scholarly journals Decentralized P2P Electricity Trading Model for Thailand

Sensors ◽  
2021 ◽  
Vol 21 (21) ◽  
pp. 7413
Author(s):  
Anchisa Pinyo ◽  
Athikom Bangviwat ◽  
Christoph Menke ◽  
Antonello Monti
Keyword(s):  
Power System ◽  
Business Model ◽  
Business Models ◽  
Energy Transition ◽  
Test Case ◽  
System Transformation ◽  
Community Based ◽  
Electricity Trading ◽  
Trading Model ◽  
Import And Export

Thailand’s power system has been facing an energy transition due to the increasing amount of Renewable Energy (RE) integration, prosumers with self-consumption, and digitalization-based business models in a Local Energy Market (LEM). This paper introduces a decentralized business model and a possible trading platform for electricity trading in Thailand’s Micro-Grid to deal with the power system transformation. This approach is Hybrid P2P, a market structure in which sellers and buyers negotiate on energy exchanging by themselves called Fully P2P trading or through the algorithm on the market platform called Community-based trading. A combination of Auction Mechanism (AM), Bill Sharing (BS), and Traditional Mechanism (TM) is the decentralized price mechanism proposed for the Community-based trading. The approach is validated through a test case in which, during the daytime, the energy import and export of the community are significantly reduced when 75 consumers and 25 PV rooftop prosumers participate in this decentralized trading model. Furthermore, a comparison analysis confirms that the decentralized business model outperforms a centralized approach on community and individual levels.

scholarly journals Business Model Archetypes

2021 ◽  
pp. 75-90
Author(s):  
Jan Jonker ◽  
Niels Faber
Keyword(s):  
Business Model ◽  
Value Creation ◽  
Business Models ◽  
Early Stage ◽  
Building Blocks ◽  
Value Proposition ◽  
Community Based ◽  
Multiple Value ◽  
The Way

AbstractThe BMT provides the building blocks to develop a logic for a business model. In such a model the nature of value creation, how value creation is organized, and how transactions are taking shape are operationalized so that they meet the proposition. Practice shows that at present business models aimed at capturing multiple value creation can be divided into three major categories: (1) platform business models, (2) community-based (or collective) business models, and (3) circular business models. The three archetypes differ mainly in the way in which they create value, as well as the objective, the mechanism through which value creation takes place, and the infrastructural and technological requirements. When using the BMT, it is useful to consider at an early stage which business model archetype is dominant in the realization of the intended value proposition. Choosing a business model archetype might look straightforward, but it can be quite a tricky task.

scholarly journals Community-Based Virtual Power Plants: Against All Odds?

Proceedings ◽  
2019 ◽  
Vol 20 (1) ◽  
pp. 25
Author(s):  
Ruth Mourik ◽  
Sylvia Breukers ◽  
LFM Summeren ◽  
A. C. Wieczorek
Keyword(s):  
Business Model ◽  
Power Plants ◽  
Energy Transition ◽  
Institutional Context ◽  
Virtual Power ◽  
Community Based ◽  
Business Model Canvas ◽  
Model Following ◽  
Virtual Power Plants ◽  
Energy Projects

Based on a European project entitled “Community-based Virtual Power Plants’ (Interreg 2017–2010) this paper discusses opportunities for community energy projects—focusing on the example of community-based virtual power plants. Using a business model canvas as heuristic and the Dutch demonstration case as an example, we show how a business model following a community logic is unfeasible in practice. The current institutional context compels community based cVPP initiatives to partially abandon such community-based values, in order to be able to survive in the energy services market. It is concluded that more attention is needed for institutional change since the current institutional bias that hinders cVPP projects is also hindering a more inclusive energy transition.

scholarly journals An Ecosystem View of Peer-to-Peer Electricity Trading: Scenario Building by Business Model Matrix to Identify New Roles

Energies ◽  
2021 ◽  
Vol 14 (15) ◽  
pp. 4438
Author(s):  
Mehdi Montakhabi ◽  
Fairouz Zobiri ◽  
Shenja van der Graaf ◽  
Geert Deconinck ◽  
Domenico Orlando ◽  
...  
Keyword(s):  
Business Model ◽  
Electricity Market ◽  
Business Models ◽  
Peer To Peer ◽  
Security And Privacy ◽  
Future Scenarios ◽  
Scenario Building ◽  
Value Network ◽  
Electricity Trading ◽  
Model Matrix

This article introduces new roles in future peer-to-peer electricity trading markets. Following a qualitative approach, firstly, the value network of the current electricity market is presented. To do so, service streams, critical roles, activities, and their setting in the electricity market are identified. Secondly, in order to identify the main sources of uncertainty, the business model matrix framework is utilized to analyze peer-to-peer electricity trading. Thirdly, four future scenarios are built based on user involvement and customer ownership. The outcome of the scenario building is the emergence of new roles, brokers, and representatives in the future peer-to-peer electricity markets. Fourth, based on the four future scenarios, changes in the value network, new roles, and emerging/evolving activities are identified. Finally, the two new roles are discussed from grid structure, security and privacy, legal, and data protection perspectives. The data is gathered by conducting semi-structured interviews with stakeholders in the current electricity market as well as potential disruptors. This article elaborates on the configuration of the value network in the electricity market and highlights the changes that peer-to-peer trading imposes to the status quo. Through the outcomes of the value network analysis, it assists policy makers to consider the requirements and current market players to reconsider their business models.

scholarly journals MODEL BISNIS USAHA PAKAN IKAN MANDIRI BERBASIS MASYARAKAT DI PROVINSI DAERAH ISTIMEWA YOGYAKARTA

2017 ◽  
Vol 12 (1) ◽  
pp. 57
Author(s):  
Budi Wardono ◽  
Rikrik Rahadian ◽  
Tajerin Tajerin
Keyword(s):  
Business Model ◽  
Business Models ◽  
Low Cost ◽  
Model Development ◽  
Raw Material ◽  
Primary Data ◽  
Depth Information ◽  
Fish Feed ◽  
Community Based ◽  
Business Model Canvas

Program Gerakan Pakan Ikan Mandiri (GERPARI) bertujuan mengurangi ketergantungan pakanikan pabrikan melalui peningkatan pemanfaatan bahan baku lokal, yang diharapkan bisa menjadi modelbisnis pengembangan pakan ikan di Indonesia. Tujuan penelitian menyusun model bisnis usaha pakanikan mandiri berbasis masyarakat. Penelitian telah dilakukan pada bulan Januari-Desember 2016,dengan lokasi penelitian di pabrik pakan Kabupaten Sleman dan Gunungkidul, Provinsi Daerah IstimewaYogyakarta. Data yang digunakan adalah data primer dan data sekunder terkait manajemen pabrik pakanmandiri di kedua lokasi. Analisis data eksisting pabrik pakan untuk mengetahui dan menggambarkankinerja pabrik pakan saat ini. Analisis yang digunakan untuk menyusun model bisnis yang diperbaikidengan pendekatan Bisnis Model Canvas/Business Model Canvas (BMC) dengan strategi blueocean (blue ocean strategy). Analisis SWOT dengan pendekatan Blue Ocean menghasilkan strategiberdasarkan empat elemen yaitu: menghilangkan (eliminate); mengurangi (reduce); meningkatkan(raise) dan menciptakan (create). Pendalaman informasi dilakukan dengan cara Focus Group Discusion(FGD). Hasil yang diperoleh menunjukkan bahwa usaha pabrik pakan ikan mandiri memiliki resiko danketidakpasatian yang menyebabkan usahanya kurang menarik bagi pelaku usaha. Model Bisnis pabrikpakan ikan mandiri yang ada sekarang belum dapat mencerminkan kinerja “yang baik”. Penyebabutamanya adalah tidak terpenuhinya kontinuitas usaha dan rendahnya produktifitas pabrik pakan ikanmandiri karena tidak terjaminnya ketersediaan bahan baku secara kontinyu. Model bisnis yang diperbaikidiharapkan mampu meningkatkan kinerja pabrik pakan. Perbaikan model ini dilakukan dengan strategi:menciptakan ruang pasar yang belum ada pesaingnya; menciptakan dan menangkap peluang baru danmemadukan keseluruhan sistem untuk mengejar diferensiasi dengan biaya murah. Penerapan ModelBisnis yang diperbaiki perlu disertai dengan perbaikan identifikasi yang lebih spesifik terkait dengan:karakteristik ekosistem usaha, SDM dan manajemen pengelolaan.Title: Community Based Model for Self-sufficiency Fish Feed in Daerah Istimewa Yogyakarta ProvinceThe self-sufficient fish feed movement program (Gerakan Pakan Ikan Mandiri/GERPARI), aims atloosening the dependency toward manufactured fish feed through locally available raw material usage,hopefully could become the model of business development for Indonesian fish feed businesses. Thisresearch purpose is intending on developing a business model of a community-based, self-sufficient fishfeed business. The samples of fish feed manufacturers were observed during January-December 2016in Sleman and Gunungkidul regency, Special region of Yogyakarta. Data collected were secondary aswell as primary data related to the management and operational of the manufacturers. The analysis ofthe existing manufacturers was done to describe the current on-going performance, and the improvedbusiness model development was run using the Business Model Canvas (BMC) with the blue oceanstrategy. SWOT analysis with Blue Ocean approach obtained strategy based on four elements:eliminating; reduce; improve and create. An in-depth information collection was also conducted throughan FGD. The results showed that fish feed businesses model are heavily invested with high risks anduncertainties thus rendering them unfavorable in the investors’ perspective. Existing self-sufficientfish feed business models are considered to be inefficient, since both business continuity as well as productivity are mostly very low due to the lack of stable raw material supply. Therefore, the improvedfish feed business model would hopefully be able to enhance performance through several strategies,such as: creating market space with no competition; and creating and capturing new opportunities andmixing the whole system to seize differentiation with low cost. The application of the improved businessmodel would also require improvement in a more specific identification regarding business ecosystemcharacteristics, human resources and management.

scholarly journals Analysis of the Business Model of C2B Cross-Border E-Commerce Platform Based on Deep Learning

2021 ◽  
Vol 2021 ◽  
pp. 1-9
Author(s):  
Jun He
Keyword(s):  
Deep Learning ◽  
Business Model ◽  
Business Models ◽  
The Internet ◽  
Export Trade ◽  
Cross Border ◽  
New Business ◽  
Key Variables ◽  
Import And Export ◽  
Deep Learning Model

Based on the rapid popularity of the Internet, business can circulate in a wider range of fields. E-commerce integrates traditional offline business resources with a brand-new model, so that products can be sold to consumers everywhere. As a new business model that has emerged in recent years, cross-border EC has largely solved the problem of asymmetry in import and export trade information. This paper studies the business model analysis of C2B cross-border EC platforms based on deep learning. First, it has general understanding of related theories, then uses the deep learning model to analyze the business models of cross-border EC, and finally analyzes the results. It is concluded that when the user loyalty is 0.65, the key variables are constantly increasing. Among them, the trends of active users and costs are similar, and the trends of orders and revenue are similar.

Impact of community-based business model and competitive advantage on exports: evidence from diamond industry

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Shubham Kumar ◽  
Deepak Kumar ◽  
Keya Sengupta ◽  
Tapas Kumar Giri
Keyword(s):  
Competitive Advantage ◽  
Business Model ◽  
Value Chain ◽  
Business Models ◽  
Stochastic Frontier Analysis ◽  
Positive Impact ◽  
Community Based ◽  
Content Type ◽  
Frontier Analysis ◽  
The Impact

Purpose This study aims to examine the altering paradigms for two specific characteristics of the international diamond industry: community-based business model and competitive advantage and their impact and interaction effect. Design/methodology/approach This study uses global value chain (GVC) analysis to understand the industry characteristics, social impacts and disruption in the international diamond industry. Further, normalized revealed comparative advantage is used to measure the competitiveness of different countries over time. Finally, stochastic frontier analysis is used to test the impact of the community-based business model and competitiveness on exports and estimate the technical efficiency. Findings The international diamond industry is witnessing changes in the business model, competitiveness, processes, policies and consumer behavior. While competitive advantage and community have a positive impact on exports, the relationship between competitive advantage and exports gets negatively moderated by the community. Further, insights from the GVC analysis indicate that though the industry is facing several disruptions and challenges, it has shown the unique quality of community reconfiguration and relocation. Originality/value This paper provides insights into the diamond industry facing multiple disruptions at various stages of GVC and contributes to the literature on international trade, community-based business models and GVC.

scholarly journals Governance Drivers and Barriers for Business Model Transformation in the Energy Sector

2021 ◽  
pp. 195-243
Author(s):  
Mary Jean Bürer ◽  
Matthieu de Lapparent ◽  
Massimiliano Capezzali ◽  
Mauro Carpita
Keyword(s):  
Business Model ◽  
Model Transformation ◽  
Business Models ◽  
Driving Forces ◽  
New Technology ◽  
Energy Transition ◽  
Technology Deployment ◽  
Energy Transitions ◽  
Start Ups

AbstractSmart second-generation policies for energy transition governance have been less studied and reviewed in the literature. They are also difficult to compare or measure in terms of their effectiveness with regard to the energy transition, not only because each country’s objectives and underlying drivers for an energy transition are different. Technological innovation and new technology deployment are only the tip of the iceberg. Understanding how to redesign energy governance to allow for business model reconfiguration among incumbents and how to stimulate business model innovation by start-ups and new entrants is key for an effective and sustainable energy transition in the long term. However, beyond this, countries must address the underlying driving forces such as consumption patterns and the financial system. Therefore, business model transformation is not the only solution, but it is an important one and it requires well-designed policies. It also requires the involvement of all stakeholders at all levels of the economic fabric of each region and country. At the same time, we continue to measure progress on energy transitions in a superficial and extremely limited way. Policies must now be smarter, not just more ambitious in terms of appearances, and the measurement of energy transition progress must evolve as well. We discuss the full story of an energy transition to the extent possible in a single chapter. For example, we will review business models in different sub-sectors, policies that either block or promote such changes in each sub-sector chosen, and the elements that are necessary for energy transitions to become successful and sustainable without long-term government intervention and financial support. Finally, we also provide insights from an expert workshop held in 2019 and we outline our upcoming work on an Energy Transition Preparedness Index.

scholarly journals Mapping of New Business Models in Domains of Technologies and Energy for Modelling of Dynamics of Clean Energy Transition

2021 ◽  
Vol 25 (1) ◽  
pp. 1152-1164
Author(s):  
Madara Rieksta ◽  
Gatis Bazbauers ◽  
Andra Blumberga ◽  
Dagnija Blumberga
Keyword(s):  
Business Model ◽  
Business Models ◽  
Supply And Demand ◽  
Ghg Emissions ◽  
Dynamic Modelling ◽  
Energy Transition ◽  
Clean Energy ◽  
Scientific Publications ◽  
New Business ◽  
New Business Models

Abstract The aim of presented study was to identify the most promising new business models which could help to reach climate and energy targets. ‘Business model’ means new opportunities (e.g. business for profit or non-profit community collaboration models) enabled by various technologies in energy domains, i.e., heat and power supply and demand as well as mobility. Based on scientific publications, nine most important technologies and 37 new business models, which could be among the most important for sustainable energy transition, were identified. Mapping of the new business models was done by looking at synergies between the technologies and the energy domains. Valuation of the business models is done by finding ‘expected impact’ with regards to reduction of greenhouse gas (GHG) emissions, which is obtained by multiplication of two factors: ‘potential’ and ‘feasibility’. The ’potential’ represents ability to reduce GHG emissions considering technical characteristics of technologies involved and scalability. The ‘feasibility’ indicates how realistic is implementation of the new business model in the near to mid-term. Experts in the field of energy and environmental engineering were interviewed to obtain scores for the ‘potential’ and the ‘feasibility’ for all business models. The results show that electric mobility is among the solutions with the largest expected impact for reduction of GHG emissions. Results of this valuation will be used to choose the most promising solutions for further analysis with system dynamic modelling.

Business Model Literature Overview

2014 ◽  
pp. 79-130 ◽  
Author(s):  
Ales Novak
Keyword(s):  
Business Model ◽  
Financial Reporting ◽  
Business Models ◽  
Potential Role ◽  
Financial Instruments ◽  
Business Logic ◽  
Literature Overview ◽  
Ifrs 9 ◽  
Definition Of

The term ?business model' has recently attracted increased attention in the context of financial reporting and was formally introduced into the IFRS literature when IFRS 9 Financial Instruments was published in November 2009. However, IFRS 9 did not fully define the term ‘business model'. Furthermore, the literature on business models is quite diverse. It has been conducted in largely isolated fashion; therefore, no generally accepted definition of ?business model' has emerged. Therefore, a better understanding of the notion itself should be developed before further investigating its potential role within financial reporting. The aim of this paper is to highlight some of the perceived key themes and to identify other bases for grouping/organizing the literature based on business models. The contributions this paper makes to the literature are twofold: first, it complements previous review papers on business models; second, it contains a clear position on the distinction between the notions of the business model and strategy, which many authors identify as a key element in better explaining and communicating the notion of the business model. In this author's opinion, the term ‘strategy' is a dynamic and forward-looking notion, a sort of directional roadmap for future courses of action, whereas, ‘business model' is a more static notion, reflecting the conceptualisation of the company's underlying core business logic. The conclusion contains the author's thoughts on the role of the business model in financial reporting.

Economic and Legal Bases of Using Car-Sharing Business Models in Ukraine

2020 ◽  
pp. 75-85
Author(s):  
Oleksandr M. Matsenko ◽  
Tetiana М. Malanchuk ◽  
Vladyslav S. Popov ◽  
Vladyslav S. Piven ◽  
Evhenyi O. Skrypka
Keyword(s):  
Business Model ◽  
Business Models ◽  
Swot Analysis ◽  
Road Traffic ◽  
Economic Benefits ◽  
Car Sharing ◽  
Bibliographic Analysis ◽  
Economic Method ◽  
Logical Sequence ◽  
Study Results

This article summarizes the concept of sharing, bibliographic analysis of publications in the field of car-sharing based on the Scopus database. The primary purpose of the study is to study the economic and legal basis for the development of car-sharing business models in Ukraine. Systematization of literature sources and approaches devoted to the economic efficiency of the implementation of car-sharing business models has shown that in Ukraine, this issue is almost not paid attention to in the economic, scientific sphere, and legal, scientific areas. The urgency of solving this scientific problem lies in the need and ability to relieve road traffic from traffic jams, reducing the average downtime of vehicles, as well as economic benefits for entities (vehicle owners and passengers) involved in sharing business models. The research has the following logical sequence: the types of car-sharing business models were analyzed, and their comparative characteristics were carried out; the economic and legal preconditions of car-sharing business development in Ukraine are investigated. The research identifies legislative obstacles to the establishment of a car-sharing company in Ukraine. A SWOT analysis of the conditions for implementing a car-sharing business model in Ukraine was performed. It analyses the costs and efficiency of creating a business based on a car-sharing business model in Ukraine on a conditional example. We propose to use system-structural and comparative analysis to analyze the problems of modern transport, methods of formal-logical analysis for determining the directions of development of car-sharing business models, and economic method for assessing the effect and a payback period of the proposed project car-sharing business model. The study results can be useful for the development of the car-sharing business in Ukraine, for entrepreneurs, scientists, and vehicle owners. Keywords: car-sharing, car-sharing business model, car-sharing business, motor transport, hire, expenses, analysis.

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