All World Media: a new business model (cases A and B)

2015 ◽  
Vol 11 (3) ◽  
pp. 262-275
Author(s):  
Katri Kerem ◽  
Dietmar Sternad
Keyword(s):  
Business Model ◽  
Media Planning ◽  
Extensive Experience ◽  
Content Type ◽  
Start Up ◽  
New Business ◽  
Internet Platform ◽  
Self Service ◽  
Case Sequence ◽  
Instructor's Manual

Synopsis This failure case study tells the story of All World Media, a start-up offering internet-based media planning and buying tool created by ambitious Estonian entrepreneurs in 2011. A few years earlier the two founders had come up with an idea that in their opinion would revolutionize the process of media planning and buying for advertisers. They had noticed that the industry worked in an intransparent and inefficient way. Based on their own extensive experience in various internet ventures and following first consultations with key industry players they were confident that the market was ready for a self-service online media marketplace. Research methodology The (A) case focusses on the initial business idea and on the events before the launch of the internet platform. The case includes the entrepreneurs' concept, the main contents of the business plan, and the operational steps until the launch of the service on the market. The (B) case outlines the events after the launch of the online service, analyzes the possible reasons for the failure of the original business model and discusses potential strategic alternatives that are still open for the entrepreneurs. Relevant courses and levels The two-case sequence can be used for a 90-minutes session in marketing, entrepreneurship or strategic management courses in graduate and executive programs. The case is accompanied by an instructor's manual which also includes suggested assignment questions and proposed session plan.

SECURE – a new business model framework for measuring start-up performance

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Tahseen Anwer Arshi ◽  
Venkoba Rao ◽  
Sardar Islam ◽  
Swapnil Morande
Keyword(s):  
Business Model ◽  
Emerging Economies ◽  
Performance Outcomes ◽  
Equation Modeling ◽  
Model Framework ◽  
Content Type ◽  
Start Up ◽  
New Business ◽  
Start Ups ◽  
The Impact

Purpose Existing business model frameworks show weak conceptual unification, a paucity of measurement focus and limitations when applied in emerging economies. The study proposes a new business model framework – “Start-up Evaluation Calculus Using Research Evidence” (SECURE). The purpose of this study is to allow the measurement of the impact of business model design on start-up performance in emerging economies. Design/methodology/approach Data collected from 713 entrepreneurs in select cities of India, Oman and the United Arab Emirates is analyzed through structural equation modeling. The study uses measurement and structural models to examine the validity of measures and additionally tests the five hypothesized relationships proposed in the study. Findings The SECURE’s components comprising desirability, marketability, feasibility, scalability and viability showed validity and reliability. They synergistically demonstrated a statistically significant effect on a mix of financial and non-financial start-up performance outcomes. An alternative structural relationship that examined the impact of SECURE on only financial performance outcomes showed a weaker model fit. The findings indicate that a business model framework is useful when its ex ante measures show a positive causal effect on the desired performance outcomes. Practical implications The scores obtained by the SECURE framework serve as an evaluative tool that informs entrepreneurs and start-ups on the readiness of their proposed, incubated or existing start-ups. Originality/value Replacing subjective judgments with objective assessment criteria, SECURE is one of the first quantitative and performance-driven business model frameworks that contain measures from all functional domains of a start-up business. Start-ups can evaluate their business models against the SECURE model’s research-driven quantitative criteria and assess their impact on start-up performance.

Park24’s market creation and game-changing strategy: leveraging its strategic resources and capabilities

2017 ◽  
Vol 33 (7) ◽  
pp. 1-4
Author(s):  
Kazunori Suzuki ◽  
Katsuyuki Tochimoto ◽  
Kazuhito Isomura
Keyword(s):  
Business Model ◽  
Content Type ◽  
Market Creation ◽  
Core Business ◽  
Strategic Resources ◽  
Start Up ◽  
New Development ◽  
New Business ◽  
Resources And Capabilities

Purpose This paper aims to clarify how to start up and establish a new business by developing, combining and utilizing strategic resources and capabilities. Design/methodology/approach The paper studies the case of Park24 by examining how it created a market, changed the way to compete in the market and utilized its business model effectively to enter a new business. Findings The paper finds that Park24 has become a leading company in its core business by developing its new development staff, its parking sites nationwide, its brand and its IT system, and that it has built a profitable business model and successfully entered the car sharing business by making good use of that business model. Originality/value The case study suggests that Park24 started and developed its core business by accumulating strategic resources and capabilities and establishing a profitable business model, and that it utilized this business model effectively to dominate the market shortly after entering.

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.

The new retail model: global reach demands omni-channels

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Guillaume Do Vale ◽  
Isabelle Collin-Lachaud ◽  
Xavier Lecocq
Keyword(s):  
Business Model ◽  
Business Strategy ◽  
Academic Research ◽  
Transformation Process ◽  
Content Type ◽  
New Business ◽  
Business Cases ◽  
Established Firms ◽  
New Consumer ◽  
Global Reach

Purpose To cope with online competitors and new consumer behaviors, retailers need to hybrid digital and physical offerings to implement an omni-channel business model. This constitutes a digital transformation of the traditional business model. However, business cases on how traditional retailers are shifting from multi-channel to omni-channel retailing are lacking. This paper aims to explore the different issues and organizational paths during the transformation of a business model. Design/methodology/approach This study is based on a qualitative multiple case study of five retailers with a global reach currently implementing an omni-channel business model. Findings This research sheds light on three main issues encountered by retailers and the different underlying decisions when moving toward an omni-channel business model. The first relates to revenue attribution across channels, which involves rethinking traditional key performance indicators to give incentives to stores when promoting digital offers. The second issue concerns the supply chain decisions associated with cross-channel operations. The third issue relates to the delicate balance between global reach (digital channel) and local reach (specific store) for communication on social media and marketing decisions on pricing. This study provides empirical evidence about the variety of choices that retailers make to cope with the issues during the implementation of an omni-channel business model. Originality/value This work explores the issues faced by established firms when moving toward a new business model that is the hybridization of two existing business model managed separately. It provides comprehensive and clear illustration of how to manage such a business model transformation process that can be used by both business strategy practice and academic research.

The future of the Internet of Things: toward heterarchical ecosystems and service business models

2018 ◽  
Vol 33 (6) ◽  
pp. 749-767 ◽  
Author(s):  
Seppo Leminen ◽  
Mervi Rajahonka ◽  
Mika Westerlund ◽  
Robert Wendelin
Keyword(s):  
Internet Of Things ◽  
Business Model ◽  
Value Chain ◽  
Large Scale ◽  
Business Models ◽  
The Internet ◽  
Content Type ◽  
Industry Collaboration ◽  
New Business ◽  
The Internet Of Things

Purpose This study aims to understand their emergence and types of business models in the Internet of Things (IoT) ecosystems. Design/methodology/approach The paper builds upon a systematic literature review of IoT ecosystems and business models to construct a conceptual framework on IoT business models, and uses qualitative research methods to analyze seven industry cases. Findings The study identifies four types of IoT business models: value chain efficiency, industry collaboration, horizontal market and platform. Moreover, it discusses three evolutionary paths of new business model emergence: opening up the ecosystem for industry collaboration, replicating the solution in multiple services and return to closed ecosystem as technology matures. Research limitations/implications Identifying business models in rapidly evolving fields such as the IoT based on a small number of case studies may result in biased findings compared to large-scale surveys and globally distributed samples. However, it provides more thorough interpretations. Practical implications The study provides a framework for analyzing the types and emergence of IoT business models, and forwards the concept of “value design” as an ecosystem business model. Originality/value This paper identifies four archetypical IoT business models based on a novel framework that is independent of any specific industry, and argues that IoT business models follow an evolutionary path from closed to open, and reversely to closed ecosystems, and the value created in the networks of organizations and things will be shareable value rather than exchange value.

Harmonious entrepreneurship – a new approach to the challenge of global sustainability

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
David Anthony Kirby ◽  
Iman El-Kaffass
Keyword(s):  
Business Model ◽  
Traditional Approach ◽  
Secondary Data ◽  
Wealth Creation ◽  
Content Type ◽  
Global Sustainability ◽  
New Business ◽  
The Status ◽  
The Difference ◽  
Definition Of

PurposeThe article is intended to consider how entrepreneurship needs to adapt if it is to address the global sustainability challenge. The intention is to propose a new business model that recognises the interconnectedness of the global ecosystem.Design/methodology/approachThe article analyses two case studies purposively written to demonstrate the difference between the traditional entrepreneurship approach, dating back to the 19th century and the proposed harmonised one. Both cases are based on secondary data and personal field observation.FindingsWhile the two cases focus on wealth creation, job generation and innovation, the traditional approach is shown to have had a long-term deleterious impact on both society and the environment, whereas the proposed harmonised approach impacts positively. The article recognises the multifaceted nature of the sustainability challenge and that the three elements (economy/commerce, society and environment) are interconnected. If there is a change in the status of one the other, connected facets will change or will need to be changed. Thus any solution needs to address all three facets.Social implicationsThe proposed business model will be of interest to scholars and practitioners of entrepreneurship and sustainability, as well as to policy makers and educators.Originality/valueApart from proposing a new business model that will address the sustainability challenge, the article provides a definition of harmonious entrepreneurship and identifies the conditions required for it to be met, as well as the characteristics of the harmonious entrepreneur.

JD.com: leveraging the edge of e-business

2018 ◽  
Vol 8 (3) ◽  
pp. 1-30
Author(s):  
Allan KK Chan ◽  
Caleb Huanyong Chen ◽  
Long Zhao
Keyword(s):  
Business Model ◽  
Business Models ◽  
Corporate Strategy ◽  
The Self ◽  
Logistics System ◽  
Content Type ◽  
Long Run ◽  
New Business ◽  
Internet Finance ◽  
To Come

Subject area E-Business; Corporate Strategy; Strategic Management; Operation Management. Study level/applicability Senior undergraduate; MBA; EMBA. Case overview After development for 10 years, JD was now China’s second largest business-to-customer (B2C) e-retailer and the largest in self-operated sector. It was September 2015 when Liu Qiangdong was deciding whether to persist with JD’s self-operated model and the heavy investment in the self-built logistics system. JD’s business model had been functioning well. However, as JD grew bigger and bigger, it became too expensive to expand its logistics system. JD had not made a profit since it raised funds from investors. Liu had to come up with a good proposal before the next monthly meeting to convince them that JD would finally overtake its biggest rival, Alibaba which ran on a different business model. In addition, JD was exploiting the rural and the global markets, as well as a new business in internet finance. Facing challenges and dilemmas, should JD persist with its model? How could Liu align short-term profitability with long-run development? How could JD overcome attacks from Alibaba and other competitors? Expected learning outcomes This case is appropriate for courses in e-business and strategy, particularly those with a strong focus on doing e-business in emerging markets (e.g. China). After studying the case, students should be able to: understand the e-commerce market in China; understand business models and key strategies of e-retailers; identify and analyse the pros and cons of the self-operated business model and self-built logistics system in e-commerce; learn how to evaluate performance, strategies and business models of e-commerce companies; and extract key trends in the market and compare different strategies. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes. Subject code: CSS 11: Strategy.

scholarly journals How entrepreneurs think: financial decisions for the long or short term

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jonas Debrulle ◽  
Johan Maes ◽  
Elliroma Gardiner
Keyword(s):  
Intrinsic Motivation ◽  
Business Performance ◽  
Extrinsic Motivation ◽  
Structured Interviews ◽  
Short Term ◽  
Return On Assets ◽  
Content Type ◽  
Financial Decisions ◽  
Start Up ◽  
New Business

Purpose The purpose of this paper is to suggest that different start-up motivations make entrepreneurs pursue different kinds of new business performance, which in this study are expressed in financial terms (i.e. return on assets). The authors posit that so-called extrinsic motivation urges entrepreneurs to be more short-term oriented, while their intrinsic motivation encourages a longer-term business vision. Additionally, this paper explores how intrinsic and extrinsic entrepreneurship motivations combine and produce financial dilemmas for entrepreneurs. Design/methodology/approach The analyses are based on 300 entrepreneurs across diverse industries in Belgium. Data was collected for this study through structured interviews with entrepreneurs combined with a company questionnaire. Financial data was obtained through a government database. Findings Results confirm that extrinsic entrepreneurship motivation boosts new business short-term financial performance, whereas intrinsic motivation contributes to the firm’s longer-term financial returns. This paper also shows that a mix of intrinsic and extrinsic motivations directs entrepreneurs toward different profitability levels during the organization’s survival and early-establishment phase. Originality/value Research on entrepreneurship has not yet corroborated that motivations can be personally conflicting, thereby saddling the entrepreneur with dilemmas that may manifest into different levels of business performance.

Piping hot dogs: a case of a Malaysian franchise

2011 ◽  
Vol 1 (1) ◽  
pp. 1-10
Author(s):  
Sethela June ◽  
Asmat-Nizam Abdul-Talib
Keyword(s):  
Undergraduate Students ◽  
Fast Food ◽  
Small Firms ◽  
Middle Eastern ◽  
Subject Area ◽  
First Year ◽  
Content Type ◽  
Start Up ◽  
New Business ◽  
International Franchising

Subject area Internationalization, entrepreneurship, franchising, international marketing. Study level/applicability First year undergraduate students of Management courses. Case overview This case is about a newly established fast food company that expands very rapidly in Malaysia. Growing from merely a single pushcart, the company has evolved into one of the most successful purely-local food franchise businesses with almost 100 franchises throughout the country and abroad. The company keeps on looking at bigger expansion plans abroad and eyeing the Middle Eastern markets. Expected learning outcomes After carrying out this exercise, students are expected to be able: to understand how a new business start up grows; to provide a simple illustration on how internationalization of small firms can took place; to analyze the various factors of considerations prior to internationalization; to identify the basic issues of international franchising and how the system works. Supplementary materials Teaching note.

Latin American taxi app competition to grow

2017 ◽  
Keyword(s):  
Latin America ◽  
El Salvador ◽  
Business Model ◽  
Latin American ◽  
Smartphone Apps ◽  
Content Type ◽  
Taxi Drivers ◽  
Market Dominance ◽  
New Business ◽  
American Cities

Subject Taxi apps in Latin America. Significance Uber in El Salvador agreed on November 10 to abide by existing operating laws, after Vice Transport Minister Nelson Garcia warned that vehicles could be seized if they did not comply. Driver apps are controversial with traditional transport companies in Latin America, as elsewhere, and legislation often lags behind their new business model, exacerbating tensions with taxi drivers in particular. The service is nevertheless growing rapidly across the region, with local rivals positioning themselves to challenge Uber’s market dominance. Impacts Smartphone apps will grow even further in popularity because they address key needs for urban dwellers. Uber will struggle to shake off safety concerns in many Latin American cities in which it operates. Local rivals will consolidate further in an attempt to compete effectively with Uber.

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