scholarly journals In Search of the Optimal Venture-to-Capital (V2C) Business Model

2011 ◽  
Vol 2 (6) ◽  
Author(s):  
Tommi Rasila
Keyword(s):  
Capital Investment ◽  
Best Practice ◽  
Business Models ◽  
Future Research ◽  
Venture Capital Investment ◽  
New Business ◽  
Target Company ◽  
Operating Space ◽  
A Company ◽  
New Business Models

This paper illustrates the differences between traditional and emerging business models in the recently identified Venture-to-Capital (V2C) area. This area refers to the stage in the development of a company when it is between Venture and Capital, ie. before the idea or the venture is eligible for Venture Capital investment. Many entities exist to assist companies in the V2C operating space. Most obvious taxonomy of the V2C players includes Incubators, Advisors, Business Angels and Classic/Seed VC. All these have different business models, including motive, contribution, incentive and revenue model. There is, however, a large number of new operatives in this field which do not quite fit this traditional taxonomy.In this study, a number of these new operatives are examined and their business models outlined. When comparing the traditional and new business models, three observations are made as conclusions: New models are hybrids of traditional models with only some new features; Contributing intellectual capital in the sense of sweat capital or business knowledge is seen as a key requisite; Trend goes towards obtaining equity interest in the target company for upside potential in the compensation. This study paves way to future research in creating new taxonomy for Venture-to-Capital operatives and delineating a best practice to the practitioners in the field.

scholarly journals Pursuing Frugal Innovation for Sustainability at the Grassroots Level

2021 ◽  
pp. 1-8
Author(s):  
Mokter Hossain ◽  
Jarkko Levänen ◽  
Marleen Wierenga
Keyword(s):  
Developing Countries ◽  
Environmental Sustainability ◽  
Business Models ◽  
Business Strategies ◽  
Future Research ◽  
Frugal Innovation ◽  
New Business ◽  
Grassroots Level ◽  
Societal Problems ◽  
New Business Models

ABSTRACT Firms are often criticized for their reluctance to embrace sustainability in their business strategies. Frugal innovation is a recent concept that represents a new way for firms to serve underserved customers in developing countries while also promoting sustainability. Based on three cases of frugal innovation at the grassroots level in India, this article demonstrates how frugal innovation presents a promising way to tackle some of today's pressing societal problems with new business models. We use a range of parameters for economic, social, and environmental sustainability to strengthen the case for frugal innovation. This article attempts to inspire scholars to consider frugal innovation further in their future research endeavors and encourage firms to integrate it into their existing business models.

Critical Success Factors in the Adoption of Technologies in Education in Higher Education

2016 ◽  
Vol 6 (1) ◽  
pp. 29-41
Author(s):  
Anabela Mesquita ◽  
Paula Peres
Keyword(s):  
Higher Education ◽  
Distance Learning ◽  
Success Factors ◽  
Business Models ◽  
Future Research ◽  
Adoption Of Technology ◽  
Critical Success ◽  
New Business ◽  
The Moment ◽  
New Business Models

Distance learning has evolved a lot since the moment students received materials by mail and as regular correspondence. At that time, students worked already at their own pace and concluded training according to their professional work and agenda. Today, although courses by correspondence still exist, they are being quickly replaced by distance learning. And the success of this format of education are at the basis of the emergence of different offers and new business models. The success of adoption of technology depends on several factors related with the organization where it is implemented and with the individuals involved. In this paper, the authors will present a case, the evolution of the solutions offered concerning distance learning in the school under study, the actual offers and the concerns for the future. The authors will identify the factors that enabled or constrained this evolution. They will also raise some questions that are still unanswered and will point out some clues for future research.

Digital Marketing Strategies Based on the E-Business Model

2019 ◽  
pp. 86-103 ◽  
Author(s):  
Jose Ramon Saura ◽  
Pedro R. Palos-Sanchez ◽  
Marisol B. Correia
Keyword(s):  
Exploratory Study ◽  
Information Technologies ◽  
Business Models ◽  
Business Environment ◽  
Marketing Strategies ◽  
Digital Marketing ◽  
Future Research ◽  
Key Players ◽  
New Business ◽  
New Business Models

One of the most significant changes in the last decade in the business environment has been caused by the development of information technologies and the internet. The internal structure and organization of companies has changed to evolve towards a digital environment influenced by internet business models and digital marketing (DM) techniques. This chapter develops a systematic literature review with the objective of identifying the key players in the business environment with respect to the new business models and digital marketing techniques applied to them, to improve the benefits they bring to the company. The results of the research identify and define the main actors of the electronic commerce (EC) ecosystem, as well as their typologies and the main techniques of DM used in this field of research. The results of the exploratory study can be used for future research in this field and to reinforce the reference bibliography in this area of research.

Co-Creation via Digital Fashion Technology in New Business Models for Premium Product Innovation

2020 ◽  
pp. 1147-1172
Author(s):  
Frances Ross
Keyword(s):  
Product Design ◽  
Best Practice ◽  
Online Survey ◽  
Business Models ◽  
Generation Z ◽  
New Business ◽  
Consumer Segment ◽  
Best Practice Process ◽  
Design Preferences ◽  
New Business Models

This chapter focuses on co-creation as a key business model for Bespoke and Semi-Bespoke menswear tailoring and women's swimwear brands that use innovative concepts and processes to create premium products for a younger and more demanding consumer segment. The Millennials, Generation Z and Generation C all like to co-create products for their own body-shape fit and product design preferences. The discussion commences with a review of key texts on digital fashion technology and practices enabling ‘co-creation' strategies. The research methodology is mixed method including consumer questionnaires, online survey observation with analysis of companies utilizing new digital practices to meet consumer's demands. The latest developments in digital fashion scanning, sizing, product design and customization of new and existing ranges will evidence how co-creation strategies can brand-stretch and add value creation. Includes best practice process steps for visualization, professional style advice and co-creator recommendations via the e-commerce website or social media.

scholarly journals The Next-Generation Retail Electricity Market in the Context of Distributed Energy Resources: Vision and Integrating Framework

Energies ◽  
2019 ◽  
Vol 12 (3) ◽  
pp. 491 ◽  
Author(s):  
Josue do Prado ◽  
Wei Qiao ◽  
Liyan Qu ◽  
Julio Agüero
Keyword(s):  
Electricity Market ◽  
Distribution Systems ◽  
Business Models ◽  
Energy Resources ◽  
Distributed Energy Resources ◽  
Future Research ◽  
Next Generation ◽  
Distributed Energy ◽  
New Business ◽  
New Business Models

The increasing adoption of distributed energy resources (DERs) and smart grid technologies (SGTs) by end-user retail customers is changing significantly both technical and economic operations in the distribution grid. The next-generation retail electricity market will promote decentralization, efficiency, and competitiveness by accommodating existing and new agents through new business models and transactive approaches in an advanced metering infrastructure (AMI). However, these changes will bring several technical challenges to be addressed in transmission and distribution systems. Considerable activities have been carried out worldwide to study the impacts of integrating DERs into the grid and in the wholesale electricity market. However, the big vision and framework of the next-generation retail market in the context of DERs is still unclear. This paper aims to present a brief review of the present retail electricity market, some recent developments, and a comprehensive vision of the next-generation retail electricity market by describing its expected characteristics, challenges, needs, and future research topics to be addressed. A framework of integrating retail and wholesale electricity markets is also presented and discussed. The proposed vision and framework particularly highlight the necessity of new business models and regulatory initiatives to establish decentralized markets for DERs at the retail level as well as advances in technology and infrastructure necessary to allow the widespread use of DERs in active and effective ways.

scholarly journals Innovating and Entrepreneurial Initiatives: Some Cases of Success

10.28945/3717 ◽  
2017 ◽  
Vol 14 ◽  
pp. 139-161
Author(s):  
Marta Machín ◽  
Carmen De Pablos Heredero
Keyword(s):  
Business Model ◽  
Business Models ◽  
Market Competition ◽  
New Business ◽  
The Difference ◽  
Good Relation ◽  
Start Ups ◽  
A Company ◽  
Potential Customers ◽  
New Business Models

Aim/Purpose: To understand the change of entrepreneurial initiatives by analysing some new initiatives that came up the last years based on IT enabled business models Background: The theme is described from an educational perspective by offering examples of successful entrepreneurship initiatives Methodology: Description of some cases: Waynabox, Lock up, Uber, Pinterest Contribution: This project tries to become a guide for youth in order to understand various aspects: first, the entrepreneurial aspects that have to be considered before starting a business; secondly, the characteristics that successful businesses have in common; and finally how an entrepreneur can be innovative and how they can achieve the success Findings: Only the 10% of the start-ups exist more than three years. Among the causes of failure are the high saturation of the market and the market competition, which are connected to the ignorance of the real necessity of customers. The company has to identify the needs of customers. They have to define and target their customers by observing and analyzing the market and, above all, getting in touch with the customers. The business plan is something that has to be carried out before the beginning of the project, and has to exist on paper. Everything has to be planned and organised, and the objectives have to be clearly stated in order to stay focused Recommendations for Practitioners : To use existent business models as an inspiration for the creation of a new business model. It is really important to avoid copying the business model itself. One thing that a company needs to do is to make the difference offering new characteristics adapted to the current customer’s experiences Recommendation for Researchers: It is really important to have a good relation with the customer, to attend their needs and to help them with all the doubts that they can have about the company. An entrepreneur cannot be guided by his own interests. He has to invest in order to know the needs of the potential customers Impact on Society : Customer experience is key to have success in new business models

Blowing Smoke? How Early-Stage Investors Interpret Hopeful Discourse within Entrepreneurially Oriented Business Plans

2018 ◽  
Vol 9 (3) ◽  
Author(s):  
William Wales ◽  
Kevin C. Cox ◽  
Jason Lortie ◽  
Curtis R. Sproul
Keyword(s):  
Entrepreneurial Orientation ◽  
Business Models ◽  
Early Stage ◽  
Business Plan ◽  
Future Research ◽  
Financial Investment ◽  
Business Plans ◽  
New Business ◽  
The Impact ◽  
New Business Models

Abstract This study examines how written expressions of entrepreneurial orientation (EO) and hope may affect investor evaluations of funding potential in business plan competitions. To understand why some firms are evaluated more favorably, we combine screening and signaling theory when analyzing early-stage venture-investor communication. Findings support that expressions of EO while business planning contribute to greater expressions of hope to cope with the Knightian uncertainty when developing new business models. Results suggest that the impact of hopeful dialogue on investor impressions of fundability critically depends upon the presence or absence of past founder financial investment. Implications for future research are discussed.

Co-Creation via Digital Fashion Technology in New Business Models for Premium Product Innovation

2017 ◽  
pp. 38-63
Author(s):  
Frances Ross
Keyword(s):  
Product Design ◽  
Best Practice ◽  
Online Survey ◽  
Business Models ◽  
Generation Z ◽  
New Business ◽  
Consumer Segment ◽  
Best Practice Process ◽  
Design Preferences ◽  
New Business Models

This chapter focuses on co-creation as a key business model for Bespoke and Semi-Bespoke menswear tailoring and women's swimwear brands that use innovative concepts and processes to create premium products for a younger and more demanding consumer segment. The Millennials, Generation Z and Generation C all like to co-create products for their own body-shape fit and product design preferences. The discussion commences with a review of key texts on digital fashion technology and practices enabling ‘co-creation' strategies. The research methodology is mixed method including consumer questionnaires, online survey observation with analysis of companies utilizing new digital practices to meet consumer's demands. The latest developments in digital fashion scanning, sizing, product design and customization of new and existing ranges will evidence how co-creation strategies can brand-stretch and add value creation. Includes best practice process steps for visualization, professional style advice and co-creator recommendations via the e-commerce website or social media.

Innovation in the Age of Digital Disruption

2020 ◽  
pp. 752-772
Author(s):  
Diana Claudia Cozmiuc ◽  
Ioan I. Petrisor
Keyword(s):  
Open Innovation ◽  
Business Models ◽  
Universal Language ◽  
Start Up ◽  
New Business ◽  
Worldwide Phenomenon ◽  
Digital Disruption ◽  
Start Ups ◽  
A Company ◽  
New Business Models

Digital disruption is a worldwide phenomenon whereby digital technology brings new business models that disrupt existing markets. Business models have become key to digital disruption, as the universal language of innovation from invention. The latest business models shift from pipeline material flow to knowledge creation in platforms. Open innovation is part of platform business models. Business models are now financed directly, which has created the lean start-up movement. Start-ups enter markets with no barriers and force incumbents to race them with the ability to compete based on business models and match start-up agility and creativity. One of the world's top innovators, Siemens, a company where innovation is strategy, uses the latest tools for innovation: open innovation for technology invention, business models to turn invention into innovation, and finances business models. A large company, Siemens has created an inner structure that intends to bring the advantages of the lean start-up movement indoors.

Innovation in the Age of Digital Disruption

2020 ◽  
pp. 1124-1144
Author(s):  
Diana Claudia Cozmiuc ◽  
Ioan I. Petrisor
Keyword(s):  
Open Innovation ◽  
Business Models ◽  
Universal Language ◽  
Start Up ◽  
New Business ◽  
Worldwide Phenomenon ◽  
Digital Disruption ◽  
Start Ups ◽  
A Company ◽  
New Business Models

Digital disruption is a worldwide phenomenon whereby digital technology brings new business models that disrupt existing markets. Business models have become key to digital disruption, as the universal language of innovation from invention. The latest business models shift from pipeline material flow to knowledge creation in platforms. Open innovation is part of platform business models. Business models are now financed directly, which has created the lean start-up movement. Start-ups enter markets with no barriers and force incumbents to race them with the ability to compete based on business models and match start-up agility and creativity. One of the world's top innovators, Siemens, a company where innovation is strategy, uses the latest tools for innovation: open innovation for technology invention, business models to turn invention into innovation, and finances business models. A large company, Siemens has created an inner structure that intends to bring the advantages of the lean start-up movement indoors.

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