scholarly journals BUSINESS MODELS IN PERSPECTIVE OF “NEW NORMAL” BUSINESS ENVIRONMENT

2021 ◽  
Author(s):  
Aleksandra Živaljević ◽  
Ana Jovancai Stakić
Keyword(s):  
Business Models ◽  
Business Environment ◽  
New Normal

From the Rise of Authentic Italian Restaurants in America to the Creation of New Multicultural Food Tourism Experiences

2021 ◽  
Vol 21 (1) ◽  
pp. 5-16
Author(s):  
Alessandra Campanari ◽  
Alessio Cavicchi
Keyword(s):  
Cultural Heritage ◽  
Business Models ◽  
Business Environment ◽  
Ethnographic Study ◽  
Italian American ◽  
The Us ◽  
The Creation ◽  
Food Tourism ◽  
Globalized World ◽  
Food Identity

With the emergence of culinary multiculturalism in the globalized world, ethnic restaurants have become central symbols of postmodern life, no longer relegated to a domestic and community sphere, but able to attract non-ethnic customers without necessarily destroy food cultural heritage. In line with this trend, the article aims to contribute to the literature on new food tourism experiences by examining contemporary Italian restaurants in the US to investigate how Italian food identity in ethnic restaurants is advertised and sold. Starting from the literature on Italian culinary immigration in America, from the rise of the first Italian restaurants to the invention of the Italian American culinary tradition, the article provides an ethnographic study to understand the changing business environment that is leading new entrepreneurs in foodservice to diversify their business models towards the creation of new food tourism experiences as a result of an ever-changing dialogue between tradition and innovation.

scholarly journals Sustainable Technologies Supported by Project-Based Learning in the Education of Engineers: A Case Study from Poland

Energies ◽  
2022 ◽  
Vol 15 (1) ◽  
pp. 278
Author(s):  
Marzena Podgórska ◽  
Iwona Zdonek
Keyword(s):  
Sustainable Development ◽  
Business Models ◽  
Well Being ◽  
Good Health ◽  
Business Environment ◽  
Project Based Learning ◽  
Sustainable Business ◽  
Sustainable Technologies ◽  
Sustainable Business Models ◽  
Visualization Techniques

The aim of the article is to examine technological innovations developed by engineers as part of Project-Based Learning at one of the Polish technical universities. We examined whether the innovations being developed meet the goals of sustainable development and whether they provide the basis for the introduction of sustainable business models. We analyzed reports from 49 projects implemented in the years 2018–2020 in which 146 scientists, 282 students of the Silesian University of Technology, and 126 experts from the university’s business environment were involved. We performed the analysis using content analysis and visualization techniques. The results show that the studied innovations implement the goals of sustainable development and most of them may become the basis of sustainable business models. The most frequently pursued goals are Industry, Innovation, and Infrastructure and Good Health and Well-Being. Most of the studied innovations can become the basis of the archetype of a sustainable business model called “maximize material and energy efficacy”. We also provide the characteristics of projects that implement the diagnosed goals of sustainable development.

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

The effects of COVID-19 on small and medium-sized enterprises: empirical evidence from Jordan

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Tala Abuhussein ◽  
Husam Barham ◽  
Saheer Al-Jaghoub
Keyword(s):  
Design Methodology ◽  
Business Models ◽  
Ad Hoc ◽  
Business Environment ◽  
Internal Communication ◽  
Structured Interviews ◽  
Content Type ◽  
Qualitative Research Design ◽  
The Impact ◽  
Factual Data

Purpose The ongoing coronavirus disease (COVID-19) pandemic has resulted in sudden changes in the macro environment and market behaviour, making most enterprises urgently reconfigure their business models to cope with changes following the COVID-19 outbreak. This paper aims to present empirical data on the effects of the COVID-19 crisis on small and medium-sized enterprises (SMEs), highlighting the initial conclusions regarding their crisis management. It presents factual data on how SMEs in Jordan can use entrepreneurship to combat uncertainty and promote new opportunities. Design/methodology/approach This study involves an exploratory qualitative research design, drawing from 32 semi-structured interviews of key informants from Jordanian SMEs in different stages of the crisis. The different coping strategies of the SMEs and their effectiveness in the first six months of the pandemic are then compared. Findings The findings show how Jordanian SMEs have adapted to cope with the changes in the business environment because of COVID-19. These strategies include modifying their operations that is moving from an ordinary business model to more tentative digitalisation, improving internal communication and restructuring ad hoc organisational culture. Originality/value The study presents important and timely implications for managers of Jordanian SMEs and policymakers by increasing the sensitisation and awareness of SMEs’ coping mechanisms. It is the first study in management that empirically analyses the impact of COVID-19 on Jordanian SMEs.

Retail post-COVID growth strategy – is omni channel the way?

2021 ◽  
Vol 11 (1) ◽  
pp. 1-13
Author(s):  
Ritu Srivastava ◽  
Yogesh Yadav
Keyword(s):  
Business Models ◽  
Emerging Market ◽  
Secondary Data ◽  
Business Environment ◽  
Growth Strategy ◽  
Content Type ◽  
Chief Operating Officer ◽  
Retail Chain ◽  
A Value ◽  
Retail Business

Learning outcomes To enable the students to appreciate the importance of the retail business environment and identification of opportunities set in the context of an emerging market. To make students understand how a value proposition (product) is crafted in a retail organisation. To introduce the technique of developing a service blueprint for designing the retail consumption experience. To induce students to analyse on what criteria should retail business models be evaluated. To introduce the students to the concept of omnichannel retail strategy. Case overview/synopsis The case is about a value-retail chain We Mart India facing the sudden lockdown situation in April 2020 because of the Covid-19 pandemic hitting India. Shailesh Mehta, the Chief Operating Officer of We Mart is wondering what he should do post the lockdown to bring back the retail chain to its pre-Covid fast-paced growth of 25% YOY in June 2019. We Mart focussed on physical stores as a part of its strategy with an emphasis on the in-store experience. The company catered to the aspirations in fashion for the youth through a series of fashion apparel and accessories in Tiers 2 and 3 cities. The company had grown successfully in two decades and had expansion plans for 2020, which now seemed hazy because of this unpredicted biological disruption impacting businesses. Mehta’s worries were intensified by the change in the consumer trend that was witnessing a shift from offline to online. He wondered about how to incorporate this change and also realign the corporate growth plans in amidst of a challenging situation. To add to his woes were thoughts about established competitors online already apart from the existing offline ones. Research methods: This case is based on primary and secondary data gathered through interviews and publicly available secondary sources. The name of the company and protagonist have been disguised. Complexity academic level The case is suitable for post-graduate (masters in buisness administration) level courses on retail management. The length of the case enables the participants to even read in the class. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 8: Marketing

A Dynamic Vision of Value Chains

2015 ◽  
pp. 156-182
Keyword(s):  
Business Model ◽  
Business Models ◽  
New Products ◽  
Business Environment ◽  
Value Chains ◽  
Contemporary Debate ◽  
Digital Revolution ◽  
Dynamic Vision ◽  
Ict Industry

The Business Model (BM) notion has become popular because of a business environment shaped by ICT and globalization and characterized by an increasing complexity and uncertainty. Innovative ICT industry coupled with ever-growing products, services, and applications have placed business models at the heart of the new digital revolution. In this chapter, the authors examine how the concept has been applied in the field of ICT and is used in contemporary debate. These new BMs are based on new forms of organization and/or on new products and services offerings. The BM concept has attracted attention both from practitioners and academics. The concept has received wide recognition; yet in practice, it is a new and evolving concept. It has inspired numerous researchers and academics and has given rise to different interpretations, one around which there is not always a perfect consensus. However, despite its wide use, the notion of the business model has become more complex.

Tacit Knowledge Utilization for Global Impact and Organizational Practices

2020 ◽  
pp. 1219-1240
Author(s):  
Aleksander Janeš ◽  
Roberto Biloslavo ◽  
Armand Faganel
Keyword(s):  
Tacit Knowledge ◽  
Business Models ◽  
Fish Farming ◽  
Business Environment ◽  
World Population ◽  
Farmed Fish ◽  
Sustainable Business ◽  
Viable Solution ◽  
Sustainable Business Models

The aquaculture sector stands at a crossroad because of the important changes in the business environment. Demand and competition for food is growing worldwide, fishery sector reached its limits and in this regard farmed fish sector represents a viable solution for food supply. A sustainable development of small business is recommended in order to develop knowledge and skills to support the growth of world population. In this view knowledge management for innovation is crucial to promote sustainable business models (BM) that can achieve a solid economic performance and at the same time take care of the natural environment. The purpose of this chapter is to contribute to the literature about sustainable BMs by an in-depth case study of a small fish farming company which developed competitiveness based on own tacit knowledge. The exemplary case study of a sustainable BM in aquaculture has been analyzed by use of an enhanced BM canvas that links various market oriented elements of a BM with the needs of society.

Sustainable Competitive Advantage Through Business Model Innovation

2020 ◽  
pp. 191-213
Author(s):  
Purna Prabhakar Nandamuri ◽  
K. S. Venu Gopala Rao ◽  
Mukesh Kumar Mishra
Keyword(s):  
Business Model ◽  
Business Models ◽  
New Technologies ◽  
Business Environment ◽  
Business Model Innovation ◽  
Sustainable Competitive Advantage ◽  
Term Survival ◽  
New Business ◽  
Indian Perspective

Conventionally, businesses focus on their offerings for growth. But the increasingly unpredictable business environment is making them irrelevant in the market. So, businesses should resort to a system of dynamic management by innovating on the business models rather than a single aspect of the business. Business model innovation demands neither new technologies nor creation of new markets, but cares about delivering the existing products produced by existing technologies to the existing markets, through a unique model. Hence, defining, innovating, and evolving new business models have become the new basis of competition. A differentiated, hard-to-imitate, effective, and efficient business model is more likely to ensure higher profits and long-term survival. In this context, the present chapter attempts to furnish multiple global evidences and discuss the Indian perspective of business model innovation.

Implementing Cloud Information Systems for Organizational Agility and Competitive Advantage

2022 ◽  
pp. 39-71
Author(s):  
Kamran Janamian
Keyword(s):  
Information Systems ◽  
Competitive Advantage ◽  
Business Models ◽  
Change Agents ◽  
Business Environment ◽  
Software As A Service ◽  
Organizational Agility ◽  
It Managers ◽  
New Generation ◽  
Theoretical Foundations

In today's competitive business environment, information systems are not a luxury; rather they are vital for survival. A new generation of ISs has been established on cloud capabilities. Moving toward software as a service is not the goal in a business, and if not implemented properly, competitive advantage may even suffer. Managers and change agents should undertake deep study over SaaS implementation before migration. In this chapter, the main elements and features in which CEOs and IT managers should consider in evaluating the SaaS migration option will be provided, and enterprises may be acquainted with the concept, goals, and theoretical foundations of SaaS as a main cloud-based service in the business environment. On the other hand, businesses should undertake some necessary changes in the operating circumstances which are utilization of a proper and modified business models established over a knowledge base strategic movement. This will lead enterprises to achieve the main goals of migrating to SaaS and cloud platforms (i.e., agility, competitive advantage, and innovation).

scholarly journals The Role of Internet of Things on the Development of Ports as a Holder in the Supply Chain

2018 ◽  
Vol 54 (1) ◽  
pp. 61-73
Author(s):  
Mladen Jardas ◽  
Čedomir Dundović ◽  
Marko Gulić ◽  
Katarina Ivanić
Keyword(s):  
Supply Chain ◽  
Internet Of Things ◽  
Information Transfer ◽  
Information Technologies ◽  
Business Models ◽  
Business Processes ◽  
New Technology ◽  
Supply And Demand ◽  
Business Environment ◽  
Weak Links

The new technology greatly affects the way of production, consumption, communication, service delivery and ultimately on the entire supply chain. All stakeholders in the business process must invest in new knowledge and develop new business models to adapt to the changing business environment. Connecting devices over internet (Internet of things) and stakeholders’ synergy open up opportunities for new market achievements as well as for the improvement of business processes both in the supply chain and in ports. The development of information technologies has an impact on the reduction of errors, costs, time of information transfer and transport, inventory reduction and thus on better customization. There should be no weak links in the supply chain, which is especially related to the port and port processes that are the basis of the supply chain network. The port is the core of all activities of the supply chain and is also a place where supply and demand meet.

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