BRACnet: Journey of Fast Technology

2014 ◽  
Vol 3 (2) ◽  
pp. 157-167 ◽  
Author(s):  
Jashim Uddin Ahmed ◽  
Saad Md. Maroof Hossain ◽  
Mirza M. Ferdous
Keyword(s):  
Business Model ◽  
Service Provider ◽  
Small And Medium Enterprises ◽  
Primary Objective ◽  
Internet Service Provider ◽  
Educational Institutions ◽  
Fibre Optics ◽  
Internet Service ◽  
Medium Enterprises

This case study deals with the organization, business model, challenges and successes of the largest Internet Service Provider (ISP) in Bangladesh. BRACnet is the largest ISP in the country using WiMAX and fibre optics to utilize its licensed spectrum at 3.5 GHz. Based on WiMAX and fibre optics technology, BRACnet serves a diverse client base, including corporations, small and medium enterprises (SMEs) and educational institutions across Bangladesh. To satisfy the connectivity needs of both corporate and individual customers, BRACnet offers a wide variety of service packages to accommodate the needs of its diverse client base. This case study explores the significant corporate and stakeholder aspects of BRACnet and how it is working towards its primary objective that is ‘IT sustainability in Bangladesh’. Finally, the study highlights challenges ahead seeking discussion and solutions.

CO-EVOLVING BUSINESS MODELS: A CASE STUDY WITH THE INTERNET SERVICE PROVIDER (ISP) INDUSTRY

2005 ◽  
Vol 01 (03) ◽  
pp. 359-369
Author(s):  
IAN FENTY ◽  
ERIC BONABEAU ◽  
JUERGEN BRANKE
Keyword(s):  
Service Provider ◽  
Business Models ◽  
Long Term Evolution ◽  
Internet Service Provider ◽  
Entire Population ◽  
The Internet ◽  
Internet Service ◽  
Term Evolution

In this paper, co-evolution is used to examine the long-term evolution of business models in an industry. Two types of co-evolution are used: synchronous, whereby the entire population of business models is replaced with a new population at each generation, and asynchronous, whereby only one individual is replaced.

A Contract Service Provider Model for Virtual Assets

2022 ◽  
Author(s):  
Thomas Hardjono ◽  
Alexander Lipton ◽  
Alex Pentland
Keyword(s):  
Business Model ◽  
Service Provider ◽  
Design Principles ◽  
End Users ◽  
Internet Service Provider ◽  
The Internet ◽  
Internet Service ◽  
Smart Contract ◽  
Service Models ◽  
The Cost

With the recent rise in the cost of transactions on blockchain platforms, there is a need to explore other service models that may provide a more predictable cost to customers and end-users. We discuss the Contract Service Provider (CSP) model as a counterpart of the successful Internet Service Provider (ISP) model. Similar to the ISP business model based on peered routing-networks, the CSP business model is based on multiple CSP entities forming a CSP Community or group offering a contract service for specific types of virtual assets. We discuss the contract domain construct which encapsulates well-defined smart contract primitives, policies and contract-ledger. We offer a number of design principles borrowed from the design principles of the Internet architecture.

scholarly journals Identifying Digital Transformation Paths in the Business Model of SMEs during the COVID-19 Pandemic

2020 ◽  
Vol 6 (4) ◽  
pp. 104
Author(s):  
Anjar Priyono ◽  
Abdul Moin ◽  
Vera Nur Aini Oktaviani Putri
Keyword(s):  
Business Model ◽  
Digital Literacy ◽  
Environmental Changes ◽  
Small And Medium Enterprises ◽  
Sampling Technique ◽  
Future Research ◽  
Multiple Case ◽  
High Level ◽  
Medium Enterprises

The objective of this study was to analyze how small and medium enterprises (SMEs) cope with environmental changes due to the COVID-19 pandemic by pursuing the business model transformation with the support of digital technologies. To achieve the objective, this study used a multiple case study design with qualitative analysis to examine the data obtained from interviews, observation, and field visits. Seven manufacturing SMEs from Indonesia were selected using a theoretical sampling technique, with the purpose of achieving some degree of variation to allow us to undertake replication logic. Our analysis demonstrates that SMEs adopt a different degree of digital transformations, which can be summarized into three paths, depending on the firms’ contextual factors. First, SMEs with a high level of digital maturity who respond to the challenges by accelerating the transition toward digitalized firms; second, SMEs experiencing liquidity issues but a low level of digital maturity who decide to digitalize the sales function only; and, third, the SMEs that have very limited digital literacy but are supported by a high level of social capital. This last group of firms solves the challenges by finding partners who possess excellent digital capabilities. The qualitative case study method allows us to conduct in-depth and detailed analysis, but has thin generalizability. To address this limitation, future research can use a survey covering various industries to test the proposed theory that has resulted from this study, so that the generalizability can be assured.

scholarly journals Carving out New Business Models in a Small Company through Contextual Ambidexterity: The Case of a Sustainable Company

2020 ◽  
Vol 12 (6) ◽  
pp. 2337 ◽  
Author(s):  
Vinicius Minatogawa ◽  
Matheus Franco ◽  
Orlando Durán ◽  
Ruy Quadros ◽  
Maria Holgado ◽  
...  
Keyword(s):  
Business Model ◽  
Business Models ◽  
Small And Medium Enterprises ◽  
Design Science ◽  
Science Research ◽  
Business Model Innovation ◽  
Organizational Ambidexterity ◽  
New Business ◽  
Medium Enterprises

Business model innovation (BMI) and organizational ambidexterity have been pointed out as mechanisms for companies achieving sustainability. However, especially considering small and medium enterprises (SMEs), there is a lack of studies demonstrating how to combine these mechanisms. Tackling such a gap, this study seeks to understand how SMEs can ambidextrously manage BMI. Our aim is to provide a practical artifact, accessible to SMEs, to operationalize BMI through organizational ambidexterity. To this end, we conducted our study under the design science research to, first, build an artifact for operationalizing contextual ambidexterity for business model innovation. Then, we used an in-depth case study with a vegan fashion small e-commerce to evaluate the practical outcomes of the artifact. Our findings show that the company improves its business model while, at the same time, designs a new business model and monetizes it. Thus, our approach was able to take the first steps in the direction of operationalizing contextual ambidexterity for business model innovation in small and medium enterprises, democratizing the concept. We contribute to theory by connecting different literature strands and to practice by creating an artifact to assist management.

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