Business models in tourism: a review and research agenda

2017 ◽  
Vol 72 (4) ◽  
pp. 462-482 ◽  
Author(s):  
Stephan Reinhold ◽  
Florian J. Zach ◽  
Dejan Krizaj
Keyword(s):  
Business Model ◽  
Research Agenda ◽  
Business Models ◽  
Business Practices ◽  
Model Concept ◽  
Content Type ◽  
Body Of Knowledge ◽  
Model Research ◽  
General Business ◽  
Coherent Body

Purpose Business models and the business model concept have become a fixture of scholarly and managerial attention. With a focus on how actors create, capture and disseminate value, business model research holds the promise to inform the tourism sector’s search for ways to innovate and change outdated business practices. Yet, the concept has inspired little research tackling the contingencies of the tourism context. The purpose of this paper is to address this gap in this review and research agenda on business models in tourism. Design/methodology/approach In this paper, the authors review and synthesize contributions from publications in EBSCO, Emerald Insight, ProQuest and Science Direct databases, that make explicit use of the business model concept in tourism (anytime up to September 2016). We conceptualize the identified articles as a coherent body of knowledge on business models in tourism with the objective of identifying common themes that characterize existing contributions. Findings From the review of 28 qualified articles, the authors identify four emergent themes: sector-specific configurations, the role of different value types, design themes for consistency and regulatory contingencies. These themes inform three domains in which the authors present avenues for tourism-specific studies on business models, as well as their management and innovation that the authors position in relation to the general business model literature. Originality/value This review details how researchers across disciplines conceptualize the business model. Together with the identified directions for further research, this literature review thus establishes a common conceptual basis and stock of knowledge for the study of business models in tourism research.

scholarly journals Business Model Grounds and Links

2018 ◽  
Vol 42 (2) ◽  
pp. 241-269
Author(s):  
Jadranka Musulin ◽  
Vjeran Strahonja
Keyword(s):  
Information Systems ◽  
Business Model ◽  
Enterprise Architecture ◽  
Business Models ◽  
Theory And Practice ◽  
Conceptual Frameworks ◽  
Model Concept ◽  
Complex Concept ◽  
Model Research ◽  
Related Complex

The business model concept emerged in theory and practice without a consensus on the understanding of the concept, but it has become a well accepted and useful construct in fields such as strategy, organization, information systems and technology. This paper aims to provide an overview of the research on the use of business models focusing on outstanding works in this field, extracting main converging findings unburdened of extant lists of specific citations. Following the overview, a comparison of the seven respective conceptual frameworks of the business model research is presented. Finally, after determining grounds, the business model concept is linked to related complex concept – enterprise architecture.

scholarly journals A method for evaluating business models implementation process

2016 ◽  
Vol 22 (4) ◽  
pp. 712-735 ◽  
Author(s):  
Antonio Batocchio ◽  
Antonio Ghezzi ◽  
Andrea Rangone
Keyword(s):  
Performance Management ◽  
Business Model ◽  
Business Models ◽  
Implementation Process ◽  
Value Proposition ◽  
Model Concept ◽  
Content Type ◽  
Customer Segment ◽  
Execution Management ◽  
Small Team

Purpose – The purpose of this paper is to identify and discuss the reasons why business models fail, while also identifying the features necessary to develop a method that enables the evaluation of the implementation process of the business model, and is able to help in its development. Design/methodology/approach – The proposed method (roadmap for implementation of business models – RIBM) is composed of nine steps, and seven initials conditions (limitations). Such conditions reduce its complexity (e.g. performance management system is defined in the company). Findings – Some reasons why business models fail (alignment between value proposition and customer segment (value proposition); business model financial viability (costs and revenue); environmental constraints not fully integrated with the design of the business model (environment); business model execution (management), etc.) and made some considerations about the implementation of business models. Research limitations/implications – This work was developed in a small business (with a small team and the external member). The business complexity level and number of processes involved are much smaller when compared with a mid-size or large company. Another factor that contributed to mitigating the problem is that the enterprise had a well-structured report once the owners had made annual analysis and discussed how to improve and expand the business. Practical implications – In this application, RIBM showed a potential tool to minimize flaws in implementation processes of business models. Originality/value – The business model concept is relatively new in the literature. And because of its strategic importance has been the target of all major schools in the area. This work, in particular, deals with the question-related failures that occur in the process of implementing business models.

Understanding and assessing crowd logistics business models – using everyday people for last mile delivery

2017 ◽  
Vol 32 (1) ◽  
pp. 75-97 ◽  
Author(s):  
Volker Frehe ◽  
Jens Mehmann ◽  
Frank Teuteberg
Keyword(s):  
Business Model ◽  
Business Models ◽  
Design Science ◽  
Social Implications ◽  
Model Concept ◽  
Content Type ◽  
Open Research ◽  
Logistics Services ◽  
Research Questions ◽  
Crowd Logistics

Purpose The purpose of this paper is to evaluate the nature and characteristics of crowd logistics business models. Using this evaluation, a new concept for a sustainable implementation of crowd logistics services is proposed. Design/methodology/approach The Design Science process was followed to develop the proposed crowd logistics business model concept. The data are derived from expert interviews and a document-based data analysis of 13 companies. Findings Four relevant steps that companies should follow to implement sustainable crowd logistics services are identified. Open research questions are also identified and guide five research tasks, which may lead to a greater understanding of this emerging field. Research limitations/implications The present research is based on data from companies operating in Germany. The holistic approach gives a broad overview but lacks detailed descriptions. Practical implications Managers can use the four steps and the crowd logistics business model concept to plan future activities (e.g. new service provision). These steps increase the understanding, awareness and knowledge of opportunities and risks of specific crowd logistics services. Social implications This paper provides initial insights into social changes in terms of drivers for the use of crowd logistics services. However, further research is needed to capture the social implications in detail. Originality/value Crowd logistics is an emerging concept, and this paper is one of the first dealing with this topic generally and the first providing an analysis of crowd logistics business models. The developed concept includes implications for practice in the forms of common, and best practices, and science in the form of open research questions and tasks. Overall, the present research provides new insights into this emerging topic.

scholarly journals Business Model Research: From Concepts to Theories

2017 ◽  
Vol 12 (11) ◽  
pp. 41 ◽  
Author(s):  
Susan Lambert ◽  
Marco Montemari
Keyword(s):  
Business Model ◽  
Model Theory ◽  
Business Models ◽  
Theory Building ◽  
Future Research ◽  
Model Concept ◽  
Model Research ◽  
Inductive Research ◽  
Structured Analysis ◽  
Conceptual Research

The purpose of this paper is threefold. Firstly, it provides business model researchers with a structured analysis of the research that is required to enable business model theories to be developed. A schema for analyzing existing research and for discerning the research required to move towards business model theory building is proposed. The importance of conceptual research along with deductive and inductive empirical research is emphasized. Secondly, the extant business model literature is analyzed according to the research schema to highlight current gaps in the research and the progress being made towards theorization. Thirdly, opportunities for future research are identified and thematically categorized to encourage progressive cycles of conceptual-deductive-inductive research and ultimately, theorizing. The need for business model theory building, both in relation to the business model concept per se and concerning the relationships between business models and other phenomena, is the basis of this article.

scholarly journals Emerging technologies and new business models: a review on disruptive business models

2018 ◽  
Vol 15 (4) ◽  
pp. 338-355 ◽  
Author(s):  
Giovana Sordi Schiavi ◽  
Ariel Behr
Keyword(s):  
Business Model ◽  
Research Agenda ◽  
Design Methodology ◽  
Business Models ◽  
State Of The Art ◽  
Organizational Structures ◽  
Content Type ◽  
New Business ◽  
Analysis Strategy ◽  
New Business Models

Purpose This paper aims to conduct a review on disruptive business models. Considering that competition among companies will not only happen through new products, services or technologies but also through innovative business models, the disruptive business models arise to replace the existing business models, adapting the organizational structures to the products and services offered and emphasizing the proposition of unique value. Design/methodology/approach The literature on this topic was revised, allowing the obtaining of the state of the art and the construction of a research agenda. The analyzed literature was obtained from systematic searches by the term disruptive business model in some databases. For the analysis of the data, the content analysis strategy was used through categorizations in the material exploration phase, and, later, for the processing of the results, the authors made use of inference and interpretation regarding the content analyzed. Findings The collected literature made it possible to obtain a set of data formed by different views of authors on disruptive business models, which was analyzed and categorized to make new inferences and interpretations. Originality/value Considering that the literature on the disruptive process of business models is emerging and addressing an important phenomenon in the market that lacks the theoretical basis to sustain it, this paper contributes by presenting a consolidated examination on this subject, thus deepening the theoretical analyzes on this topic and reducing this lack in the literature. This study also presents a research agenda, which clarifies the disruptive business model gap and reveals some opportunities for future empirical researches.

scholarly journals A framework for business model with strategic innovation in ICT firms

2018 ◽  
Vol 31 (1) ◽  
pp. 16-41 ◽  
Author(s):  
Nezameddin Faghih ◽  
Banafsheh Dastourian ◽  
Seyyed Mojtaba Sajadi ◽  
Andres Henten ◽  
Pantea Foroudi
Keyword(s):  
Business Model ◽  
Business Models ◽  
Emerging Market ◽  
Business Environment ◽  
Business Model Innovation ◽  
Model Concept ◽  
Model Framework ◽  
Content Type ◽  
Strategic Innovation ◽  
Ict Industry

Purpose The purpose of this study is to help gain an accurate and distinct understanding of information-based business concepts and critical steps in designing an appropriate business model, by providing a framework for designing an innovative information-based business to help fledgling businesses development in the information and communication technology (ICT) industry of Iran. What is a business model framework with the strategic innovation approach in the small and medium enterprises (SMEs) of ICT industry? What are the components of this model and the relations between them? Business model is a logical response to how a business can create value. Changing business environment means that business models are rapidly growing; accordingly, innovation is no longer optional. However, innovation is important in general, but the kind of innovation that is widely and directly dependent on business model will be quite critical for all parts of the organization. In fact, business model innovation is an exquisite technic to create, deliver and earn value by changing one or more components of a typical business model. Business model innovation needs information and form business environment based on dynamic information system. Design/methodology/approach The present paper focuses upon SMEs in ICT. Grounded theory has been used for this purpose, with 15 interviews conducted. Findings An emerging market is one in which commercial exchanges of a particular industry between the countries are relatively new but possess great investment attractiveness and a high potential to grow (such as Iran).As the ICT industry of Iran is a leading industry, and the country itself is an emerging market, the main purpose of this study is to provide a framework for designing an innovative information-based business to help fledgling businesses development in the ICT industry of Iran. Originality/value The purpose of this paper is to help accurate and distinct understanding of the business model concept and critical steps in designing an appropriate business model. Studies conducted to simultaneously deal with the business model and strategic innovations are few, and by the time the proposal was written, there was no research observed from Persian sources.

A business model typology for destination management organizations

2019 ◽  
Vol 74 (6) ◽  
pp. 1135-1152 ◽  
Author(s):  
Stephan Reinhold ◽  
Pietro Beritelli ◽  
Rouven Grünig
Keyword(s):  
Business Model ◽  
Perceived Control ◽  
Business Models ◽  
Two Dimensions ◽  
Model Concept ◽  
Value Capture ◽  
Content Type ◽  
Ideal Types ◽  
The One ◽  
Destination Management Organizations

PurposeThe need and legitimacy of destination management organizations (DMOs) are increasingly questioned. Still, the tourism literature provides little advice on how DMOs change and finance their activities for the benefit of their destination-given contextual change. This conceptual article aims to contribute to filling this gap. The authors do so by proposing a typology of business models for destination management organizations.Design/methodology/approachWith the help of typological reasoning, the authors develop a new framework of DMO business model ideal types. To this end, the authors draw on extant literature on business model typologies and identify key dimensions of DMO business models from the tourism literature.FindingsThe challenges DMOs face, as discussed in the tourism literature, relate to both ends of their business model: On the one end, the value creation side, the perceived value of the activities they traditionally pursue has been declining; on the other end, the value capture side, revenue streams are less plentiful or attached to more extensive demands. On the basis of two dimensions, configurational complexity and perceived control, the authors identify four distinct ideal types of DMO business models: the destination factory, destination service center, value orchestrator and value enabler.Originality/valueThe authors outline a “traditional” DMO business model that stands in contrast to existing DMO classifications and that relates DMO challenges to the business model concept. The typology provides an integrated description of how DMO business models may be positioned to create and capture value for the organization and the destination(s) it serves. The ideal types point to important interdependencies of specific business model design choices.

Returpack: the integrator of the beverage can recycling process

2016 ◽  
Vol 6 (2) ◽  
pp. 1-33
Author(s):  
Peter Moricz ◽  
Gyorgy Drotos
Keyword(s):  
Information Systems ◽  
Business Model ◽  
International Business ◽  
Process Management ◽  
Business Models ◽  
Homeless People ◽  
Subject Area ◽  
Model Concept ◽  
Content Type ◽  
Recycling Industry

Subject area Emerging markets, business models, information technology. Study level/applicability This case is designed for MBA groups or students from MSc in Management, International Business, Logistics, Information Systems or Environmental Management programs. It can be covered in courses on Strategy, Process Management, International Business, Process Management, Supply Chain Management and Managing Information Systems. Case overview Returpack is a Hungarian company dealing with reverse vending machines (RVMs) that collect aluminum beverage cans, even in crushed form, based on a worldwide technology innovation. All RVMs are online and monitored and managed remotely. RVMs are mainly “fed” by the poorest, often homeless people, who are still motivated by the extremely low (less than 1 euro cent for a can) incentive that comes from the selling of the aluminum waste to recycling smelters. Based on the success of the business model in Hungary, projects were planned in the USA, Austria, Romania, and Turkey in 2013. However, beyond economic, legal and cultural challenges, a dramatic decline in the global aluminum waste prices early in 2014 questioned the return on investment at these projects. Advancements in the material-recognition technologies at waste sorting plants raise further questions. Expected learning outcomes Evaluating the business model innovation in the case by combining the different approaches of the business model concept with the knowledge on the recycling industry, the crowdsourcing method and the Internet of Things. Based upon this, students may identify and evaluate options for implementing the business model in and adapting to new markets, also by simulating these changes in a formal (numerical) business model. 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 codes Strategy. Subject code CSS 11: Strategy

A review and research agenda in business model innovation

2019 ◽  
Vol 13 (3) ◽  
pp. 264-287
Author(s):  
Benny Hutahayan ◽  
Wahyono
Keyword(s):  
Business Model ◽  
Research Agenda ◽  
Design Methodology ◽  
Business Models ◽  
Evolutionary Process ◽  
Business Model Innovation ◽  
Fine Tuning ◽  
Single Element ◽  
Value Proposition ◽  
Content Type

Purpose This paper aims to review and synthesise the recent advancements in the business model literature and explore how firms approach business model innovation. Design/methodology/approach A systematic review of business model innovation literature was carried out by analysing 219 papers published between 2010 and 2016. Findings Evidence reviewed suggests that rather than taking either an evolutionary process of continuous revision, adaptation and fine-tuning of the existing business model or a revolutionary process of replacing the existing business model, firms can explore alternative business models through experimentation, open and disruptive innovations. It was also found that changing business models encompasses modifying a single element, altering multiple elements simultaneously, and/or changing the interactions between elements in four areas of innovation: value proposition, operational value, human capital and financial value. Originality/value The conflicting approaches exist in the literature on how firms change their business models, this review synthesises these approaches and provide a clear guidance as to the ways through which business model innovation can be undertaken.

A roadmap for business model adaptation in the construction industry: a structured review of business model research

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Dilani Niroshika Abeynayake ◽  
BAKS Perera ◽  
Chandanie Hadiwattege
Keyword(s):  
Construction Industry ◽  
Business Model ◽  
Business Models ◽  
Research Development ◽  
Business Managers ◽  
Content Type ◽  
Construction Firms ◽  
Development Stages ◽  
Model Research ◽  
Novel Concept

Purpose Survival challenges compel construction firms to change their business thinking on adapting business models (BMs). Unlike in the other fields, in the construction field, it is still a novel concept, probably because BM adaptation in the industry has not been sufficiently studied. Hence, the purpose of this study is to set a roadmap for the effective adaptation of the BM concept in the construction industry. Design/methodology/approach To develop a roadmap, this study analysed BM literature through a comprehensive literature review by finding the BM research development stages using studies done in other fields and locating construction industry BM literature. Findings No stage-wise development of BM research has taken place in the construction industry. The four BM research development stages, namely, defining BMs, listing BM components, describing BM components and modelling BM components as a business model ontology (BMO) in relation to the construction industry have to be followed for proper BM adaptation in the construction industry. Originality/value This study provided an overview of and a roadmap for BM adaptation in the construction industry for the benefit of future researchers. The proper adaptation of the BM concept through a BMO will enable construction business managers to easily innovate, design and change construction BMs to streamline their business thinking.

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