scholarly journals The Dynamic Business Model Framework—Illustrated with Renewable Energy Company Cases from Indonesia

2021 ◽  
Vol 7 (4) ◽  
pp. 231
Author(s):  
Linda M. Kamp ◽  
Théo A. J. Meslin ◽  
Hanieh Khodaei ◽  
J. Roland Ortt
Keyword(s):  
Renewable Energy ◽  
Business Model ◽  
Business Models ◽  
Complex Dynamics ◽  
Strategic Choices ◽  
Model Framework ◽  
Energy Company ◽  
Model Dynamics ◽  
Comprehensive Picture ◽  
Energy Companies

It is important for companies to be able to make their business models dynamic. This enables them to adapt to changing circumstances and remain viable. The aim of this paper is to combine insights from the literature on business models and business model dynamics into a comprehensive dynamic business model framework. The framework that is developed in this paper takes into account various origins of changes in business models (internal or external to the company) and various types of changes in business models (primary or secondary changes and forced changes or strategic choices) and also includes the issue of business model consistency. In order to combine different origins and different types of business model change into one dynamic business model framework, some simplifications of reality were needed. The framework is described in text and shown in a comprehensive picture. The application of the framework to two cases of renewable energy companies in Indonesia shows that the framework is able to capture business model dynamics in a simplified and comprehensive way and that it allows for case study comparison. In a thorough discussion, it is shown how the framework can be adapted to make it better able to represent more complex dynamics.

scholarly journals Regional Electricity Models for Community Energy in Germany: The Role of Governance Structures

2021 ◽  
Vol 13 (4) ◽  
pp. 2241
Author(s):  
Moritz Ehrtmann ◽  
Lars Holstenkamp ◽  
Timon Becker
Keyword(s):  
Renewable Energy ◽  
Business Models ◽  
Energy Transition ◽  
Governance Structures ◽  
Business Networks ◽  
Sustainable Innovation ◽  
Value Propositions ◽  
Energy Companies ◽  
Desk Research

Community energy actors play an important role in the energy transition, fostering the diffusion of sustainable innovation in the renewable energy market. Because market conditions for business models in the renewable energy sector are changing and feed-in-tariff (FiT) schemes expiring, community energy companies are in the process of innovating their business models. In recent years, several community energy companies in Germany have entered the electricity retail market selling locally generated electricity from their renewable energy installations to customers in their region. We explore the evolving regional electricity business models for community energy companies in Germany, related governance structures, and the role they play for a sustainable energy transition. In order to implement these complex business models, community energy companies cooperate with professional marketing partners (intermediaries), which are capable of taking over the tasks and obligations of electricity suppliers. Through a series of expert interviews and desk research, we identify three distinctive regional electricity business models and examine opportunities and challenges to their implementation. Results show that there are different forms of cooperation, leading to specific governance structures and creating a set of new value propositions. Through these forms of cooperation, business networks emerge, which can function as incubators for sustainable innovation and learning for the post-FiT era.

Service Logic Business Model Canvas for Lean Development of SMEs and Start-Ups

2020 ◽  
pp. 436-463
Author(s):  
Jukka Ojasalo ◽  
Katri Ojasalo
Keyword(s):  
Business Model ◽  
Business Models ◽  
Business Community ◽  
Service Development ◽  
Model Framework ◽  
Business Plans ◽  
Business Model Canvas ◽  
Start Up ◽  
Service Logic ◽  
Start Ups

Business models have made a breakthrough both in the academic and in business community in the area business development. Old fashioned business plans are in many cases considered as a waste of time and resources. Particularly start-ups and SMEs have a great potential to take advantage of business model approach which allows lean and agile product and service development. However, the existing widely used business model frameworks are lacking the new service logic orientation. They mostly see the world in terms of goods logic. Since all sizes of businesses in all industries are increasingly adopting the service logic or service-dominant logic, there was a clear need to develop a new service logic based business model framework. Based on an extensive empirical study with both practitioners and academics, a new Service Logic Business Model Canvas was developed to fill this need. This chapter explains the theoretical foundations of this framework in SME and start-up context, as well as the framework itself and its application.

The Design of Mobile Television in Europe

2011 ◽  
pp. 150-173 ◽  
Author(s):  
Pieter Ballon
Keyword(s):  
Business Model ◽  
Mobile Application ◽  
Business Models ◽  
Model Design ◽  
Mobile Tv ◽  
Model Framework ◽  
Mass Market ◽  
Technological Service ◽  
Mobile Broadcasting ◽  
Mobile Television

Mobile Television is potentially the most anticipated mass-market mobile application across Europe. This chapter examines the business model design of Mobile TV by the various stakeholders currently piloting mobile broadcasting in the European national markets. It adapts a generic business model framework to systematically compare five recent pilots of the two mobile broadcasting technologies that are currently trialled most intensively in Europe, i.e. DVB-H and DAB-IP. The article illustrates the cross-impact of cooperation agreements between the various stakeholders with technological, service-related and financial design choices. It also provides insights as to the likely business models in the upcoming commercialisation phase of mobile broadcasting in Europe.

scholarly journals Consumer Stock Ownership Plans (CSOPs)—The Prototype Business Model for Renewable Energy Communities

Energies ◽  
2019 ◽  
Vol 13 (1) ◽  
pp. 118 ◽  
Author(s):  
Jens Lowitzsch
Keyword(s):  
Renewable Energy ◽  
Business Model ◽  
Low Income ◽  
Best Practice ◽  
Business Models ◽  
Holistic Approach ◽  
Bank Loan ◽  
Stock Ownership ◽  
New Governance ◽  
Stock Ownership Plans

The 2018 recast of the Renewable Energy Directive (RED II) defines “renewable energy communities” (RECs), introducing a new governance model and the possibility of energy sharing for them. It has to be transposed into national law by all European Union Member States until June 2021. This article introduces consumer stock ownership plans (CSOPs) as the prototype business model for RECs. Based on the analysis of a dataset of 67 best-practice cases of consumer (co-) ownership from 18 countries it demonstrates the importance of flexibility of business models to include heterogeneous co-investors for meeting the requirements of the RED II and that of RE clusters. It is shown that CSOPs—designed to facilitate scalable investments in utilities—facilitate co-investments by municipalities, SMEs, plant engineers or energy suppliers. A low-threshold financing method, they enable individuals, in particular low-income households, to invest in renewable projects. Employing one bank loan instead of many micro loans, CSOPs reduce transaction costs and enable consumers to acquire productive capital, providing them with an additional source of income. Stressing the importance of a holistic approach including the governance and the technical side for the acceptance of RECs on the energy markets recommendations for the transposition are formulated.

Developing a generic retail business model – a qualitative comparative study

2019 ◽  
Vol 47 (10) ◽  
pp. 1029-1056 ◽  
Author(s):  
Yvonne Haas
Keyword(s):  
Literature Review ◽  
Business Model ◽  
Systematic Literature Review ◽  
Business Models ◽  
Explanatory Power ◽  
Retail Industry ◽  
Model Framework ◽  
Content Type ◽  
Retail Business ◽  
Core Elements

Purpose Global trends like digitalization and verticalization increase the complexity within the retail industry and decrease the explanatory power of prevailing retail concepts. This paper responds to the call for new ways of understanding retailers’ business activities. The purpose of this paper is to structure and stimulate the emerging conceptual debate about retail business models (RBM) by developing a literature-based and empirically-substantiated generic retail business model framework (generic RBM). Design/methodology/approach The research is based on a systematic literature review and a qualitative study with 16 expert interviews in the German retail industry. Findings The paper identifies six core elements and respective sub-elements of a generic RBM. Contrasting the literature with empirical data, it confirms some common elements (e.g. “value proposition”) but invalidates others (e.g. “organization” or “governance”). The empirical findings add retail specifics like “horizontal integration,” “vertical integration” and “partners and networks” as core elements of a generic RBM. Originality/value The paper is the first to develop a generic RBM based on a systematic literature review and an empirical study across retailers. The resulting generic RBM can be used as a retail concept for systemizing and typifying the appearances of retailers in retailing theory. It can also be used for building, analyzing and comparing RBMs in retailing practice. The paper further provides a guideline for generic business model design with a hybrid approach based on literature and qualitative data.

The Impact of Cloud-Based Digital Transformation on IT Service Providers

2017 ◽  
Vol 7 (4) ◽  
pp. 1-19 ◽  
Author(s):  
Trevor Clohessy ◽  
Thomas Acton ◽  
Lorraine Morgan
Keyword(s):  
Cloud Computing ◽  
Business Model ◽  
Business Models ◽  
Service Providers ◽  
Digital Transformation ◽  
Focus Group Study ◽  
Model Framework ◽  
It Service ◽  
Technology Service ◽  
The Impact

Cloud-based digital transformation is having a profound impact on new and incumbent information technology service providers. In transitioning from traditional to cloud-based service provision, some IT service providers are experiencing substantial difficulties in realizing effective business models. Taking the perspective of 20 large business model mature and small and medium enterprise born-on-the-cloud multinational IT service providers, this focus group study contributes to the dearth of research examining the broader impact of cloud computing on IT service providers' business model. The study provides two core insights. First, using the STOF business model framework, the paper provides a vivid contextual understanding of the nuanced impact of cloud computing along four core business model domains: service, technological, organisational and financial. Second, the study identifies a number of salient challenges which are impacting IT service providers' efforts to effectively leverage the benefits of cloud-based digital transformation.

scholarly journals Does Ownership Determine Business Model?

2019 ◽  
Vol 11 (11) ◽  
pp. 3136
Author(s):  
Li Zhang ◽  
Yingqi Liu ◽  
Ari Kokko
Keyword(s):  
Business Model ◽  
Competitive Strategy ◽  
Qualitative Methodology ◽  
Business Models ◽  
Decisive Role ◽  
Strategic Choices ◽  
External Relations ◽  
New Energy ◽  
New Energy Vehicle ◽  
Historical Resources

The development of a new energy vehicle industry is considered a sustainable approach to solving the global energy crisis and the problem of environmental pollution. The sales of new energy vehicles in China are the highest in the world, and China’s new energy vehicle enterprises have played an important role in this. The business model, as a method for enterprises to achieve their strategic goals, utilizes resource advantages to deliver value to consumers, and is affected by enterprises’ ownership, competitive strategy, and resources. Based on the resource-based view (RBV) theory, the article uses a mixed quantitative and qualitative methodology, selects 30 vehicle enterprises from the mainstream market, and takes product value, suppliers, dealers and external relations, research capabilities, shareholders, and profitability as potential explanatory elements to analyze business model differentiation between different ownership categories. The article explores the reasons for the differences in business models between different ownership classes through case studies and data comparisons. It examines the characteristics and types of business model based on resources and competitive strategy. This study suggests that the ownership of enterprises plays a decisive role in strategic choices and resource acquisition and has a differential impact on the business model in resources and revenue dimensions. A business model represents the result of the interaction between competitive strategy and historical resources, which in turn demonstrates that ownership determines business model.

How do Open Source software companies respond to institutional pressures? A business model perspective

2017 ◽  
Vol 30 (4) ◽  
pp. 534-554
Author(s):  
Khaireddine Mouakhar ◽  
Albéric Tellier
Keyword(s):  
Open Source ◽  
Business Model ◽  
Open Source Software ◽  
Business Models ◽  
Institutional Environment ◽  
Institutional Pressures ◽  
Strategic Choices ◽  
Content Type ◽  
Software Companies ◽  
Key Resources

Purpose Open Source software companies (OSSCs) are confronted with institutional pressures from Open Source software (OSS) communities. They must find an acceptable balance between the expectations of these communities and their own business model. However, there are still few studies that try to analyse the OSSC business models. The purpose of this paper is to highlight OSSC typical business models by using rich empirical data. Design/methodology/approach The methodology is based on a combination of quantitative analysis of a sample of 66 OSSCs and qualitative analysis of three typical situations resulting from that sample. Findings The quantitative study enables the authors to highlight three typical business models. The in-depth study of three typical cases enables the authors to specify these OSSC business models. The authors can distinguish four key dimensions: the relationship developed with the OSS communities, the strategic manoeuvres made, the key resources and competitive positioning. Research limitations/implications The results indicate that it is possible for firms to accommodate both profit and non-profit logics using different strategic manoeuvres to position themselves with regard to the Open Source institutional environment. Such accommodation requires the development of key resources and the adoption of suitable competitive positioning. Practical implications This study allows the authors to highlight two main practical contributions for OSSCs’ directors. First, the different manoeuvres identified may help them to ensure coherence between their strategic choices and the business model chosen. Second, the results can help OSSC founders identify value creation mechanisms more clearly by analysing four key variables. Originality/value This paper provides new insight about OSSCs business models. It aggregates four dimensions that provide a more “fine-grained” analysis of business models, while other studies often emphasise one dimension (usually the regime of appropriability).

Implementation of a balanced scorecard for hybrid business models – an application for citizen renewable energy companies in Germany

2017 ◽  
Vol 11 (3) ◽  
pp. 426-443 ◽  
Author(s):  
Franziska Kahla
Keyword(s):  
Renewable Energy ◽  
Strategic Management ◽  
Citizen Participation ◽  
Balanced Scorecard ◽  
Business Models ◽  
Energy Sector ◽  
Bottom Line ◽  
Management Tools ◽  
Content Type ◽  
Energy Companies

Purpose This paper aims to introduce strategic management tools for companies with hybrid business models, for example, those with citizen participation. These models are often used of citizen renewable energy companies that have become a main pillar of the energy sector in Germany in recent years. The strategic management tools proposed here could help to achieve most of their objectives. Design/methodology/approach In the first step, a definition of hybrid businesses is derived by literature review, and the importance of strategic management in companies with citizen participation is discussed. In the next step, a new construct of a balanced scorecard (BSC) model is applied to citizen renewable energy companies by using survey data and previous studies. Findings Companies with citizen participation differ from profit-seeking companies and nonprofit organizations, and they are described by new hybrid business models. This study shows with a modification of the BSC that social or environmental aims are as important as financial ones to companies with citizen participation, which follow a double bottom line approach. Practical implications Hybrid businesses are important for the German energy sector, and strategic management tools are needed for their continued success and competitiveness. This paper can be a starting point for the management who want to implement these tools. Originality/value The paper addresses a gap in the strategic management literature on companies with citizen participation. The tools developed here can be modified for other hybrid businesses.

scholarly journals Key elements of an entrepreneurial (business) model in the biogas sector. Insights from Romania

2018 ◽  
Vol 12 (1) ◽  
pp. 209-228 ◽  
Author(s):  
Roxana Clodnițchi ◽  
Alexandra Cătălina Nedelcu
Keyword(s):  
Renewable Energy ◽  
Empirical Research ◽  
Business Model ◽  
Business Models ◽  
Recent Literature ◽  
Research Result ◽  
Energy Field ◽  
The Past ◽  
Business Modelling ◽  
Technology Cycles

Abstract The current volatile economic environment and the evermore shorter technology cycles impact the way business is done today, especially in an emerging field like the renewable energy sector. Business modelling proves itself as an instrument, which may impact decisively the success or failure of a business. The aim of this article is to identify and present the key elements defining entrepreneurial models in the renewable energy field, as resulted from a synthesis of the recent literature available in journals indexed in international databases of mainstream publications about business models and entrepreneurial models as well as from empirical research performed in the past five years. The research result consists in a systematisation on past approaches on business modelling and the development and adaptation of the entrepreneurial model’s definition specific for the biogas sector.

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