scholarly journals Entrepreneurship, Sport, Sustainability and Integration: A Business Model in the Low-Season Tourism Sector

2021 ◽  
Vol 10 (4) ◽  
pp. 117
Author(s):  
Ricardo Reier Forradellas ◽  
Sergio Náñez Alonso ◽  
Javier Jorge Vázquez ◽  
Miguel Ángel Echarte Fernández ◽  
Nicolas Vidal Miró
Keyword(s):  
Business Model ◽  
Business Models ◽  
Generation Model ◽  
Sustainable Business ◽  
Women's Sport ◽  
Participation Of Women ◽  
Tourism Sector ◽  
New Business ◽  
Global Tourism ◽  
Wealth Generation

The global tourism reality is changing, and not only because of the COVID-19 pandemic. This reality is especially representative in countries such as Spain, which are highly dependent on the income generated by the tourism sector. In these destinations, it is necessary to seek innovation and specialization in the sector in order to achieve new business models. This need is even more pressing in destinations overcrowded by the sun and beach effect, as is the case of Mallorca. The proposed work combines the concepts of sports tourism with the development of a wealth-generating business model that will contribute to promoting a tourism that is sustainable, environmentally friendly and deseasonalized. On the other hand, the proposed work will contribute to promoting integration and equality in the participation of women in sports through the development of a model based on the promotion of women’s football. Using the methodology of case analysis, the results of all the approaches outlined are provided, and we obtained a wealth-generation model that is easily replicable and sustainable over time. This work provides a solution to the combination of a sustainable business model that links responsible tourism, the promotion of women’s sport and the generation of wealth.

New Business Models Sustainability

2021 ◽  
pp. 1-29
Author(s):  
Albérico Travassos Rosário
Keyword(s):  
Business Model ◽  
Business Models ◽  
Business Model Innovation ◽  
Primary Data ◽  
Sustainable Business ◽  
Collection Method ◽  
New Business ◽  
Environmental Concepts ◽  
Political Economic ◽  
New Business Models

Increased global concerns about climate change and environmental degradation have attracted attention to sustainable development strategies. Sustainability involves maintaining ecological balance, requiring organizations to integrate social, political, economic, and environmental concepts in their business models. This research chapter aims to explore the new business models associated with increased awareness of sustainability. Literature review methodology was used as the primary data collection method. Four main new business models were identified, including sustainable business model innovation (SBMI), triadic business model (T-Model), circular business model, and Web 2.0-based business model. Despite the differences in definition and implementation of these modern frameworks, innovation and sustainability remain the central concepts of enhancing value creation and capturing. While these business models aim to enhance organizations' capabilities to optimize new opportunities and overcome challenges, they also aim to improve society and protect the environment.

scholarly journals Collaborative Cloud Manufacturing: Design of Business Model Innovations Enabled by Cyberphysical Systems in Distributed Manufacturing Systems

2016 ◽  
Vol 2016 ◽  
pp. 1-12 ◽  
Author(s):  
Erwin Rauch ◽  
Sven Seidenstricker ◽  
Patrick Dallasega ◽  
Robert Hämmerl
Keyword(s):  
Business Model ◽  
Manufacturing Systems ◽  
Business Models ◽  
Cloud Manufacturing ◽  
Cyberphysical Systems ◽  
Distributed Manufacturing ◽  
Sustainable Business ◽  
New Business ◽  
Distributed Manufacturing Systems ◽  
New Business Models

Collaborative cloud manufacturing, as a concept of distributed manufacturing, allows different opportunities for changing the logic of generating and capturing value. Cyberphysical systems and the technologies behind them are the enablers for new business models which have the potential to be disruptive. This paper introduces the topics of distributed manufacturing as well as cyberphysical systems. Furthermore, the main business model clusters of distributed manufacturing systems are described, including collaborative cloud manufacturing. The paper aims to provide support for developing business model innovations based on collaborative cloud manufacturing. Therefore, three business model architecture types of a differentiated business logic are discussed, taking into consideration the parameters which have an influence and the design of the business model and its architecture. As a result, new business models can be developed systematically and new ideas can be generated to boost the concept of collaborative cloud manufacturing within all sustainable business models.

scholarly journals Business model innovation and value-creation: the triadic way

2018 ◽  
Vol 29 (5) ◽  
pp. 883-906 ◽  
Author(s):  
Tor Wallin Andreassen ◽  
Line Lervik-Olsen ◽  
Hannah Snyder ◽  
Allard C.R. Van Riel ◽  
Jillian C. Sweeney ◽  
...  
Keyword(s):  
Business Model ◽  
Design Methodology ◽  
Business Models ◽  
Research Question ◽  
Conceptual Modeling ◽  
Sustainable Business ◽  
Content Type ◽  
New Business ◽  
The Relationship ◽  
Is Value

Purpose Building on the multi-divisional business model (M-model), the purpose of this paper is to develop a better understanding of triadic business models – T-models – and how they create value for their three categories of stakeholders, i.e., the suppliers, the platform firm and the buyers. The research question that guides the present study is twofold: How is value created individually and collectively in triadic business models and what might challenge their sustainability? Design/methodology/approach Anchored in extant literature and a process of conceptual modeling with empirical examples from Uber, a new business model archetype was developed for two-sided markets mediated by a middleman. Findings The paper provides a theoretically and conceptually derived roadmap for sustainable business in a triadic business model, i.e., for the buyers, sellers and the platform firm. This model is coined the T-model. A number of propositions are derived that argue the relationship between key constructs. Finally, the future beyond the T-model is explored. Research limitations/implications The paper identifies, illustrates and discusses the ways in which value is created in sustainable T-models. First, value is created from a number of sources, not only from lower transaction costs. Second, it is proposed that it is not about a choice of either M-model or T-model but rather a continuum. Toward 2050, technology in general and Blockchain specifically may for some transactions or services, eliminate the need for middlemen. The main conclusion is that despite this development, there will, for most organizations, be elements of the M-model in all or most T-model businesses. In short: middlemen will have elements of the M-model embedded in the T-model when co creating value with buyers and sellers. Originality/value While two-sided T-models are not new to the business area, surprisingly no papers have systematically investigated, illustrated, and discussed how value is created among and between the three stakeholder categories of the T-model. With this insight, more sustainable T-models can be created.

Geschäftsmodellinnovationen – radikaler Wandel oder inkrementelle Verbesserung?

2017 ◽  
Vol 58 (4) ◽  
pp. 32-36
Author(s):  
Patrick Ulrich ◽  
Alexandra Fibitz
Keyword(s):  
Business Model ◽  
Business Models ◽  
New Products ◽  
The Internet ◽  
Sustainable Business ◽  
Empirische Studie ◽  
New Business ◽  
Evolutionary Step ◽  
Radical Transformation ◽  
New Business Models

Wer kennt sie nicht, die Erfolgsgeschichten der „Uber’s”, „Air Bnb’s“, „Apple’s“ dieser Welt. Mit ihren Geschäftsmodellinnovationen haben sie nicht nur Märkte revolutioniert und Kundenbedürfnisse neu definiert, sondern die Art und Weise auf den Kopf gestellt, wie Unternehmen wirtschaften. Geschäftsmodelle lassen sich nachweislich zurückdatieren in die 1970er Jahre. Ursprünglich bezeichnete der Begriff einen Modellierungsansatz, der als Analysewerkzeug für Geschäftstätigkeiten auf operativer Ebene genutzt wurde. In der Evolution des Begriffes wurde die strategische Unternehmensführung als Rahmenwerk forciert, wobei moderne Einflüsse aus der Welt der Digitalisierung und E-Commerce wieder eine gewisse Rückbesinnung auf die Ursprünge erkennen lassen. Der Beitrag geht der Frage nach, wie Großunternehmen und auch andere Betriebstypen mit Geschäftsmodellinnovationen umgehen. With the advent of the Internet and the beginning of the dot.com era not only did new products and technologies disrupt the market, but even more business model innovations became of huge interest. New business models go far beyond product- or process innovation and in most cases, bring considerable changes to the firm. Nonetheless, a standardized process, a generally accepted definition and a consensus about elements and concepts is still missing. The paper investigates how large companies in Germany tackle this problem whether they prefer to use an evolutionary, step-by-step approach by changing single elements of a sustainable business model or rather tend to radical transformation and establish a completely new business model running in parallel to the already established one. Keywords: turbulenz, innovation, empirische studie, disruption, börsennotierung

scholarly journals NEW BUSINESS MODELS THROUGH COLLABORATIVE IDEA GENERATION

2011 ◽  
Vol 15 (06) ◽  
pp. 1323-1341 ◽  
Author(s):  
MARTIN J. EPPLER ◽  
FRIEDERIKE HOFFMANN ◽  
SABRINA BRESCIANI
Keyword(s):  
Business Model ◽  
Business Models ◽  
Idea Generation ◽  
Team Work ◽  
Sustainable Business ◽  
Team Collaboration ◽  
Team Processes ◽  
Innovation Activities ◽  
New Business ◽  
New Business Models

Generating novel and sustainable business model ideas is a crucial yet challenging innovation task. A growing body of literature shows that artefacts, such as visual templates, objects and sketches, can enhance team collaboration and creativity in innovation activities. Drawing on literature from diverse fields we propose a model that aims to explain how artefacts can affect the team processes in developing new business model ideas, positing that they have an impact on creativity and collaboration. We report the results of an illustrative experimental study comparing the team processes of managers working on a business model innovation task. Teams were supported by different types of artefacts (a business model template; physical objects with sketching; or PowerPoint). The results indicate that using the template significantly increases perceived collaboration and decreases perceived creativity, hence showing that artefacts can have the power to shape team work for innovation tasks.

Eco Innovation

2018 ◽  
Author(s):  
Alberto Peralta ◽  
Jorge Castellote ◽  
Mohamed Salama
Keyword(s):  
New Product Development ◽  
Business Model ◽  
Business Models ◽  
Business Model Innovation ◽  
Limited Attention ◽  
Sustainable Business ◽  
Strategic Objectives ◽  
Root Cause ◽  
New Business ◽  
Sustainable Business Models

Business model innovation (BMI) has emerged as a key root cause of competitive advantage. This is vital for organizations seeking to achieve the set strategic objectives through projects, particularly New Product Development (NPD) projects. However, there is limited attention among scholars and practitioners about sustainable BMI and its methods. Eco-innovation efforts (including the environmental, social and economic dimensions of innovation) concentrate on triple bottom line goals, but to date there seems to be a deficit of academic and practitioner literature on the effect of this type of innovation on new business models. Scholars has been trying to address this gap, mostly focused on eco-innovation from a product-centric perspective where the product is the cornerstone of the new sustainable business models. And this is how conventional sustainable business model innovation is being developed.

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.

Business Model Innovation-Oriented Technology Management for Emergent Technologies

2019 ◽  
pp. 667-677
Author(s):  
Sven Seidenstricker ◽  
Ardilio Antonino
Keyword(s):  
Technology Management ◽  
Business Model ◽  
Business Models ◽  
New Technologies ◽  
Technology Development ◽  
Early Stage ◽  
New Technology ◽  
Sustainable Business ◽  
Emergent Technologies ◽  
New Business

The diffusion of new technologies into the market challenges technology management in research and practice. Technology commercialization and detecting markets at an early stage of technology development have been considered in the research on technology management in recent years; however, all technologies, when it comes to the market, need to be embedded in sustainable business models. The research and concepts of business model innovations might offer support to identify market gaps which fit emerging technology and define requirements for its development; hence, the diffusion rate for new technology, as well as its scope for competitive advantage, can be increased. This chapter elaborates three main steps for developing new business models for emergent technologies through the management of technologies and influencing their development at an early stage.

Business Model Innovation-Oriented Technology Management for Emergent Technologies

2018 ◽  
pp. 4560-4569 ◽  
Author(s):  
Sven Seidenstricker ◽  
Ardilio Antonino
Keyword(s):  
Technology Management ◽  
Business Model ◽  
Business Models ◽  
New Technologies ◽  
Technology Development ◽  
Early Stage ◽  
New Technology ◽  
Sustainable Business ◽  
Emergent Technologies ◽  
New Business

The diffusion of new technologies into the market challenges technology management in research and practice. Technology commercialisation and detecting markets at an early stage of technology development have been considered in the research on technology management in recent years; however, all technologies, when it comes to the market, need to be embedded in sustainable business models. The research and concepts of business model innovations might offer support to identify market gaps which fit emerging technology and define requirements for its development; hence, the diffusion rate for new technology, as well as its scope for competitive advantage, can be increased. This paper elaborates three main steps for developing new business models for emergent technologies through the management of technologies and influencing their development at an early stage.

scholarly journals Development of agrotourism business model as an effort to increase the potency of tourism village(case study: Punten Village, Batu City)

2018 ◽  
Vol 204 ◽  
pp. 03006 ◽  
Author(s):  
I Ketut Gunarta ◽  
Fuad Dwi Hanggara
Keyword(s):  
Business Model ◽  
Success Factors ◽  
Business Models ◽  
Swot Analysis ◽  
Tourism Development ◽  
Business Strategies ◽  
Product Introduction ◽  
Business Model Canvas ◽  
Tourism Sector ◽  
New Business

Tourism development is generally directed as a key sector to promote economic growth, increased local revenues, empowering the community's economy, expanding employment and business opportunities, and enhancing product introduction and marketing in order to improve the welfare of the community. The development of tourist areas must be a fully planned developments that optimal benefits can be obtained for the community. One approach that can be used in creating a business model in tourism development is using Triple Layered Business Model Canvas (TLBMC) extends the original business model canvas by adding two layers: an environment layer based on a life cycle perspective and a social layer based on a stakeholder perspective. This model canvas supports development along with more comprehensive and integrated communication, a business model that also supports creative innovation toward a more sustainable business model. Tourism sector in Punten village become object of observation in this research. This study aims to create new business model by looking at economic, environmental and social condition by using Triple Layered Business Model Canvas (TLBMC) approach. This business model is also supported by SWOT analysis in evaluating strengths, weaknesses, opportunities and threats in a project or a speculation of business and tools that enable strategies to evaluate objective strategies objectively, based on previously identified internal and external key success factors. The research objectives are expected in the business development of the tourism sector in addition to the creation of new business models that will form a clear business system and provide expected results, can also formulate business strategies on the tourism sector based on the analysis that has been done.

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