Suppliers in the privatised UK wastewater market and their possible moves towards integrated solutions

Water Policy ◽  
2006 ◽  
Vol 8 (6) ◽  
pp. 559-572 ◽  
Author(s):  
Charlotta Windahl
Keyword(s):  
Value Chain ◽  
Support Services ◽  
System Integration ◽  
Business Models ◽  
Spare Parts ◽  
New Business ◽  
Water Companies ◽  
The Uk ◽  
New Business Models ◽  
New Strategies

An increasing number of companies in the capital goods industry are turning towards new strategies where the focus is to add value for customers by providing integrated solutions (combining products and services), instead of selling components, spare parts and support services. These new strategies represent moves in the value chain and create a need for new business models as well as new competencies. In this paper, the fairly new concept of integrated solutions is explored in the context of a privatised industry. The findings are based on empirical case studies carried out at two companies supplying products and services to the UK wastewater industry. In the UK, both water companies and their suppliers are influenced by economic and environmental regulations, an increased focus on cost, and outsourcing. On one hand, the two manufacturers have increased their competence with respect to system integration and operational services – competencies for supplying integrated solutions. On the other hand, a fragmented and vertically structured market with a multitude of different actors increases the distance between the water companies and the manufacturers. In addition, the division of the industry into a capital and operational side complicates the coordination between new sales and services.

scholarly journals ТЕХНОЛОГІЯ БЛОКЧЕЙН ДЛЯ ВИРІШЕННЯ ПРОБЛЕМ ЦИФРОВОГО МАРКЕТИНГУ

2021 ◽  
pp. 117-123
Author(s):  
Олена Сергіївна Дем’яненко ◽  
Владислав Анатолійович Дем’яненко
Keyword(s):  
Value Chain ◽  
Business Models ◽  
Customer Relationships ◽  
Digital Marketing ◽  
Practical Significance ◽  
Security Issues ◽  
Blockchain Technology ◽  
New Business ◽  
Customer Control ◽  
New Business Models

This article examines the security issues of digital marketing. Blockchain is a revolutionary technology that will continue to evolve due to mass digitization, which in turn is due to the COVID-19 pandemic. The purpose of this study is to analyze the benefits of using blockchain technology in digital marketing. The subject of the study are acute and topical issues of digital marketing. The hypothesis of the study is the assumption that all blocks and ever performed transactions of network users are connected to each other using complex algorithms. Attempting to change anything in one of the blocks destroys the integrity of the chain and is rejected by the computers of other participants. Presentation of the main material. The article describes the key areas of use of blockchain technology in digital marketing, describes the new business models of digital enterprises. The relations of new business models of digital economy are determined. The most viable blockchain startups in the field of digital advertising are considered. The disadvantages and advantages of blockchain technology in marketing are identified. Originality and practical significance of the study. The study emphasizes that the relationship between businesses and consumers is being reviewed as trust, which is usually passed on through mediation, is strengthened and data becomes more secure under customer control. This level of visibility allows users to interact with companies and give them access to their information, ultimately changing the dynamics of customer relationships. Conclusions and prospects for further research. Note that the choice of blockchain technology will allow companies to shift the importance of marketing activities to move towards creating a digital product and forming a new value chain for the consumer.

scholarly journals Business Models and Internet of Things

2019 ◽  
Vol 13 (1) ◽  
pp. 1192-1203
Author(s):  
Dragos Tohanean ◽  
Anca Vasilescu
Keyword(s):  
Internet Of Things ◽  
Value Chain ◽  
Business Models ◽  
New Technologies ◽  
Value Added ◽  
The Internet ◽  
Real Time Processing ◽  
New Business ◽  
The Internet Of Things ◽  
New Business Models

Abstract Information technology has massively transformed the world of business over the past fifty years - first individual functional areas within companies (“first wave”), later increasingly also cross-divisional value-added processes and trade (“second wave”). Those companies that recognized the tremendous economic potential of these upheavals and consistently adapted, profited enormously - many others, however, fell dramatically. At the same time, innovative startups emerged that successfully created and occupied new markets. With the Internet of Things (IoT), the third digital wave is currently rolling up. Their impact will be enormous - both for our everyday lives and for many industries that have so far been largely spared the disruptive power of digital transformation. Accordingly, the challenges facing most companies today are: understanding more complex competition, acquiring new digital technologies, making existing offerings smart, developing new services, networking production, efficiently analyzing vast amounts of data, and building viable organizations to push all this forward. The IoT is a driver for digitization. By analyzing machine data, the use of sensors and the intelligent real-time processing of huge amounts of data in the cloud, new business models are created. With the information gained, companies are able to improve their value chain. However, one of the most difficult issues in this context for many companies is how they can further develop their existing business model or establish successful new business models that will be based on new technologies and IoT. To investigate resulting impacts, we draw on the existing business models and deduct specifics for the Internet of Things. Building on this, in order to reach the aims of the paper the authors will use a descriptive research method and a case study in order to present how new business models work with the IoT.

scholarly journals New Disruptive Models for the Telecommunications Operators in the New Digital Arena

2019 ◽  
Vol 11 (1) ◽  
pp. 101-118
Author(s):  
Christian James Aguilar Armenta
Keyword(s):  
Detailed Analysis ◽  
Value Chain ◽  
Business Models ◽  
Current Status ◽  
Economic Competition ◽  
Digital Ecosystem ◽  
New Business ◽  
New Business Models ◽  
Regulatory Challenges ◽  
Regulatory Impacts

Purpose – We know that the new digital ecosystem brings with it the emergence of new services in telecommunications, which in turn entails opportunities and challenges for both operators and regulators. It is essential to know its current status, in order to understand and try to predict the role played by operators in the value chain of new business models, the types of interaction they will have with other stakeholders, as well as the possible regulatory impacts. Methodology/approach/design – To contribute to this end, in this article we present a review of newly created business models, in which operators are the main actors. Findings – After a detailed analysis of the most relevant cases, we present the regulatory challenges they represent today, as well as their potential implications in terms of economic competition.

Digital transformation: opportunities to create new business models

2012 ◽  
Vol 40 (2) ◽  
pp. 16-24 ◽  
Author(s):  
Saul J. Berman
Keyword(s):  
Value Chain ◽  
Customer Value ◽  
Business Models ◽  
Customer Engagement ◽  
Content Type ◽  
Open Collaboration ◽  
Customer Interaction ◽  
New Business ◽  
Value Propositions ◽  
New Business Models

PurposeAccording to IBM research, companies seeking opportunities in an era of constant customer connectivity focus on two complementary activities: reshaping customer value propositions and transforming their operations using digital technologies for greater customer interaction and collaboration. This paper aims to address this issue.Design/methodology/approachThe paper explains that businesses aiming to generate new customer value propositions or transform their operating models need to develop a new portfolio of capabilities for flexibility and responsiveness to fast‐changing customer requirements.FindingsThe paper finds that engaging with customers at every point where value is created is what differentiates a customer‐centered business from one that simply targets customers well. Customer interaction in these areas often leads to open collaboration that accelerates innovation using online communities.Practical implicationsCompanies focused on fully reshaping the operating model optimize all elements of the value chain around points of customer engagement.Originality/valueThe article explains how companies with a cohesive plan for integrating the digital and physical components of operations can successfully transform their business models.

scholarly journals EV/PHEV – CHANGING REVENUE & PROFIT POOLS IN THE AUTOMOTIVE VALUE CHAIN REQUIRE NEW BUSINESS MODELS

2010 ◽  
Vol 4 (1) ◽  
pp. 104-109 ◽  
Author(s):  
Wolfgang Bernhart ◽  
Junyi Zhang ◽  
Juri Wagenleitner
Keyword(s):  
Value Chain ◽  
Business Models ◽  
New Business ◽  
New Business Models

scholarly journals ENGINEERING AND CONSTRUCTION PROJECT MANAGEMENT IN THE DIGITAL TWIN ERA

2020 ◽  
Vol 1 ◽  
pp. 85-90
Author(s):  
Ioannis Patias
Keyword(s):  
Project Management ◽  
Value Chain ◽  
Business Models ◽  
Construction Project Management ◽  
Construction Simulation ◽  
Engineering Construction ◽  
Digital Twin ◽  
New Business ◽  
Common Framework ◽  
New Business Models

The aim of this paper is first to describe the current achievements regarding digitalization technologies in the engineering and construction sector. The concrete technologies presented are the GIS standards as CityGLM and BIM technologies, and as the EUBIMTG initiative. These two technologies can be applied in a common framework building digital twin environments and platforms. These platforms create a huge capacity of gains for the constructions sector in all phases, and for all the actors, as constructions digitalization has a huge unexplored potential. Most of the participants in the value chain will gain from interventions in the engineering and construction (E&C) phases of design, and engineering, construction and operations. Project management (PM) was described as intervention, which creates potential for new business models to be implemented. Virtual modelling can further develop in the direction of virtualization and construction simulation, and contribute towards the successful digitalization of the E&C sector.

scholarly journals Circular Business Models for Extended EV Battery Life

Batteries ◽  
2018 ◽  
Vol 4 (4) ◽  
pp. 57 ◽  
Author(s):  
Linda Olsson ◽  
Sara Fallahi ◽  
Maria Schnurr ◽  
Derek Diener ◽  
Patricia van Loon
Keyword(s):  
Second Life ◽  
Value Chain ◽  
Business Models ◽  
Battery Life ◽  
Business Opportunities ◽  
New Business ◽  
Set Up ◽  
Near Future ◽  
New Business Models ◽  
Second Use

In the near future, a large volume of electric vehicle (EV) batteries will reach their end-of-life in EVs. However, they may still retain capacity that could be used in a second life, e.g., for a second use in an EV, or for home electricity storage, thus becoming part of the circular economy instead of becoming waste. The aim of this paper is to explore second life of EV batteries to provide an understanding of how the battery value chain and related business models can become more circular. We apply qualitative research methods and draw on data from interviews and workshops with stakeholders, to identify barriers to and opportunities for second use of EV batteries. New business models are conceptualized, in which increased economic viability of second life and recycling and increased business opportunities for stakeholders may lead to reduced resource consumption. The results show that although several stakeholders see potential in second life, there are several barriers, many of which are of an organizational and cognitive nature. The paper concludes that actors along the battery value chain should set up new collaborations with other actors to be able to benefit from creating new business opportunities and developing new business models together.

scholarly journals Platforms in Power: Householder Perspectives on the Social, Environmental and Economic Challenges of Energy Platforms

2020 ◽  
Vol 12 (2) ◽  
pp. 692 ◽  
Author(s):  
Robin Smale ◽  
Sanneke Kloppenburg
Keyword(s):  
System Integration ◽  
Business Models ◽  
Energy Systems ◽  
Energy System ◽  
The Social ◽  
New Business ◽  
Social Environmental ◽  
Energy Justice ◽  
New Business Models

New business models and digital infrastructures, in the form of ‘energy platforms’, are emerging as part of a transition towards decarbonised, decentralised, and digitised energy systems. These energy platforms offer new ways for householders to trade or exchange energy with other households or with energy system actors, but also bring along challenges. This paper examines how householders engage with potential environmental, social, and economic opportunities and risks of energy platforms. We convened two serious-game style workshops in which Dutch frontrunner householders assumed the role of platform members and were challenged to deliberate about different scenarios and issues. The workshop results, while explorative in nature, are indicative of a willingness to pursue energy system integration rather than autarky or grid defection. The idea of energy platforms as vehicles for energy justice appealed less to the householders, although the participants were moderately interested in sharing surplus renewable energy. Finally, environmental motivations were of key importance in householders’ evaluation of different platform types. This shows that in the role of energy platform members, householders can engage with both the community and the grid in new and different ways, leading to a diversity of possible outcomes for householder engagement.

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