scholarly journals Business action for sufficiency – towards viable business strategies

2021 ◽  
Author(s):  
L. Niessen ◽  
N. Bocken
Keyword(s):  
Business Strategies ◽  
Viable Business

Capability Development of Customers

2011 ◽  
Vol 2 (2) ◽  
pp. 12-22 ◽  
Author(s):  
Vinay Sharma ◽  
Pankaj Madan ◽  
Piyush Seth
Keyword(s):  
Information And Communication Technology ◽  
Communication Technology ◽  
Business Strategy ◽  
Business Strategies ◽  
Bottom Of The Pyramid ◽  
Capability Development ◽  
Social Stratum ◽  
The Social ◽  
Information And Communication ◽  
Viable Business

This paper identifies the application of capability concept (Sen, 2000) as a globally viable business strategy for the coming age which can be used to expand markets into to all levels of the social stratum. ‘Capability’ development is proposed as a way to propel business and expand markets to all levels of the social stratum. The article describes how Information and Communication Technology will create the buying power at the bottom of the pyramid and convert this stratum into a market as well as achieve social development. The paper examines these recommendations through an exploration of their application to the business strategies of two microfinance firms in India.

scholarly journals Financial Inclusion in India – Major Issues

2018 ◽  
Vol 5 (1) ◽  
pp. 16-24
Author(s):  
Safdar Azimee ◽  
Javaid Akhter
Keyword(s):  
Transaction Cost ◽  
Business Models ◽  
Appropriate Technology ◽  
Financial Inclusion ◽  
Business Strategies ◽  
Regulatory Environment ◽  
Bottom Of The Pyramid ◽  
Inclusive Growth ◽  
National Agenda ◽  
Viable Business

The aim of financial inclusion is to empower the marginalized and underprivileged sections of the society in economic and social sense so that they contribute to the national agenda. Though a lot of focus has been given on this and many policies has been formulated and implemented, the results from these drives are not as per the expectation. The study delves into issue which ails the policies or the stakeholders who are at the fore front of implementation for the FI drives. Use of appropriate technology and financial viable business models are extremely necessary for the suitability of the financial inclusion programs. A relook is required at the present regulatory framework which can work cohesively with the issuers and consumers of such schemes. A combination of viable business strategies targeted towards the population at the bottom of the pyramid, taking care of transaction cost by leveraging technology and appropriate regulatory environment would ensure much needed success of financial inclusion and help the country achieve inclusive growth.

scholarly journals On-Demand Telemedicine as a Disruptive Health Technology: Qualitative Study Exploring Emerging Business Models and Strategies Among Early Adopter Organizations in the United States (Preprint)

2019 ◽  
Author(s):  
Ryan Sterling ◽  
Cynthia LeRouge
Keyword(s):  
United States ◽  
Qualitative Study ◽  
Business Model ◽  
Business Models ◽  
The United States ◽  
Business Strategies ◽  
Early Adopter ◽  
Early Adopters ◽  
On Demand ◽  
Viable Business

BACKGROUND On-demand telemedicine is increasingly adopted by health organizations to meet patient demand for convenient, accessible, and affordable services. Little guidance is currently available to new entrant organizations as they consider viable business models and strategies to harness the disruptive potential of on-demand telemedicine services (in particular, virtual urgent care clinics [VCCs] as a predominant and catalyst form of on-demand telemedicine). OBJECTIVE We recognized on-demand telemedicine as a disruptive technology to explore the experiences of early adopter organizations as they launch on-demand telemedicine services and deploy business models and strategies. Focusing on VCC service lines, this study addressed the following research questions: (1) what is the emerging business model being deployed for on-demand telemedicine?; (2) what are the core components of the emerging business model for on-demand telemedicine?; and (3) what are the disruptive business strategies employed by early adopter organizations as they launch on-demand telemedicine services? METHODS This qualitative study gathered data from 32 semistructured phone interviews with key informants from 19 VCC early adopter organizations across the United States. Interview protocols were developed based on noted dissemination and implementation science frameworks. We used the constant comparison method to transform study data into stable dimensions that revealed emerging business models, core business model components (value proposition, key resources, key processes, and profit formula), and accompanying business strategies. RESULTS Early adopters are deploying business models that most closely align with a value-adding process model archetype. By and large, we found that this general model appropriately matches resources, processes, and profit formulas to support the disruptive potential of on-demand telemedicine. In total, 4 business strategy areas were discovered to particularly contribute to business model success for on-demand disruption among early adopters: fundamental disruptions to the model of care delivery; outsourcing support for on-demand services; disruptive market strategies to target potential users; and new and unexpected organizational partnerships to increase return on investment. CONCLUSIONS On-demand telemedicine is a potentially disruptive innovation currently in the early adopter stage of technology adoption and diffusion. On-demand telemedicine must cross into the early majority stage to truly be a positive disruption that will increase accessibility and affordability for health care consumers. Our findings provide guidance for adopter organizations as they seek to deploy viable business models and successful strategies to smooth the transition to early majority status. We present important insights for both early adopters and potential early majority organizations to better harness the disruptive potential of on-demand telemedicine.

scholarly journals On-Demand Telemedicine as a Disruptive Health Technology: Qualitative Study Exploring Emerging Business Models and Strategies Among Early Adopter Organizations in the United States

10.2196/14304 ◽  
2019 ◽  
Vol 21 (11) ◽  
pp. e14304 ◽  
Author(s):  
Ryan Sterling ◽  
Cynthia LeRouge
Keyword(s):  
United States ◽  
Qualitative Study ◽  
Business Model ◽  
Business Models ◽  
The United States ◽  
Business Strategies ◽  
Early Adopter ◽  
Early Adopters ◽  
On Demand ◽  
Viable Business

Background On-demand telemedicine is increasingly adopted by health organizations to meet patient demand for convenient, accessible, and affordable services. Little guidance is currently available to new entrant organizations as they consider viable business models and strategies to harness the disruptive potential of on-demand telemedicine services (in particular, virtual urgent care clinics [VCCs] as a predominant and catalyst form of on-demand telemedicine). Objective We recognized on-demand telemedicine as a disruptive technology to explore the experiences of early adopter organizations as they launch on-demand telemedicine services and deploy business models and strategies. Focusing on VCC service lines, this study addressed the following research questions: (1) what is the emerging business model being deployed for on-demand telemedicine?; (2) what are the core components of the emerging business model for on-demand telemedicine?; and (3) what are the disruptive business strategies employed by early adopter organizations as they launch on-demand telemedicine services? Methods This qualitative study gathered data from 32 semistructured phone interviews with key informants from 19 VCC early adopter organizations across the United States. Interview protocols were developed based on noted dissemination and implementation science frameworks. We used the constant comparison method to transform study data into stable dimensions that revealed emerging business models, core business model components (value proposition, key resources, key processes, and profit formula), and accompanying business strategies. Results Early adopters are deploying business models that most closely align with a value-adding process model archetype. By and large, we found that this general model appropriately matches resources, processes, and profit formulas to support the disruptive potential of on-demand telemedicine. In total, 4 business strategy areas were discovered to particularly contribute to business model success for on-demand disruption among early adopters: fundamental disruptions to the model of care delivery; outsourcing support for on-demand services; disruptive market strategies to target potential users; and new and unexpected organizational partnerships to increase return on investment. Conclusions On-demand telemedicine is a potentially disruptive innovation currently in the early adopter stage of technology adoption and diffusion. On-demand telemedicine must cross into the early majority stage to truly be a positive disruption that will increase accessibility and affordability for health care consumers. Our findings provide guidance for adopter organizations as they seek to deploy viable business models and successful strategies to smooth the transition to early majority status. We present important insights for both early adopters and potential early majority organizations to better harness the disruptive potential of on-demand telemedicine.

Business Strategies for a Messy World

2014 ◽  
Author(s):  
Vincent P. Barabba ◽  
Ian I. Mitroff
Keyword(s):  
Business Strategies

Integrating stakeholders' perspectives to develop tourism business strategies: the case study of a wine route

2017 ◽  
pp. 173-186
Author(s):  
Giuseppina Carrà ◽  
Mariagiulia Mariani ◽  
Ivana Radic ◽  
Iuri Peri
Keyword(s):  
Business Strategies

CASE STUDY: Regional Cultural Differences Within and Across Four Western European Countries

2018 ◽  
Vol 6 (1) ◽  
pp. 23-47
Author(s):  
Nadine Waehning ◽  
Ibrahim Sirkeci ◽  
Stephan Dahl ◽  
Sinan Zeyneloglu
Keyword(s):  
Cultural Values ◽  
Cultural Differences ◽  
European Countries ◽  
Cultural Value ◽  
Business Strategies ◽  
Business Plans ◽  
Regional Markets ◽  
Gender Education ◽  
Western European

This case study examines and illustrates within country regional cultural differences and cross border cultural similarities across four western European countries. Drawing on the data from the World Values Survey (WVS), we refer to the Schwartz Cultural Values Inventory in the survey. The demographic variables of age, gender, education level, marital status and income vary across the regions and hence, have significant effects on the cultural value dimensions across regions. The findings help a better understanding of the homogeneity and heterogeneity of regions withinand across countries. Both researchers and managers will have to justify their sampling methods and generalisations more carefully when drawing conclusions for a whole country. This case study underlines the limited knowledge about regional within country cultural differences, while also illustrating the simplification of treating each country as culturally homogeneous. Cross-country business strategies connecting transnational regional markets based on cultural value characteristics need to take these similarities and differences into account when designating business plans.

Risk Attitude and Corporate Investment under Output Market Uncertainty: Evidence from The Mekong River Delta, Vietnam

2016 ◽  
pp. 59-70
Author(s):  
Ninh Le Khuong ◽  
Nghiem Le Tan ◽  
Tho Huynh Huu
Keyword(s):  
Negative Relationship ◽  
Risk Attitude ◽  
Business Strategies ◽  
Risk Averse ◽  
Market Uncertainty ◽  
Firm Investment ◽  
Output Market ◽  
The Impact ◽  
The Relationship

This paper aims to detect the impact of firm managers’ risk attitude on the relationship between the degree of output market uncertainty and firm investment. The findings show that there is a negative relationship between these two aspects for risk-averse managers while there is a positive relationship for risk-loving ones, since they have different utility functions. Based on the findings, this paper proposes recommendations for firm managers to take into account when making investment decisions and long-term business strategies as well.

Sign in / Sign up

Export Citation Format

Share Document