scholarly journals Connected Stores, Connected Brands, Connected Consumers, Connected Goods: On Business Model Ecosystems in Internet of Packaging

2020 ◽  
Author(s):  
Justina Lydekaityte ◽  
Torben Tambo
Keyword(s):  
Business Model ◽  
Business Model Innovation ◽  
Digital Transformation ◽  
Reliable Data ◽  
The Internet ◽  
Value Proposition ◽  
Wireless Technologies ◽  
Model Ecosystem ◽  
Digital Infrastructure ◽  
Model Ecosystems

This paper investigates and discusses roles, initiatives, and potentials for the business model ecosystem to enter business model innovation triggered by digital wireless technologies and capabilities of the Internet of Packagingenabled smart interactive packaging. This paper develops an overview of the Internet of Packaging technology, wireless digital capabilities, business model innovation, and business model ecosystem in connection to the investigated phenomenon. In this paper, the digital transformation from passive to network-connected enhanced packaging is considered as an accelerator for business model innovation that creates and delivers the value proposition to a wide-ranging business model ecosystem including internal and external participants. Therefore, the governance of the overall business model ecosystem should efficiently reinforce each separate business model, as well as ensure safe and reliable data mobility in the IoP digital infrastructure regarding unique secure digital identifiers.

scholarly journals The effect of business model innovation on organization performance

2021 ◽  
pp. 1481-1488 ◽  
Author(s):  
Amineh A. Khaddam ◽  
Hani J. Irtaimeh ◽  
Ahmad Rajaa Salameh Al-Batayneh ◽  
Suliman Raja Salameh Al-Batayneh
Keyword(s):  
Business Model ◽  
Value Creation ◽  
Business Model Innovation ◽  
Arab Countries ◽  
Organization Performance ◽  
Company Performance ◽  
Value Proposition ◽  
Value Capture ◽  
The Impact ◽  
Measures Of Performance

The aim of the study is to investigate the impact of business model innovation (BMI) on firm performance. The sample of the study consisted of 120 managers from Alban Al-youm Company in Jordan, a leading dairy company. Data were collected using a questionnaire administered to managers. Eighty-seven questionnaires were retrieved valid for the purpose of data analysis. BMI was measured using three components: value creation, value proposition and value capture innovations while company performance was assessed via self-rated questions about operational measures of performance. The results accepted the hypotheses that all dimensions of BMI had significant effects on company performance. That being so, the study contributed to the literature on BMI on company performance in the absence of such studies that use samples for Arab countries, particularly, from Jordan in one of the most vital industries, which is a dairy industry.

scholarly journals The Green Multi Business Model Innovation Brain

2021 ◽  
Author(s):  
Peter Lindgren
Keyword(s):  
Business Model ◽  
Business Models ◽  
Business Model Innovation ◽  
Green Technologies ◽  
Sustainable Business ◽  
Case Examples ◽  
Innovation Potential ◽  
Business Modelling ◽  
Model Ecosystems ◽  
Green Business

Advanced Green technologies integrated in Business Models and Green Multi Business Model Innovation processes introduce a new leadership and management agenda of Green Business Models. Fast innovation of sensing, persuasive and virtual Business Modelling that can operate autonomously and dynamically primarily lead by machines. Green Multi Business Model Innovation Brains will soon be the state of the art in Business that want to become Green – but also for businesses that want to do circular and/or sustainable business modelling. Businesses will build Green Multi Business Model Innovation competence and advanced Green Multi Business Models Innovation Brains capable to innovated and operate Green Business Models to all kinds of Business Model Ecosystems. This will open up to new Green Multi Business Model Innovation potential and create a new generation or archetypes of Business Models, new practice of Multi Business Model Innovation. The paper is a second articles and extension of a conceptual paper on Multi Business Model Brains. First paper was presented at the BIT Sindri IEEE Conference 2020 conceptualizing on how a Multi Business Model Brain could be constructed and would operate supported by advance sensor technologies, artificial intelligence technologies, deep learning, persuasive technologies, Multi Business Model Innovation pattern analysis and libraries of BM archetypes. In combination they will all be important supporting tools to the Multi Business Model Innovation Brain – but now also to the Green Multi Business Model Innovation Brain. 8 case examples shows how Green Multi Business Model Innovation Brains can work in different contexts – in physical, digital, virtual and combined Business Model ecosystems.

Cultural Tourism O2O Business Model Innovation

2020 ◽  
pp. 406-423
Author(s):  
Chao Lu ◽  
Sijing Liu
Keyword(s):  
Business Model ◽  
Value Chain ◽  
Business Models ◽  
Business Model Innovation ◽  
Utilization Efficiency ◽  
The Internet ◽  
Enterprise Value ◽  
Model Research ◽  
The Social ◽  
Tourism Enterprises

It is absolutely not an accidental phenomenon that the development of Internet overlaps with boom of business model research. The emergence of the Internet has greatly promoted the development and study of business models. This paper focuses on exploration of O2O business model innovation by analyzing the main types, evolution and driving factors of Chinese Internet business model, taking Ctrip as the example. From the social prospective, O2O business model improves value and feeling of the customer experience as well as the operational efficiency of the enterprise value chain and utilization efficiency of social resources. This paper has also put forward what Ctrip can enlighten the development of tourism enterprises.

Lean Approach to Social Entrepreneurship

2019 ◽  
pp. 115-139
Author(s):  
Adnan Veysel Ertemel
Keyword(s):  
Business Model ◽  
Social Entrepreneurship ◽  
Business Model Innovation ◽  
Value Proposition ◽  
Non Profit ◽  
For Profit ◽  
Customer Development ◽  
Commercial Entrepreneurship ◽  
Lean Startup

This chapter proposes an alternate view to social entrepreneurship emphasizing that for-profit and non-profit entrepreneurship are in essence indifferent. It then discusses the latest trends in commercial entrepreneurship world together with implications on social entrepreneurship. In doing so, the lean startup phenomenon and closely related concepts, namely customer development philosophy, business model innovation, value proposition design, and jobs-to-be-done theory are explored with implications on social entrepreneurship.

Examining the Integration of Virtual and Physical Platforms From Luxury Brand Managers' Perspectives

2021 ◽  
pp. 44-61
Author(s):  
Paola Peretti ◽  
Valentina Chiaudano ◽  
Mohanbir Sawhney
Keyword(s):  
Longitudinal Study ◽  
Business Model ◽  
Digital Transformation ◽  
The Internet ◽  
Luxury Brand ◽  
Online Technologies ◽  
A Priority ◽  
Primary Focus ◽  
Luxury Market ◽  
Over Time

“The internet dilemma” was the concept used to describe luxury brand companies' initial reluctance to integrate online technologies into their business model. However, over time, luxury brand companies have understood that moving towards digital transformation is the only way to survive on the market and appeal to the new luxury brand consumers. In a few years, digitalisation has become a priority for all luxury brand companies that started to integrate digital and physical platforms to engage consumers through all touchpoints of their shopping journey. In light of the topic's relevance and considering the primary focus of research on consumers, this chapter aims to deepen the digitalisation phenomenon in the luxury market involving the little-explored luxury brand managers' perspective. The authors conducted a longitudinal study to compare the main changes in integrating digital and physical platforms from the managers' perspective between 2014 and 2020. In this endeavour, they also considered how the COVID-19 pandemic had affected luxury brand companies' digitalisation.

Sign in / Sign up

Export Citation Format

Share Document