scholarly journals BUSINESS MODEL AS A VALUE MANAGEMENT TOOL

2021 ◽  
Vol 7 (2) ◽  
pp. 110-117
Author(s):  
Viktoriia Kyfyak ◽  
Andrii Antokhov ◽  
Serhii Todoriuk
Keyword(s):  
Business Model ◽  
Business Models ◽  
Business Processes ◽  
Business Development ◽  
Market Potential ◽  
Practical Significance ◽  
Management Tool ◽  
Business Modelling ◽  
A Value ◽  
Starting Point

Urgency of the research. In the crisis conditions of quarantine, business modelling has become the subject of scientific debate and demand from businesses. Applying conservative approaches to business models has caused significant financial losses and depreciation of business value. Thus, value models that reflect the assessment of various business processes in monetary terms are becoming especially relevant. Therefore, managers understand the synergetic effect of the procedural approach to business processes construction and the component contribution of business processes in achieving the goals of the enterprise. The research purpose is the improving of the scientific principles and development of a methodical approach to improvement of scientific bases and the formation of a business model from a value point of view, which has practical significance for the formation of a vision of business development. Uninvestigated parts of general matters defining. In the conditions of social crisis and fluctuations, many tools of business development and its business modelling have lost their relevance. Businesses need to find the latest approaches to business structuring and development. Research methodology. The basis of the study is a systematic analysis and a comprehensive approach to the formation of methods for building a cost-effective business model of the enterprise. Analysis and synthesis were used to characterize approaches to business modelling and determine their features, and the dialectical method was used to formulate the essence of the category “business model”. Using statistical methods allowed to get trends in the business and its modelling analysed. For a complex representation of the model, a graphical method was used (for visualization of the model) and economic mathematical modelling for the representation of the model, which has practical significance in the trends of digitalization of business processes. Results. The article substantiates that the formation of a value business model is a prerequisite for a radical rethinking of business approaches, creating the potential for its development and a starting point for innovation and change. After analysing different approaches to business modelling and to estimating the value of business on the basis of a systematic approach, a value business model is proposed, which consists of a value rhombus and a square of potential. This model includes all business processes of the enterprise and assesses the potential of business development. The mathematical expression of the components of the model that corresponds to the process approach and cost evaluation and can serve as a tool for forming a software product is proposed. The advantages of applying such a model in practice are substantiated. Practical implications. The business model and clear well-defined mechanisms of its formation are a necessary requisition for business development. Scientists are often inclined to think that a business model is a complex mathematical or econometric expression. However, in practice, it is the graphic visualization of the business structure that is important in terms of forming a deep understanding of business as a system and areas for improving its components. Value/originality. The proposed approach to business modelling can be used in the following areas: evaluation of business efficiency as an individual enterprise, and in comparison as well; assessment of investment attractiveness of the business; assessment of business potential and directions of its development; analysis of the market potential of the enterprise; strategic analysis of business development and determination of its competitive advantage; a basis for the software or systems of the Workflow class development.

BUSINESS MODEL AS KEY TO COMMERCIAL SUCCESS

2021 ◽  
Vol 3 (10) ◽  
pp. 97-105
Author(s):  
S. A. Filin ◽  
◽  
K. A. Kholoptseva ◽  
Keyword(s):  
Business Model ◽  
Business Models ◽  
Business Processes ◽  
New Products ◽  
Business Development ◽  
Point Of View ◽  
Commercial Success ◽  
Modern Business ◽  
Grouping Study ◽  
Current Stage

The purpose of the article is to propose a recommendation on the formation of a business model effective in modern conditions. Methods of system and factor analysis, economic and mathematical modeling, grouping, study and synthesis of information and assessment were applied. The essence and content of modern business models were analyzed from the point of view of achieving the commercial success of the organization, including using the example of Tinkoff JSC. It was concluded that the success of the organization at the current stage of business development depends on the development and implementation of new products and processes in the production and management of the organization. In the field of management, this idea is manifested in different forms of organizing business processes, for example, in business groups, business models.

Influence of social networks on business processes’ development

2020 ◽  
Vol 19 (12) ◽  
pp. 2225-2252
Author(s):  
E.V. Popov ◽  
V.L. Simonova ◽  
O.V. Komarova ◽  
S.S. Kaigorodova
Keyword(s):  
Social Networks ◽  
Social Media ◽  
Business Models ◽  
Business Processes ◽  
Digital Economy ◽  
Theoretical Understanding ◽  
Sales Channels ◽  
A Value ◽  
The Impact

Subject. The emergence of new ways of interaction between sellers and buyers, the formation of new sales channels and product promotion based on the use of digital economy tools is at the heart of improving the business processes. Social networks became a tool for development; their rapid growth necessitates theoretical understanding and identification of potential application in enterprise's business process digitalization. Objectives. We explore the role of social media in the digitalization of business processes, systematize the impact of social networks on business processes of enterprises in the digital economy. Methods. The theoretical and methodological analysis of social networks as a tool for digitalization of company's business processes rests on the content analysis of domestic and foreign scientific studies, comparison, generalization and systematization. Results. We highlight the key effects of the impact of social networks on the business processes of the company; show that the digitalization of business processes should be considered in the context of a value-based approach, aimed at creating a value through the algorithmization of company operations. We determine that social networks are one of the most important tools for digitalization of company's business processes, as they have a high organizational and management potential. We also systematize the effects of social media on company's business processes. Conclusions. We present theoretical provisions of the impact of social networks on business processes of enterprises, which will enable to model and organize ideas about the development of digital ecosystems and the formation of business models.

scholarly journals Exploring a circular business model: Insights from the institutional theory perspective and the business model lens

2021 ◽  
pp. 146575032110555
Author(s):  
Ufuk Alpsahin Cullen
Keyword(s):  
Business Model ◽  
Business Models ◽  
Value Systems ◽  
Business Modelling ◽  
Environmental Value ◽  
Value Cocreation ◽  
Business Profitability ◽  
Paradigmatic Change ◽  
Underlying Mechanisms ◽  
The Impact

Circular entrepreneurship is becoming a new, promising reality, in the manner of needed radical paradigmatic change in the era of Anthropocene. Circular entrepreneurs intend to create social and environmental value while they build financially viable businesses. They are embedded in multiple institutionalised value systems that they are expected to adhere to. Those institutionalised systems provide circular entrepreneurs with different, in many cases, contradictory norms, values and guiding principles. Substantial amount of research has been done to date to examine the impact of institutions on entrepreneurial endeavours. And yet, research lacks sufficient insights into how circular entrepreneurs engage with the institutional structures in designing business models on a financially feasible ground while creating social and environmental value. To address this, this paper investigates how circular entrepreneurs respond to the value systems of surrounding institutions in business modelling and how two fundamental aspects of embeddedness, namely resource integration and value cocreation, are achieved within a circular business model that is coherent in itself and with the entrepreneur's ambitions. Both the institutional context and the institutional logics surrounding entrepreneurs are examined to comprehend the surrounding institutional systems more in-depth and extensively. By analysing a longitudinal in-depth case study, this article aims to develop better insights into circular business modelling and underlying mechanisms of embeddedness. The case is a born-circular small cidermaker in Cornwall (UK), namely Wasted Apple. The findings show that the circular entrepreneur is surrounded by dominant normative institutions forming the principles of business model design. circular entrepreneurs mark fidelity to the institutional norms to obtain a range of microcompetencies and to manage integrated hybrid tensions within the value creation system. And therefore, a circular business model is a more holistic and inclusive structure as compared to a typical conventional linear business model. And yet, paradoxically embeddedness facilitates business survival but hinders strategic business planning as well as business profitability and growth.

scholarly journals The Green Multi Business Model Innovation Brain

2021 ◽  
Author(s):  
Peter Lindgren
Keyword(s):  
Business Model ◽  
Business Models ◽  
Business Model Innovation ◽  
Green Technologies ◽  
Sustainable Business ◽  
Case Examples ◽  
Innovation Potential ◽  
Business Modelling ◽  
Model Ecosystems ◽  
Green Business

Advanced Green technologies integrated in Business Models and Green Multi Business Model Innovation processes introduce a new leadership and management agenda of Green Business Models. Fast innovation of sensing, persuasive and virtual Business Modelling that can operate autonomously and dynamically primarily lead by machines. Green Multi Business Model Innovation Brains will soon be the state of the art in Business that want to become Green – but also for businesses that want to do circular and/or sustainable business modelling. Businesses will build Green Multi Business Model Innovation competence and advanced Green Multi Business Models Innovation Brains capable to innovated and operate Green Business Models to all kinds of Business Model Ecosystems. This will open up to new Green Multi Business Model Innovation potential and create a new generation or archetypes of Business Models, new practice of Multi Business Model Innovation. The paper is a second articles and extension of a conceptual paper on Multi Business Model Brains. First paper was presented at the BIT Sindri IEEE Conference 2020 conceptualizing on how a Multi Business Model Brain could be constructed and would operate supported by advance sensor technologies, artificial intelligence technologies, deep learning, persuasive technologies, Multi Business Model Innovation pattern analysis and libraries of BM archetypes. In combination they will all be important supporting tools to the Multi Business Model Innovation Brain – but now also to the Green Multi Business Model Innovation Brain. 8 case examples shows how Green Multi Business Model Innovation Brains can work in different contexts – in physical, digital, virtual and combined Business Model ecosystems.

Digital Platforms

2018 ◽  
pp. 1-43 ◽  
Keyword(s):  
Knowledge Management ◽  
Life Cycle ◽  
Business Model ◽  
Dynamic Capabilities ◽  
Business Models ◽  
Building Blocks ◽  
Management Tool ◽  
Digital Platforms ◽  
Research Platform ◽  
Key Aspects

This chapter reviews the following key aspects of platform research: platform strategy, dynamic capabilities, and business models. The main platform typologies and basic definitions are described first. It provides a brief summary of the literature relating to arguing platform strategy, platform life cycle, platform building blocks, and business models. A platform strategy categorization taxonomy and platform practical strategies of preventing platform disintermediation are developed. The main types of platform business models are introduced. The multi-sided platform business model pattern (MSP BMP) is designed. MSP BMP is used as a basic conceptual framework and knowledge management tool for describing, analyzing, and interpreting non-price instruments used by digital platforms, especially platform intermediaries.

Exploring the dynamism of complementarities in executives’ business modelling knowledge structures

2014 ◽  
Vol 7 (4) ◽  
pp. 398-421 ◽  
Author(s):  
Arash Najmaei ◽  
Jo Rhodes ◽  
Peter Lok
Keyword(s):  
Business Model ◽  
Business Models ◽  
Knowledge Structure ◽  
Technological Knowledge ◽  
Manufacturing Firms ◽  
Structured Interviews ◽  
Content Type ◽  
Dynamic Markets ◽  
Business Modelling ◽  
Interactive Nature

Purpose – The purpose of this paper is to explore and explain how market and technological knowledge gained by executives interact in a complementary fashion to form the knowledge structure of their business model which in turn enable them to make sense of underlying complexities surrounding management of strategic courses of action. Design/methodology/approach – Unitizing, categorizing, and classifying (UCC) in conjunction with pattern-matching (power and proof quotes) as qualitative methods were used to analyse a series of semi-structured interviews with eight executives from five small manufacturing firms in Australia. Findings – It was found that executives’ business modelling knowledge structure defined as the knowledge base that underpins their business models is developed from four interactions that exist between their market and technological knowledge. Particularly, executives can learn about technological aspects of their business model from market knowledge they acquire and also learn about marketing issues of their business model from technological knowledge they acquire. This interactive nature offers novel insights into versatility and fungibility of executives’ knowledge as a strategic resource that defines how business models evolve and shows how executives use knowledge as a non-rivalrous resource in different ways for developing different business models. Research limitations/implications – This study is limited in scope to: first, the context of executive of Australian small manufacturing firms and second, limited sources of data. Practical implications – This study offers important implications for business modelling and strategic formulation of practicing managers. It particularly contributes to a fuller understanding of how executives’ learning contributes to the cognitive formation of business models. It also helps executives gain new insights into the importance of various types of knowledge and the complementary nature of their interactions in the development of novel mental models as a key managerial competency in today’s dynamic markets. Originality/value – The conceptual framework developed and findings reported in this study have not been previously studied and offer novel insights into the literature on knowledge-based management, competitiveness, and business modelling.

Five strategies provide a model for innovation

2016 ◽  
Vol 32 (5) ◽  
pp. 19-21
Keyword(s):  
Business Model ◽  
Cross Section ◽  
Design Methodology ◽  
Business Models ◽  
Content Type ◽  
High Performing ◽  
Business Model Canvas ◽  
Starting Point ◽  
Pertinent Information ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Here, the Business Model Canvas devised by Alexander Osterwalder and Yves Pigneur is a starting point for categorization of the efforts of 40 companies to create their own appropriate model. From these, five archetypal business models were then derived. Those firms represent a cross section of popular and dominant industries and sectors, with a preference toward enterprises with non-traditional business models. Five high-performing companies have been chosen to illustrate the success of each business model. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

scholarly journals Business Model for Czech Agribusiness

2015 ◽  
Vol 46 (3) ◽  
pp. 128-136 ◽  
Author(s):  
Jana Poláková ◽  
G. Koláčková ◽  
I. Tichá
Keyword(s):  
Business Model ◽  
Value Creation ◽  
Business Models ◽  
Theoretical Background ◽  
Business Modelling ◽  
New Business ◽  
Definition Of

Abstract Business modelling facilitates the understanding of value creation logic in organizations in general. Identifying the components of business models based on different criteria helps understanding the fundamentals of business and the position of entrepreneurs and managers in companies. The present research is focused on the definition of a specific business model for the Czech agribusiness sector. Based on the theoretical background and evaluation of selected business models, the aim is to create a new business model, using components which take into account the specifics of this particular industry.

scholarly journals Partnership-based business modelling as an opportunity in the context of globalisation and as a challenge for business models

2021 ◽  
Vol 92 ◽  
pp. 02065
Author(s):  
Andris Vanags ◽  
Zane Drinke
Keyword(s):  
Business Model ◽  
Business Models ◽  
Value Added ◽  
Management Skills ◽  
Structured Interviews ◽  
Business Modelling ◽  
Content Analysis Method ◽  
Working Together ◽  
Open Coding ◽  
A Company

Research background: Management of the complex reality - transformation to the world of the future- is often associated with discovering new directions in a company’s activities. One of these directions is the formation of beneficial partnerships aimed at working together to achieve certain goals, which in turn relate to necessary changes within the company. Change has become inevitable in every enterprise and phased management of change is becoming a daily component of administration and a part of company’s development: the speed, scale and complexity of change is increasing nowadays, and it is impossible to stop this flow. In this context it is very important to determine to what extent and in what aspects a company needs change. Purpose of the article: The aim of the research is to investigate what factors could influence and what aspects could be affected by reinventing the existing business model and establishing a new partnership-based business model within a company and what should be done to implement this change successfully. Research methods: literature analysis, semi-structured interviews and a survey. The research data was processed by continuous comparative analysis, using open coding, level 2 coding, content analysis method. Findings & Value added: the results drawn from this study could provide academics and practitioners with a better understanding of communication and change-readiness capabilities. This knowledge can then be applied to their strategies and management skills for the purpose of achieving partnership-based business model with success.

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