Missing link of national entrepreneurial business model: issues of high-tech start-up in Japan, in comparison with US and German model

2002 ◽  
Author(s):  
M. Noboru
Keyword(s):  
Business Model ◽  
High Tech ◽  
Missing Link ◽  
Start Up ◽  
German Model

A case study: How did IoT start-up Distronix change its business model to sustain growth in the pay-per-use economy

2021 ◽  
pp. 204388692098158
Author(s):  
Dipankar Chakrabarti ◽  
Rohit Kumar ◽  
Soumya Sarkar ◽  
Arindam Mukherjee
Keyword(s):  
Internet Of Things ◽  
Business Model ◽  
Industry 4.0 ◽  
Industrial Revolution ◽  
Project Delivery ◽  
Public Cloud ◽  
Industrial Internet Of Things ◽  
Start Up ◽  
Industrial Internet ◽  
Fixed Fee

Industrial Internet of Things emerged as one of the major technologies enabling Industry 4.0 for industries. Multiple start-ups started working in the Industrial Internet of Things field to support this new industrial revolution. Distronix, one such Industrial Internet of Things start-up of India, started operations in 2014, when companies were not even aware of Industrial Internet of Things. Distronix started executing fixed-fee projects for implementation of Industrial Internet of Things. They also started manufacturing sensors to support large customers end-to-end in their Industry 4.0 journey. With the advent of public cloud, companies started demanding pay-per-use model for the solution Distronix provided. This posed a major challenge to Distronix as they had developed technology skills focusing fixed-fee customized project delivery for their clients. The situation demanded that they change their business model from individual project delivery to creation of product sand-box with pre-registered sensors and pre-defined visualization layer to support use cases for Industrial Internet of Things implementation in multiple industry sectors. It forced Rohit Sarkar, the 26 years old entrepreneur and owner of Distronix, to upgrade capabilities of his employees and transform the business model to support pay-per-use economy popularized by public cloud providers. The case discusses the challenges Rohit faced to revamp their business model in such an emerging technology field, like, to develop new skills of the technical people to support such novel initiative, reorienting sales people towards pay as use model, developing new concept of plug and play modular product, devising innovative pricing, better alliance strategy and finding out a super early adopter.

scholarly journals Innovation in Start-Up Business Model in Energy-Saving Solutions for Sustainable Development

Energies ◽  
2021 ◽  
Vol 14 (12) ◽  
pp. 3583
Author(s):  
Bogdan Wit ◽  
Piotr Dresler ◽  
Anna Surma-Syta
Keyword(s):  
Sustainable Development ◽  
Local Government ◽  
Energy Saving ◽  
Business Model ◽  
Value Proposition ◽  
Sustainable Business ◽  
Business Model Canvas ◽  
Start Up ◽  
Sustainable Value ◽  
Research Questions

Socially expected innovations are innovations considering sustainable development. The subject of the paper focuses on the business model of a start-up providing energy saving services to local government units using smart technologies of Industry 4.0 in the aspect of low touch economy. A methodical critical literature review including quantitative and qualitative assessment, stakeholder analysis and business modeling techniques using Business Model Canvas and Triple Layer Business Model Canvas (TLBMC) was conducted. In addition, an in-depth analysis of a start-up case study was conducted. The research questions are related to the interpretation of the organization’s business data and methods of interpreting Sustainability 3.0 business solutions. The research questions were directed to the challenges regarding the creation of the organization’s sustainable business model architecture and the Business Sustainability 3.0 sustainable business imaging concept. The research objective is to design a sustainable business model of a start-up providing energy-efficient services to local government units, whose value proposition refers to an extended sustainable value that meets the economic, social and environmental needs of society. The integration of sustainability in the sustainable business model of the start-up allowed to achieve the research objective of designing a sustainable value proposition that meets the economic, social and environmental needs of society.

Pakwheels.com—The Next Challenge!

2017 ◽  
Vol 14 (2) ◽  
pp. 137-159
Author(s):  
Farrah Arif ◽  
Sarah Suneel Sarfraz
Keyword(s):  
Business Model ◽  
Turning Point ◽  
Model Identification ◽  
Scaling Up ◽  
Car Market ◽  
Retail Channel ◽  
Start Up ◽  
Potential Sources ◽  
Used Car ◽  
Trade Channel

This case features the challenges of a start-up website in the used car market in 2015 as its founding partners assess potential sources of profitable growth and ways to maintain their competitive advantage. Founded in Pakistan, PakWheels.com was a vertically classified automotive portal. The case goes on to illustrate how PakWheels.com successfully revolutionized the used-car trade channel by bridging the gap between the traditional retail channel of car dealers and buyers. Key discussion points of the case revolve around the turning point of PakWheels business, namely retention of users while sustaining the current business model, identification of key strategies for scaling up and monetization, and response to competitive threats to safeguard its market position. Through assessing these options and discussing this case, students will learn about strategic problems faced by online portals as well as how these unique businesses create value for end users.

Bucking the Trend: A Look at Zyme Solutions' Non-linear Business Model for IT Services from India

2011 ◽  
Vol 15 (01) ◽  
pp. 37-62 ◽  
Author(s):  
D.V.R. Seshadri
Keyword(s):  
Business Model ◽  
Service Provider ◽  
Business Models ◽  
Linear Growth ◽  
High Tech ◽  
Data Service ◽  
It Services ◽  
Software Companies ◽  
Non Linear ◽  
Vertical Market

The case describes XGen Technologies (name disguised), an India-based IT Enabled Services (ITES) company having to grapple with the issues of linear growth. The company's headcount had touched a whopping 40,000 and managing such a large setup was becoming a severe challenge, putting immense pressure on Partha Sen, the CEO, to adopt an innovative business model to sustain historical growth rates of revenue and profitability. This situation was similar to what most Indian ITES companies faced: they had been clocking impressive growth, yet there were concerns about the future. The case then describes some of the strategies that software companies have been adopting in order to achieve greater non-linearity in their business. In particular, the case concentrates on Zyme Solutions, Inc., a fully outsourced hosted data service provider to the high-tech vertical market, which has built as a non-linear business from the ground up, without the legacy of the linear business models to contend with. Students are put in the place of Partha Sen, having to decide on an approach that established companies like XGen could adopt to transit to a non-linear model.

Investigate the role of distributed leadership and strategic flexibility in fostering business model innovation

2019 ◽  
Vol 13 (1) ◽  
pp. 93-112 ◽  
Author(s):  
Suqin Liao ◽  
Zhiying Liu ◽  
Lihua Fu ◽  
Peichi Ye
Keyword(s):  
Business Model ◽  
Distributed Leadership ◽  
Structural Equation ◽  
Dynamic Capabilities ◽  
Business Model Innovation ◽  
Equation Modeling ◽  
High Tech ◽  
Strategic Flexibility ◽  
Environmental Dynamism ◽  
Content Type

PurposeThe purpose of this paper is to examine whether the new distributed leadership patterns is an important driver for innovating business model. By synthesizing insights from the dynamic capabilities perspective, it also explores how and when distributed leadership enhances the business model innovation (BMI) by involving strategic flexibility as a mediator and environmental dynamism as important contingency.Design/methodology/approachA survey via questionnaire was conducted with 262 CEOs and 262 senior managers from Chinese high-tech companies that provided the research data. Structural equation modeling and linear regression analyses were used to test the time-lagged data, and then the main research questions were responded to.FindingsThe analysis reveals that distributed leadership has a significant direct influence on BMI, and that distributed leadership also indirectly affects BMI by enhancing strategic flexibility. Environmental dynamism strengthens the positive effect of distributed leadership on BMI under strategic flexibility.Originality/valueThis paper advances and enriches the emerging stream of BMI research. It presents an innovative conceptual analysis of the antecedents of BMI, and it shows a possible solution for BMI that complements extant research that considers which and how the leadership style of the organizations affects the business model change.

Sign in / Sign up

Export Citation Format

Share Document