Zur Bedeutung der Wettbewerbsrolle im Gesundheitswesen

2012 ◽  
Vol 61 (3) ◽  
Author(s):  
Jürgen Zerth
Keyword(s):  
Health Care ◽  
Business Strategy ◽  
Business Models ◽  
Health Care Market ◽  
Future Health ◽  
Incentive Structures ◽  
New Business ◽  
Future Health Care ◽  
The One ◽  
New Business Models

AbstractThe German private health insurers (PKV) face different obstacles for a further successful development. On the one hand the PKV system lacks from adequate incentive structures to overcome forms of moral hazard and supplier-induced demand which becomes more relevant with respect to demographic- related care. On the other hand PKV must develop new business models for a demand-driven health care market. The latter challenge also threats the statutory health care insurers but their market powers as well as some governance reforms in the past have strengthened GKV-insurers in order to get more efficient. At least, PKV has to adapt its own business strategy to be prepared for the main topic of future health care: implementation of innovation within a continuous demographic change.

An Approach for E-Service Design Using Enterprise Models

2013 ◽  
pp. 245-268
Author(s):  
Martin Henkel ◽  
Paul Johannesson ◽  
Erik Perjons
Keyword(s):  
Health Care ◽  
Business Models ◽  
Swedish Health Care ◽  
New Business ◽  
Flexible Networks ◽  
Enterprise Models ◽  
Service Oriented ◽  
New Business Models ◽  
Over Time ◽  
Goal Models

Organisations demand new business models for value creation and innovation that require collaboration with customers and vendors in agile and flexible networks. To realise such networks, organisations are embracing service oriented models and architectures using e-services for business communication. A major issue for a service oriented organisation is to design and offer e-services that are adapted to the needs, wants, and requirements of customers and vendors. This is a challenging task as different customer groups and vendors will have different requirements, which may vary over time, resulting in a large number of e-services. In this paper, the authors suggest enterprise models as being adequate instruments for design and maintenance of e-services. More specifically; an approach for designing e-services based on value and goal models, which will ensure that the constructed e-services will satisfy the needs and wants of customers. A project from the Swedish health care sector is used to demonstrate and evaluate the proposed approach.

Understanding and Surviving the Transition to Value-Based Oncology

2013 ◽  
pp. e361-e368 ◽  
Author(s):  
John V. Cox ◽  
John D. Sprandio ◽  
Ronald Barkley
Keyword(s):  
Health Care ◽  
Health Care System ◽  
Cancer Care ◽  
Business Models ◽  
Cancer Center ◽  
Value Proposition ◽  
Business Innovation ◽  
New Business ◽  
Sustainable Health ◽  
New Business Models

This paper and the three presentations it supports are drawn from the theme of the 2012 Cancer Center Business Summit (CCBS): “Transitioning to Value-Based Oncology: Strategies to Survive and Thrive.” The CCBS is a forum on oncology business innovation, and the principal question the organizers address each year is “What are the creative, innovative, and best business models and practices that are being conceived or piloted today that may provide a responsible and sustainable platform for the delivery of cancer care tomorrow?” At this moment in health care—when so much is in flux and new business models and solutions abound—the oncology sector has a solemn responsibility: to forge the business models and relationships that will help to define a new cancer care value proposition and a sustainable health care system of tomorrow for the benefit of the patients it serves to get it “right.”

scholarly journals Implementation Of Business Road Map as a Development of Business Model Canvas In The Ruang Temu Café In Samarinda

2021 ◽  
Vol 3 (2) ◽  
pp. 90-97
Author(s):  
Riyan Danu Setiawan ◽  
Finnah Fourqoniah ◽  
Muhammad Fikry Aransyah
Keyword(s):  
Business Model ◽  
Business Strategy ◽  
Business Models ◽  
Market Competition ◽  
Business Plan ◽  
Mapping Method ◽  
Road Map ◽  
Business Model Canvas ◽  
New Business ◽  
The One

Business actors must understand the importance of a business model in entrepreneurship; a business strategy is needed. There are several business models, but the one most often used by business actors is the Business Model Canvas or what we usually know (BMC). According to several studies, the Business Model Canvas can still be a business model that can still be developed into a more detailed business model and better mapping. Then from the Business Model Canvas, a new business model was developed, namely the Business Road Map, to win the market competition. Business Road Map is a pattern or Business Mapping Method to build a business model/business plan capable of creating growth over time. It was found that there was a significant increase in turnover after implementing the Business Roadmap. The actual Business Road Map is a development of the Business Model Canvas. Compared to other business models, the Business Road Map is considered to be much more detailed in business mapping and can also check the business's growth.

Recht als Infrastruktur für Innovation

2019 ◽  
Keyword(s):  
Business Models ◽  
The Other ◽  
Media Law ◽  
Constant Change ◽  
New Business ◽  
Technical Innovations ◽  
The Law ◽  
The One ◽  
Future Technologies ◽  
New Business Models

Innovation promises dynamism and technical progress, new products and new markets. However, it also entails new conflicts and challenges for the law: on the one hand, the law should promote and protect innovation. Constant change gives rise to the law’s responsibility to continuously develop itself further in order to create an innovation-friendly climate and to promote future technologies. On the other hand, technical innovations and new business models can also pose risks to interests that are worthy of protection. Here, too, the law must react if it is to drive innovation sustainably. This volume documents the manifold presentations at the 4th conference GRUR Junge Wissenschaft – Kolloquium zum Gewerblichen Rechtsschutz, Urheber- und Medienrecht (GRUR Young Science—Colloquium on Intellectual Property, Copyright and Media Law), where young academics addressed issues relating to the conference topic of ‘Law as an Infrastructure for Innovation’ from a variety of perspectives. With contributions by Dr. Lukas Abegg, LL.M.; Dr. Amit Datta; Dr. Stefan Holzweber; MMag. Philipp Homar; Johannes Marosi; Stefan Papastefanou; Dr. Lars Rühlicke; Thomas Sagstetter; Kirsten Johanna Schmidt, MLaw, LL.M. (Boston); Dr. Moritz Schroeder; Friederike Schulte zu Sundern; Michael Servatius; Sven Vetter; Kristina Wagner, LL.M.

scholarly journals Business Roadmap Model: A Review of Research

2021 ◽  
Vol 10 (2) ◽  
pp. 99-106
Author(s):  
Finnah Fourqoniah ◽  
Riyan Danu Setiawan ◽  
Muhammad Fikry Aransyah
Keyword(s):  
Business Model ◽  
Business Strategy ◽  
Business Models ◽  
Market Competition ◽  
Mapping Method ◽  
Road Map ◽  
Business Model Canvas ◽  
Doing Business ◽  
New Business ◽  
The One

In doing business, business actors must understand the importance of a business model in entrepreneurship; a business strategy is needed. There are several business models, but the one most often used by business actors is the Business Model Canvas or what we usually know (BMC). According to several studies, the Business Model Canvas is a business model that can still be developed into a more detailed business model and better mapping. Then from the Business Model Canvas, a new business model was developed, namely the Business Road Map, to win the market competition. Business Road Map is a pattern or Business Mapping Method to build a business model/business plan capable of creating growth over time.

scholarly journals Overview of Architectural Alternatives for the Integration of ETSI MEC Environments from Different Administrative Domains

Electronics ◽  
2020 ◽  
Vol 9 (9) ◽  
pp. 1392
Author(s):  
Luis M. Contreras ◽  
Carlos J. Bernardos
Keyword(s):  
Business Models ◽  
Technical Aspects ◽  
Large Bandwidth ◽  
New Business ◽  
Intensive Approach ◽  
The One ◽  
Multi Access ◽  
Administrative Domains ◽  
Standard Framework ◽  
New Business Models

Multi-access Edge Computing (MEC) is proposed as a standard framework for the provision and consumption of applications and services in proximity to the end-users of network operators. Proximity has been identified as one of the enablers of the forthcoming 5G, where extreme low latency and large bandwidth will be necessary for some services. However, the need of proximity imposes to network operators the necessity of huge investments in order to distribute computing capabilities towards the access. A less investment intensive approach would consist on sharing infrastructures by integrating MEC environments from different operators or providers. This could open the door to new business models on the one hand, as well as to avoid restrictions in terms of space, energy of regulation, on the other. This paper overviews different integration options by analyzing the MEC framework defined by the European Telecommunications Standards Institute (ETSI) and identifying different architectural alternatives as well as the business and technical aspects that need to be taken into consideration for realizing such integration.

Impact of intellectual capital on the financing of startups with new business models

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Nirjhar Nigam ◽  
Sondes Mbarek ◽  
Afef Boughanmi
Keyword(s):  
Health Care ◽  
Human Capital ◽  
Intellectual Capital ◽  
Business Models ◽  
New Technologies ◽  
Small Sample ◽  
Relational Capital ◽  
Content Type ◽  
New Business ◽  
New Business Models

Purpose Financing investments in a knowledge-intensive sector may be more difficult as there is a greater degree of uncertainty and asymmetries of information. This paper aims to examine whether a company’s intellectual capital (human capital, relational capital and structural capital) can serve as a quality signal in the financing of health care startups with new business models. Design/methodology/approach The study constructed a manual database using several paid and unpaid databases. This paper collected random data from 204 startups that obtained funding during the 2014–2017 period and used signaling theory to examine the factors that impact access to external financing for Indian health care technology startups. Findings This paper found that venture capitalists partly base their financing decisions on the relational capital of the startup represented by startups’ age and the average number of website visits, the presence of a syndicate of investors. Human capital variables and structural variables do not show much significant impact. This paper also find some business models show a negative impact on financing implying that investors are reluctant to invest in new technologies that carry more uncertainty and take a longer time to become profitable. Research limitations/implications Before concluding this paper, it is important to acknowledge the limitations of the study and some implications for future research purposes. First, the study is conducted on only 204 startups from India, and as such, it suffers from a small sample size, like many other comparable survey-based studies in entrepreneurship. Second, the results are obtained with respect to data collected from Indian startups and represent the Indian context which limits the generalization on a global level. Practical implications The results suggest that years of experience and prior relevant experience, do not actually impact the financing of a new venture. These results are crucial as India has a unique demographic advantage over other countries in relation to age. If young minds are adequately nurtured, this can result in innovation, entrepreneurship and job creation (which still remains as a foremost challenge for India). Social implications From a policy perspective, a number of implications emerge from the current study. There is a need for ameliorating the capacity of the education system in providing top-quality support including a greater focus on entrepreneurship courses and to replicate the education delivery model from top foreign institutes. The government should take this opportunity to revive the system of education and follow the methodology of elite institutes and to develop entrepreneurship spirit in other colleges and schools. Originality/value Financing the investments of young startups with new business models in knowledge-based sectors may be more difficult. In this paper, this paper demonstrates that startups have to effectively use and manage their intellectual assets to achieve sustainable competitive advantage. The findings of the paper emphasize the role of intellectual capital in securing financing through venture capital.

The Future's Live, the Future's Digital

LOGOS ◽  
2012 ◽  
Vol 23 (2) ◽  
pp. 7-13
Author(s):  
Alastair Horne
Keyword(s):  
Business Models ◽  
Effective Means ◽  
Music Industry ◽  
Cost Effective ◽  
New Business ◽  
The One ◽  
Book Prices ◽  
New Business Models

AbstractThis paper explores how publishers might mitigate a fall in revenues caused by the rise in ebook sales and the associated decline in book prices. By ending their historical reliance on selling single formats to undifferentiated classes of consumer (the 'one-size-fits-all' model), and instead producing formats tailored to specific types of customer, at different price points, might publishers maintain revenues? Lessons drawn from the experiences of the music industry suggest that live events such as literary festivals and author tours might have a key part to play in new business models; they might also offer a cost-effective means of generating enhanced content to add value to premium products.

Business Models for Digital Economy

2021 ◽  
pp. 1-21
Author(s):  
Luisa Cagica Carvalho ◽  
Michalina Jeleniewicz ◽  
Piotr Franczak ◽  
Žofia Vanková
Keyword(s):  
Literature Review ◽  
Case Studies ◽  
Business Strategy ◽  
Business Models ◽  
Business Strategies ◽  
The Internet ◽  
Special Focus ◽  
New Business ◽  
The Impact ◽  
New Business Models

This chapter aims to provide a better understanding about how digitalization affects the business models and business strategies. To answer this question, this chapter presents a literature review complemented by case studies. From a business perspective, this study emphasizes the need to take into account the impact of the ever-changing digital environment on how it influences business strategy, and it categorizes the new business models with a special focus on platform businesses and displays some examples from the practice. The results also suggest that with the internet and the digitalization there were new, innovative business models created which attract new segments and create value in ways unimaginable in the past.

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