scholarly journals The Sustainable Business Model of Spa Tourism Enterprise—Results of Research Carried Out in Poland

2021 ◽  
Vol 7 (1) ◽  
pp. 73
Author(s):  
Adam R. Szromek
Keyword(s):  
Sustainable Development ◽  
Business Model ◽  
Open Innovation ◽  
Business Models ◽  
Sustainable Tourism ◽  
Business Activity ◽  
Sustainable Business ◽  
Tourism Enterprises ◽  
The Individual

The article presents the results of the analysis of the elements of business models of spa tourism enterprises in the context of the principles of sustainable development in tourism business. In the process of defining individual rules for tourist enterprises, an approach based on sustainable tourism criteria and an attempt to adjust them to individual conditions resulting from the specifics of the tourist business activity being carried out was proposed. The characteristics of the individual components of business models were based on the results of interviews conducted in 17 tourism enterprises. The CANVAS scheme was used to examine the structure of the business model. It was found that the business models of spa tourism enterprises not only fail to conform to the principles of sustainable development, but are also not used as managerial tools. Their knowledge among managers is very poor. The analysis was supplemented with additional roles played by Polish sanatoriums in preventing the SARS-Cov2 virus pandemic. The research also revealed an example of cooperation between several spa companies, in the framework of coopetition and exchange of knowledge and services, which can be considered as the initiation of cooperation based on open innovation.

Sustainable Business Model Innovation

2017 ◽  
pp. 140-159 ◽  
Author(s):  
Job Taminiau ◽  
Joseph Nyangon ◽  
Ariella Shez Lewis ◽  
John Byrne
Keyword(s):  
Sustainable Development ◽  
Business Model ◽  
Business Models ◽  
Sustainable Energy ◽  
Business Model Innovation ◽  
Sustainable Business ◽  
The Sustainable Development ◽  
Mitigation And Adaptation ◽  
Sustainable Business Models ◽  
Development Goals

Establishing a sustainable energy future can justifiably be considered the next frontier in global sustainable development under the agenda laid out in the Sustainable Development Goals (SDGs). The newly adopted Paris Agreement which seeks to hold global average temperature increase to “well below 2°C” above pre-industrial levels inserts additional urgency into this agenda. To realize the commitments outlined in the agreement, implementation of innovative sustainable business models capable of producing strong mitigation and adaptation outcomes is required ‘on the ground' and needs to be available for subsequent diffusion across different countries, contexts and domains. This chapter explores the value of polycentric climate change governance through an investigation of sustainable business model innovation. An example of a sustainable business model, called the Sustainable Energy Utility (SEU), is evaluated and an assessment of United Nations-based programming to aid future diffusion of such business models is conducted.

scholarly journals Incorporating the Value Proposition for Society with Business Models of Health Tourism Enterprises

2019 ◽  
Vol 11 (23) ◽  
pp. 6711 ◽  
Author(s):  
Richard W. Butler ◽  
Adam R. Szromek
Keyword(s):  
Business Model ◽  
Value Creation ◽  
Customer Value ◽  
Business Models ◽  
Relevant Literature ◽  
Research Literature ◽  
Value Proposition ◽  
Sustainable Business ◽  
Health Tourism ◽  
Tourism Enterprises

This article discusses the need to expand the concept of the value proposition, in order that this business model component includes the value for a customer, the value captured by the enterprise, and the value for the community, as well as benefits for the natural environment. The objective of the article is to identify sustainable development components that have been proposed for tourist enterprises in the research literature. The article proposes actions to complement existing tourist enterprises business models in order to give them the characteristics of a sustainable business model and to implement practices of value creation for the community. The research notes that the value captured by an enterprise determines the level of implementation of its economic objectives resulting from the value creation for the customer and implementation of social objectives (including pro-ecologic ones). The revenues of an enterprise depend, first of all, on meeting the expectations of the customer, meaning that they depend on the value proposition for the customer, and their volume will allow researchers to determine the possibility of creating value for the community. The expected tendency to create value for the community is argued to be proportional to the effectiveness of customer value influence, less the value captured by the enterprise. After an initial review of relevant literature, attention is focused on health tourism enterprises and how these principals can be applied in that context.

scholarly journals The Identification of Values in Business Models of Tourism Enterprises in the Context of the Phenomenon of Overtourism

2020 ◽  
Vol 12 (4) ◽  
pp. 1457
Author(s):  
Zygmunt Kruczek ◽  
Adam R. Szromek
Keyword(s):  
Business Model ◽  
Business Models ◽  
Local Community ◽  
Sustainable Tourism ◽  
Specific Level ◽  
Sustainable Tourism Development ◽  
Value Propositions ◽  
Tourism Enterprises ◽  
Comparison Of The Results ◽  
The Impact

This article presents considerations on business models, overtourism, and sustainable development on an example of the most important Polish tourist destination, which is Krakow. The purpose of the article is to identify the values generated and captured by tourist enterprises in the context of the occurrence of a specific level of overtourism. The authors have attempted to identify the values of sustainable tourism declared by entrepreneurs, referring to the companies providing services as well as tourists and the local community. The research, conducted on a sample of 518 respondents including 371 residents and 147 entrepreneurs, not only allowed us to determine the attitudes of Krakow inhabitants toward the phenomenon of overtourism related to the Doxey model of irritation, but also to assess the impact of having/using a business model based on the acceptance of principles in sustainable tourism development. A comparison of the results obtained between enterprises declaring having and not having a business model indicates a great similarity in terms of declared value propositions.

Knowledge strategy and business model conditions for sustainable growth of SMEs

2015 ◽  
Vol 6 (3) ◽  
pp. 246-262 ◽  
Author(s):  
JinHyo Joseph Yun ◽  
WooYoung Jung ◽  
JeongHo Yang
Keyword(s):  
Sustainable Development ◽  
Business Model ◽  
Open Innovation ◽  
Business Models ◽  
Sustainable Growth ◽  
Content Type ◽  
Knowledge Strategy ◽  
Knowledge Strategies ◽  
Closed Innovation

Purpose – The purpose of this study is to figure out the factors for sustainable growth of small- and medium-sized enterprises (SMEs). Design/methodology/approach – In all, 27 SMEs in the area of IT (Information Technology) in Korea were analysed through interview method basically. Findings – It is found that sustainable development of SMEs requires two kinds of open innovation which are knowledge strategy and business model. According to developing process, SMEs change their open innovation strategy in knowledge strategy and business model. The highest growth limit of SMEs depends on open innovation in knowledge strategy and business model in sequence from closed innovation in both, through open innovation in both, to open innovation in knowledge strategy and closed innovation in business model and to closed innovation in knowledge strategy and open innovation in business model. Research limitations/implications – First, the present study was conducted with IT sector SMEs in Korea. It is true that the IT sector is one of the most rapidly changing industrial sectors and is one of representative business types of SMEs in which manufacturing and service industries coexist and diverse sizes of SMEs exist (Malerba, 2002). Second, the present study relies on case study methods. It is true that case study is a method that gives excellent qualitative analysis in firm studies (Yin, 2008). Practical implications – SMEs cannot survive if they do not accept open innovation in knowledge strategy and business model. SMEs that show absolute limitations in resources and manpower should absolutely implement open innovation strategies to secure more diverse resources from markets and external knowledge bases rather than preparing all resources and capabilities by themselves (Van de Vrande et al., 2009; Yun and Mohan, 2012a, 2012b). Social implications – SMEs should bear in mind the two different levels of open innovation, such as knowledge strategies and business models (Chesbrough, 2007; Chesbrough and Appleyard, 2007). Originality/value – SMEs should not confuse between temporally sustainable development and infinite sustainable development. Firms that take closed innovation strategies in both knowledge strategies and business models can also grow for some time. However, because of the deepening of knowledge-based economy, not only the amount of knowledge existing in the world and the speed of knowledge distribution increased but also the customers’ demands and expectations have been observed to increase in the market immediately through social networking sites (SNS), etc. (Yun and Ryu, 2012).

scholarly journals Transformation of Business Models in Spa Enterprises for Medical Purposes in Situations of Epidemic Threats

2021 ◽  
Vol 7 (2) ◽  
pp. 143
Author(s):  
Adam R. Szromek
Keyword(s):  
Business Model ◽  
Business Models ◽  
Sustainable Tourism ◽  
Tourism Industry ◽  
First Year ◽  
Health Tourism ◽  
Healthcare Facilities ◽  
Humanitarian Crises ◽  
Sustainable Value ◽  
Tourism Enterprises

The suspension of tourism due to the COVID-19 pandemic has led to an almost complete halt in the activities of the tourism industry. This paper attempts to assess the ability to use the potential of health tourism enterprises in counteracting the SARS-CoV-2 virus pandemic and to propose a sustainable transformation of the business model of the health tourism enterprise, taking into account the determinants of sustainable tourism and health crises. The author presents the results of research conducted in March 2021 among 19 managers of the largest spa enterprises in Poland. The managers' experiences from the first year of the COVID-19 pandemic indicate that sanatoriums and other health tourism facilities, during periods of health and humanitarian crises, can successfully play a preventive and relieving role for healthcare facilities by implementing post-COVID treatment, conducting vaccinations, organizing isolators for people in quarantine, and even treating patients who do not have symptoms but require hospitalization. The transformation of the business model of these companies, in the form of a sustainable SusHT-CANVAS+ business model, is proposed and the mentioned critical activities are positioned in the model in the form of sustainable value.

scholarly journals Arguments in Favor of Moving to a Sustainable Business Model in the Apiary Industry

2017 ◽  
Vol 12 (3) ◽  
pp. 159-170 ◽  
Author(s):  
Nancy Diana Panța
Keyword(s):  
Sustainable Development ◽  
Business Model ◽  
Environmental Sustainability ◽  
Business Models ◽  
Human Life ◽  
Biodiversity Loss ◽  
Economic Sectors ◽  
Sustainable Business ◽  
Bottom Line ◽  
The Sustainable Development

Abstract Today’s society faces major challenges in meeting future global food demands and solving biodiversity loss, and it quickly needs to find ways in addressing these issues. The places to look for solutions come from the economic sectors that employ the most powerful pressure on these issues such as agriculture. Apiculture, as a branch of agriculture is being more and more recognized as sustaining human life and contributing to sustainability. However, the sector records a progressive decline of honey bees. Therefore, a rapid restructuring needs to take place in agricultural markets, in general, as well as in apiary agribusinesses. Although important, technological progress is insufficient in providing the necessary changes to achieve long-term economic, social and environmental sustainability, which should be considered both within and between generations. Consequently, sustainable business models encourage sustainable development through a triple bottom line approach and provide an analytical tool for firms into assessing the different aspects that are combined in order to create value. Since literature has paid little attention to the sustainable development in the apiary agribusiness, the present paper aims to link the two using a business model perspective and bring arguments in favor of moving to a sustainable business model.

scholarly journals Sustainable Business Models for Informal Charcoal Producers in Kenya

2021 ◽  
Vol 13 (6) ◽  
pp. 3475
Author(s):  
Doris Mutta ◽  
Larwanou Mahamane ◽  
Chemuku Wekesa ◽  
Godwin Kowero ◽  
Anders Roos
Keyword(s):  
Sustainable Development ◽  
Business Model ◽  
Business Models ◽  
Economic Value ◽  
Forest Degradation ◽  
Sustainable Business ◽  
Value Capture ◽  
Middle Income ◽  
Individual Interviews ◽  
Negative Impacts

The sustainable business model (SBM) concept requires enterprises to integrate sustainability aspects in their planning and operations. Although 60% of the global working population make their living in the informal sector mostly in low-and middle income countries, the potential for SBMs has rarely been analyzed for this category. This study explores the SBMs of informal charcoal-producing enterprises in coastal Kenya. It describes key business-model components: value proposition, value creation and delivery, and economic value capture. Impact and dependency on sustainability-related indicators were also studied. Data were obtained through individual interviews, focus-group discussions, and workshops for charcoal producers and other relevant stakeholders. Findings demonstrated that charcoal enterprises, despite their informal status, adopt elaborate business models. The incomes positively affect several Sustainable Development Goals (SDGs) by reducing, if not eradicating, poverty and supporting basic livelihood needs. Examples of negative impacts on some SDG include the activity’s contribution to forest degradation. Feedback impacts, where SDG status influence the informal enterprises’ opportunities were also identified. The SBM model contributes to the development of a balanced sustainability transition of the charcoal sector. We suggest further analyses of the role of informal enterprises in the bioenergy sector for sustainable development and how their SBMs could be improved.

Sustainable Business Model Innovation

2020 ◽  
pp. 2122-2141
Author(s):  
Job Taminiau ◽  
Joseph Nyangon ◽  
Ariella Shez Lewis ◽  
John Byrne
Keyword(s):  
Sustainable Development ◽  
Business Model ◽  
Business Models ◽  
Sustainable Energy ◽  
Business Model Innovation ◽  
Sustainable Business ◽  
The Sustainable Development ◽  
Mitigation And Adaptation ◽  
Sustainable Business Models ◽  
Development Goals

Establishing a sustainable energy future can justifiably be considered the next frontier in global sustainable development under the agenda laid out in the Sustainable Development Goals (SDGs). The newly adopted Paris Agreement which seeks to hold global average temperature increase to “well below 2°C” above pre-industrial levels inserts additional urgency into this agenda. To realize the commitments outlined in the agreement, implementation of innovative sustainable business models capable of producing strong mitigation and adaptation outcomes is required ‘on the ground' and needs to be available for subsequent diffusion across different countries, contexts and domains. This chapter explores the value of polycentric climate change governance through an investigation of sustainable business model innovation. An example of a sustainable business model, called the Sustainable Energy Utility (SEU), is evaluated and an assessment of United Nations-based programming to aid future diffusion of such business models is conducted.

scholarly journals Sustainable Business Models in Biosphere Reserves: Case of Hungary

2019 ◽  
Author(s):  
Amir Mosavi
Keyword(s):  
Sustainable Development ◽  
Business Model ◽  
Business Models ◽  
State Of The Art ◽  
Well Being ◽  
Independent Study ◽  
Wild Plants ◽  
Sustainable Business ◽  
Biosphere Reserves ◽  
Sustainable Business Models

The goal of Man and the Biosphere (MAB) Programme is to support sustainable development through effective management, innovative technologies, policy suggestion and governance. Today, the concept of Biosphere Reserves plays an important role in scientific investigations, generating knowledge, and experiences to link socio-economic development and biodiversity conservation for human well-being. This research, through an independent study which takes place in the Hungarian Biosphere Reserves of Pilis and Kiskunság aims at identifying practical sustainable business models which are suitable for supporting livelihood of locals. In this research, the two Biosphere Reserves serve as the learning sites under the light of global principles and state-of-the-art-of knowledge on sustainable development and sustainable business models. To do so, the state-of-the-art-of sustainable business model has been investigated through a comprehensive academic research. The lessons that learned from this investigation are used to support the data gathering method and planning the field trips to identify the sustainable business models currently in use at the Biosphere Reserves. This research particularly had been interested in small-sized sustainable business models practiced by small communities or families in various zones of Biosphere Reserves. First set of interviews and questionnaires designed to identify the business models in practice. The results identify foraging the wild plants in the buffer zone and transition areas as a potential sustainable business model in practice. Further interviews and surveys were conducted with foragers shows the beneficial of their practice on the local ecosystem and in increasing awareness on the deep connection with the ecosystems. The sustainable business model of foraging in addition to providing a sustainable livelihood for the locals maintains a spiritual connection between people and land. The identified sustainable business model can further be educational and practical for other 685 biosphere reserves.

Sustainable Business Model Innovation

2020 ◽  
pp. 1943-1962
Author(s):  
Job Taminiau ◽  
Joseph Nyangon ◽  
Ariella Shez Lewis ◽  
John Byrne
Keyword(s):  
Sustainable Development ◽  
Business Model ◽  
Business Models ◽  
Sustainable Energy ◽  
Business Model Innovation ◽  
Sustainable Business ◽  
The Sustainable Development ◽  
Mitigation And Adaptation ◽  
Sustainable Business Models ◽  
Development Goals

Establishing a sustainable energy future can justifiably be considered the next frontier in global sustainable development under the agenda laid out in the Sustainable Development Goals (SDGs). The newly adopted Paris Agreement which seeks to hold global average temperature increase to “well below 2°C” above pre-industrial levels inserts additional urgency into this agenda. To realize the commitments outlined in the agreement, implementation of innovative sustainable business models capable of producing strong mitigation and adaptation outcomes is required ‘on the ground' and needs to be available for subsequent diffusion across different countries, contexts and domains. This chapter explores the value of polycentric climate change governance through an investigation of sustainable business model innovation. An example of a sustainable business model, called the Sustainable Energy Utility (SEU), is evaluated and an assessment of United Nations-based programming to aid future diffusion of such business models is conducted.

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