Industry 4.0 Changes in Technology Providers? Revenue Streams: A Business Model View

2020 ◽  
Author(s):  
ÉRICO MARCON ◽  
ALEJANDRO GERMÁN FRANK
Keyword(s):  
Business Model ◽  
Industry 4.0 ◽  
Revenue Streams ◽  
Model View

A Business Model View on TOYOTA Crisis

2013 ◽  
Vol 27 (3) ◽  
pp. 387-399
Author(s):  
Hyunchul Kim
Keyword(s):  
Business Model ◽  
Model View

A case study: How did IoT start-up Distronix change its business model to sustain growth in the pay-per-use economy

2021 ◽  
pp. 204388692098158
Author(s):  
Dipankar Chakrabarti ◽  
Rohit Kumar ◽  
Soumya Sarkar ◽  
Arindam Mukherjee
Keyword(s):  
Internet Of Things ◽  
Business Model ◽  
Industry 4.0 ◽  
Industrial Revolution ◽  
Project Delivery ◽  
Public Cloud ◽  
Industrial Internet Of Things ◽  
Start Up ◽  
Industrial Internet ◽  
Fixed Fee

Industrial Internet of Things emerged as one of the major technologies enabling Industry 4.0 for industries. Multiple start-ups started working in the Industrial Internet of Things field to support this new industrial revolution. Distronix, one such Industrial Internet of Things start-up of India, started operations in 2014, when companies were not even aware of Industrial Internet of Things. Distronix started executing fixed-fee projects for implementation of Industrial Internet of Things. They also started manufacturing sensors to support large customers end-to-end in their Industry 4.0 journey. With the advent of public cloud, companies started demanding pay-per-use model for the solution Distronix provided. This posed a major challenge to Distronix as they had developed technology skills focusing fixed-fee customized project delivery for their clients. The situation demanded that they change their business model from individual project delivery to creation of product sand-box with pre-registered sensors and pre-defined visualization layer to support use cases for Industrial Internet of Things implementation in multiple industry sectors. It forced Rohit Sarkar, the 26 years old entrepreneur and owner of Distronix, to upgrade capabilities of his employees and transform the business model to support pay-per-use economy popularized by public cloud providers. The case discusses the challenges Rohit faced to revamp their business model in such an emerging technology field, like, to develop new skills of the technical people to support such novel initiative, reorienting sales people towards pay as use model, developing new concept of plug and play modular product, devising innovative pricing, better alliance strategy and finding out a super early adopter.

scholarly journals Filling the void of family leadership: institutional support to business model changes in the Italian Industry 4.0 experience

2021 ◽  
Author(s):  
Marco Cucculelli ◽  
Ivano Dileo ◽  
Marco Pini
Keyword(s):  
Business Model ◽  
Industry 4.0 ◽  
Manufacturing Industry ◽  
Business Models ◽  
Institutional Support ◽  
Negative Influence ◽  
Positive Influence ◽  
External Support ◽  
Family Management ◽  
Family Leadership

AbstractWe examine whether the probability of innovating a company’s business model towards the Industry 4.0 paradigm is affected by external institutional support and family leadership. Industry 4.0 is the information-intensive transformation of global manufacturing enabled by Internet technologies aimed at reinventing products and services from design and engineering to manufacturing. Using a sample of 3000 firms from a corporate survey on the manufacturing industry in Italy, our results showed that family leadership has a significant positive influence on the adoption of Industry 4.0 business models, but only in terms of family ownership. By contrast, family management has a negative influence on the probability of adopting a new business model. However, this negative influence is almost totally offset by the presence of the Triple Helix, i.e. the external support by public institutions and universities, which counterbalances the lower propensity of family managers to adopt Industry 4.0 business models. This supporting role only occurs when institutions and universities act together.

The Decline of College Textbook Publishing: Cengage Learning and McGraw-Hill

2020 ◽  
Vol 65 (2) ◽  
pp. 284-299
Author(s):  
Bob Carbaugh
Keyword(s):  
Business Model ◽  
Jel Classification ◽  
Production Costs ◽  
Book Market ◽  
Educational Materials ◽  
College Textbook ◽  
Revenue Streams ◽  
Textbook Publishing ◽  
Harmful Effects ◽  
The U.S

America’s college textbook publishers historically had a business model based on continuing profits and growth led by high prices. However, that model eroded as competition from the used-book market and rental textbooks resulted in falling textbook sales and losses for publishers. Textbook publishers are currently revising their business model so as to move away from printed textbooks to digital (online) educational materials. Also, publishers are downsizing their operations and undergoing mergers with each other to survive in the marketplace. The 2019 merger proposal of McGraw-Hill and Cengage Learning reflects the current problems of college textbook publishing: The merger would be between two financially weak companies that are attempting to reduce overhead and production costs and create additional revenue streams. However, the U.S. Department of Justice’s concerns about the harmful effects on competition led to the companies’ agreement to abandon their plans to merge in May 2020. JEL Classification: A00, K21, L22, L41

scholarly journals Implementasi Bisnis Model Kanvas dalam Perancangan Manajemen Bisnis Aplikasi JASKOST

2019 ◽  
Vol 10 (1) ◽  
pp. 93-100
Author(s):  
Wanda Fatricia ◽  
Mokh Adib Sultan Sultan
Keyword(s):  
Business Model ◽  
Mobile Application ◽  
Model Concept ◽  
Business Model Canvas ◽  
Revenue Streams ◽  
Descriptive Approach ◽  
Alternative Choice

Abstract. Bussniess model concept at this moment considered as the alternative choice for entrepreneurs to design and develop a business. One of which frequently applied is Business Model Canvas. The purpose of this study is to implement the Bussniess model canvas in designing the management of Jaskost-mobile based application. Jaskost is an application designed to meet the tenants' needs (anak kos). The method used is qualitative one with descriptive approach. The  result shows that 9 elements of Bussniess model canvas relate each other. Revenue streams is believed as the point of the Bussniess model canvas elements which illustrates the income would be penetrated through the jaskost application. The implementation of business model canvas in designing the management of Jaskost-application in this study is as a representation of what must be done.Keywords: Bussniess Model Canvas; Entrepreneur; JaskostAbstrak. Konsep model bisnis hingga saat ini terus menjadi alternatif wirausaha dalam merancang dan mengenbangkan bisnisnya. Salah satu model bisnis yang sering digunakan adalah Bisnis Model Kanvas. Tujuan penelitian ini adalah menerapkan model bisnis kanvas dalam perancangan manajemen aplikasi JASKOST berbasis Mobile Application. Jaskost adalah sebuah aplikasi yang dirancang untuk memenuhi kebutuhan anak kost. Metode penelitian yang digunakan adalah metode kualitatif dengan pendekatan deskriptif. Hasil penelitian menunjukkan bahwa sembilan elemen model bisnis canvas memiliki hubungan satu sama lain. Revenue streams merupakan inti dari elemen model bisnis kanvas dimana elemen ini menggambarkan aliran pendapatan yang masuk keperusahaan melalui aplikasi Jaskost. Penerapan model bisnis kanvas dalam perancangan manajemen aplikasi Jaskost menjadi sebuah gambaran usaha yang akan dilakukan.Kata kunci :  Bisnis Model Kanvas, Jaskost, Kewirausahaan

scholarly journals Pushing the Limits using Business Model Innovation a Three Pronged Approach and Lessons Learned

2021 ◽  
Vol 2 (1) ◽  
pp. 24-35
Author(s):  
Ignitia Motjolopane
Keyword(s):  
Business Model ◽  
Value Creation ◽  
Business Models ◽  
Industrial Revolution ◽  
Business Environment ◽  
Business Model Innovation ◽  
Lessons Learned ◽  
Revenue Streams ◽  
Reducing Costs ◽  
Model Components

In a constantly changing business environment, with increasing digitisation and fourth industrial revolution blurring the traditional value creation boundaries, companies need to explore ways to push the limits to remain competitive. Business model innovation offers companies the dynamic capability to differentiate business models and find innovative revenue streams while reducing costs. As such, the question arises as to how company may use business model innovation to remain competitive as the world digitises. Based on a literature review and empirical research involving six case studies, a three pronged approach in support of business model innovation is proposed. Business model innovation has the potential to push the limits when company executives and academia focus on the interrelation between drivers, process and components. Moreover, both effective and ineffective practices based on the research are presented. In conclusion, for companies to use business model innovation in pushing the limits, there is need to respond to the business model innovation drivers, adopt a systematic process and change at least one or more business model components and taking into account the interactions between these three concepts. This article may contribute to existing theory in the field of business model innovation and lessons learned from executives that have pushed the limits using business model innovation. Doi: 10.28991/HEF-2021-02-01-03 Full Text: PDF

Gil’s Sportsplex

2012 ◽  
Vol 1 (1) ◽  
pp. 34-46
Author(s):  
Gil Fried
Keyword(s):  
Business Model ◽  
Police Force ◽  
Profit Margin ◽  
Second Career ◽  
Revenue Streams

Gil Giles has a passion for softball and wanted to turn his passion into his second career. After retiring from the police force he decided to invest at least $2.8 million (including borrowing $1.7 million) in building a six field sportsplex. Although the research and the numbers did not support his decision, his passion was so strong that he decided to take the risk. While he enjoys the thought of owning a sports facility, the reality of day to day management and paying the bills is another story. This case study examines the financial and strategic underpinning for building the facility. From analyzing potential revenue streams and expenses to the profit margin for concession goods, Gil will need to pinch every penny to make his facility financially viable. Luckily he hired a manager to help run the facility, but if he had several rain-outs, or fails to attract the leagues he hopes for, his financial plans could be ruined. Is it ever safe to have a business model with such thin margins?

scholarly journals Business Model Building and Its Performance in Micro and Small Apparel Industry in Bandung City, Indonesia

2018 ◽  
Vol 7 (3.25) ◽  
pp. 106
Author(s):  
Sudrajati Ratnaningtyas ◽  
Wawan Dhewanto ◽  
Bambang Rudito ◽  
Eko Agus Prasetio ◽  
Gina Gina Karunia Kusumah
Keyword(s):  
Small Business ◽  
Business Model ◽  
Small Businesses ◽  
Business Strategy ◽  
Model Building ◽  
Apparel Industry ◽  
Building Blocks ◽  
Survey Method ◽  
Revenue Streams ◽  
The Impact

This study aims to determine whether or not the impact of business size on business model building and business performance perceived owner. This research used a quantitative-qualitative approach with Survey Method. The study was conducted in Apparel industry in Bandung City in 2017. The business model used to evaluate is Business Model Canvas (BMC). Chi-Square and Mann-Whitney U tests were used to test the differences between micro business and small business on each of BMC building blocks. The results showed that BMC building blocks between Micro Business and Small Buisness differed on two blocks, ie Channels and Revenue Streams, while the other seven blocks were not different significantly. It can be interpreted that the business model on Micro Businesses is generally slightly different with Small Businesses, or in other words the business strategy is relatively the same. However, the Business Model applied to Small Business with excellence in marketing channels and revenue streams compared to Micro Business, has resulted in a higher level of owner satisfaction on the performance of its business.  

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