scholarly journals Redesigning Business Model Strategy: The Digital Future of Retailing in Europe

2019 ◽  
Vol 4 (3) ◽  
pp. 7-13
Author(s):  
Can Kaplan ◽  
Stefan Tewes
Keyword(s):  
Business Model ◽  
Success Factors ◽  
Digital Technologies ◽  
Digital Transformation ◽  
Success Factor ◽  
Radical Innovations ◽  
Critical Success ◽  
Constant Change ◽  
Recommendations For Action ◽  
Stationary Retail

In times of progressive digital transformation and constant change, a continuous reorientation of stationary retail is indispensable in order to be successful in the future. The practical recommendations for action provide a guideline for the transformation of stationary retailing based on digital change processes. Various factors are taken into account, which is identified as critical success factors for stationary retail. These include a reorientation of the business model, the introduction of new digital technologies and data protection. In general, stationary retail must rethink the business model holistically and be open to radical innovations in order to be successful in the long term. More than ever, the influence of digital technologies and the influence of online retailing can be felt. Adapting successful digital and technological megatrends is, therefore, a critical success factor. If the necessary change is lacking in stationary retail, successful digital companies – such as Amazon or Alibaba – will replace entire industries. Subtotaling, the following questions are answered: What problems does stationary retail face – caused by the digital transformation? What digital solutions already exist? How can stationary retail remain successful in the digital age?

scholarly journals Health Insurance as a Healthcare Financing Mechanism in India: Key Strategic Insights and a Business Model Perspective

2021 ◽  
pp. 025609092110270
Author(s):  
Rohit Kumar ◽  
Aditya Duggirala
Keyword(s):  
Health Insurance ◽  
Business Model ◽  
Critical Success Factors ◽  
Success Factors ◽  
Insurance Industry ◽  
Insurance Companies ◽  
Healthcare Financing ◽  
Strategic Choices ◽  
Critical Success ◽  
Health Insurance Industry

This study provides strategic insights and a business model perspective on health insurance as a vehicle for financing healthcare. It uses both primary (expert interview) and secondary data to investigate the overall disease burden and healthcare industry trends and track healthcare financing through the health insurance mechanism in India. To identify the critical success factors and to gain a business model perspective within the health insurance industry, telephonic and face-to-face interviews were held with 27 experts in the healthcare, insurance, and strategic management field. The study’s findings suggest that the growth of health insurance as a healthcare financing mechanism in India has been challenged continuously and impacted by multiple changes in the health insurance and healthcare industry over the last decade. One of the critical challenges faced by insurance companies is the high incurred claim ratio. We find the Indian health insurance industry to be very competitive and that the focus on critical success factors can help insurance companies gain a competitive advantage. The health insurance business model is unique, with varying configurations, and broadly comprises strategic choices and consequences. In this article, drawing from the strategic management literature on the resource-based view (RBV) and insights gained from the interviews of healthcare and health insurance experts, we highlight the six critical success factors relevant for competing in the health insurance business. We also list five strategic choices that can help health insurance companies improve their profitability and gain a sustained competitive advantage. We recommend that the insurance companies design and develop an innovative business model centred around lowering the claim ratio and simultaneously increasing the customer willingness to pay. To increase the customer willingness to pay and reduce the claim ratio, the insurance companies should focus on the six critical success factors and invest in the five strategic choices.

scholarly journals Postgraduate Studies on Lean Management—A Review of Initiatives

2020 ◽  
Vol 10 (8) ◽  
pp. 197
Author(s):  
Mariusz Bednarek ◽  
Aleksander Buczacki ◽  
Lukasz Bielakowski ◽  
Bartlomiej Gladysz ◽  
Mariusz Bryke
Keyword(s):  
Lean Manufacturing ◽  
Success Factors ◽  
Postgraduate Education ◽  
General Level ◽  
Success Factor ◽  
Lean Management ◽  
Successful Model ◽  
Critical Success ◽  
Postgraduate Studies ◽  
Long Time

The article elaborates upon a successful model of postgraduate studies on lean manufacturing. The subject of the research was nine editions of the Kaizen Academy postgraduate studies organized by the Warsaw University of Technology and the Kaizen Institute in the years 2009–2018, that still enjoys interest in the market. A detailed qualitative analysis of this case, followed by a comparative analysis with other post-graduate programs of this type on the national, European, and global level should make it possible to find what is necessary to launch and actively operate for a long time in the (considerably competitive) market of qualification raising programs related to Lean Management (critical success factors). The study has also identified the differences between a successful program, analyzed in detail, and other available programs described in the literature and on the Internet. This has been achieved through a structured analysis of thirty-nine postgraduate programs identified by querying scientific databases and the Google Internet search engine. Best practices and models of postgraduate education on Lean Management have been discussed, and the thirty-nine programs comprising the identified sample have been compared. Considering the very general level of the data available in terms of the organization of postgraduate programs, it has also been assessed if they follow constructivism and experiential learning paradigms. This has been achieved by including the industrial days/visit indicator in the comparison. Given its high value, it has been identified as a success factor of the postgraduate curriculum on Lean Management.

Critical Success Factors of New Product Development and Impact on Performance of Malaysian Automotive Industry

2014 ◽  
Vol 903 ◽  
pp. 431-437 ◽  
Author(s):  
Abdul Aziz Fazilah ◽  
Nur Najmiyah Jaafar ◽  
Sulaiman Suraya
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Automotive Industry ◽  
Critical Success Factors ◽  
Success Factors ◽  
New Product ◽  
Success Factor ◽  
Management Support ◽  
Critical Success ◽  
Research Activities

This research paper shows a framework to conduct an empirical study in Malaysian automotive industry in order to improve their performance. There are factors which are effective factors in improving performance of Malaysian automotive companies namely top management support, cross functional teamwork, new product development (NPD) process, NPD strategies, and market research activities. The critical success factor of NPD is playing a fundamental role in determining the performance in Malaysian automotive companies. In this research study, a framework has been developed that includes critical success factors of NPD and project achievement to study their influence on the performance of Malaysian automotive companies. It is hoped that this paper can provide an academic source for both academicians and managers due to investigate the relationship between critical success factors of total NPD, project achievement and company performance in a systematic manner to increase successful rate of NPD progress.

“Enabling circular business models in the fashion industry: the role of digital innovation”

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Phuc Hong Huynh
Keyword(s):  
Business Model ◽  
Circular Economy ◽  
Business Models ◽  
Digital Technologies ◽  
Theory And Practice ◽  
Chain Model ◽  
Fashion Industry ◽  
Digital Innovation ◽  
Content Type ◽  
Radical Innovations

PurposeDigital innovation and circular business model innovation are two critical enablers of a circular economy. A wide variety of digital technologies such as blockchain, 3D printing, cyber-physical systems, or big data also diverges the applications of digital technologies in circular business models. Given heterogeneous attributes of circular business models and digital technologies, the selections of digital technologies and circular business models might be highly distinctive within and between sectorial contexts. This paper examines digital circular business models in the context of the fashion industry and its multiple actors. This industry as the world’s second polluting industry requires an urgent circular economy (CE) transition with less resource consumption, lower waste emissions and a more stable economy.Design/methodology/approachAn inductive, exploratory multiple-case study method is employed to investigate the ten cases of different sized fashion companies (i.e. large, small medium-sized firm (SME) and startup firms). The comparison across cases is conducted to understand fashion firms' distinct behaviours in adopting various digital circular economy strategies.FindingsThe paper presents three archetypes of digital-based circular business models in the fashion industry: the blockchain-based supply chain model, the service-based model and the pull demand-driven model. Besides incremental innovations, the radical business model and digital innovations as presented in the pull demand-driven model may be crucial to the fashion circular economy transition. The pull demand–driven model may shift the economy from scales to scopes, change the whole process of how the fashion items are forecasted, produced, and used, and reform consumer behaviours. The paths of adopting digital fashion circular business models are also different among large, SMEs and startup fashion firms.Practical implicationsThe study provides business managers with empirical insights on how circular business models (CBMs) should be chosen according to intrinsic business capacities, technological competences and CE strategies. The emerging trends of new fashion markets (e.g. rental, subscription) and consumers' sustainable awareness should be not be neglected. Moreover, besides adopting recycling and reuse strategies, large fashion incumbents consider collaborating with other technology suppliers and startup companies to incubate more radical innovations.Social implicationsAppropriate policies and regulations should be enacted to enable the digital CE transition. Market patterns and consumer acceptances are considered highly challenging to these digital fashion models. A balanced policy on both the demand and supply sides are suggested. The one-side policy may fail CBMs that entail an upside-down collaboration of both producers and consumers. Moreover, it is perhaps time to rethink how to reduce unnecessary new demand rather than repeatedly producing and recycling.Originality/valueThe pace of CE research is lagging far behind the accelerating environmental contamination by the fashion industry. The study aims to narrow the gap between theory and practice to harmonise fashion firms' orchestration and accelerate the transition of the fashion industry towards the CE. This study examines diverse types of digital technologies in different circular business models in a homogeneous context of the fashion industry with heterogeneous firm types.

scholarly journals Evaluating critical success factors and level of challenges in project life cycle (PLC)

2018 ◽  
Vol 7 (2.29) ◽  
pp. 67
Author(s):  
Sallaudin Hassan ◽  
Natasha Farhana ◽  
Siti Aishah ◽  
Siti Mahirah ◽  
Khairul Firdaus Jimisiah. J
Keyword(s):  
Life Cycle ◽  
Project Management ◽  
Critical Success Factors ◽  
Success Factors ◽  
Team Work ◽  
Success Factor ◽  
Critical Success Factor ◽  
Critical Success ◽  
Project Life Cycle ◽  
Project Life

This research aims to evaluate the Critical Success Factors (CSF) of project management and  to assess the level of challenges at each steps in Project Life Cycle (PLC). Five Independent Variable (IV)  is been selected as Critical Success Factors which is Leadership, Effective Communication, Teamwork,  Organization and Project Nature. There are four main stage in project which is Defining, Planning,  Executing and Closure. The scope of this research is on projects/events   conducted under Student  Development and Campus Life Style (SDCL). Five projects has been selected for assessment in this research.  Survey questionnaire is been used as primary data collection. LIKERT Scale is been used to rank the answer from respondents. 50 respondents are involve in this research. Data is analyzed by using SPSS version 21. Result shows that the most critical success factors in project is Team Work while the least Critical Success Factor is Leadership. Meanwhile, the most challenges stage in project management is Executing, while the least challenges stage is Defining. The finding in this research is considered important discovery. More efforts should be focus on identified Critical Success Factor and the most challenges stage in Project Life Cycle.  It is suggested that the scope of study to be extended to other universities or industries in future research.  

scholarly journals Critical Success Factors of Hospital Management Information System (HMIS) Implementation in Developing Countries

2019 ◽  
Vol 8 (10S) ◽  
pp. 394-398
Keyword(s):  
Information System ◽  
Developing Countries ◽  
Management Information System ◽  
Success Factors ◽  
Swot Analysis ◽  
Hospital Management ◽  
Developed Countries ◽  
Success Factor ◽  
Management Information ◽  
Critical Success

Hospital Management Information System (HMIS) was a proficient tool to improve the quality of care by increasing the services effectiveness and efficiency in hospital. Unfortunately, the utilization of HMIS in developing countries was yet to be maximized when compared to that in developed countries. This study aimed to identify the critical success factor in implementing HMIS through SWOT (Strength, Weakness, Opportunity, and Threat) analysis. SWOT analysis is a powerful approach for evaluating the strengths and weaknesses of an entity from internal perspective, as well as the opportunities and threats from external perspective. The analysis showed that HMIS have the ability to provide more accurate data, timely available, faster documentation retrieval compared to paper-based system, and those considered as the HMIS implementation strengths. Competition in the hospital industry and government policies open the opportunity for immediate implementation of HMIS. Despite the benefits from implementing HMIS, the transition from the old to the new system has been rather slow. The hospital readiness from extra funding need, lack of skilled personnel, inadequate infrastructure to support system were a form of HMIS implementation weaknesses. External factors such as existing culture, technologies providers which underestimated healthcare complexity, also lack of communication and collaboration across organization became an obstacle that threatens HMIS implementation.

Web 2.0 and its Implications on Globally Competitive Business Model

2014 ◽  
pp. 86-101
Author(s):  
Sudhanshu Joshi
Keyword(s):  
Social Media ◽  
Web 2.0 ◽  
Business Model ◽  
Success Factors ◽  
Business Models ◽  
Strategy Formulation ◽  
Firm Level ◽  
Critical Success ◽  
New Business ◽  
Internal Operations

Considering the impact of using social media, both internal and external implications for company operations are required to be explored. The chapter explores how social media is used to enable innovation practices in company internal operations as well as external stakeholders. In addition, the objective of the study is to evaluate the need and scope of Web 2.0 behind the restructuring of the business model, with major emphasis on implementing a user-centric business model. The research questions include: (a) What are the Critical Success Factors (CSF) responsible for attracting and engaging users in Web 2.0-oriented business processes and practices?; (b) Identifying the scope of effective Web 2.0-based strategies to overcome internal resistance at operational as well firm level during deployment of new business model. The chapter also discusses the influence of Web 2.0 concepts in the Web-strategy formulation for organizations with differing requirements, characteristics, and objectives. Considering four types of Web-based business models (Wirtz, 2010), namely (a) content-oriented business model, (b) commerce-oriented business model, (c) context-oriented business model, and (d) connection-oriented business model. The chapter defines the implementation of Web 2.0-based technological strategies in evolving the business model of the firm.

The Critical Success Factors in Higher Education

2021 ◽  
pp. 84-108
Author(s):  
Tuncer Asunakutlu ◽  
Kemal Yuce Kutucuoglu
Keyword(s):  
Higher Education ◽  
Success Factors ◽  
Success Factor ◽  
Critical Success ◽  
Ranking Systems ◽  
The Future ◽  
The Subject ◽  
Education Administrators ◽  
The University

This study reviews some of the prominent ranking systems with a view to shed more light on what may constitute a critical success factor in the field of higher education. In the first part, the ranking systems are reviewed and the key principles are explained. A brief description of how institutions use ranking information is also included. In the second part of the study, the subject of internationalization in the context of ranking systems is discussed. The main challenges of competitiveness in higher education and the increasing role of internationalization are expressed. The chapter also describes threats and opportunities for the future of higher education. This section also includes suggestions for higher education administrators. In the third part, the subject of ranking with particular focus on the university-industry collaboration and its effects on the future of higher education are discussed. The role of the industry and the changing mission of the universities in the new era are explained.

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