Title: Business Model Innovation for Inclusive Development: Case Studies of Infrastructure Development in India

2021 ◽  
Vol 1 (1) ◽  
pp. 1
Author(s):  
Xinlu Qiu ◽  
Rekha Rao Nicholson
Keyword(s):  
Case Studies ◽  
Business Model ◽  
Business Model Innovation ◽  
Inclusive Development ◽  
Infrastructure Development

Improving your business posture

2018 ◽  
Vol 34 (5) ◽  
pp. 31-33
Keyword(s):  
Competitive Advantage ◽  
Case Studies ◽  
Business Model ◽  
Design Methodology ◽  
Reading Time ◽  
Business Model Innovation ◽  
Cutting Edge ◽  
Content Type ◽  
Pertinent Information ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Business model innovation can be a key facet to gaining a competitive advantage and subsequent success of any organization. This is investigated in this paper through French manufacturing SMEs with a turnover of less than €50m. Originality/value The paper saves busy executives, strategists, and researchers hours of reading time by selecting only the very best, most pertinent, information and presenting it in a condensed and easy-to-digest format.

Leveraging Business Model Innovation in the International Space Industry

2020 ◽  
pp. 625-643
Author(s):  
Alessandra Vecchi ◽  
Louis Brennan
Keyword(s):  
Case Studies ◽  
Business Model ◽  
Business Models ◽  
Business Model Innovation ◽  
Content Structure ◽  
Design Elements ◽  
International Space ◽  
Business Studies ◽  
Space Industry ◽  
Private Actors

This chapter provides insights on the dynamics of the space industry, which, despite its remarkable potential, tends to remain an under-studied sector within the field of business studies. By drawing on our existing work on the space industry, this chapter investigates the leveraging of innovative business models in the industry utilizing three case studies. The findings demonstrate that all three companies (Virgin Galactic, Mars One, and Unilever with the Axe/Lynx Apollo campaign) have extensively relied on business model innovation by leveraging specific design elements: content, structure, and governance. The findings highlight that business model innovation is an imperative to operate successfully in the space industry. Furthermore, a wide variety of private actors appear to be particularly resourceful in adopting novel business models that address the involvement of non-space actors and rely on non-space revenues.

scholarly journals PREREQUISITES FOR TRANSFORMATION OF BUSINESS MODEL OF AGRICULTURAL HOLDINGS IN THE DIRECTION OF INCLUSIVENESS

2020 ◽  
Author(s):  
Serhii Didukh ◽  
Keyword(s):  
Business Model ◽  
Rural Areas ◽  
Crop Production ◽  
Agricultural Sector ◽  
Dynamic Change ◽  
Inclusive Development ◽  
Infrastructure Development ◽  
Social Infrastructure ◽  
Food Sector ◽  
Agricultural Producers

The article is devoted to the study of the peculiarities of the external environment of agri-food holdings and identifying the preconditions for transforming the business model in the direction of inclusiveness. The urgency of the topic is due to the need to improve the strategy of development of agri-food holdings in a dynamic change of market conditions. The methods of abstraction and logical awareness, as well as statistical and economic analysis are used in the work. The article analyzes the results of the agri-food sector development for 1991-2019, which consist in a significant increase in crop production based on increasing yields, increasing labor productivity in the agricultural sector under the influence of innovative development of agricultural producers, primarily agri-food holdings. The vector of globalization transformation of agro - food holdings of Ukraine is determined, the place of agro - food holdings in economy is investigated. It is substantiated that the increase in the quantitative indicators of the agricultural sector did not lead to a significant increase in the welfare of rural areas. The problems of rural employment and degradation of rural infrastructure have been identified. The problems and advantages of small farms are described, as well as the change of the model of their functioning. The key aspects of the transformation of the existing business model of agri-food holdings in the direction of inclusiveness are identified: improvement of remuneration mechanisms and distribution of financial results; deepening cooperation with small agricultural producers on the basis of joint access to infrastructure; development of mechanisms of cooperation with local communities for the development of social infrastructure of rural areas; increase funding and co-financing of projects. The preconditions for the transformation of the business model of agricultural holdings in the direction of inclusiveness are highlighted: social, globalization, institutional, competitive, resource, land and moral. Further research should be aimed at developing applied tools for the implementation of the system of inclusive development of the agri-food sector.

Reinventing Business Models

2017 ◽  
Author(s):  
Henk Volberda ◽  
Frans A.J. Van Den Bosch ◽  
Kevin Heij
Keyword(s):  
Case Studies ◽  
Business Model ◽  
Business Models ◽  
Organizational Form ◽  
Business Model Innovation ◽  
Model Management ◽  
Competitive Environments ◽  
New Knowledge ◽  
Is Strategy

Although research on business model innovation is flourishing internationally, important questions on the ‘how’, ‘what’, and ‘when’ of this process remain largely unanswered, particularly in regard to the role of top management. Using new knowledge derived from a survey among firms from various industries and several case studies, this book seeks to give us better understanding of ‘how’ firms can innovate their business model, ‘what’ kind of levers management should work on, and ‘when’ management should change the business model. It particularly considers one key question: is it better to replicate existing models or develop new ones? Renewal is especially vital in highly competitive environments. Nonetheless, whatever the environment, high levels of both replication and renewal will be key for a firm to succeed. This book looks at four levers that can be used by managers to innovate their business model: management itself, organizational form, technology, and co-creation with external parties are analysed. Furthermore, specific combinations which strengthen business model innovation are analysed. To help firms, the book also explores the different factors that can either enable or inhibit business model innovation. Through an investigation of replication versus renewal and of strategy-driven versus client-driven change, four distinct modes of business model innovation are identified: exploit and improve (replication which is strategy-driven); exploit and connect (replication which is customer-driven); explore and connect (renewal which is customer-driven); and explore and dominate (renewal which is strategy-driven). This book ends with a list of managerial dos and don’ts for business model innovation.

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