WHAT ABOUT THE ENTREPRENEUR? HOW STATIC BUSINESS MODELS DRIVE AND HINDER THE DEVELOPMENT OF SELF-SUSTAINING LOCAL ENERGY ACCESS VENTURES

2014 ◽  
Vol 19 (03) ◽  
pp. 1450014 ◽  
Author(s):  
INGRID WAKKEE ◽  
RAHUL BARUA ◽  
PIETER VAN BEUKERING
Keyword(s):  
Business Model ◽  
Business Models ◽  
Development Program ◽  
Market Development ◽  
Local Energy ◽  
Development Programs ◽  
Energy Access ◽  
Business Environments ◽  
Publicly Supported

The central assumption of publicly-supported market development programs is that providing resources to local entrepreneurs and strengthening the business environments fosters the emergence of self-sustaining local energy access ventures. We explore this assumption by applying a business model lens to analyze how participation in a market development program affects the development of local energy access ventures. Using the domestic biogas market development program in Rwanda as our case, we evaluate program design, the role of local entrepreneurs and interactions between participating ventures and the coordinating office to determine how market development programs contribute to a self-sustaining private energy sector. While providing a detailed framework for local ventures, the business model offers entrepreneurs few possibilities to act entrepreneurial and exploit local opportunities. Consequently, such programs will attract necessity-driven rather than opportunity- and growth-driven entrepreneurs, causing concern for the achievement of program objectives and the establishment of a self-sustaining private sector.

Business Model Literature Overview

2014 ◽  
pp. 79-130 ◽  
Author(s):  
Ales Novak
Keyword(s):  
Business Model ◽  
Financial Reporting ◽  
Business Models ◽  
Potential Role ◽  
Financial Instruments ◽  
Business Logic ◽  
Literature Overview ◽  
Ifrs 9 ◽  
Definition Of

The term ?business model' has recently attracted increased attention in the context of financial reporting and was formally introduced into the IFRS literature when IFRS 9 Financial Instruments was published in November 2009. However, IFRS 9 did not fully define the term ‘business model'. Furthermore, the literature on business models is quite diverse. It has been conducted in largely isolated fashion; therefore, no generally accepted definition of ?business model' has emerged. Therefore, a better understanding of the notion itself should be developed before further investigating its potential role within financial reporting. The aim of this paper is to highlight some of the perceived key themes and to identify other bases for grouping/organizing the literature based on business models. The contributions this paper makes to the literature are twofold: first, it complements previous review papers on business models; second, it contains a clear position on the distinction between the notions of the business model and strategy, which many authors identify as a key element in better explaining and communicating the notion of the business model. In this author's opinion, the term ‘strategy' is a dynamic and forward-looking notion, a sort of directional roadmap for future courses of action, whereas, ‘business model' is a more static notion, reflecting the conceptualisation of the company's underlying core business logic. The conclusion contains the author's thoughts on the role of the business model in financial reporting.

The Influence of Incubator and Accelerator Participation on Nanotechnology Venture Success

2021 ◽  
pp. 104225872110245
Author(s):  
Jennifer L. Woolley ◽  
Nydia MacGregor
Keyword(s):  
Venture Capital ◽  
Empirical Work ◽  
Development Program ◽  
Development Programs ◽  
Government Grants ◽  
Recent Growth ◽  
Using Data

This study investigates how venture development programs such as private incubators, university incubators, and accelerators influence the success of participating nanotechnology startups. With the recent growth in such programs, empirical work is needed to compare their impact on participants across programs and with nonparticipants. Using data on firm bankruptcies, liquidation, government grants, and venture capital, we find benefits, but the influence of each venture development program varies greatly. We further investigate the influence of program services and resources to clarify program heterogeneity beyond existing typologies. The results clarify the role of these programs and ecosystem intermediaries.

The Role of Internal Standardization in Business Models

2020 ◽  
pp. 931-953
Author(s):  
Magnus Johansson ◽  
Amalia Foukaki ◽  
Matts Kärreman
Keyword(s):  
Business Model ◽  
Business Models ◽  
Business Model Innovation ◽  
Firm Level ◽  
Internal Standardization

This chapter focuses on business models and the role of internal standardization in business models. We develop a typology that outlines the role of internal standardization for a set of value configurations that serve as representations of generic business models. The topic is of importance for both managers and researchers in relation to firm level innovation and strategy, as well as how business models relate to internal and external standardization. With regard to business model innovation, this chapter can aid in identifying shifts in the firm's internal standardization focus associated with changes in its business model.

The Role of Internal Standardization in Business Models

2019 ◽  
pp. 126-148
Author(s):  
Magnus Johansson ◽  
Matts Kärreman ◽  
Amalia Foukaki
Keyword(s):  
Business Model ◽  
Business Models ◽  
Business Model Innovation ◽  
Firm Level ◽  
Internal Standardization

This chapter focuses on business models and the role of internal standardization in business models. The authors develop a typology that outlines the role of internal standardization for a set of value configurations that serve as representations of generic business models. The topic is of importance for both managers and researchers in relation to firm level innovation and strategy, as well as how business models relate to internal and external standardization. With regard to business model innovation, this chapter can aid in identifying shifts in the firm's internal standardization focus associated with changes in its business model.

What Makes a Global Business Model?

2018 ◽  
pp. 19-39 ◽  
Author(s):  
Oleksiy Osiyevskyy ◽  
Milena Troshkova ◽  
Yongjian Bao
Keyword(s):  
Theoretical Analysis ◽  
Conceptual Framework ◽  
Business Model ◽  
Business Models ◽  
International Expansion ◽  
Global Business ◽  
Specific Advantage ◽  
Global Companies ◽  
Research Questions

A firm's business model is an essential mechanism determining how an organization creates value for its stakeholders and captures part of the created value as profit for its owners. Global enterprises secure their market positions through properly functioning business models that are globally scalable. Once a globally scalable business model is successfully designed and validated in one location, it becomes a non-location-bound firm-specific advantage, promoting the firm's international expansion. This chapter addresses the following research questions: (1) What is the role of a business model in the success of global enterprises? (2) Which common attributes do business models of successful global companies possess? and (3) How to make a business model more suitable for global expansion? The theoretical analysis of these questions yields a conceptual framework for examining the global companies through the business model lens. The developed conceptual framework is illustrated and corroborated with the mini-cases of global companies.

Digital Retail and How Customer-Centric Technology is Reshaping the Industry

2018 ◽  
pp. 1560-1580 ◽  
Author(s):  
Pablo Penas Franco
Keyword(s):  
Internet Of Things ◽  
Business Model ◽  
Business Models ◽  
Customer Experience ◽  
Retail Industry ◽  
Brick And Mortar ◽  
Digital Disruption ◽  
Cloud Technologies ◽  
The Impact

This chapter explains the digital disruption that has occurred and is still happening in the retail industry. It explains the relative positions of the world's leading retailers Wal-Mart, Amazon and Alibaba and the business models of the two top online competitors. It focuses on the impact of SMAC (Social, Mobile, Analytics and Cloud) technologies and new retail trends enabled or boosted by technology such as omni-channel, customer experience, internet of things (IoT) and analytics, fulfillment and delivery. It deepens into IT and business model customer-centric design, the role of the customer and the store in the new digital retail and finishes with an assessment of ROI in retail digitization. The chapter concludes the fundamental IT-enabled changes of digital disruption are critical for all players, traditional brick-and-mortar retailers, pure online players and those with both an online and an offline presence.

Aligning management model and business model in the management innovation perspective

2015 ◽  
Vol 28 (1) ◽  
pp. 43-58 ◽  
Author(s):  
Alessandro Basile ◽  
Rosario Faraci
Keyword(s):  
Business Model ◽  
Conceptual Analysis ◽  
Dynamic Capabilities ◽  
Business Models ◽  
Management Practices ◽  
Organizational Level ◽  
Management Model ◽  
Management Innovation ◽  
Content Type

Purpose – The purpose of this paper is to present some evidence on the role of management models in the implementation or in the transformation of the business models, highlighting the pivotal role of managerial dynamic capabilities. The analysis provides relevant lines of managerial action both strategic and operational levels. Design/methodology/approach – An innovative conceptual analysis is proposed. Managerial dynamic capabilities play a central role in the coupled link between management model and business model at the organizational level. Findings – The authors propose a highly usable and generalizable conceptual model for management practices, strategic planning and operational assessment. Originality/value – This paper investigates a new emerging research stream of management innovation theory. The research presents a new and innovative conceptual analysis of management model and business model alignment. This theme has not been explored in prior researches and represents an experiment to pair the management model and the business model evidence.

Extreme luxury fashion: business model and internationalization process

2017 ◽  
Vol 34 (3) ◽  
pp. 403-424 ◽  
Author(s):  
Simone Guercini ◽  
Matilde Milanesi
Keyword(s):  
Business Model ◽  
Business Models ◽  
Theory And Practice ◽  
Internationalization Process ◽  
International Expansion ◽  
Foreign Markets ◽  
Content Type ◽  
Positive Side ◽  
Unique Approach

Purpose The purpose of this paper is to identify the defining characteristics of the extreme luxury fashion business model (ELFBM) and the relationship between this business model and the process of firm internationalization. The paper examines the potentially positive outcomes of differences and distances in the internationalization process of extreme luxury fashion companies. Design/methodology/approach The paper presents and discusses the data collected during a five-year case analysis of an Italian luxury company. The main characteristics of the business model are identified in terms of products, manufacturing and sourcing, distribution channels, marketing communications and overall characteristics of consumers. The internationalization process is described, with a focus on the Russian market as an emblematic case, highlighting the role of distances – geographic, psychic and cultural – and liabilities, namely foreignness and outsidership in the international expansion of the firm. Findings The findings of this paper highlight the main features and specific traits of the ELFBM characterized by a global and unique approach to the offer. This business model has in its origin the demand from certain foreign markets, and the elements of the country of origin of the firms coexist and are enhanced by the presence of specific characteristics of the destination countries in terms of niche consumers with economic and cultural characteristics and a strong perception of “Made in” and luxury goods. Originality/value The paper contributes to previous studies on the relationships between business models and internationalization. It provides a framework for the “ELFBM,” in which internationalization is a constitutive element of a specific business model rather than a strategy for a business model already defined. Examining the positive side of differences and distances in the internationalization process of firms adopting such business model, the paper contributes to the international business theory and practice. It also expands research on luxury fashion defining an international company which is under-investigated, the extreme luxury fashion company, and the elements that constitute its business model.

scholarly journals The Role of the Population, Family Planning and Family Development Program (KKBPK) in Reducing Stunting Prevalence

2021 ◽  
Vol 2 (1) ◽  
pp. 19-28
Author(s):  
Agus Mauluddin ◽  
Novianti Novianti
Keyword(s):  
Family Planning ◽  
Development Program ◽  
Global Network ◽  
Development Programs ◽  
Family Development ◽  
Prevalence Data ◽  
The World ◽  
Prevention Interventions ◽  
Family Based

Stunting is a common issue in the global network. Stunting is one of the fundamental problems that hinder the development of toddlers in the world today and has received great international attention, at least in the last decade. In 2017, for example, around 150.8 million (22.2%) children in the world were stunted. The stunting prevalence data collected by WHO (2005-2017) puts Indonesia in third position, the country with the highest prevalence in the Southeast Asia region (36.4%). Basic health research data in 2018 shows the prevalence of stunting in Indonesia is around 30.8% and is still below the world standard (WHO), which is a maximum of 20%. Many interventions have been carried out to reduce the prevalence of stunting, especially from a (specific) health aspect. However, interventions that only target specific interventions are still ineffective, hence the need for interventions that involve various sectors or stakeholders. The argument from this study is the need for stunting prevention interventions that involve multi-sectors, not only specific ones (health), but also sensitive interventions (Population, Family Planning, and Family Development programs). Strengthened by the latest research shows the focus of studies on multi-sector stunting prevention. Recent studies also prove that it is important to pay attention to a family-based approach (family development) in the prevention of stunting, especially in regards to birth interval management which has an effect on reducing the prevalence of stunting.

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