scholarly journals MODEL BISNIS YANG BAIK DAN BERTUHAN

2016 ◽  
Vol 6 (1) ◽  
pp. 34
Author(s):  
I Wayan Bayu Diatmika
Keyword(s):  
Human Nature ◽  
Business Model ◽  
Triple Bottom Line ◽  
Business Practices ◽  
Bottom Line ◽  
Full Disclosure ◽  
New Model ◽  
The Core ◽  
New Business ◽  
Capitalist Ideology

<p><strong>Abstract</strong></p><p>Business practices currently doctrine strongly by capitalist ideology. Business applied to get the optimal profits, no matter how do they obtain it. At the end, businesses increasingly move with concern on their own profit and do not concern on other parties who are affected by the business. The business orientation as this model will only give pleasures to the owner of business. This article discusses on the new model that reconstruct the capitalistic (conventional) business. New business model formed by combining the triple bottom line (TBL), tri hita karana (THK), Pancasila ideology, and the full disclosure based on the ethics that refers to the deontology theory. The combination of those concepts form the new business model that arranged by three foundation which connected each other that are basic foundation, then the fundamental foundation, and the last was the full disclosure foundation. The basic foundation of the business model is the concept of ethics deontology which came through good intentions. The good intentions were then be backed by fundamental foundation that is a combination of triangle TBL and THK. The culmination of a combination of TBL and THK welfare is the creation that is the root of pro human, nature, advantages, and the God .The last foundation, the full disclosure, like a flowers that bloom from the bushes, this is visualize business that will be seen by public through information that distributed by the business. The core of the notion of the business model is essentially on the foundation, namely deontologist approach, or approach based on good intentions action or obligation to follow the God values. As strong as any business model organized, good intentions are the only bricks strongest to it.</p><p><strong>Abstrak</strong></p><p>Praktik bisnis saat ini didoktrin kuat oleh ideologi kapitalis. Bisnis dijalankan untuk memperoleh keuntungan yang sebesar-besarnya, tidak peduli dengan cara apa keuntungan tersebut didapatkan. Pada akhirnya, bisnis kian bergerak dengan hanya mementingkan kepentingannya atas keuntungan dan tidak mempedulikan kepentingan dari pihak-pihak lain yang dipengaruhi oleh bisnis tersebut. Orientasi bisnis seperti ini pada akhirnya hanya akan memberikan kenikmatan kepada pemilik-pemilik dari bisnis tersebut.Artikel ini membahas mengenai suatu model baru yang merekonstruksi model bisnis kapitalistik (konvensional). Model bisnis baru dibentuk dengan mengkombinasikan konsep triple bottom line (TBL), tri hita karana (THK), ideologi Pancasila, dan pengungkapan penuh dengan berdasarkan pada landasan etika sesuai dengan teori deontologi. Pengkombinasian dari konsep-konsep tersebut melahirkan suatu model bisnis baru yang tersusun dari tiga pondasi yang saling berkaitan satu dengan lainnya yakni pondasi dasar atau basic foundation, kemudian pondasi fundamental atau fundamental foundation, dan yang terakhir adalah pondasi konsep pengungkapan penuh.Pondasi dasar dari model bisnis ini ialah konsep etika deontologi yang diturunkan melalui niat baik. Niat baik tersebut kemudian akan disokong oleh pondasi fundamental yang merupakan kombinasi dari segitiga TBL dan THK. Puncak dari kombinasi dari TBL dan THK ialah terciptanya kesejahteraan yang merupakan akar dari keberpihakan terhadap manusia, alam, keuntungan, dan Tuhan. Pondasi terakhir, konsep pengungkapan penuh, ibarat bunga yang mekar dari pohonnya, inilah visualisasi bisnis yang akan dapat dilihat oleh publik melalui informasi-informasi yang disebarkan oleh bisnis. Inti dari gagasan model bisnis ini ialah pada pondasi dasarnya, yakni pendekatan deontologis, atau pendekatan tindakan berdasarkan niat baik atau kewajiban untuk mengikuti nilai-nilai firman Tuhan. Sekuat apa pun model bisnis ini disusun, niat baik adalah satu-satunya batu bata terkuat untuk menopangnya.</p>

scholarly journals Triple Bottom Line toward a Holistic Framework for Sustainability: A Systematic Review

2021 ◽  
Vol 25 (3) ◽  
Author(s):  
Vittoria Loviscek
Keyword(s):  
Business Model ◽  
Operations Management ◽  
Triple Bottom Line ◽  
Future Research ◽  
Bottom Line ◽  
Sustainable Operations ◽  
The Past ◽  
Future Research Agenda ◽  
New Business ◽  
Sustainable Operations Management

ABSTRACT Context: 25 years after it was coined, the triple bottom line (TBL) is now considered a failure by its own author. The concept can be considered the foundational base for the development of a necessary new business model for sustainable operations management. Objective: this paper aims to present systematic literature updates, controversies, limitations, and future framework developments of the TBL concept presented by Elkington in 1998. Methodology: through a systematic literature review spanning from 1998 to 2019, considering two main bibliographical databases, it was possible to evaluate the use of the concept in the sustainability literature. Results: the main results present that the concept has not lost its credibility; on the contrary, it reached its peak in the past five years, due to environmental and societal pressures. Also, it has been used inadequately considering only two of its three spheres (either financial and social, or financial and environmental). Conclusion: the study also exposes capabilities that if included to the TBL concepts can result into success of the business model. Therefore, our aim is to scrutinize how the concept has been used along these years, reflect on its impact in the academia and the business segment, and draw some conclusions on future research agenda and the transition toward a holistic framework for sustainable operations.

Avalon International Breads

2017 ◽  
Author(s):  
Jackie Victor
Keyword(s):  
Business Model ◽  
Triple Bottom Line ◽  
Spatial Inequality ◽  
Bottom Line

When Jackie Victor and her then partner, Ann Perrault, opened Avalon International Breads on Willis Street in June 1997, they challenged the narrative that Detroit was closed for business. They were one of the first new businesses to open in Midtown and the success of their business helped to change the narratives about Detroit. In this interview, Jackie Victor discusses her triple bottom line (earth, community, employees) business model, the role that Avalon played in gentrification and changes in Midtown, the challenges still facing Detroit, such as growing economic, social and spatial inequality and the role that businesses and entrepreneurs play in shaping cities

Relationships among triple bottom line elements

2015 ◽  
Vol 6 (2) ◽  
pp. 195-214 ◽  
Author(s):  
Sitalakshmi Venkatraman ◽  
Raveendranath Ravi Nayak
Keyword(s):  
Empirical Study ◽  
Financial Performance ◽  
Corporate Sustainability ◽  
Triple Bottom Line ◽  
Performance Outcomes ◽  
Business Practices ◽  
Sustainable Business ◽  
Bottom Line ◽  
Content Type ◽  
Performance Outcome

Purpose – The purpose of this paper is to gain more insight of the nature and strength of relationships among the three triple bottom line (TBL) outcomes, namely corporate environmental performance outcome (CEPO), corporate social performance outcome (CSPO) and corporate financial performance outcome (CFPO) and to evolve a roadmap for integrating sustainable business practices that facilitates in managing and improving their sustainable performance. Literature reports that currently businesses try to achieve economic, social and ecological goals independently resulting in silos. The interrelationships of TBL elements have not been explored and integrated. The literature has already pointed out that to achieve corporate sustainability, managers need to integrate TBL goals in all their business decisions. However, the question remains – how to integrate these three competing goals and this paper attempts to answer this question. Design/methodology/approach – In the research design, the authors use a quantitative research methodology with data collected by means of a survey questionnaire that included both descriptive and exploratory flavour. The empirical study examines the relationships of TBL elements as perceived by 85 different Australian-based large, medium, as well as small business organisations. The data collected were analysed by performing factor analysis on 21 items resulting in three latent factors that were aligned to TBL outcomes and the correlations among them were analysed to assess their interrelationships. Findings – The results of the study report weak, positive relationships existing between the TBL. This result has useful implications well-supported by the qualitative feedback. The paper argues that Australian managers do not see any strategic advantage in pursuing “beyond compliance” sustainable business practices, as they perceive no added value to their organisations’ financial performance outcomes. Integrating economic, social and ecological performances is seen as an additional management burden. Originality/value – While most of the TBL studies conducted worldwide focus on predominantly assessing large organisations toward responsible and sustainable business practices, this paper considers large, medium as well as small businesses. Also, economic, social and environmental issues are explored by organisations individually, while this study investigates their inter-connections. Through the empirical study, this paper provides recommendations and proposes a four-step roadmap with the participation of quality circles that would facilitate the integration of the social responsibility and environment protection practices into the core business operations paving way towards achieving corporate sustainability.

scholarly journals Leveraging effects of triple bottom lines business model on the building and construction small and medium-sized enterprises’ market performance

2017 ◽  
Vol 17 (1) ◽  
Author(s):  
Boniface Okanga ◽  
Darelle Groenewald
Keyword(s):  
Construction Industry ◽  
Business Model ◽  
Research Method ◽  
Market Performance ◽  
Triple Bottom Line ◽  
Structured Interview ◽  
Financial Sustainability ◽  
Bottom Line ◽  
Kwazulu Natal ◽  
Operational Activities

Orientation: Embracement of triple bottom line reporting as a driver of a firm’s sustainability is a paradox puzzling most contemporary business executives.Research purpose: The purpose of this research is to examine how effective alignment of the triple bottom line business model with building and construction operational activities leverages effective market performance of the small and medium-sized enterprises (SMEs) in the building and construction industry, so as to identify major paradoxes and the remedial business model that can be suggested.Research design, approach and method: The study uses interpretivist research paradigm and exploratory qualitative research method to explore the opinions and perceptions of 30 judgementally drawn participants comprising managers and supervisors from 30 building and construction SMEs in Gauteng and KwaZulu-Natal provinces. Thematic analysis was used in the evaluation and interpretation of the interview data collected using a semi-structured interview guide.Main findings: A seemingly greater preponderance to pursue profitability at the expense of people and planet bottom lines was found to be common among most of the SMEs during the initial stages of their establishments and growth because of the need to attain the usually essential initial financial sustainability. Even though on attaining financial sustainability, some of the SMEs strive to achieve all the three bottom lines, most of the undertaken initiatives are often only aimed at improving compliance with relevant building and construction legislations.Managerial implications: The study suggests a modified triple bottom line business model that the SMEs in the building and construction industry can replicate to effectively apply triple bottom line reporting as an edifier for effective market performance.Contributions: The study offers a new theory for measuring the leveraging effects of the triple bottom line business model on the building and construction SMEs’ effective market performance.

scholarly journals The Circle Game: Poetry and Sustainable Enterprises

2021 ◽  
Vol 6 (6) ◽  
pp. 30-45
Author(s):  
Rick Edgeman ◽  
Kunal Yogen Sevak
Keyword(s):  
Financial Performance ◽  
Business Models ◽  
Triple Bottom Line ◽  
Natural Environments ◽  
Base Of The Pyramid ◽  
Bottom Line ◽  
Cultural Innovation ◽  
Or Groups ◽  
New Business ◽  
New Business Models

Organisational progress toward sustainable social and natural environments is essential. So too, is financial performance sufficient to support organisational investment in sustainability. Perspectives as to what organisational sustainability is, how it is pursued, and its preferred fruits have evolved in recent years to incorporate both inclusion and circularity. Regardless of the prevalent organisational perspective, the organisation will need to formulate and execute a triple top-line strategy to deliver triple bottom line performance and impacts. Interpretation of inclusion depends on whether organisational focus is internal, or is riveted on people, communities, or societies the organisation serves or hopes to impact. Herein inclusion is principally outward-looking, and hence primarily addresses marginalised individuals or groups, including individuals at the base of the pyramid. Organisations aiming to ‘do well, by doing good’ are called for-benefit organisations and are central to this effort and, often, are inclusive businesses. More than ‘doing good’, such organisations may aid disadvantaged or marginalised individuals or groups through beneficial cultural innovation and transformation. Companion to inclusivity is circularity, where businesses focus on resource recovery and redeployment. New business models aiming to direct organisations toward sustainable excellence, will incorporate inclusivity and circularity.

scholarly journals Model Pengembangan Bisnis BUMDes berdasarkan Pendekatan Sharing Economy dan Gig Economy

2021 ◽  
Vol 12 (3) ◽  
pp. 347-352
Author(s):  
Jaka Sudewa ◽  
Mohammad Fahreza
Keyword(s):  
Development Strategy ◽  
Business Model ◽  
Business Models ◽  
Descriptive Analysis ◽  
Sharing Economy ◽  
Business Practices ◽  
Economy Model ◽  
Business Model Canvas ◽  
Gig Economy ◽  
New Business

In an effort to encourage MSMEs, especially BUMDes Bhakti, the main village of Cilembu, it is necessary to develop a new business model, namely by utilizing opportunities by implementing the digital economy so that BUMDes business activities can operate properly and can follow business developments, so that the purpose of bumdes can be achieved, namely improving services to the community and empowering villages as autonomous regions with regard to productive efforts and improving business. emandirian and village capacity in strengthening the economy. This research aims to find out the potential and business barriers of BUMDes Bhakti Utama, knowing the efforts of BUMDes Bhakti Utama Cilembu in reviving bumdes business that is currently vacuum and to formulate a sharing economy and gig economy model so that the right business model is found for BUMDes, especially BUMDes Bhakti Utama that can be developed and operate in Cilembu Village so that it has a business development strategy that is in accordance with current conditions.  Thus, this study has a contribution, both in the development of theory and in the business practices of sharing economy and gig economy in efforts to empower the village economy. The method used in this study is qualitative descriptive analysis, which is presented in the form of drawings, tables and descriptions. This descriptive analysis method is processed based on elements of the Business Model Canvas and conducted an analysis of the potential and obstacles of businesses and then analyzed based on the sharing economy and gig economy approach to get the sharing economy and gig economy model. Furthermore, SWOT and PESTEL analysis is carried out to assess the extent to which new business models can be used so that alternative strategies / efforts can be formulated.  

Fundamentals of Collaborative Business

2010 ◽  
pp. 1-36 ◽  
Author(s):  
Bhuvan Unhelkar ◽  
Abbass Ghanbary ◽  
Houman Younessi
Keyword(s):  
Business Model ◽  
Business Processes ◽  
Electronic Communications ◽  
The Core ◽  
Global Standards ◽  
New Business ◽  
Modern Business ◽  
The Way

The modern business age is about astute collaboration. This is so because the nature of competition amongst businesses has changed significantly. The core change has resulted from the advances of electronic communications. The ability of businesses to execute their business processes independent of geographical or technological boundaries has brought about an utterly different type of business eco-system. The new business model mandates the business to look around, observe its associated businesses, establish alliances with them and provide unified solutions to its customers in a way that encapsulated the underlying ‘mix’ of complexities and combinations of services and products desired by the customer. Thus, in a way, competition has transcended itself and businesses have started associating with each other at a different level, with changed scope and global standards. The discussion on collaboration in this book is to understand the way in which it is affecting businesses and what is required of the businesses in order to handle collaboration without giving up competition completely.

EHBH Pvt. Ltd – a step towards creation of a unique business model

2013 ◽  
Vol 3 (6) ◽  
pp. 1-14
Author(s):  
Syeedun Nisa ◽  
Abdullah Bin Junaid
Keyword(s):  
Learning Outcomes ◽  
Business Model ◽  
Food Industry ◽  
Subject Area ◽  
New Venture ◽  
Educational Institutions ◽  
Motivating Factors ◽  
Content Type ◽  
The Core ◽  
New Business

Subject area Entrepreneurship. Study level/applicability Postgraduate/graduate management programmes. Case overview EHBH is a Delhi-based healthy food and snacks company offering an effective, efficient and reliable service in the beverage/catering segment. The company has opened outlets in corporate offices and educational institutions in Delhi/NCR. Driven by quality and hygiene standards, the company's aim is to keep customer satisfaction at the core of its operations. The case on EHBH describes the entrepreneurial journey of the founder and MD, Mr Furkan Khan. The case discusses the motivation to start a new venture. The thrust of the case lies in learning how to develop and operate unique business model. The case is written at the time when the company is in its establishment stage. The case elucidates the potential in the food industry especially fruit juices. Expected learning outcomes To demonstrate specific motivating factors to enter into a new venture, to understand various entrepreneurial models and their applicability in the present case, to highlight overview, trends and the various challenges associated with Indian juice food industry, to understand the conception and implementation of new business model. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes.

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