scholarly journals What Helps Early Recovery of Disaster-Affected Small Businesses: A Case Study of a Local Cooperative Affected by the 2011 Great East Japan Earthquake

2021 ◽  
Vol 16 (8) ◽  
pp. 1234-1242
Author(s):  
Jin Li ◽  
Fei Zhou ◽  
◽  
Keyword(s):  
Social Capital ◽  
Business Model ◽  
Small Businesses ◽  
Great East Japan Earthquake ◽  
Early Recovery ◽  
Business Operations ◽  
New Business ◽  
The Difference ◽  
Questionnaire Surveys

The 2011 Great East Japan Earthquake impacted many business enterprises in the tsunami affected Tohoku region. While the number of disaster related bankruptcies has been increasing in the tsunami-affected areas since 2011, one small shopping district in Natori city, Miyagi, has managed to make an early recovery from the disaster. The Yuriage Port Morning Market (YPMM), which is operated by the Yuriage Port Morning Market Cooperative (YPMMC), managed to resume business operations in its original location just two years and two months after the disaster, and the YPMM now attracts more visitors than it did before the disaster. The present study was designed to explore factors that had helped the YPMMC bring the YPMM back on track after the disaster. Results derived from interview and questionnaire surveys revealed that new business model creation and adaptation, social capital, and leadership seemed to have played significant roles in the early recovery of the YPMM. Although these factors might not have been the only factors contributing to the YPMM’s early recovery, they should have made the difference between the YPMM and other shopping districts that had failed to resume its business operations after the disaster.

Digital Transformation of the Service Sector

2021 ◽  
pp. 41-54
Author(s):  
D. Shevchenko ◽  
V. Mihaylov
Keyword(s):  
Business Model ◽  
Service Sector ◽  
New Technologies ◽  
Rapid Development ◽  
Digital Transformation ◽  
Services Sector ◽  
Remote Maintenance ◽  
New Business ◽  
The Difference ◽  
Cloud Technologies

The article is devoted to the problems of digital transformation of companies in the service sector. The article describes the concepts of "digitization", "digitalization", "digital transformation", "automation". The analysis of the main sectors of the public services sector, the processes of transformation into a new business model of their development is carried out. Specific examples show the role of digital technologies implemented by individual companies, the leaders of their industry: "Internet of Things" (IoT); virtual diagnostics of the service; mobile applications and portals; artificial intelligence and machine learning (AI / ML); remote maintenance; UX design; virtual reality; cloud technologies; online services and others. The authors proceed from understanding the difference between automation and digitalization, the strategic goal of which is to create a new digital business model that creates new value. The result of digital transformation is the reconfiguration of processes that change the business logic of the company and the process of creating value. The article concludes that the rapid development of new technologies leads to the fact that companies face not only a dilemma when choosing the most suitable technologies for investment, but also the problem of staffing and finding an adequate organizational structure to create and maintain a new business model of the company.

Harmonious entrepreneurship – a new approach to the challenge of global sustainability

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
David Anthony Kirby ◽  
Iman El-Kaffass
Keyword(s):  
Business Model ◽  
Traditional Approach ◽  
Secondary Data ◽  
Wealth Creation ◽  
Content Type ◽  
Global Sustainability ◽  
New Business ◽  
The Status ◽  
The Difference ◽  
Definition Of

PurposeThe article is intended to consider how entrepreneurship needs to adapt if it is to address the global sustainability challenge. The intention is to propose a new business model that recognises the interconnectedness of the global ecosystem.Design/methodology/approachThe article analyses two case studies purposively written to demonstrate the difference between the traditional entrepreneurship approach, dating back to the 19th century and the proposed harmonised one. Both cases are based on secondary data and personal field observation.FindingsWhile the two cases focus on wealth creation, job generation and innovation, the traditional approach is shown to have had a long-term deleterious impact on both society and the environment, whereas the proposed harmonised approach impacts positively. The article recognises the multifaceted nature of the sustainability challenge and that the three elements (economy/commerce, society and environment) are interconnected. If there is a change in the status of one the other, connected facets will change or will need to be changed. Thus any solution needs to address all three facets.Social implicationsThe proposed business model will be of interest to scholars and practitioners of entrepreneurship and sustainability, as well as to policy makers and educators.Originality/valueApart from proposing a new business model that will address the sustainability challenge, the article provides a definition of harmonious entrepreneurship and identifies the conditions required for it to be met, as well as the characteristics of the harmonious entrepreneur.

The Internet's Impact on the Law and Economics Of the US's Motion Picture Industry

2011 ◽  
pp. 563-579
Author(s):  
Stanford L. Levin ◽  
John B. Meisel ◽  
Timothy S. Sullivan
Keyword(s):  
Business Model ◽  
Motion Picture ◽  
Law And Economics ◽  
Music Industry ◽  
Internet Access ◽  
Motion Picture Industry ◽  
The Internet ◽  
Broadband Internet ◽  
New Business

This chapter describes the far-reaching effects of broadband Internet access on the motion picture industry. It first provides a summary of the effects on the industry’s business model: the Internet (particularly when combined with broadband connections) provides a new window for the movie studios to utilize in releasing their product. It next examines the ways that legal, political, and cultural environments are already influencing the industry’s search for a new business model to replace the old. Finally, we draw on lessons from the music industry to predict how the industry will ultimately incorporate broadband technology into a new business model. The authors believe that the motion picture industry provides an excellent case study of broadband’s effects on a mature industry.

A study on the development of the tourism e-commerce platform in small and medium-sized cities based on SWOT analysis – A case study of Ma’anshan city

2020 ◽  
pp. 002072092093035
Author(s):  
Xu Jihong
Keyword(s):  
Business Model ◽  
Swot Analysis ◽  
Strategic Positioning ◽  
New Business

The tourism e-commerce platform is a new business model of tourism. By summarizing the domestic studies and the survey of the market of tourism e-commerce platform in Ma’anshan, this paper analyzes the problems involved in Ma’anshan’s tourism e-commerce platform. And with the help of SWOT analysis, the development of tourism e-commerce platform shall adopt a reversible strategic positioning and some specific useful measures to develop Ma’anshan’s tourism e-commerce platforms.

Convergence and digital fusion lead to competitive differentiation

2019 ◽  
Vol 26 (3) ◽  
pp. 707-720
Author(s):  
Ashish Thomas
Keyword(s):  
Business Models ◽  
Business Processes ◽  
Growth Strategies ◽  
Content Type ◽  
Business Operations ◽  
Digital Convergence ◽  
Global Banking ◽  
New Business ◽  
New Business Models

Purpose Organizations are consistently seeking innovative strategies and novel pathways to enhance business processes and create differentiation. The global business ecosystem is changing and there is growing demand for multi-modal digital technologies, big data consolidation and data analytics to harness a cost-competitive agile system. Technological convergence and integration of digital systems is one of the preferred methodologies that facilitates new and effective workflows and revives business processes. The progressive interlinking of digital technologies with business operations leads to the convergence and blending of management disciplines, devices and applications. The growing inconsistencies in managerial understanding regarding the benefits of convergence prompts a comprehensive examination of digital convergence pathways, identifying the impacts on converging entities and business objectives. The State bank of India (SBI) mega-merger case study was selected to investigate the pragmatic framework of digital convergence and to understand the impacts on interlinked entities such as: business operations, strategic management, project team that support value creation and competitive differentiation. The purpose of this paper is to focus on the phenomena of techno-fusion of emerging technologies creating new opportunities, business models and unique strategies for global banking and financial service organizations. Design/methodology/approach This study applies the qualitative, inductive research method using critical reflection of before and after the implementation of convergence and digital integration strategies. The SBI case study employs this research strategy based on the premise that banks must stay agile and highly responsive to the changing environment to enhance its value proposition and competitive differentiation objectives. The study methodology incorporates cooperative inquiry and multiple levels of analysis using data collection techniques of exhaustive review of archives, informal interviews, questionnaires and observations to identify the synergistic process improvement pathway. The study is grounded on the concept that the convergence of diverse business pathways involves innovative and interlinked project, strategic and information technology (IT) workflows that results in open innovative systems. Findings The studies identify that organizational innovation and creative solutions are a result of ecosystem turbulence, environmental force diversity, competitive pressure and the need for differentiation. Organizations that harness the power of digital fusion and convergence of management, systems and data generate a competitive advantage. The technological convergence strategy pulls multiple business and technology processes (project, strategic, IT, Cloud, AI and business process management) at the organizational, divisional or functional level generating new opportunities and threats, new business models and unique growth strategies for global banking and financial services organizations. Organizations that fully integrate techno-fusion of business and digital strategies produce synergistic effects and enhance adaptability, innovation and resiliency in the face of competitive challenges. Research limitations/implications Additional areas that can be explored further as an extension of this study are listed below: identifying factors to improve the speed of convergence; the current results are limited to large size organizations where formal management and technology functions are distinctive. Similar studies on smaller organizations are warranted. Originality/value This study focuses on the evolving field of technology innovation, which is increasingly being intertwined with business operations. Innovative digital technology is enabling the convergence of the disciplines of management, digital devices and applications. This facilitates the creation of a pragmatic framework that supports convergence of business operations, strategic management and digital fusion which leads to value creation and competitive differentiation. The techno-fusion of emerging technologies and digital strategies generates new opportunities and threats, new business models and unique growth strategies for organizations.

scholarly journals BUSINESS MODEL CANVAS PERUSAHAAN PENGOLAH RUMPUT LAUT

2018 ◽  
Vol 8 (1) ◽  
pp. 1-16
Author(s):  
Ammar Fathin Mahdi ◽  
Lukman Mohammad Baga
Keyword(s):  
Business Model ◽  
Swot Analysis ◽  
Customer Relationship ◽  
Primary Data ◽  
Business Activity ◽  
Value Proposition ◽  
Business Model Canvas ◽  
New Business ◽  
Customer Segment

Winner Perkasa Indonesia Unggul is a SME that sells product based on seaweed processing. The enterprise is trying to improve their business activity on seaweed processing products. The purposes of this research are to identify the existing business model at the enterprise, to evaluate the model, and to generate a new business model prototype with the Business Model Canvas method analysis. This research  is a case study on a company, and conducted in March-May 2016. The data used are primary data in the form of interviews and internal company data, while qualitative analysis used to evaluate the business model, and the SWOT analysis method used to help generating new business model prototype. The results of this research were two alternative of business model prototype for the enterprise’s development in the future. The first alternative is trying to classify new customer segment, and followed by creating the new value proposition. With the additional of new customer segment and the new value proposition, it caused the enterprise to extend the channels by optimalizing technologies, and eventually increase the revenue stream of the enterprise. The second alternative is trying to increase the customer relationship by creating the new value proposition. It will raise the opportunity to make an alliance or partnership for helping the business activity of the enterprise. However, the changes on some parts of the business model will affect the enterprise’s cost structure.

scholarly journals The Best of Both Worlds - How Māori Small Businesses Engage with Their Pākehā and Māori Values

2021 ◽  
Author(s):  
◽  
Philip Graham Best
Keyword(s):  
Small Business ◽  
Cultural Values ◽  
Traditional Knowledge ◽  
Business Model ◽  
Small Businesses ◽  
Middle Eastern ◽  
Business Owners ◽  
Business Culture ◽  
Small Business Owners ◽  
New Business

<p>Māori small business owners must work in two cultures; their own Māori culture and the Pākehā culture which frames much of the legal and commercial imperatives of their business. Some Māori business leaders have commented on the need to develop a new business model for Māori owned and operated businesses that allow Māori to bring their own cultural values to a business whilst operating in a Pākehā environment. This research sheds some light on what some of the ingredients of that business model may be. Respondents owning small businesses commercialising traditional knowledge were interviewed about the cultural values they used in their business. Interviews comprised a face to face oral interview providing qualitative information followed by a written questionnaire providing frequency of use for both Māori and Pākehā concepts. This research shows how Māori small business owners commercialising traditional knowledge have been able to take appropriate parts of both their Māori and Pākehā cultures to develop and operate a business that builds on the best of both worlds. Using the ambicultural approach (Chen and Miller, 2010, 2011) it has been possible to analyse the relationships between aspects of Māori and Pākehā business culture. Māori respondents told of how they felt about the financial aspects of their business compared to the cultural and social aspects which were all important elements of their business. Respondents described how they balanced their cultural and social objectives with the financial objectives which enabled the business to remain sustainable. Social and cultural outputs are often found in other non-western businesses and some features of these are discussed leading to the conclusion that Māori businesses are more similar to those in some Asian and Middle Eastern localities than to the western environment in which they operate. The ambicultural approach has already been used by Chen and Miller to describe the success of some Asian based businesses. Applying an ambicultural relational approach to Māori small business has made it possible to explain how Māori small business owners are able to intertwine their cultures to develop a new operating culture for their business which provides the cultural, environmental, financial and social outputs they are searching for.</p>

Digital Entrepreneurship in a Traditional Production Firm

2014 ◽  
Vol 6 (3) ◽  
pp. 48-66
Author(s):  
Martin Hannibal ◽  
Erik S. Rasmussen
Keyword(s):  
Business Model ◽  
End Users ◽  
Longitudinal Case Study ◽  
Direct Communication ◽  
Relational Perspective ◽  
Organizational Perspective ◽  
New Business ◽  
Traditional Production ◽  
Digital Entrepreneurship

Through a longitudinal case study this paper explores the repercussions from introducing a mobile commerce platform as just another instrument in the marketing toolbox in a traditional sales-oriented firm. Findings suggest that the implementation of the M-platform in addition to its intended purpose spawns a digital business model that allows the company to change its relations to distributors, retailers and customers enabling access to direct communication with end-users. However, the emerging new business model has the potential to change the organization entirely. This paper argues that although the emerging business model was indeed a success seen from a sales-, marketing-, innovative-, and relational perspective, it was perceived as a disaster from an organizational perspective. Consequently, top management abandoned the new platform. The paper highlights the importance of not underestimating resistance in an organization when implementing a new marketing instrument such as M-commerce platforms.

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