scholarly journals Promoting Business Inclusivity for Sustainable Livelihoods among the Zimbabwean Poor

2018 ◽  
Vol 10 (1) ◽  
pp. 224
Author(s):  
Leonard Mbira ◽  
Mbongiseni Ncube
Keyword(s):  
Low Income ◽  
Value Chain ◽  
Business Models ◽  
Survey Design ◽  
Regulatory System ◽  
Business Environment ◽  
Bottom Line ◽  
Entrepreneurial Culture ◽  
Inclusive Business ◽  
Developed Nations

The Zimbabwean economy has nose-dived since the long decade era of hyperinflation resulting in serious economic depression, extreme poverty and unemployment. Regrettably, lack of an entrepreneurial culture has become a huge obstacle to the resuscitation of the economy. Developing inclusive business models incorporating livelihood opportunities for social bottom line has long been suggested as the solution for economically distressed less developed nations facing high levels of unemployment. This study sought to explore factors that disincentivise Zimbabweans from seeking and initiating value creating business opportunities that are low income inclusive and further presents strategies to infuse an entrepreneurial investment culture. It adopts the survey design approach in collection of data. The study identifies lack of skills and knowledge, lack of access to financial markets, unfavorable business environment and regulatory system, perceived high risk and poor infrastructure as the main impediments to the integration of the poor communities in to the value chain.

scholarly journals Promoting Business Inclusivity for Sustainable Livelihoods among the Zimbabwean Poor

2018 ◽  
Vol 10 (1(J)) ◽  
pp. 224-233
Author(s):  
Leonard Mbira ◽  
Mbongiseni Ncube
Keyword(s):  
Low Income ◽  
Value Chain ◽  
Business Models ◽  
Survey Design ◽  
Regulatory System ◽  
Business Environment ◽  
Bottom Line ◽  
Entrepreneurial Culture ◽  
Inclusive Business ◽  
Developed Nations

The Zimbabwean economy has nose-dived since the long decade era of hyperinflation resulting in serious economic depression, extreme poverty and unemployment. Regrettably, lack of an entrepreneurial culture has become a huge obstacle to the resuscitation of the economy. Developing inclusive business models incorporating livelihood opportunities for social bottom line has long been suggested as the solution for economically distressed less developed nations facing high levels of unemployment. This study sought to explore factors that disincentivise Zimbabweans from seeking and initiating value creating business opportunities that are low income inclusive and further presents strategies to infuse an entrepreneurial investment culture. It adopts the survey design approach in collection of data. The study identifies lack of skills and knowledge, lack of access to financial markets, unfavorable business environment and regulatory system, perceived high risk and poor infrastructure as the main impediments to the integration of the poor communities in to the value chain.

scholarly journals Net-zero emission vehicles shift and equitable ownership in low-income households and communities: why responsible and circularity business models are essential

2021 ◽  
Vol 2 (1) ◽  
Author(s):  
Nana O. Bonsu
Keyword(s):  
Air Pollution ◽  
Low Income ◽  
Value Chain ◽  
Business Models ◽  
Industrial Revolution ◽  
Technological Development ◽  
Middle Income ◽  
Net Zero ◽  
Zero Emission ◽  
The Uk

AbstractThe UK Plan for a Green Industrial Revolution aims to ban petrol and diesel cars by 2030 and transition to electric vehicles (EVs). Current business models for EV ownership and the transition to net-net zero emissions are not working for households in the lowest income brackets. However, low-income communities bear the brunt of environmental and health illnesses from transport air pollution caused by those living in relatively more affluent areas. Importantly, achieving equitable EV ownership amongst low-and middle-income households and driving policy goals towards environmental injustice of air pollution and net-zero emissions would require responsible and circular business models. Such consumer-focused business models address an EV subscription via low-income household tax rebates, an EV battery value-chain circularity, locally-driven new battery technological development, including EV manufacturing tax rebates and socially innovative mechanisms. This brief communication emphasises that consumer-led business models following net-zero emission vehicles shift and decisions must ensure positive-sum outcomes. And must focus not only on profits and competitiveness but also on people, planet, prosperity and partnership co-benefits.

Designing Business Models for Creating and Capturing Shared Value

2017 ◽  
pp. 335-360
Author(s):  
Arash Najmaei ◽  
Zahra Sadeghinejad
Keyword(s):  
Complex Adaptive Systems ◽  
Value Chain ◽  
Adaptive Systems ◽  
Business Models ◽  
Business Environment ◽  
Future Research ◽  
Shared Value ◽  
Sustainable Business ◽  
Creating Shared Value ◽  
Complex Adaptive

Business models define configurations of activities that jointly enable a firm to create and capture value. The value paradigm is shifting from sharing created value to creating shared value in which firms and societies jointly create and share value to nurture more benefits for a sustainable business-environment symbiosis. Drawing on this logic, we develop a framework for designing business models that enable creation and capture of shared value. Our model builds on the practice theory and activity system and depicts business models as complex adaptive systems that co-evolve with markets. Using the shared value framework proposed by Porter and Kramer (2011) we propose three design themes namely the Product-Market Design (PMD), the Value Chain Design (VCD) and the Social Cluster Design (SCD). We specify features of each school from the activity perspective. Subsequently, we will discuss implications of our framework for theory, practice and management education and illuminate some directions for future research.

Sustainable Cocoa Value Chain

2022 ◽  
pp. 288-314
Author(s):  
Ibrahim Cravid dos Prazeres ◽  
Maria Raquel Lucas ◽  
Ana Alexandra Marta-Costa
Keyword(s):  
Literature Review ◽  
Low Income ◽  
Value Chain ◽  
Three Dimensions ◽  
Future Research ◽  
Environmental Aspects ◽  
Financial Systems ◽  
Bottom Line ◽  
The Social ◽  
Sustainability Principles

In the last decades, the focus of studies on cocoa value chain (CVC) has changed from the low income of farmers and the shortcomings of the educational and financial systems to the incorporation of innovations, supported on sustainability principles. However, classical theories based on economics are insufficient to understand sustainability phenomenon, and the investigation in the field is still dispersed. This study represents one first attempt to synthesize findings on the topic, in line with the triple bottom line (TBL) scenarios. TBL provides a useful framework to understand the social, economic, and environmental aspects along the CVC. This chapter performs a systematic literature review on sustainability scenarios applied to CVC, each one representing one of the three dimensions of sustainability. At the final, an agenda for future research on the topic is suggested, uncovering a set of future study propositions.

Introduction

2011 ◽  
pp. 1-16
Author(s):  
Veikko Hara ◽  
Karri Mikkonen ◽  
Timo Saarinen ◽  
Markku Tinnila ◽  
Jarkko Vesa
Keyword(s):  
Service Delivery ◽  
Value Chain ◽  
Business Models ◽  
Business Environment ◽  
End User ◽  
Customer Information ◽  
Depth Analysis ◽  
The Future ◽  
Future Value ◽  
The Voice

The convergence of information technology, communications, and content raises the question of how service and content providers can best guarantee a seamless customer experience in a multi-service, multi-channel, and multi-device business environment of tomorrow. In this chapter, we argue that one way to achieve this goal is for service and content providers to join forces with new types of channel partners called service mediaries. In this chapter, we analyze the current structure and future trends of multi-channel service delivery by using two frameworks: the BUMMAT model (Kallio et al., 1999), which focuses on service delivery from end-user perspective; and the Future Value Chain framework (Hara, 1999), which describes the layered structure of the future service delivery business. By combining these two perspectives, we offer an in-depth analysis of the various tasks and processes that are needed in order to deliver the newkinds of services and content in a multi-channel context. We will discuss the implications of these findings for telecom operators who are interested in transforming their business models from the voice- and access-centric paradigm to a data- and service-centric business model, where a company’s core competence will be in managing customer information instead of managing access networks. Our objective also is to help service and content providers to understand the current development in the telecom market, so that they have better chances to position themselves in the emerging value networks of digital services.

A managerial survey to discuss wine business models

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Juan Ferrer ◽  
Emiliano Villanueva
Keyword(s):  
Life Cycle ◽  
Rhode Island ◽  
Value Chain ◽  
Business Models ◽  
Business Environment ◽  
Wine Industry ◽  
Content Type ◽  
The Usa ◽  
Rías Baixas ◽  
Definition Of

Purpose The purpose of this paper is to describe, analyze and compare business models (BMs) developed and used by wineries in two very different wine regions, one from the New World of wine [the USA, Connecticut (CT) and Rhode Island (RI)] and the other from the Old World of wine [Spain, Rias Baixas (RB)]. Design/methodology/approach A survey was conducted aimed at all the wineries of both regions. The survey describes wineries’ decision-making process regarding their value chain through four variables, namely, supply, product, market and distribution and their perceptions regarding how competitive their business environment is through five variables, namely, barriers of entry, power of suppliers, power of buyers, internal competition and the threat of substitute products. This complimentary analysis (internal and external) approaches a definition of the BMs used in wineries of these two different wine regions. Findings The study highlights how BMs evolve and adapt to the competitive environment in which companies find themselves; wineries from CT and RI BMs display behavioral elements of companies that compete in the first stage of the life cycle, however, RB wineries BMs show elements of companies competing in the stage of maturity of the life cycle. Originality/value The paper shows empirical evidence of the use of BMs in an agribusiness sector as important as the wine industry. It also describes these distinctive BMs per region and explains how the creation of value occurs and how they adapt to different environmental conditions.

Designing Business Models for Creating and Capturing Shared Value

2016 ◽  
pp. 40-65 ◽  
Author(s):  
Arash Najmaei ◽  
Zahra Sadeghinejad
Keyword(s):  
Complex Adaptive Systems ◽  
Value Chain ◽  
Adaptive Systems ◽  
Business Models ◽  
Business Environment ◽  
Future Research ◽  
Shared Value ◽  
Sustainable Business ◽  
Creating Shared Value ◽  
Complex Adaptive

Business models define configurations of activities that jointly enable a firm to create and capture value. The value paradigm is shifting from sharing created value to creating shared value in which firms and societies jointly create and share value to nurture more benefits for a sustainable business-environment symbiosis. Drawing on this logic, we develop a framework for designing business models that enable creation and capture of shared value. Our model builds on the practice theory and activity system and depicts business models as complex adaptive systems that co-evolve with markets. Using the shared value framework proposed by Porter and Kramer (2011) we propose three design themes namely the Product-Market Design (PMD), the Value Chain Design (VCD) and the Social Cluster Design (SCD). We specify features of each school from the activity perspective. Subsequently, we will discuss implications of our framework for theory, practice and management education and illuminate some directions for future research.

scholarly journals Factors Influencing Strategic Options Of Managed Service Adoption By Telecommunication Operators: The Case Of Sri Lanka

2019 ◽  
Vol 35 (6) ◽  
pp. 157-178
Author(s):  
Hassan Ismail ◽  
Nazrul Islam
Keyword(s):  
Value Chain ◽  
Network Performance ◽  
Service Management ◽  
Business Environment ◽  
Management Service ◽  
Bottom Line ◽  
Factors Influencing ◽  
Managed Services ◽  
Level 1 ◽  
Different Levels

The market pressure on the mobile operators to improve bottom line, network performance, competence needs and rapid changing business environment led the operators to adopt managed services at different levels in their operation. Transferring value chain activities to an expert service provider is called a “managed service”.Managed services are a spectrum of solutions offering incremental levels. Existing practices indicate five levels of managed services in the spectrum viz transaction, task, project, service management, service and capacity management based.The purpose of this research is to identify the factors influencing managed services at different levels in the context of a developing country. For this intent, this research adopted a case study approach of the Sri Lankan telecom industry covering all mobile operators of the country.The findings of this study show a clear pattern between levels from Level-1 to Level-5. Level 1 is almost as subset of level 2, and level 4 is a subset of level 5. Five levels of managed services can be divided into three distinct groups, levels 1&2, level 3 and levels 4 & 5. Organizational and industry dynamics factors influence all levels. However, national regulatory environment factors are very important in adopting managed services at levels 4&5. The existing studies look the factors influencing managed services in general. This study is unique as it identifies the factors influencing managed services at each level and prioritized them. This will help operators to select a level of adoption instead of adopting managed services on a trial and error basis.

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