scholarly journals Meaning and Role of Prototyping in Entropic and Extreme Business Environment in Georgia

2019 ◽  
Vol 31 (1) ◽  
pp. 89-92
Author(s):  
M. Kldiashvili ◽  
D. Paresashvili
Keyword(s):  
Product Development ◽  
Business Model ◽  
Model Development ◽  
Business Environment ◽  
Lessons Learned ◽  
Potential Consumer ◽  
Measure Of Uncertainty ◽  
Business Model Development ◽  
Early Sample

For a couple of years, the term entropy is gaining popularity as a term to cover the various dimensions of fast and rapidly developing, ‘uncontrollable’ business environment. The more complex and volatile an industry is – the higher is the level of entropy, that means - the harder to predict and therefore more uncertain will be process of new project or product implementation. In simple words, entropy as a measure of uncertainty or randomness, is permanently growing in nowadays business environment. In common use, A prototype is an early sample, model, or release of a product built to test a concept or process or to act as a thing to be replicated or learned from.  Technique of prototyping becomes more efficient if analyzing of prototype occurs together with the potential consumer. Based on received feedback, or analyzing customer experience, lessons learned, company makes decision how to develop the product on the next phase. In Georgia, use of prototypes started with development of projects related to Information Systems. But later it was successfully applied to product development and Business model development, especially for startups and small entrepreneurs.

The Role of Business Model Development in the Ex-Post Creation of Online Entrepreneurial Opportunity

2017 ◽  
pp. 818-842
Author(s):  
İpek Koçoğlu ◽  
Ali E. Akgun ◽  
Halit Keskin
Keyword(s):  
Business Model ◽  
Model Development ◽  
Real Life ◽  
Social Infrastructure ◽  
Entrepreneurial Opportunity ◽  
Ex Post ◽  
The Creation ◽  
Online Entrepreneurs ◽  
Business Model Development

This research aims to tap into the largely opaque origins of opportunities in the online context by exploring the role of business model development as a key for the creation and configuration of the mental and social infrastructure necessary for the emergence of online entrepreneurial opportunity. Tracing the sources of online entrepreneurial opportunity reveals that successful online entrepreneurs claim to proactively manage their environment in terms of unfolding actions which result in the enactment and creation of entrepreneurial opportunities. Based on this real life contention and the emerging view of entrepreneurial opportunity, this chapter aims to achieve a deeper understanding on the creation of online opportunities through a quantitative study empirically testing the link between business model development and online entrepreneurial opportunity as creation in order to shed light on how business model generation shapes the way entrepreneurs socially co-create opportunities in the online context.

scholarly journals The Role of Business Models in Developing Business Networks

2011 ◽  
pp. 221-231 ◽  
Author(s):  
Jukka Heikkila ◽  
Marikka Heikkila ◽  
Markku Tinnila
Keyword(s):  
Business Model ◽  
Large Scale ◽  
Business Models ◽  
Model Development ◽  
Customer Relationship ◽  
Business Networks ◽  
Geographical Distances ◽  
Business Model Development

Business models have received a substantial amount of interest recently. Also, various research studies have discussed business models, especially in the context of a single company operating in mass markets. Unfortunately, these models often are not applicable for complex products or services that build on long-term knowledge about customer tastes, facilities, and skills. Especially on global markets, the asset specificity and vast geographical distances make it difficult for any single company to provide this kind of service cost-efficiently on a large scale. Instead, it calls for cooperation among multiple firms. Creation of a joint business model for a collaborative network is a necessary means by which companies can coordinate cooperation in practice. The CSOFT metamodel proposed in this chapter provides guidance for joint business model development by emphasizing customer relationship and adjustment processes needed within the network.

scholarly journals The Role of Business Models in Developing Business Networks

2011 ◽  
pp. 235-249 ◽  
Author(s):  
Jukka Heikkila ◽  
Marikka Heikkila ◽  
Markku Tinnila
Keyword(s):  
Business Model ◽  
Large Scale ◽  
Business Models ◽  
Model Development ◽  
Customer Relationship ◽  
Business Networks ◽  
Geographical Distances ◽  
Business Model Development

Business models have received a substantial amount of interest recently. Also, various research studies have discussed business models, especially in the context of a single company operating in mass markets. Unfortunately, these models often are not applicable for complex products or services that build on long-term knowledge about customer tastes, facilities, and skills. Especially on global markets, the asset specificity and vast geographical distances make it difficult for any single company to provide this kind of service cost-efficiently on a large scale. Instead, it calls for cooperation among multiple firms. Creation of a joint business model for a collaborative network is a necessary means by which companies can coordinate cooperation in practice. The CSOFT metamodel proposed in this chapter provides guidance for joint business model development by emphasizing customer relationship and adjustment processes needed within the network.

Opening Closed Business Ecosystem Boundaries With Digital Platforms

2022 ◽  
pp. 67-96
Author(s):  
Marika Iivari ◽  
Petri Ahokangas ◽  
Marja Matinmikko-Blue ◽  
Seppo Yrjölä
Keyword(s):  
Business Model ◽  
Business Models ◽  
Model Development ◽  
Business Environment ◽  
Digital Platforms ◽  
Digital Twin ◽  
Ecosystem Boundaries ◽  
Business Ecosystem ◽  
Business Model Development ◽  
Model Approach

Applying a business model approach, this chapter identifies various challenges in digital platform and platform-based business model development in the case of a physical port ecosystem. Using an empirical case, the chapter identifies the prerequisites and consequences of opportunities, value, and advantages for an existing ecosystem that aims to create a “digital twin.” It contributes to academic discussions on the intersection of ecosystems, platforms, and business models by exploring the antecedents and controversies of configuring ecosystem boundaries in a digital context. Moreover, the chapter contributes to research by analyzing how a previously closed ecosystem seeks to open its boundaries and interfaces, both internally among the internal ecosystem members and externally to the outside business environment.

The Role of Business Model Development in the Ex-Post Creation of Online Entrepreneurial Opportunity

2017 ◽  
pp. 1-32 ◽  
Author(s):  
İpek Koçoğlu ◽  
Ali E. Akgun ◽  
Halit Keskin
Keyword(s):  
Business Model ◽  
Model Development ◽  
Real Life ◽  
Social Infrastructure ◽  
Entrepreneurial Opportunity ◽  
Ex Post ◽  
The Creation ◽  
Online Entrepreneurs ◽  
Business Model Development

This research aims to tap into the largely opaque origins of opportunities in the online context by exploring the role of business model development as a key for the creation and configuration of the mental and social infrastructure necessary for the emergence of online entrepreneurial opportunity. Tracing the sources of online entrepreneurial opportunity reveals that successful online entrepreneurs claim to proactively manage their environment in terms of unfolding actions which result in the enactment and creation of entrepreneurial opportunities. Based on this real life contention and the emerging view of entrepreneurial opportunity, this chapter aims to achieve a deeper understanding on the creation of online opportunities through a quantitative study empirically testing the link between business model development and online entrepreneurial opportunity as creation in order to shed light on how business model generation shapes the way entrepreneurs socially co-create opportunities in the online context.

scholarly journals Digital Government: Business Model Development For Public Value Creation - A Dynamic Capabilities Based Framework

2021 ◽  
Vol 45 (3) ◽  
pp. 232-255
Author(s):  
Bernd Wirtz ◽  
Paul Langer ◽  
Florian Schmidt
Keyword(s):  
Public Sector ◽  
Business Model ◽  
Value Creation ◽  
Dynamic Capabilities ◽  
Business Models ◽  
Model Development ◽  
Digital Government ◽  
Public Value ◽  
The Public ◽  
Business Model Development

Rapid advances and the spread of digital technologies have changed the expectations of citizens, firms and organizations towards government services, which increasingly receive the call to transform services and structures according to changed needs and preferences. The concept of business model development provides a suitable approach for public institutions aiming at adjusting their services and operations. Since government institutions increasingly develop new services and products, this study provides a theoretic foundation to operational readiness as well as a guideline how to set up digital business models in a public sector context. Therefore, a framework is derived from conceptual studies in the field as well as related theoretical concepts such as business model theory in the public sector context, dynamic capacities and public value creation. Building on this foundation this study conceptualizes a process of business model development to create user oriented digital services in the public sector.

scholarly journals Pushing the Limits using Business Model Innovation a Three Pronged Approach and Lessons Learned

2021 ◽  
Vol 2 (1) ◽  
pp. 24-35
Author(s):  
Ignitia Motjolopane
Keyword(s):  
Business Model ◽  
Value Creation ◽  
Business Models ◽  
Industrial Revolution ◽  
Business Environment ◽  
Business Model Innovation ◽  
Lessons Learned ◽  
Revenue Streams ◽  
Reducing Costs ◽  
Model Components

In a constantly changing business environment, with increasing digitisation and fourth industrial revolution blurring the traditional value creation boundaries, companies need to explore ways to push the limits to remain competitive. Business model innovation offers companies the dynamic capability to differentiate business models and find innovative revenue streams while reducing costs. As such, the question arises as to how company may use business model innovation to remain competitive as the world digitises. Based on a literature review and empirical research involving six case studies, a three pronged approach in support of business model innovation is proposed. Business model innovation has the potential to push the limits when company executives and academia focus on the interrelation between drivers, process and components. Moreover, both effective and ineffective practices based on the research are presented. In conclusion, for companies to use business model innovation in pushing the limits, there is need to respond to the business model innovation drivers, adopt a systematic process and change at least one or more business model components and taking into account the interactions between these three concepts. This article may contribute to existing theory in the field of business model innovation and lessons learned from executives that have pushed the limits using business model innovation. Doi: 10.28991/HEF-2021-02-01-03 Full Text: PDF

scholarly journals Strategic Business Model Development in Ecosystems

2021 ◽  
Author(s):  
◽  
Dominik Mann
Keyword(s):  
Business Model ◽  
Development Process ◽  
Business Models ◽  
Model Development ◽  
Entrepreneurial Ventures ◽  
And Performance ◽  
Integration Strategies ◽  
Model Components ◽  
Business Model Development ◽  
Model Development Process

<p>Designing and strategically developing viable business models is vital for value creation and capture and in turn for the survival and performance of entrepreneurial ventures. However, the widely held firm-centric and static business model perspective appears inadequate to reflect the realities of increasingly blurred industry boundaries, interconnected economies, and the resulting collapse of incumbent value chains. This PhD thesis adds understanding of the dynamic business model development process from an ecosystem perspective. The evolution of ten entrepreneurial ventures’ business models was documented and investigated through longitudinal in-depth case studies over twelve months. Analysing and comparing the cases revealed strategies that resulted in the development of effective interactive structures and robust value co-creation and capture mechanisms. The development of interactive structures, i.e. firm-ecosystem fits, was either supported by a focused or diversified ecosystem integration approach underpinned by heterogeneous interdependencies of value proposition and business model components across ecosystems. The obtained insights allowed the derivation of sets of capabilities that supported the business model development process and enhanced entrepreneurial ventures’ chances of survival. The findings have several implications for advancements of the business model theory. In particular they indicate what integration strategies can inform entrepreneurs’ and managers’ business model design and execution strategies for operating in increasingly complex ecosystems.</p>

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