Avalon International Breads

Author(s):  
Jackie Victor

When Jackie Victor and her then partner, Ann Perrault, opened Avalon International Breads on Willis Street in June 1997, they challenged the narrative that Detroit was closed for business. They were one of the first new businesses to open in Midtown and the success of their business helped to change the narratives about Detroit. In this interview, Jackie Victor discusses her triple bottom line (earth, community, employees) business model, the role that Avalon played in gentrification and changes in Midtown, the challenges still facing Detroit, such as growing economic, social and spatial inequality and the role that businesses and entrepreneurs play in shaping cities

2017 ◽  
Vol 17 (1) ◽  
Author(s):  
Boniface Okanga ◽  
Darelle Groenewald

Orientation: Embracement of triple bottom line reporting as a driver of a firm’s sustainability is a paradox puzzling most contemporary business executives.Research purpose: The purpose of this research is to examine how effective alignment of the triple bottom line business model with building and construction operational activities leverages effective market performance of the small and medium-sized enterprises (SMEs) in the building and construction industry, so as to identify major paradoxes and the remedial business model that can be suggested.Research design, approach and method: The study uses interpretivist research paradigm and exploratory qualitative research method to explore the opinions and perceptions of 30 judgementally drawn participants comprising managers and supervisors from 30 building and construction SMEs in Gauteng and KwaZulu-Natal provinces. Thematic analysis was used in the evaluation and interpretation of the interview data collected using a semi-structured interview guide.Main findings: A seemingly greater preponderance to pursue profitability at the expense of people and planet bottom lines was found to be common among most of the SMEs during the initial stages of their establishments and growth because of the need to attain the usually essential initial financial sustainability. Even though on attaining financial sustainability, some of the SMEs strive to achieve all the three bottom lines, most of the undertaken initiatives are often only aimed at improving compliance with relevant building and construction legislations.Managerial implications: The study suggests a modified triple bottom line business model that the SMEs in the building and construction industry can replicate to effectively apply triple bottom line reporting as an edifier for effective market performance.Contributions: The study offers a new theory for measuring the leveraging effects of the triple bottom line business model on the building and construction SMEs’ effective market performance.


2021 ◽  
Vol 13 (3) ◽  
pp. 1065
Author(s):  
Valeska V. Geldres-Weiss ◽  
Nicolás Gambetta ◽  
Nathaniel P. Massa ◽  
Skania L. Geldres-Weiss

The materiality matrix is a tool that helps companies understand how the stakeholders’ view of material issues in environmental, social, and economic/governance dimensions influences their value creation process, and creates triple bottom line impacts through shaping their strategic business model elements. Building on the multidimensional definition of materiality, we propose to use the materiality matrix as a tool to aid the transformation of a company’s existing traditional business model into a more sustainable one (inside-out approach), and to enable the identification of the most appropriate business model archetype to incorporate innovation into its sustainable business model (outside-in approach). This paper presents the materiality matrix as a new tool to enhance and transpose a company’s business model towards sustainability—as illustrated through the analysis of the Viña Concha y Toro business model case. This new tool contributes to sustainable business model literature and stakeholder theory by incorporating the materiality matrix as a gateway to business model innovation, and as a tool to explain the dynamics in the sustainable value creation process and concomitant impact on stakeholders.


2020 ◽  
Vol 30 (4) ◽  
pp. 679-697 ◽  
Author(s):  
Bogdan Wit ◽  
Korneliusz Pylak

AbstractWaste generation, especially hazardous waste, can strongly affect the environment and human lives. There is an urgent need to implement sustainable hazardous waste management tools to reduce their harmful impact on the environment stemming from incorrect waste management. However, there is still a lack of business model concepts combining sustainable development and risk management in reverse logistic value chains for hazardous waste. Therefore, the authors develop a novel sustainable business model canvas for both an entity and the logistics system using the Osterwalder’s Business Model Canvas integrated with the concept of sustainable development in economic, social and environmental areas (Triple Bottom Line, TBL) and risk-related elements. Then, using the developed sustainable business model canvas, the model for the logistics system for the treatment of hazardous waste containing asbestos was successfully created. The model was implemented in the prototype of computer software in the form of electronic network services.


Author(s):  
Vittoria Loviscek

ABSTRACT Context: 25 years after it was coined, the triple bottom line (TBL) is now considered a failure by its own author. The concept can be considered the foundational base for the development of a necessary new business model for sustainable operations management. Objective: this paper aims to present systematic literature updates, controversies, limitations, and future framework developments of the TBL concept presented by Elkington in 1998. Methodology: through a systematic literature review spanning from 1998 to 2019, considering two main bibliographical databases, it was possible to evaluate the use of the concept in the sustainability literature. Results: the main results present that the concept has not lost its credibility; on the contrary, it reached its peak in the past five years, due to environmental and societal pressures. Also, it has been used inadequately considering only two of its three spheres (either financial and social, or financial and environmental). Conclusion: the study also exposes capabilities that if included to the TBL concepts can result into success of the business model. Therefore, our aim is to scrutinize how the concept has been used along these years, reflect on its impact in the academia and the business segment, and draw some conclusions on future research agenda and the transition toward a holistic framework for sustainable operations.


2018 ◽  
Vol 9 (1) ◽  
pp. 30 ◽  
Author(s):  
Ana Galeano Revert ◽  
José P. García-Sabater ◽  
Cristóbal Miralles Insa

<p class="Abstract">The present work aims to analyse and identify a triple bottom-line business model of food retailing, in order to show a sustainable, replicable and non-scalable model in the agri-food sector, and to facilitate the development of a feasible market for small size producers-sellers. The methodology used for the business model identification analyses and relates elements and strategies, providing a design graphic for the model, as well as evaluating each triple sustainability dimension. All this following a protocol derived from the methodology of case study research. The case study shows a sustainable, replicable and non-scalable business model that emerges from a strategy defined by a responsible consumption group from a university. Using digital technology for the distribution and sale of products, and sharing capacity with a WISE, a business model is achieved that shortens the food products commercialization channel between producers and consumers, improving economic, social and environmental sustainability. The application of this methodology provides a tool that facilitates the replicability of sustainable business models in the agri-food business context, and allows identifying the level of their sustainability. The incorporation of this business model can contribute to the development of a triple bottom-line food market, whose purpose is to improve the survival of small size producers-sellers given the increasing centralization and globalization of the agri-food economy distribution.</p>


2016 ◽  
Vol 6 (1) ◽  
pp. 34
Author(s):  
I Wayan Bayu Diatmika

<p><strong>Abstract</strong></p><p>Business practices currently doctrine strongly by capitalist ideology. Business applied to get the optimal profits, no matter how do they obtain it. At the end, businesses increasingly move with concern on their own profit and do not concern on other parties who are affected by the business. The business orientation as this model will only give pleasures to the owner of business. This article discusses on the new model that reconstruct the capitalistic (conventional) business. New business model formed by combining the triple bottom line (TBL), tri hita karana (THK), Pancasila ideology, and the full disclosure based on the ethics that refers to the deontology theory. The combination of those concepts form the new business model that arranged by three foundation which connected each other that are basic foundation, then the fundamental foundation, and the last was the full disclosure foundation. The basic foundation of the business model is the concept of ethics deontology which came through good intentions. The good intentions were then be backed by fundamental foundation that is a combination of triangle TBL and THK. The culmination of a combination of TBL and THK welfare is the creation that is the root of pro human, nature, advantages, and the God .The last foundation, the full disclosure, like a flowers that bloom from the bushes, this is visualize business that will be seen by public through information that distributed by the business. The core of the notion of the business model is essentially on the foundation, namely deontologist approach, or approach based on good intentions action or obligation to follow the God values. As strong as any business model organized, good intentions are the only bricks strongest to it.</p><p><strong>Abstrak</strong></p><p>Praktik bisnis saat ini didoktrin kuat oleh ideologi kapitalis. Bisnis dijalankan untuk memperoleh keuntungan yang sebesar-besarnya, tidak peduli dengan cara apa keuntungan tersebut didapatkan. Pada akhirnya, bisnis kian bergerak dengan hanya mementingkan kepentingannya atas keuntungan dan tidak mempedulikan kepentingan dari pihak-pihak lain yang dipengaruhi oleh bisnis tersebut. Orientasi bisnis seperti ini pada akhirnya hanya akan memberikan kenikmatan kepada pemilik-pemilik dari bisnis tersebut.Artikel ini membahas mengenai suatu model baru yang merekonstruksi model bisnis kapitalistik (konvensional). Model bisnis baru dibentuk dengan mengkombinasikan konsep triple bottom line (TBL), tri hita karana (THK), ideologi Pancasila, dan pengungkapan penuh dengan berdasarkan pada landasan etika sesuai dengan teori deontologi. Pengkombinasian dari konsep-konsep tersebut melahirkan suatu model bisnis baru yang tersusun dari tiga pondasi yang saling berkaitan satu dengan lainnya yakni pondasi dasar atau basic foundation, kemudian pondasi fundamental atau fundamental foundation, dan yang terakhir adalah pondasi konsep pengungkapan penuh.Pondasi dasar dari model bisnis ini ialah konsep etika deontologi yang diturunkan melalui niat baik. Niat baik tersebut kemudian akan disokong oleh pondasi fundamental yang merupakan kombinasi dari segitiga TBL dan THK. Puncak dari kombinasi dari TBL dan THK ialah terciptanya kesejahteraan yang merupakan akar dari keberpihakan terhadap manusia, alam, keuntungan, dan Tuhan. Pondasi terakhir, konsep pengungkapan penuh, ibarat bunga yang mekar dari pohonnya, inilah visualisasi bisnis yang akan dapat dilihat oleh publik melalui informasi-informasi yang disebarkan oleh bisnis. Inti dari gagasan model bisnis ini ialah pada pondasi dasarnya, yakni pendekatan deontologis, atau pendekatan tindakan berdasarkan niat baik atau kewajiban untuk mengikuti nilai-nilai firman Tuhan. Sekuat apa pun model bisnis ini disusun, niat baik adalah satu-satunya batu bata terkuat untuk menopangnya.</p>


Author(s):  
Ernst Verwaal ◽  
Martin Klein ◽  
Jefferson La Falce

AbstractAlmost two decades ago, Prahalad and Hammond [Harv Bus Rev, 80(9):48–59, 2002] introduced the base/bottom of the pyramid (BOP) approach to profitably serving the poor with business models adapted from developed markets while alleviating poverty. In response to disappointing results and ethical criticism, the BOP approach evolved from a just-for-profit approach with a passive role of the poor to an inclusive development approach that integrates the principles of the triple bottom line. A recent review of the BOP literature [Dembek et al., J Bus Ethics 165(3):365–382, 2020], however, reveals a lack of empirical evidence to support the sustainable BOP approach. In this paper, we specify the assumptions underlying the sustainable BOP approach and test them using structural equation modeling with clustered robust standard errors on a unique dataset of 212 firms. Our findings show that BOP business model involvement and adaptive capacity are significant drivers of the triple bottom line at the BOP; however, business model adaptive capacity does not guarantee an ecologically sustainable performance at the BOP. We find that there is a need for further extension of the ethical foundations of the sustainable BOP approach.


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