scholarly journals Business Model for Czech Agribusiness

2015 ◽  
Vol 46 (3) ◽  
pp. 128-136 ◽  
Author(s):  
Jana Poláková ◽  
G. Koláčková ◽  
I. Tichá
Keyword(s):  
Business Model ◽  
Value Creation ◽  
Business Models ◽  
Theoretical Background ◽  
Business Modelling ◽  
New Business ◽  
Definition Of

Abstract Business modelling facilitates the understanding of value creation logic in organizations in general. Identifying the components of business models based on different criteria helps understanding the fundamentals of business and the position of entrepreneurs and managers in companies. The present research is focused on the definition of a specific business model for the Czech agribusiness sector. Based on the theoretical background and evaluation of selected business models, the aim is to create a new business model, using components which take into account the specifics of this particular industry.

scholarly journals New Business Models Based on Multiple Value Creation for the Customer: A Case Study in the Chemical Industry

2020 ◽  
Vol 12 (9) ◽  
pp. 3932
Author(s):  
Iveta Šimberová ◽  
Peter Kita
Keyword(s):  
Business Model ◽  
Value Creation ◽  
Chemical Industry ◽  
Customer Value ◽  
Business Models ◽  
Model Development ◽  
Theoretical Background ◽  
New Business ◽  
Multiple Value ◽  
New Business Models

The paper’s objective is to describe business models currently used in terms of sustainable multiple customer creation in the chemical industry in the Czech Republic, namely Section 20.1 in the CZ NACE (Classification of Economic Activities). The business models are described through a specified set of business model elements, which correspond with the presented theoretical bodies. The business models are also evaluated and benchmarked based on a custom indicator measuring business model novelty. The theoretical background of the research consists of three theoretical bodies: Sustainability, multiple customer value creation, and new business models. The research stems from the theoretical background and anticipates that the business model development dynamics drives companies to consider the reasons and conditions of their very existence. The Canvas business model serves as a visualization tool, as it is sufficiently comprehensive, analytical, flexible, and general. For this reason, it is appropriate for the research of new business models aimed at multiple value creation in any industry. Owing to the frequency of occurrence of elements in the fields of the canvas business model, it is possible to develop the majority and minority business model design representing the basis of the research.

Sustainable life cycle offers through cooperation

2015 ◽  
Vol 4 (1) ◽  
pp. 4-24 ◽  
Author(s):  
Julia Selberherr
Keyword(s):  
Sustainable Development ◽  
Life Cycle ◽  
Business Model ◽  
Value Creation ◽  
Business Models ◽  
Service Providers ◽  
Construction Sector ◽  
Content Type ◽  
New Business ◽  
Societal Level

Purpose – Sustainable buildings bear enormous potential benefits for clients, service providers, and our society. To release this potential a change in business models is required. The purpose of this paper is to develop a new business model with the objective of proactively contributing to sustainable development on the societal level and thereby improving the economic position of the service providers in the construction sector. Design/methodology/approach – The modeling process comprises two steps, the formal structuring and the contextual configuration. In the formal structuring systems theory is used and two levels are analytically separated. The outside view concerns the business model’s interaction with the environment and its impact on sustainability. The inside view focusses on efficient value creation for securing sustainability. The logically deductively developed business model is subsequently theory-led substantiated with Giddens’ structuration theory. Findings – The relevant mechanisms for the development of a new service offer, which creates a perceivable surplus value to the client and contributes to sustainable development on the societal level, are identified. The requirements for an efficient value creation process with the objective of optimizing the service providers’ competitive position are outlined. Research limitations/implications – The model is developed logically deductively based on literature and embedded in a theoretical framework. It has not yet been empirically tested. Practical implications – Guidelines for the practical implementation of more sustainable business models for the provision of life cycle service offers are developed. Social implications – The construction industry’s impact requires it to contribute proactively to a more sustainable development of the society. Originality/value – This paper analyzes the role for the players in the construction sector in proactively contributing to sustainable development on the societal level. One feasible strategy is proposed with a new business model, which aims at cooperatively optimizing buildings and infrastructures and taking the responsibility for the operating phase via guarantees.

scholarly journals Business Modelling

2021 ◽  
pp. 19-33
Author(s):  
Jan Jonker ◽  
Niels Faber
Keyword(s):  
Business Model ◽  
Value Creation ◽  
Circular Economy ◽  
Business Models ◽  
Building Blocks ◽  
Specific Context ◽  
Business Modelling ◽  
Three Stages ◽  
Do So ◽  
Available Resources

AbstractA transition from a linear economy to a more sustainable and circular economy requires different business models. In this chapter, we provide you with an introduction to the nature and logic of business models. In essence, a business model is a description of how value creation between parties or partners is organized, at a particular moment, in a specific context, and given available resources. Conventional business modelling approaches have several weaknesses—the main point of criticism being their focus on creating financial value. With the Business Model Template (BMT), we try to resolve most of these criticisms. To do so we introduce three archetypal business models: the platform, community, and circular economy business models. This chapter provides an overview on how, over three stages and ten building blocks that together make up the Business Model Template, these archetypal business models will be used.

Business Models in Open Source Software Value Creation

2011 ◽  
pp. 1103-1114
Author(s):  
Marko Seppänen ◽  
Nina Helander ◽  
Saku Mäkinen
Keyword(s):  
Open Source ◽  
Business Model ◽  
Open Source Software ◽  
Value Creation ◽  
Business Models ◽  
Essential Elements ◽  
New Business ◽  
General Business

This chapter explores how the use of a business model enables value creation in the open source software (OSS) environment. We argue that this value can be attained by analyzing the value creation logic and the elements of potential business models emerging in the OSS environment, since profitable business is all about creating value and capturing it properly. Open source (OS) offers one possibility for firms that are continuously finding new opportunities to organize their business activities and increase the amount of value they appropriate according to their capabilities. Furthermore, the concept of a business model is considered a tool for exploring new business ideas and capturing the essential elements of each alternative. We propose that a general business model is also applicable in the context of OSS, and we provide a list of questions that may help managers deal with OSS in their businesses.

How Do Entrepreneurs Develop Business Models in Small High-Tech Ventures? An Exploratory Model from Australian IT Firms

2016 ◽  
Vol 6 (3) ◽  
Author(s):  
Arash Najmaei
Keyword(s):  
Business Model ◽  
Business Models ◽  
New Ventures ◽  
Future Research ◽  
High Tech ◽  
Second Phase ◽  
Business Modelling ◽  
Strategic Commitment ◽  
New Business ◽  
Managerial Implications

AbstractThe objective of this article is to explore and explain how entrepreneurs develop new business models for new ventures. Though highly topical, there is little solid empirical knowledge of this issue. Findings from multiple case studies of firms operating in the Australian cloud-computing ecosystem reveal that developing a new business model involves three phases. In the first phase (business modelling ideation (BMI)), various ideas for a viable business model are generated and the most viable one is chosen. The strategic consensus and commitment are generated in the second phase, labelled as the “business modelling strategic commitment” (BMSC). The third phase, labelled as the “business model actualization” (BMAC) is the market-testing phase where the business model is reified or actualized. The theoretical and managerial implications of the findings are discussed and several directions for future research are suggested.

More can be better: operating multiple business models in a corporate portfolio

2020 ◽  
Vol 41 (4) ◽  
pp. 47-54
Author(s):  
Kirstin Eva Bosbach ◽  
Anne-Sophie Brillinger ◽  
Björn Schäfer
Keyword(s):  
Portfolio Management ◽  
Value Creation ◽  
Business Models ◽  
Corporate Strategy ◽  
Comprehensive Overview ◽  
Content Type ◽  
Portfolio Decisions ◽  
Business Modelling ◽  
New Business ◽  
Established Firms

Purpose Established firms are increasingly under pressure to develop new business models (BM) in a continuous manner to cope with competitive constraints and changing market requirements. Business model innovation (BMI) is widely accepted as a viable means to stay ahead of competition. Yet, firms struggle with successful BMI. The barriers to BMI is a widely discussed topic in academia and practice but with little reference to the barriers a firm is confronted with when operating multiple BMs in a corporate portfolio. Design/methodology/approach This paper investigates the implications for a firm operating a multitude of BMs concurrently. By combining the results of a literature analysis and 15 expert interviews from the fields of corporate strategy, business modelling and consulting, this paper presents and discusses the opportunities and challenges related to BM diversification. Findings The findings show that a strategic BM portfolio can be installed for enhanced value creation. However, managing multiple BMs and finding the right balance between existing and new business pose a major challenge for many established firms. With these results, the paper contributes to the existing literature in the fields of BMI and BM portfolio management. The findings clearly show the emerging importance of a strategic corporate BM portfolio for both research and practice and may provide an impetus for management discussions involving strategic BM portfolio decisions. Originality/value By building on and adding to existing literature and discussing existing works, this paper aims to giving a structured and comprehensive overview of enhancing and impeding factors on value creation when operating multiple BMs in a corporate portfolio.

Business Models in Open Source Software Value Creation

2011 ◽  
pp. 578-589 ◽  
Author(s):  
Marko Seppänen
Keyword(s):  
Open Source ◽  
Business Model ◽  
Open Source Software ◽  
Value Creation ◽  
Business Models ◽  
Essential Elements ◽  
New Business ◽  
General Business

This chapter explores how the use of a business model enables value creation in the open source software (OSS) environment. We argue that this value can be attained by analyzing the value creation logic and the elements of potential business models emerging in the OSS environment, since profitable business is all about creating value and capturing it properly. Open source (OS) offers one possibility for firms that are continuously finding new opportunities to organize their business activities and increase the amount of value they appropriate according to their capabilities. Furthermore, the concept of a business model is considered a tool for exploring new business ideas and capturing the essential elements of each alternative. We propose that a general business model is also applicable in the context of OSS, and we provide a list of questions that may help managers deal with OSS in their businesses.

A Business Model Framework for Crowd-Driven IoT Ecosystems

2018 ◽  
Vol 9 (3) ◽  
pp. 14-33 ◽  
Author(s):  
Xenia Ziouvelou ◽  
Frank McGroarty
Keyword(s):  
Business Model ◽  
Value Creation ◽  
Business Models ◽  
Wearable Devices ◽  
The Internet ◽  
Model Framework ◽  
Research Attention ◽  
Business Modelling ◽  
Emerging Ecosystems ◽  
The Internet Of Things

This article describes how the era of hyper-connectivity is characterized by distributed, crowd-centric ecosystems that utilise cutting edge technology so as to harness the collective power, co-creation ability and intelligence of the crowd utilising under open participatory value creation models. The Internet of Things (IoT) has fueled the emergence of such ecosystems that leverage not only the power of physical things connected to the Internet but also the wisdom of the crowd to observe, measure, and make sense of phenomena via user-owned mobile and wearable devices. Existing business modelling literature has to date, placed no research attention on business models for such emerging ecosystems. This article aims to fill this gap by examining the dynamics of crowd-driven IoT ecosystems and introducing a business model framework for such environments, encompassing all relevant value-creating actors, activities and processes, facilitating this way a holistic ecosystem business model analysis.

Mit Industrie 4.0 zu Geschäftsmodellinnovationen*/Innovative business models based on Industry 4.0 - An approach to develop industry-specific business models

2015 ◽  
Vol 105 (03) ◽  
pp. 79-83
Author(s):  
T. Bauernhansl ◽  
A. Schatz
Keyword(s):  
Business Model ◽  
Value Creation ◽  
Industry 4.0 ◽  
Business Models ◽  
Research Area ◽  
Industrie 4.0 ◽  
Industrial Internet ◽  
New Business ◽  
Model Context ◽  
New Business Models

Im Forschungsfeld Industrie 4.0 sind neben dem weiteren Optimieren der Wertschöpfung produzierender Unternehmen vor allem Potentiale durch neue Geschäftsmodelle zu erwarten. Letztere werden jedoch oft nicht weiter konkretisiert. Die systematische Integration des Themas Industrie 4.0 in den Geschäftsmodellkontext steht noch am Anfang. Der Beitrag stellt eine Vorgehensweise zur Entwicklung branchenspezifischer Geschäftsmodellszenarien am Beispiel des Maschinen- und Anlagenbaus vor.   The research area of Industry 4.0 or Industrial Internet offers great potential, ranging from the optimization of a company’s own value creation to new business models. The latter have rarely been specified. The systematic integration of Industry 4.0 aspects into the business model context has only just begun. This paper illustrates an approach for the development of industry-specific business model scenarios, exemplified by the machinery and equipment sector.

Strategy renewal: breaking the mould with new business models

2019 ◽  
Vol 40 (2) ◽  
pp. 22-31 ◽  
Author(s):  
Marc André Baumgartner ◽  
Vincent Mangematin
Keyword(s):  
Business Model ◽  
Business Models ◽  
Content Type ◽  
Business Modelling ◽  
Top Managers ◽  
Strategic Processes ◽  
New Business ◽  
Change Of Perspective ◽  
Cognitive Challenge ◽  
Outside The Box

PurposeRepeatedly engaging in strategic exercises may lead to a certain weariness, as the same strategic processes are used over and over again. The authors advocate looking at business model as a new concept to challenge existing beliefs and what is taken for granted. This paper aims to better understand how business model renews strategic processes. Does it change the strategic process, or is it a new strategic tool? Based on an analysis of the strategic processes of eight small- and medium-sized enterprises, the authors identify four mechanisms for challenging existing strategic processes: cognitive challenge, focus on process, mindset and mindset change, cognition and capabilities. Renewing strategic tools and processes is necessary to change the lens through which the environment is viewed. This change of perspective happens because of newness in the process of how top managers read the organisation and the environment, thus adapting their business more quickly than do other companies. To combine the understanding of history necessary for strategic thinking with the ability to think outside the box requires a certain flexibility of mind, which can be called cognitive strategic ambidexterity.Design/methodology/approachBased on an analysis of the strategic processes of eight small- or medium-sized enterprises, this paper shows that it is not because of business modelling that top managers may renew their strategic approach and think outside the box.FindingsBased on an analysis of the strategic processes of eight small- and medium-sized enterprises, the authors identify four mechanisms for challenging existing strategic processes: cognitive challenge, focus on process, mindset and mindset change, cognition and capabilities. Renewing strategic tools and processes is necessary to change the lens through which the environment is viewed. This change of perspective happens because of newness in the process of how top managers read the organisation and the environment, thus adapting their business more quickly than do other companies.Originality/valueA lot of research has been conducted in the fields of strategy as practice and business model. The newness added by this article is the interlinkage between the two fields of research. Looking at the process of strategy through the lens of business modelling has so far not been covered. Cognitive strategic ambidexterity is the key.

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