scholarly journals Circular Economy Business Models with a Focus on Servitization

2020 ◽  
Vol 12 (21) ◽  
pp. 8799 ◽  
Author(s):  
Junghee Han ◽  
Almas Heshmati ◽  
Masoomeh Rashidghalam
Keyword(s):  
Business Model ◽  
Circular Economy ◽  
Business Models ◽  
Industrial Revolution ◽  
Service Model ◽  
Case Study Methodology ◽  
Business Modelling ◽  
New Business ◽  
Generation Network ◽  
The Right

During the fourth industrial revolution, based on information and communication technology (ICT), service-led growth has been an increasingly important development area. This paper focuses on service-led growth as an innovative business model in the circular economy and offers the ‘product as service model’. A business model needs to be flexibly adjustable for changes in the market in response to changes in technology, the economy, and the environment. For firms facing increasing scarcity of resources, the right business model for using resources is becoming crucial for their growth. In a circular economy, a new method of business modelling is essential. This paper introduces the ‘product as a service model’ using a conceptualized and case study methodology. We illustrate this innovative circular business model through product servitization at the Hyundai Automotive Enterprise in Korea. This business model can be effective because of emerging new ‘smart connected products’ such as the ‘internet of things’ and ‘fifth generation’ network technologies. Cost, convenience, and the circular economy for firms, consumers, and the environment are critical factors in this new business model.

scholarly journals Business Model for Czech Agribusiness

2015 ◽  
Vol 46 (3) ◽  
pp. 128-136 ◽  
Author(s):  
Jana Poláková ◽  
G. Koláčková ◽  
I. Tichá
Keyword(s):  
Business Model ◽  
Value Creation ◽  
Business Models ◽  
Theoretical Background ◽  
Business Modelling ◽  
New Business ◽  
Definition Of

Abstract Business modelling facilitates the understanding of value creation logic in organizations in general. Identifying the components of business models based on different criteria helps understanding the fundamentals of business and the position of entrepreneurs and managers in companies. The present research is focused on the definition of a specific business model for the Czech agribusiness sector. Based on the theoretical background and evaluation of selected business models, the aim is to create a new business model, using components which take into account the specifics of this particular industry.

scholarly journals From singular to plural: exploring organisational complexities and circular business model design

2019 ◽  
Vol 23 (3) ◽  
pp. 308-326 ◽  
Author(s):  
Esben Rahbek Gjerdrum Pedersen ◽  
Rebecca Earley ◽  
Kirsti Reitan Andersen
Keyword(s):  
Business Model ◽  
Circular Economy ◽  
Business Models ◽  
Illustrative Case ◽  
Fashion Industry ◽  
Value Capture ◽  
Content Type ◽  
Fashion Brand ◽  
New Business ◽  
Multiple Challenges

Purpose The purpose of this paper is to discuss how organisational complexities influence the design of circular business models, which have recently been introduced as a new panacea for aligning the interests of business with the needs of the environment. Design/methodology/approach The Service Shirt, a new garment concept, is used as an illustrative case example for demonstrating some of the organisational complexities of making circular business models operable. The shirt was developed through a series of design workshops for the fashion brand Fashion Alpha. Findings The analysis highlights multiple challenges emerging when a fashion product with a significantly extended lifecycle passes through different users, organisations and business models. It is concluded that it is difficult to talk about a circular business model (singular) as circular economy solutions depend on the contributions of multiple stakeholders with business models. Practical implications The findings illustrate how fashion companies interested in the circular economy fundamentally have to rethink conventional approaches to value, organisational boundaries and temporality. Originality/value Drawing on a case example from the fashion industry, the paper demonstrates the organisational complexities linked to the design of new business models based on circular economy thinking, as these require the coordination of actions between autonomous actors driven by different logics regarding value creation, value delivery and value capture.

scholarly journals Development of Business Model Digital Fraction Property Investment

2020 ◽  
Vol 9 (2) ◽  
pp. 67-78
Author(s):  
I Gede Putu Rahman Desyanta ◽  
Gede Sri Darma
Keyword(s):  
Real Estate ◽  
Minimum Wage ◽  
Business Model ◽  
Business Models ◽  
Industrial Revolution ◽  
Blockchain Technology ◽  
Property Prices ◽  
The World ◽  
New Business ◽  
Digital Assets

Investing a property or real estate could be a challenge for Millennials generation. The increase in property prices is not in line with the increased of minimum wage that makes Millennials only afford to rent the property. To having an investment in property need more time in legal procedure, sometime need more than months. Fraction Property investment is a concept of investing property together. Separate the property in other format of digital assets distributed it to all more than one party. To implement this concept need to has a suitable business model and technology. Rising of industrial revolution 4.0, introduce the world with Blockchain Technology. The research is aiming to give better picture of new business model of investing on a property based on blockchain technology. With right business models, millennials generation will have another methods of investment on a property, that secure, easy and digital.

scholarly journals Business Modelling

2021 ◽  
pp. 19-33
Author(s):  
Jan Jonker ◽  
Niels Faber
Keyword(s):  
Business Model ◽  
Value Creation ◽  
Circular Economy ◽  
Business Models ◽  
Building Blocks ◽  
Specific Context ◽  
Business Modelling ◽  
Three Stages ◽  
Do So ◽  
Available Resources

AbstractA transition from a linear economy to a more sustainable and circular economy requires different business models. In this chapter, we provide you with an introduction to the nature and logic of business models. In essence, a business model is a description of how value creation between parties or partners is organized, at a particular moment, in a specific context, and given available resources. Conventional business modelling approaches have several weaknesses—the main point of criticism being their focus on creating financial value. With the Business Model Template (BMT), we try to resolve most of these criticisms. To do so we introduce three archetypal business models: the platform, community, and circular economy business models. This chapter provides an overview on how, over three stages and ten building blocks that together make up the Business Model Template, these archetypal business models will be used.

scholarly journals Identifying the Equilibrium Point between Sustainability Goals and Circular Economy Practices in an Industry 4.0 Manufacturing Context Using Eco-Design

2019 ◽  
Vol 8 (8) ◽  
pp. 241 ◽  
Author(s):  
Garcia-Muiña ◽  
González-Sánchez ◽  
Ferrari ◽  
Volpi ◽  
Pini ◽  
...  
Keyword(s):  
Equilibrium Point ◽  
Business Model ◽  
Circular Economy ◽  
Industry 4.0 ◽  
Business Models ◽  
Methodological Approach ◽  
Manufacturing Companies ◽  
Manufacturing Environment ◽  
Enabling Factors ◽  
New Business

For manufacturing companies, the transition to circular business models (CBMs) can be hampered both by the lack of relevant data and by operational tools. Eco-design, associated with Industry 4.0 IoT (Internet of Things) technologies, can be an effective methodological approach in developing products that are consistent with the principles of the circular economy. The reason is that, in the design phase, decisions are made that can significantly influence the degree of sustainability of products during their lifecycle. Therefore, in the manufacturing environment, eco-design represents an innovative approach to include sustainability among the traditional industrial variables such as functionality, aesthetics, quality, and profit. This study aimed to test eco-design as a tool to define the equilibrium point between sustainability and circular economy in the manufacturing environment of ceramic tile production, and to demonstrate how new business opportunities can be created through evolution from a linear to a circular business model, thanks to IoT and Industry 4.0 technologies used as enabling factors. The main result of this paper was the empirical validation in a manufacturing environment of sustainability paradigms through eco-design tools and digital technologies, proposing the circular business model as an operational tool to promote the competitiveness of enterprises.

How Do Entrepreneurs Develop Business Models in Small High-Tech Ventures? An Exploratory Model from Australian IT Firms

2016 ◽  
Vol 6 (3) ◽  
Author(s):  
Arash Najmaei
Keyword(s):  
Business Model ◽  
Business Models ◽  
New Ventures ◽  
Future Research ◽  
High Tech ◽  
Second Phase ◽  
Business Modelling ◽  
Strategic Commitment ◽  
New Business ◽  
Managerial Implications

AbstractThe objective of this article is to explore and explain how entrepreneurs develop new business models for new ventures. Though highly topical, there is little solid empirical knowledge of this issue. Findings from multiple case studies of firms operating in the Australian cloud-computing ecosystem reveal that developing a new business model involves three phases. In the first phase (business modelling ideation (BMI)), various ideas for a viable business model are generated and the most viable one is chosen. The strategic consensus and commitment are generated in the second phase, labelled as the “business modelling strategic commitment” (BMSC). The third phase, labelled as the “business model actualization” (BMAC) is the market-testing phase where the business model is reified or actualized. The theoretical and managerial implications of the findings are discussed and several directions for future research are suggested.

scholarly journals Strategi Bisnis PT Crowde Membangun Bangsa dengan Pendekatan Business Model Canvas (BMC)

2021 ◽  
Vol 11 (2) ◽  
pp. 122-132
Author(s):  
Nanda Putri Astari ◽  
Rita Nurmalina
Keyword(s):  
Business Model ◽  
Business Models ◽  
Customer Relationship ◽  
Individual Investors ◽  
Business Model Canvas ◽  
Use Of Technology ◽  
New Business ◽  
Customer Segment ◽  
The Right ◽  
Capital Services

PT Crowde Membangun Bangsa is a financial technology company that offers capital services for agricultural activities. With the concept of peer to peer lending (P2P), the company functions as a platform are to bring investors and customers together. To continue to grow and face competition in the future, PT Crowde Membangun Bangsa requires preparation and improvement of business models. This study aims to (1) map the business model applied at PT Crowde Membangun Bangsa, (2) Identify strengths, weaknesses, opportunities, and threats of the nine elements of the Business Model Canvas based on PT Crowde Build the Nation, (3) Formulate alternative Business Model strategies The right canvas to be applied to PT Crowde Membangun Bangsa. The data collection method is carried out by direct observation and using the qualitative method. The conclusion of this study is the improvement in the new Business Model Canvas, especially in the customer segment elements by adding plantations as a new segment and beef cattle commodities as an improvement to existing segments so that the company's targets are met, improvements in these elements need to be supported by improvements in other elements. namely reactivating individual investors as additional corporate financial key resources, additional types of loan facilities to increase the value proposition, and optimizing the use of technology in customer relationship elements and key activities so that additional consumer segments are followed by maximum service and efficient key activities.

scholarly journals IOT Impacts and Digital Transformation at Listed Vietnam Banks

Webology ◽  
2021 ◽  
Vol 18 (Special Issue 04) ◽  
pp. 773-784
Author(s):  
Dr. Nguyen Thi Hang ◽  
Dinh Tran Ngoc Huy ◽  
Dinh Thi Hien ◽  
Vu Quynh Nam
Keyword(s):  
Business Model ◽  
Business Models ◽  
Business Processes ◽  
Industrial Revolution ◽  
Digital Economy ◽  
Digital Transformation ◽  
Digital Data ◽  
Customer Engagement ◽  
Digital Platforms ◽  
New Business

The Industrial Revolution 4.0 based on digital technologies has led to an unprecedented change in the socio-economic model. Therefore, countries in general and Vietnam are all aiming to develop the digital economy. The concept of digital transformation of the economy or development of the digital economy in Vietnam focuses on the following basic contents: 1) Developing digital businesses; 2) Digital transformation for traditional businesses (towards digitally integrated products; transforming business models on digital platforms; changing production processes based on digital data, automation, virtualization, etc.); 3) Development of digital finance; 4) E-commerce development. Therefore, digital transformation becomes an inevitable and objective trend, supporting banks to overcome challenges, create competitive advantages, and actively adapt to the context of digital transformation. In the context of the development of the digital economy in Vietnam is taking place strongly across industries and fields, requiring banks in Vietnam to have a transformation to a new business model. In this business model, it is necessary to integrate technology in operations and digitize business processes in the direction of automation and intelligence. Thereby, banks can perform activities of providing products and services on digital platforms, effectively exploiting data, thereby increasing experiences in business resolution and customer engagement. Besides, Internet of things has connect everything through internet, therefore risk management information system of Vietnam banks is also affected by IoTs and reliable internet data can help to enhance better RMIS in commercial banks. Generally, we want to emphasize effects of IoTs and digital transformation in banks operation and new business models.

scholarly journals BUSINESS MODEL INNOVATION FOR CIRCULAR ECONOMY: INTEGRATING LITERATURE AND PRACTICE INTO A PROCESS MODEL

2020 ◽  
Vol 1 ◽  
pp. 2119-2128
Author(s):  
M. P. P. Pieroni ◽  
T. C. McAloone ◽  
D. C. A. Pigosso
Keyword(s):  
Business Model ◽  
Circular Economy ◽  
Process Model ◽  
Business Models ◽  
Design Research ◽  
Business Model Innovation ◽  
New Business ◽  
Design Research Methodology ◽  
Practical Demonstration ◽  
New Business Models

AbstractTo implement circular economy, manufacturers will need to develop new business models. Available approaches are granular, generic, infrequently focusing on advice or implementation, and lacking practical demonstration. This article presents how a tool was proposed to cover these gaps. Based on design research methodology, twenty-two conceptual and practical requirements were identified and translated in functions for the development of the Circular Economy Business Model Configurator, a tool that supports manufacturers in strengthening proposals of business models for circular economy.

scholarly journals NEW INDUSTRIAL BUSINESS MODELS: FROM LINEAR TO CIRCULAR ECONOMY APPROACH

2019 ◽  
Vol 17 (Suppl.1) ◽  
pp. 511-523
Author(s):  
Nikolay Sterev
Keyword(s):  
Business Model ◽  
Circular Economy ◽  
Business Models ◽  
Descriptive Analysis ◽  
Added Value ◽  
Green Technologies ◽  
Total Change ◽  
Starting Position ◽  
New Business ◽  
The Eu

In the growth of the Industry 4.0 transformation the economy has become to changed. Thus, not just the economy regulations are fostered but a new business approach has been arisen: the circular / regenerative economy approach. The EC already reacted as it introduced not just updated Sustainable development indices but a new set of indices: circular economy indices. According to this change of the economic model, the business organizations are fostered to change their business models, especially for the industry. Thus, not just the new regulations have to be introduced to the industrial business model but the total change of the added value of the business as introduction of green technologies or innovations for non-waste production value chains. Aim of the paper: to identify and to analyze the requirements to the business that foster them to change their linear business model to circular one. Methods: descriptive analysis of the Bulgarian economy according to circular economy indices; comparative analyses for identification of main differences between linear and circular economies; induction and deduction of the elements of business models. Results: analysis of the indices of circularity of the Bulgarian economy; analysis of requirements for transition from linear to circular economy; identifying requirements to the business model of a circular economy; systematizing rules / guidelines for transforming the business model of a linear economy into the business model of a circular economy. Conclusions: The indicators of the circular economy can be considered as a part of the harmonization process in the EU. Avoiding from the responsibilities of the circular economy approach by Bulgarian industry leads to moving away from the EU economies. This requires relevant national policies, measures and instruments to promote the transformation of the business model to circular one. The paper aims to present the need of industrial business model change as to analyze the starting position of the Bulgarian industry. Thus, the structure of the paper is following: 1. Introduction to Circular economy indices. 2. Definition of Circular economy approach. 3. Analysis of the Circular economy indices change for Bulgaria. 4. Introduction to business model change from linear to circular one. Conclusions.

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