scholarly journals Business Model Innovation: Strategic Expansion of German Small and Medium Wineries into Hospitality and Tourism

2021 ◽  
Vol 11 (4) ◽  
pp. 146
Author(s):  
Marc Dressler ◽  
Ivan Paunovíc
Keyword(s):  
Business Model ◽  
Clustering Algorithm ◽  
Business Models ◽  
Small And Medium Enterprises ◽  
Principal Component ◽  
Wine Industry ◽  
Wine Production ◽  
Hospitality And Tourism ◽  
Tourism And Hospitality ◽  
Medium Enterprises

This article provides insights into the modalities of business-model change and innovation. On the basis of an analysis of empirical data of small and medium enterprises, a transition from wine production centrism to its expanded use in hospitality and tourism is explored. Previous research on wine tourism and hospitality predominantly focuses on a destination perspective, neglecting the organizational winery perspective. The article deploys a mixed methods approach, combining netnography and a content analysis for data collection with grounded research and clustering for theory building. The sample size included 885 German wineries. Data stemmed from two distinct sources (websites and a secondary publication in form of a wine guide) and has been analyzed through a two-step clustering algorithm as well as a Principal Component Analysis (PCA). The two-step clustering algorithm resulted in nine different business models while the PCA analysis grouped the variables into the following two categories: basic winery business model (BM) and BM extension into hospitality and tourism, thereby validating the difference between the two constructs. The results point to the diverse nature of business model extensions of wineries in tourism and hospitality, depending on their organizational type and size. This study offers a classification of small and medium sized enterprise’s strategic business model expansion, and explores the expansion of the wine industry through wine hospitality and tourism services, starting with the winery organizational perspective, which has not been done before.

scholarly journals PENERAPAN BISNIS MODEL KANVAS DALAM PENENTUAN RENCANA MANAJEMEN USAHA KEDELAI EDAMAME GORENG

2019 ◽  
Vol 13 (01) ◽  
pp. 42
Author(s):  
Novitha Herawati ◽  
Triana Lindriati ◽  
Ida Bagus Suryaningrat
Keyword(s):  
Business Model ◽  
Business Models ◽  
Small And Medium Enterprises ◽  
Primary Data ◽  
Value Proposition ◽  
Middle Income ◽  
Business Model Canvas ◽  
Trade Offs ◽  
Customer Segment ◽  
Medium Enterprises

Business model canvas (BMC) is a strategic management and lean start-up template for developing new or documenting existing business models. It is a visual chart with elements describing a firm's or product's value proposition, infrastructure, customers, and finances. It assists firms in their aligning activities by illustrating potential trade-offs. Business model canvas focuses on the idea of creating value in a business. The purpose of implementation of BMC was to determined the best business planning of fried edamame, when it applied to the industry or MSMEs (Micro, Small and Medium Enterprises). The method in the research used descriptive method, while the data analysis used qualitative analysis. Primary data collection was obtained from interviews.  Analysis was done by compiling the initial hypothesis, hypothesis testing and verification of business model canvas (BMC). The results showed that the business model strategy for fried edamame products in the value proposition component were crispy, natural, labeled and applied good cooking oil for use. The customer segment component were the buyers of the entire Jember Regency including men and women over 20 years old with middle income. Components of revenue streams were fried edamame product sales, sale of unused oil, and sale of edamame peel to farmers, while the component channels were direct selling and retailers for fried edamame product. Keywords: business model, fried edamame, strategy, value proposition

scholarly journals Peningkatan Aktivitas Pemasaran UMKM Melalui Pengembangan Website D’real Potatoes di Jakarta

2020 ◽  
Vol 2 (1) ◽  
pp. 17-25
Author(s):  
Frangky Selamat ◽  
Bagus Mulyawan ◽  
Hetty Karunia Tunjungsari
Keyword(s):  
Community Engagement ◽  
Business Model ◽  
Business Models ◽  
Small And Medium Enterprises ◽  
General Description ◽  
Website Development ◽  
Start Up ◽  
Marketing Activities ◽  
Medium Enterprises ◽  
Start Ups

ABSTRAK Memulai sebuah usaha startup adalah sebuah perjuangan yang penting dalam proses kewirausahaan. Startup mempunyai bisnis model yang berbeda dengan bisnis yang konvensional. Startup memiliki terobosan yang tidak dimiliki oleh bisnis konvensional sebelumnya. Model bisnis adalah gambaran umum dari proses pengembangan ide bisnis, mulai dari perencanaan sampai produk diproduksi dan dipasarkan. Menjalankan sebuah usaha mikro, kecil dan menengah (UMKM) tidak sama dengan menjalankan sebuah startup. Namun UMKM dapat dikembangkan menjadi sebuah startup bila didukung dengan pengembangan bisnis model secara optimal. Pengabdian masyarakat (Abdimas) ini dilakukan untuk membantu UMKM berkembang dengan meningkatkan aktivitas pemasarannya melalui pengembangan website. Ini adalah langkah awal untuk mengembangkan sebuah UMKM menjadi sebuah startup berbasis digital ABSTRACT Launching a start-up (starting a business) is an ideal assessment for the entrepreneurial process. A startup is a business that has a different business model compared to existing conventional businesses. There is a breakthrough in the pre-existing business model. Business model is a general description of a business creating, conveyed and discussed value, from the products produced. Establishing and running a Micro, Small and Medium Enterprises (MSMEs) is not the same as a start-up business. However, MSMEs can develop into start-ups if they are properly developed, by providing a more tangible touch in designing their business models. This community engagement activity carried out to help one of the fostered MSMEs to grow its business by increasing marketing activities through website development. The development of a website can boost marketing activities and become the first step for MSMEs to grow as digital-based startup business.

scholarly journals Opening up to startup collaborations: open business models and value co-creation in SMEs

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Antonio Ghezzi ◽  
Angelo Cavallo ◽  
Silvia Sanasi ◽  
Andrea Rangone
Keyword(s):  
Business Model ◽  
Business Models ◽  
Small And Medium Enterprises ◽  
Single Case ◽  
Innovation Process ◽  
Unique Contribution ◽  
Content Type ◽  
Focal Firm ◽  
Medium Enterprises ◽  
Open Business Models

Purpose This study aims at exploring how small and medium enterprises (SMEs) can implement a more open and co-creational business model by actively collaborating with startups. Design/methodology/approach Because of the novelty of the SME–startup collaboration phenomenon and to the depth of the investigation required to grasp the mechanisms and logic of an open and co-creational business model, a single-case study has been performed related to investigating a collaboration between an SME and a startup. Findings The authors provide detailed empirical evidence on how SMEs may structure a “systematic” approach to design and execute an open business model enabled by startup collaboration. Moreover, this study suggests that the business model innovation process represents a necessary forerunner of an open business model. Finally, the authors contend that research on open business models should entail a broader perspective beyond the innovation process, to include business model validation through testing approaches like the lean startup. Originality/value This study takes as the locus of investigation the original perspective of the external partner of a focal firm willing to innovate. This study offers a unique contribution because, to date, few studies adopted such view within a relevant and under-remarked empirical setting linking SMEs and innovative startups.

scholarly journals Does Sustainability Push to Reshape Business Models? Evidence from the European Wine Industry

2020 ◽  
Vol 12 (6) ◽  
pp. 2561 ◽  
Author(s):  
Stéphane Ouvrard ◽  
Sajjad M. Jasimuddin ◽  
Antonio Spiga
Keyword(s):  
Business Model ◽  
Value Creation ◽  
Environmental Sustainability ◽  
Business Models ◽  
Environmental Issues ◽  
Wine Industry ◽  
Environmental Concerns ◽  
Natural Setting ◽  
Environmental Aspects ◽  
Wine Production

The wine industry is not free from environmental concerns. The paper intends to explore the owners/managers’ interest in environmental sustainability issues in their business model and to empirically understand a business model in the wine industry. Taking a qualitative approach, this exploratory study allows us to observe the phenomenon in a natural setting. Eleven interviewees were selected from wineries based in France and Italy. The study reveals that sustainability is an important issue in wine businesses that shapes the business model. Highlighting the environmental aspects of wine production, the four components of a business model, i.e., performance, resources, innovation, and value creation (PRIV), have emerged from the interviews. The sustainability and environmental issues are reflected in business models in the wine industry. The paper explains how these components of a business model work together to ensure sustainability practices by wine producers. This study proposes a model for future applications in winery businesses. The paper helps to understand that wine producers are very keen on environmentally friendly wine businesses.

scholarly journals The Long-Term Effectiveness of Advertising Driven Sales for E-Commerce SMEs

2019 ◽  
Vol 13 (1) ◽  
pp. 1180-1191
Author(s):  
Marta Christina Suciu ◽  
Christian Năsulea ◽  
Diana Florentina Năsulea
Keyword(s):  
Business Model ◽  
Business Models ◽  
Small And Medium Enterprises ◽  
Medium Size ◽  
Sustainable Business ◽  
Advertising Budget ◽  
New Business ◽  
Medium Enterprises ◽  
The Impact

Abstract The digital transformation allowed for new business models to emerge. As e-commerce seems to be the future of retail, an increased number of entrepreneurs are trying to better leverage advertising in a way that leads to a sustainable business model on medium to long-term. Retail enterprises are spending huge amounts of money on search engine and social media paid advertising in order to make their products visible and thus, become more profitable. However, the academic literature suggests contradictory findings on the effectiveness of paid advertising. While it seems that for already established companies like e-Bay, shutting off paid campaigns doesn’t proportionally decrease the website’s traffic, for other large companies with more competitors the findings show the opposite, meaning that most of the traffic goes down when paid-campaigns are shut off. The aim of our paper is to assess the impact of paid campaigns on the long-term revenues of small and medium enterprises activating in e-commerce. Is investing in paid advertising at the beginning enough to build a business model that can sustain itself or does less advertising translate directly in less sales? We conduct a study for a number of Romanian e-commerce businesses in order to determine the effectiveness of paid advertising and its impact on the long-term revenue stream. Our findings contribute to the existing research through valuable data on small and medium size enterprises and can help business managers make more informed decisions when it comes to their paid advertising budget and strategy.

Towards a conceptual framework for sustainable business models in the food and beverage industry

2019 ◽  
Vol 122 (5) ◽  
pp. 1421-1435 ◽  
Author(s):  
Marc Dressler ◽  
Ivan Paunović
Keyword(s):  
Conceptual Framework ◽  
Business Model ◽  
Online Survey ◽  
Business Models ◽  
Principal Component ◽  
Wine Industry ◽  
Primary Data ◽  
Sustainable Business ◽  
Content Type ◽  
Sustainable Business Models

Purpose The purpose of this paper is to empirically derive a typology of sustainable business models in the food & beverage (F&B) industry and explore the competitive profiling via sustainability. Design/methodology/approach Primary data were collected through an online survey for small- and medium-sized wineries (N=125). A principal component analysis (PCA) was used for inducing the F&B sustainable business model typology as an empirical basis for building a conceptual framework. Findings The analysis has identified seven strategic business models of the German wineries in regards to sustainability. Three models are at the forefront of sustainability, two are characterized by managerial focus on social opportunities and innovation and two of the identified business models are characterized by an administrative approach to social and environmental requirements and therefore rather rudimentary approaches to sustainability. Research limitations/implications Main limitations of the study are the focus on wine industry as well as on one country. Furthermore, the deployment of PCA method does not safeguard from neglecting other relevant business models. Practical implications Successful business models allow to differentiate in competitive markets in the F&B industry via sustainability. Such models need strategic ambition, positioning and realization but allow to win new clients safeguarding from market squeeze out. Social implications The research facilitates scaling up of sustainability initiatives to the benefit of the wider society. Originality/value Business model typology for sustainability has been derived mainly conceptually. The empirically based typology of sustainable business models provides a more rigorous foundation for a transition of business models toward sustainability.

scholarly journals Carving out New Business Models in a Small Company through Contextual Ambidexterity: The Case of a Sustainable Company

2020 ◽  
Vol 12 (6) ◽  
pp. 2337 ◽  
Author(s):  
Vinicius Minatogawa ◽  
Matheus Franco ◽  
Orlando Durán ◽  
Ruy Quadros ◽  
Maria Holgado ◽  
...  
Keyword(s):  
Business Model ◽  
Business Models ◽  
Small And Medium Enterprises ◽  
Design Science ◽  
Science Research ◽  
Business Model Innovation ◽  
Organizational Ambidexterity ◽  
New Business ◽  
Medium Enterprises

Business model innovation (BMI) and organizational ambidexterity have been pointed out as mechanisms for companies achieving sustainability. However, especially considering small and medium enterprises (SMEs), there is a lack of studies demonstrating how to combine these mechanisms. Tackling such a gap, this study seeks to understand how SMEs can ambidextrously manage BMI. Our aim is to provide a practical artifact, accessible to SMEs, to operationalize BMI through organizational ambidexterity. To this end, we conducted our study under the design science research to, first, build an artifact for operationalizing contextual ambidexterity for business model innovation. Then, we used an in-depth case study with a vegan fashion small e-commerce to evaluate the practical outcomes of the artifact. Our findings show that the company improves its business model while, at the same time, designs a new business model and monetizes it. Thus, our approach was able to take the first steps in the direction of operationalizing contextual ambidexterity for business model innovation in small and medium enterprises, democratizing the concept. We contribute to theory by connecting different literature strands and to practice by creating an artifact to assist management.

scholarly journals From Barriers to Enablers: The Role of Organizational Learning in Transitioning SMEs into the Circular Economy

2021 ◽  
Vol 13 (3) ◽  
pp. 1021
Author(s):  
Sara Scipioni ◽  
Meir Russ ◽  
Federico Niccolini
Keyword(s):  
Organizational Learning ◽  
Circular Economy ◽  
Business Models ◽  
Small And Medium Enterprises ◽  
Sustainable Business ◽  
Fine Grained ◽  
Contextual Elements ◽  
Transfer And Retention ◽  
Multi Level ◽  
Medium Enterprises

To contribute to small and medium enterprises’ (SMEs) sustainable transition into the circular economy, the study proposes the activation of organizational learning (OL) processes—denoted here as multi-level knowledge creation, transfer, and retention processes—as a key phase in introducing circular business models (CBMs) at SME and supply chain (SC) level. The research employs a mixed-method approach, using the focus group methodology to identify contextual elements impacting on CBM-related OL processes, and a survey-based evaluation to single out the most frequently used OL processes inside Italian construction SMEs. As a main result, a CBM-oriented OL multi-level model offers a fine-grained understanding of contextual elements acting mutually as barriers and drivers for OL processes, as possible OL dynamics among them. The multi-level culture construct—composed of external stakeholders’, SC stakeholders’, and organizational culture—identify the key element to activate CBM-oriented OL processes. Main implications are related to the identification of cultural, structural, regulatory, and process contextual elements across the external, SC, and organizational levels, and their interrelation with applicable intraorganizational and interorganizational learning processes. The proposed model would contribute to an improved implementation of transitioning into the circular economy utilizing sustainable business models in the construction SMEs.

scholarly journals Spatial Conditions Supporting Sustainable Development of Enterprises on Local Level

2021 ◽  
Vol 13 (4) ◽  
pp. 2292
Author(s):  
Aneta Ptak-Chmielewska ◽  
Agnieszka Chłoń-Domińczak
Keyword(s):  
Social Insurance ◽  
Small And Medium Enterprises ◽  
Local Level ◽  
Principal Component ◽  
Sources Of Information ◽  
Clustering Methods ◽  
Significant Information ◽  
The Status ◽  
Medium Enterprises ◽  
High Share

Micro, small and medium enterprises (MSMEs) represent more than 99% of enterprises in Europe. Therefore, knowledge about this sector, also in the spatial context is important to understand the patterns of economic and social development. The main goal of this article is an analysis of spatial conditions and the situation of MSMEs on a local level using combined sources of information. This includes data collected in the Social Insurance Institution and Tax registers in Poland, which provides information on the employment, wages, revenues and taxes paid by the MSMEs on a local level as well as contextual statistical information. The data is used for a diagnosis of spatial circumstances and discussion of conditions influencing the status of the MSMEs sector in a selected region (voivodeship) in Poland. Taxonomy methods including factor analysis and clustering methods based on k-means and SOM Kohonen were used for selecting significant information and grouping of the local units according to the situation of the MSMEs. There are eight factors revealed in principal component analysis and five clusters of local units distinguished using these factors. These include two clusters with a high share of rural local units and two clusters with a high share of rural-urban and urban local units. Additionally, there was an outstanding cluster with only two dominant urban local units. Factors show differences between clusters in the situation of MSMEs sector and infrastructure. Different spatial conditions in different regions influence the situation of MSMEs.

scholarly journals Sustainable Business Models of SMEs: Challenges in Yacht Tourism Sector

2018 ◽  
Vol 10 (10) ◽  
pp. 3437 ◽  
Author(s):  
Cinzia Battistella ◽  
Maria Cagnina ◽  
Lucia Cicero ◽  
Nadia Preghenella
Keyword(s):  
Business Model ◽  
Business Models ◽  
Service Industry ◽  
Small And Medium Enterprises ◽  
Case Study Research ◽  
Tourism Industry ◽  
Sustainable Business ◽  
Bottom Line ◽  
Sustainable Business Models ◽  
Sustainability Challenges

Despite the high number of active small and medium enterprises (SMEs) in all sectors, current studies have barely developed investigations on the sustainability of their business models so far. The aim of this study was thus to bridge the gap between sustainable business models of SMEs in the service industry, to uncover the challenges that SMEs face when seeking business model reconfiguration toward sustainability. More specifically, the empirical investigation adopted a case study research design in the context of yacht tourism, as one business form among many within the tourism industry and thus within the broader category of the service industry. Interviews were conducted with seven European SMEs, whose business models were analyzed through the lens of the triple bottom line and sustainability challenges in their business models. The results display a varied typology of case studies, where business model components reveal diverse expressions of facing sustainability challenges. The work discusses reported findings with a cross-case comparison among detected business models and outlines a list of propositions for sustainable business models of SMEs. The paper contributes in continuing the discourse on sustainable business models, adopting the perspective of the challenges for SMEs and offers food for thought for managers of SMEs in comparing their own business with the identified business model types.

Sign in / Sign up

Export Citation Format

Share Document