Additional Remarks and Comments on Global Expansion and the Impact on the Insurance Value Chain: the Reassessment of Business Models and the Revisiting of the Value Proposition

2003 ◽  
Vol 28 (1) ◽  
pp. 58-64 ◽  
Author(s):  
Brian M. O'Hara ◽  
Jean-Philippe Thierry
Keyword(s):  
Value Chain ◽  
Business Models ◽  
Value Proposition ◽  
Global Expansion ◽  
The Impact

A new sustainability model: engaging the entire firm

2014 ◽  
Vol 35 (2) ◽  
pp. 4-12 ◽  
Author(s):  
Wayne McPhee
Keyword(s):  
Value Chain ◽  
Business Models ◽  
Resource Constraints ◽  
Emerging Market ◽  
Firm Strategy ◽  
Chain Model ◽  
Activity Model ◽  
Content Type ◽  
Emerging Issues ◽  
The Impact

Purpose – The sustainable activity model re-envisions Porter's value chain to reflect the emerging impact of sustainability on firm strategy. The model helps to convert high level sustainability vision statements into a new set of actions that can create value from emerging issues like climate change, resource constraints, and a smaller, more connected world. Design/methodology/approach – The emergence and growth of sustainability, provides an opportunity to rethink traditional business models to better reflect current and emerging market conditions. Porter's value chain was adapted to reflect that: the value of a firm is based on more than just the profit margin and includes reputation, brand value and license to operate; sustainability can generate value by improving both internal and external engagement and collaboration; and the impact that the firm has on the outside world need to be included in firm strategy and decision making. Findings – The sustainable activity model is useful for focusing strategy on the material impacts of the firm rather than focusing on the issues that are most prevalent in the media or where managers have a particular interest. The model allows the firm to clearly set out new actions and new behaviors that change how the firm interacts with the world and how value is created. Originality/value – The sustainable activity model adapts the traditional value chain model to better fit the business issues that have emerged over the last 25 years and to prepare for a future that will continue to change at an ever increasing rate. Applying the model to strategy and business decisions will encourage new ways of thinking about value and generate new activities for creating value and enhancing the resilience of the firm against future changes as the sustainability trend continues to evolve.

Viable Business Models for M-Commerce

2011 ◽  
pp. 837-852
Author(s):  
Jiaxiang Gan ◽  
Jairo A. Gutiérrez
Keyword(s):  
Business Model ◽  
Value Chain ◽  
Competitive Strategy ◽  
Business Models ◽  
Market Segment ◽  
Value Proposition ◽  
Value Network ◽  
The Public ◽  
Profit Potential ◽  
Viable Business

As mobile applications increase in popularity, the issue of how to build viable business models for the m-commerce industry is becoming a clear priority for both organizations and researchers. In order to address this issue, this chapter reports on five mini cases used as a guideline, and applies the theoretical business model from Chesbrough and Rosenbloom (2002) to each of them to find out the most important components of viable business models for their m-commerce applications. The study then uses cross cases analysis as a research tool to compare and contrast each of the mini cases and to find out how the different organizations fit within the researched theoretical business model. Finally, this chapter confirms that there are 7 important components of viable business models for m-commerce which are: value proposition, market segment, value chain, profit potential, value network, competitive strategy and firm capabilities. This study also highlights the fact that the public visibility of these 7 components is uneven. Some components such as value proposition, value chain, value network and firm’s capabilities are more likely to be presented in public by organizations. However, aspects such as cost structure and profit potential, market segment and competitive strategy are more likely to be hidden from the public due to their commercial sensitivity.

Interactive Digital Television

2011 ◽  
pp. 96-133
Author(s):  
Margherita Pagani
Keyword(s):  
Economic System ◽  
Value Chain ◽  
Business Models ◽  
Interactive Television ◽  
Digital Technologies ◽  
Digital Television ◽  
The Status ◽  
Interactive Digital Television ◽  
Return Channel ◽  
The Impact

Interactive television (iTV) can be defined as the result of the process of convergence between television and the new interactive digital technologies (Pagani, 2000). Interactive television is basically domestic television boosted by interactive functions that are usually supplied through a “back channel” and/or a modern terminal. The distinctive feature of interactive television is the possibility that the new digital technologies give the user1 the opportunity to interact with the content that is offered. The evolution towards interactive television has not an exclusively technological, but also a profound impact on the whole economic system of digital broadcasting—from offer types to consumption modes, and from technological and productive structures to business models. This chapter attempts to analyse how the addition of interactivity to television brings fundamental changes to the broadcasting industry. The chapter first defines interactive transmission systems and classifies the different services offered according to the level of interactivity determined by two fundamental factors such as response time and return channel band. After defining the conceptual framework and the technological dimension of the phenomenon, the chapter considers the impact generated by interactive digital technologies on the whole broadcaster economic system. Some dimensions of the economic sub-system of reference are considered such as new types of interactive services offered and new competitive system emerging. The Interactive Digital Television (iDTV) value chain will be discussed to give an understanding of the different business elements involved. The results of the present section allow for an understanding of the impact of interactive television on the whole economic system, together with the significant changes in the market, operator types, and distributive systems. There are many problems that management has to deal with as a result of the changing behaviour of the audience, the status of the viewer, and the nature of the medium and its function. Technological, organisational, and service innovation is undoubtedly the key for understanding the behaviour of firms and institutions in the development of interactive television.

scholarly journals The impact of digital logistics start-ups on incumbent firms: a business model perspective

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jasmin Mikl ◽  
David M. Herold ◽  
Marek Ćwiklicki ◽  
Sebastian Kummer
Keyword(s):  
Business Model ◽  
Value Creation ◽  
Business Models ◽  
Primary Data ◽  
Value Proposition ◽  
Value Capture ◽  
Content Type ◽  
Main Factors ◽  
Start Ups ◽  
The Impact

PurposeDigital freight forwarder (DFF) start-ups and their associated business models have gained increasing attention within both academia and industry. However, there is a lack of empirical research investigating the differences between DFFs and traditional freight forwarders (TFF) and the impact of digital start-ups on incumbents' companies. In response, this study aims to examine the key business model characteristics that determine DFFs and TFFs and propose a framework illustrating the extent to which digital logistics start-ups influence incumbent logistics companies.Design/methodology/approachBased on the primary data gathered from eight interviews with experts from start-ups' and incumbents' logistics companies, as well as secondary data, the authors identify the main factors of DFFs start-ups that have an impact on TFFs and analyze the similarities and differences in regard to the business model components' value proposition, value creation, value delivery and value capture.FindingsThe results show that differences between DFFs and TFFs appear in all four business models' components: value proposition, value creation, value delivery and value capture. In particular, the authors identify three main factors that need to be considered when assessing the impact of DFFs on TFFs: (1) the company size, (2) the market cultivation strategy and (3) the transport mode.Originality/valueThis is one of the first studies to specifically examine the key business model differences between DFFs and TFFs and to propose a conceptual framework for understanding the impact of digital logistics start-ups on incumbent companies.

El audiolibro en España: ¿industria o modelo de negocio?

2020 ◽  
Author(s):  
Marta Magadán-Díaz ◽  
Jesús I. Rivas-García
Keyword(s):  
Value Chain ◽  
Business Models ◽  
Publishing House ◽  
The Other ◽  
Production Flow ◽  
New Business ◽  
General Goal ◽  
The Impact ◽  
Existing Data ◽  
Sobre Todo

This research has the general goal of analyzing, through an exploratory methodology, the impact that audiobooks have on the internal processes in the value chain of Spanish publishing companies, to which two more specific goals are added: a) How can the new roles from audiobook be added in an publishing circuit?, and b) is it possible to affirm that the new business model can already be considered an industry within the Spanish publishing sector? Through the analysis of the publishing circuit and the production flow chart carried out in this study, it is observed not only the impact of the audiobook on the entire operational process of a publishing house, but also the new actors on the publishing business scene. Based on the existing data from the audiobook business in Spain, the study concludes that, nowadays, the existence of an audiobook industry that is fully independent from the other consolidated business models in the Spanish publishing sector cannot be affirmed. Resumen Esta investigación tiene como objetivo general analizar a través de una metodología exploratoria el impacto que los audiolibros tienen sobre los procesos internos en la cadena de valor de las editoriales españolas. A este se añaden dos preguntas de investigación específicas: a) ¿Cómo se puede incluir a los actores del audiolibro en un circuito editorial?, y b) ¿se puede afirmar que el nuevo modelo de negocio es una industria dentro del sector editorial español? A través del análisis del circuito editorial y del flujograma de producción realizado en este estudio se observa no solo el impacto del audiolibro sobre todo el proceso operacional de una editorial, sino que además se advierten los nuevos actores en la escena del negocio editorial. Partiendo de los datos existentes sobre el negocio del audiolibro en España, el trabajo concluye que hoy por hoy no se puede afirmar la existencia de una industria audio-editorial independizada plenamente de los otros modelos de negocio consolidados en el sector editorial español.

Digitization and Publishing in Australia: A Recent Snapshot

LOGOS ◽  
2010 ◽  
Vol 21 (1-2) ◽  
pp. 59-75
Author(s):  
Bill Martin ◽  
Xuemei Tian
Keyword(s):  
Value Chain ◽  
Online Survey ◽  
Success Factors ◽  
Business Models ◽  
Book Publishing ◽  
Digital Publishing ◽  
Value Chains ◽  
Niche Markets ◽  
Global Issues ◽  
The Impact

AbstractIn a government-funded research project into the implications of digitization for book publishing in Australia, the researchers tested for the presence of global issues and trends. With a focus specifically upon book publishing to the exclusion of newspaper and journal publishing these included: revenue trends; competition; outsourcing; potential benefits of digital publishing; critical success factors for digital publishing; supply chain issues; value chain issues, business models and expectations for the future. An online survey and follow-up interviews found that technologies such the Internet and the World Wide Web, along with those for production and rights management were playing a significant role in book publishing. However, the major focus among book publishers was on business and organizational issues. There was widespread realization of the need to respond to competition from inside and outside the industry, including competition for the leisure time of users, with direct implications for value chains and business models. Key organizational changes identified included changes in structures and strategies, in human resource practices, and in cultures. The main benefits anticipated from digital technologies were in the areas of new niche markets, repackaging and repurposing of existing content, consumer-generated content and the enhancement of value chains. It is therefore, imprudent to only consider the impact of emerging technology as the fundamental in the ongoing development of digitization in book publishing, as other considerations such as demographics, social and economic factors are also essential ingredients.

scholarly journals Evaluating the impact of AI on insurance: The four emerging AI- and data-driven business models

2019 ◽  
Vol 1 ◽  
pp. 15 ◽  
Author(s):  
Alex Zarifis ◽  
Christopher P. Holland ◽  
Alistair Milne
Keyword(s):  
Artificial Intelligence ◽  
Value Chain ◽  
Business Models ◽  
Data Driven ◽  
Insurance Companies ◽  
Customer Base ◽  
Insurance Sector ◽  
The Third ◽  
The Impact ◽  
The Way

The increasing capabilities of artificial intelligence (AI) are changing the way organizations operate and interact with users both internally and externally. The insurance sector is currently using AI in several ways but its potential to disrupt insurance is not clear. This research evaluated the implementation of AI-led automation in 20 insurance companies. The findings indicate four business models (BM) emerging: In the first model the insurer takes a smaller part of the value chain allowing others with superior AI and data to take a larger part. In the second model the insurer keeps the same model and value chain but uses AI to improve effectiveness. In the third model the insurer adapts their model to fully utilize AI and seek new sources of data and customers. Lastly in the fourth model a technology focused company uses their existing AI prowess, superior data and extensive customer base, and adds insurance provision.

scholarly journals Research on the Impact of High-End Ev Sales Business Model on Brand Competitiveness

2021 ◽  
Vol 13 (24) ◽  
pp. 14045
Author(s):  
Zhen Li ◽  
Fengbo Liang ◽  
Minjiao Cheng
Keyword(s):  
Business Model ◽  
Value Creation ◽  
Business Models ◽  
Perceived Value ◽  
Mediation Effect ◽  
Manufacturing Cost ◽  
Value Proposition ◽  
Customer Perceived Value ◽  
Brand Competitiveness ◽  
The Impact

Electric vehicles have many advantages compared with traditional fuel vehicles, whereas the immaturity of technologies and high manufacturing cost make it difficult for EV brands to be promoted in traditional business models. Thus, auto-mobile companies started to establish high-end sales business model to promote the brand. This paper studies the influential mechanism of high-end EV sales business model on brand competitiveness and the mediation effect between high-end EV sales business model and brand competitiveness. A total of 624 consumers’ survey data were collected and the structural equation model (SEM) was analyzed to test the hypotheses by using a scale made up of indicators referring to high-end EV sales business model, brand competitiveness and customer perceived value. This paper contributes to the sustainable innovation literature by exploring the psychological perception of customer perceived value in strengthening brand competitiveness. The results show that both the value proposition and value creation of high-end EV sales business model have significant positive impacts on brand competitiveness. Moreover, customer perceived value fully mediates the relationships between the value proposition of high-end EV sales business model and brand competitiveness and between the value creation and brand competitiveness. Customer perceived value cannot mediate the relationship between the value capture of high-end EV sales business model and brand competitiveness. Our insights contribute to the business model research area from a customer-centric perspective.

scholarly journals THE INTEGRATION OF BUSINESS MODELS AS PART OF PRE-MERGER AND ACQUISITIONS IN THE POLISH SECTOR OF MANAGEMENT INFORMATION SYSTEMS

2016 ◽  
Vol 4 ◽  
pp. 056-072
Author(s):  
Jolanta Wartini-Twardowska ◽  
Zbigniew Twardowski
Keyword(s):  
Information Systems ◽  
Value Chain ◽  
Business Models ◽  
Management Information Systems ◽  
Added Value ◽  
Management Information ◽  
Complex Organizations ◽  
Depth Analysis ◽  
Operational Processes ◽  
The Impact

This paper presents the methodology of assessing opportunities and threats related to the combining of heterogeneous business models in complex organizations (enterprise groups) from the point of view of added value. The main objective was to develop a methodology for assessing the risk of including a company with a specific business model within a complex organization. The authors carried out an in-depth analysis of mutual influences for fifteen typical business models. Guided by their original approach to classifying business models in the sector for management information systems, the authors used the cross-impact method to rank models in the value chain of this sector. The operational processes of the business models were also identified. The proposed methodology allows for a relatively accurate assessment of the impact of particular operational processes of one model upon the strategic objectives of another. The study established a set of data enabling the determination of the potential risks of combining two distinct sector models, the ‘integrator’ and the ‘added value reseller’, as an enterprise group. The methodology presented in this paper could be used to develop a computer system supporting strategic decisions regarding the allocation of resources in complex organizations.

Impact of community-based business model and competitive advantage on exports: evidence from diamond industry

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Shubham Kumar ◽  
Deepak Kumar ◽  
Keya Sengupta ◽  
Tapas Kumar Giri
Keyword(s):  
Competitive Advantage ◽  
Business Model ◽  
Value Chain ◽  
Business Models ◽  
Stochastic Frontier Analysis ◽  
Positive Impact ◽  
Community Based ◽  
Content Type ◽  
Frontier Analysis ◽  
The Impact

Purpose This study aims to examine the altering paradigms for two specific characteristics of the international diamond industry: community-based business model and competitive advantage and their impact and interaction effect. Design/methodology/approach This study uses global value chain (GVC) analysis to understand the industry characteristics, social impacts and disruption in the international diamond industry. Further, normalized revealed comparative advantage is used to measure the competitiveness of different countries over time. Finally, stochastic frontier analysis is used to test the impact of the community-based business model and competitiveness on exports and estimate the technical efficiency. Findings The international diamond industry is witnessing changes in the business model, competitiveness, processes, policies and consumer behavior. While competitive advantage and community have a positive impact on exports, the relationship between competitive advantage and exports gets negatively moderated by the community. Further, insights from the GVC analysis indicate that though the industry is facing several disruptions and challenges, it has shown the unique quality of community reconfiguration and relocation. Originality/value This paper provides insights into the diamond industry facing multiple disruptions at various stages of GVC and contributes to the literature on international trade, community-based business models and GVC.

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