
Creative Design ◽  
Corporate Structure ◽  
Extensive Experience ◽  
Content Type ◽  
Team Members ◽  
Academic Level ◽  
Business Model Canvas

Learning outcomes By the end of this session, students should be able to: explain what a business model is; summarize the case firm’s business strategy using the elements of business model canvas proposed by Alexander Osterwalder and practice how to apply the business model canvas to analyze the business model of a firm; understand how a firm can seize an opportunity for innovation; and discuss how the case firm navigated through problems that came up as it grew. Case overview/synopsis Creative Design was a start-up company in Taiwan. To fulfill a course requirement while she was still in school, the founder had formed a team and entered an entrepreneurship competition. They won the second runner up award in that competition and impressed some firms who enquired if they would be interested in doing corporate identity system (CIS) design. They discovered that without establishing a corporate structure their prospective clients would be unable to pay an invoice. As a consequence, the founder and one of the team members established Creative Design Ltd. This case discusses the challenge Creative Design faced at the end of 2012. Wonderland farmers’ association (WFA) wanted to market locally grown jasmine but did not know how to go about it. They reached out to the founder and her company for assistance. The case of WFA was uncharted territory. Creative Design already had extensive experience in CIS design, but it did not have any experience in handling agriculture products. In this case, they had to deal with the full supply chain from production to exhibition. The risk for this project was high but Creative Design accepted the case and became the first design firm offering a “total solution.” Currently, Creative Design works with all kinds of cases, from simple CIS designs to more complicated total solutions of various scales. The founder now has to contemplate if the design house should develop more total solution cases. Doing so would require recruiting more staff and the dilemma of balancing revenue and costs. Complexity academic level The case study is designed for the undergraduate and graduate students of the College of Management; the case can be adopted for the courses of management, innovation and entrepreneurship, etc. Supplementary materials Teaching Notes are available for educators only. Subject code CSS: 3 Entrepreneurship.

Crowdfunding cultural projects and networking the value creation

2019 ◽  
Vol 9 (2) ◽  
pp. 235-254
Author(s):  
Caterina Foà
Keyword(s):  
Social Media ◽  
Community Engagement ◽  
Cultural Values ◽  
Business Model ◽  
Value Creation ◽  
Value Chain ◽  
Business Models ◽  
Structured Interviews ◽  
Content Type ◽  
Business Model Canvas

Purpose The purpose of this paper is to investigate how online crowdfunding is strategically applied to artistic productions featuring strong social and cultural values, exploring potential and risks of networking value creation and community engagement. Mission-driven initiatives and their crowdfunding campaigns are analyzed through platform society framework (van Dijk, 2019), considering the business models and marketing strategies that support the scope and intentions of a variety of agents involved within the online networks. Design/methodology/approach A qualitative multiple case-study approach is adopted to sample and analyze in depth significant examples from the most representative crowdsponsoring platforms in Portugal. Agents’ perspectives and practices are collected through semi-structured interviews with campaign creators and platform managers, and complemented by the design of specific business model canvas (Osterwalder and Pigneur, 2010) adapted to crowdfunding projects. Communication strategies and social media marketing are considered, metering agent’s profile and comparing performance and online engagement through profile and official pages observation. Findings Main findings point out that a crowdfunding campaign requires to set up a specific business model and marketing strategy articulation that go beyond the traditional cultural enterprises differentiation criteria, hybridizing them through experience-led marketing logic, extended product conceptualization and a critical cultural entrepreneurship approach. Community engagement operations need to be structured and integrated through online and offline social networks activities, and the value creation is build through shared meaning construction and interpretation between creators and backers, with the support of others agents involved within crowdfunding value network. It also states that the conceptualization of crowdfunding phenomenon as a service ecosystem (Quero and Ventura, 2019) could be extended, to comprehend other actors and power position within intermediation processes, namely, social network and social media platforms corporations, online payments services, online users, legacy media entities and others stakeholders as matchfunding organizations and partners for products’ development and distribution. Research limitations/implications The research design could be improved by adding more quantitative and social analytics data or an international cases comparison to complete these preliminary results. Practical implications The findings could assist arts and media managers as well as cultural agents to adapt their strategies to emergent business and marketing models, strongly influenced by dominant barging positions in the value chain held by new digital intermediaries, and to better explore product levels to strengthen interactions and engagement with communities of interest and supporters for the creation of value. Social implications This paper contributes to elaborate a more accurate scientific knowledge and critical perspective about crowfunding system evolution, concerning both individual and collective agencies, and their implication for different types of agents and networked individuals between institutions (Dutton, 2009). Originality/value This study is unique, as it adopts a multidisciplinary approach and a comprehensive analysis of Portuguese crowdsponsoring phenomenon, and it offers a valid contribution to the analysis of crowdfunding as value-creation network.

scholarly journals Strategi Bisnis Business Model Canvas pada Bumdes-Mart Berkah

PERSPEKTIF ◽  
2021 ◽  
Vol 11 (1) ◽  
pp. 169-178
Author(s):  
Agung Prawijaya ◽  
R. Hamdani Harahap ◽  
Erika Revida
Keyword(s):  
Business Model ◽  
Business Strategy ◽  
Business Models ◽  
Customer Relationships ◽  
Market Development ◽  
Value Proposition ◽  
Business Model Canvas ◽  
Revenue Streams ◽  
Field Data Analysis ◽  
Key Resources

The purpose of this study was to see modern market development with the Franchise concept and in collaboration with third parties opens a partnership space in the management of Village Business Stores carried out by BUMDes managers. This study aims to analyze the implementation of the business strategy developed by BUMDes-Mart Berkah Jatimulyo Village, Pegajahan District, Serdang Bedagai Regency, using the business model canvas as a tool to identify existing business models. This research uses descriptive qualitative research methods, data collection techniques by conducting literature studies and research in the field. Data analysis was carried out by collecting data, reducing data, presenting data and drawing conclusions. The results obtained are in the form of a description of the nine elements in the business model consisting of customer segments, value proposition, customer relationships, customer segments, channels, revenue streams, cost structure, key activities, key resources, key partners. This business model will find out the weaknesses and strengths of a business that is being run and to find out what strategies can be implemented in the future. In addition to these aspects, the findings in this study are that there are factors that influence the business model canvas on BUMDes-Mart, namely in terms of market and financial segments.

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