scholarly journals Toward a Circular Economy in the Toy Industry: The Business Model of a Romanian Company

2021 ◽  
Vol 14 (1) ◽  
pp. 22
Author(s):  
Irina Albastroiu Nastase ◽  
Cristian Negrutiu ◽  
Mihai Felea ◽  
Carmen Acatrinei ◽  
Andrei Cepoi ◽  
...  
Keyword(s):  
Business Model ◽  
Circular Economy ◽  
Research Strategy ◽  
Business Organizations ◽  
Service Model ◽  
High Quality ◽  
Business Model Canvas ◽  
Start Up ◽  
Toy Industry

Nowadays, more and more business organizations are encouraged to find ways to produce high-quality products that are offered to users for their temporary enjoyment and then redistributed or sent to the next user pending. This is done without being conditioned to believe that we need to own something, use it for certain functions for a limited amount of time, and then throw it away. Toys are a perfect candidate for this approach. Given the lack of case studies explaining how companies can design and implement a circular economy in practice, especially in the toy industry, this study aimed to develop a case study based on Evertoys, a start-up operating in Romania, which is a country where the circular economy is only in an infancy phase. This study’s objective was to analyze this business model from the circular economy perspective. Regarding the methodology, the work followed the research strategy of the case study, which was developed by analyzing the opportunities and challenges of this toy-as-a-service model and taking into consideration the components of the Business Model Canvas. Our findings indicated the presence of driving factors, as well as barriers, in the implementation of circular economy practices.

scholarly journals Business Model Innovation and Its Implications for Indonesian Batik’s Start-up Development

2020 ◽  
Vol 7 (9) ◽  
pp. 370
Author(s):  
Inthannia Elvaretha Wijaya ◽  
Perminas Pangeran
Keyword(s):  
Business Model ◽  
Social Impact ◽  
Evaluation Research ◽  
Model Development ◽  
Business Model Innovation ◽  
Study Approach ◽  
Business Model Canvas ◽  
Start Up ◽  
Depth Interviews

Business Model Innovation is the key to develop and improve the company's strategy to survive and sustain. Nevertheless, the existing Batik communities often find it difficult to innovate their business model. The purpose of this study was to evaluate the nine components of the business model canvas, in Batik communities, Giriloyo and Kricak Kidul village, Yogyakarta. Second, develop an innovation on business model, Ruby Batik start-up. The evaluation research method used was descriptive qualitative case study approach. The data were collected through questionnaires and in-depth interviews. The analytical model used the CIPP (Context, Input, Process, Product). The results showed that nine components of the business model canvas of the batik communities, Giriloyo and Kricak Kidul, Yogyakarta were still less and need improvement and innovation. Innovation of the business model canvas component became the development basis of social entrepreneurship business model, Rubi Batik start-up. The startup business model development, Rubi Batik, was directed to the commercial mission and social impact mission.

scholarly journals Innovation in Start-Up Business Model in Energy-Saving Solutions for Sustainable Development

Energies ◽  
2021 ◽  
Vol 14 (12) ◽  
pp. 3583
Author(s):  
Bogdan Wit ◽  
Piotr Dresler ◽  
Anna Surma-Syta
Keyword(s):  
Sustainable Development ◽  
Local Government ◽  
Energy Saving ◽  
Business Model ◽  
Value Proposition ◽  
Sustainable Business ◽  
Business Model Canvas ◽  
Start Up ◽  
Sustainable Value ◽  
Research Questions

Socially expected innovations are innovations considering sustainable development. The subject of the paper focuses on the business model of a start-up providing energy saving services to local government units using smart technologies of Industry 4.0 in the aspect of low touch economy. A methodical critical literature review including quantitative and qualitative assessment, stakeholder analysis and business modeling techniques using Business Model Canvas and Triple Layer Business Model Canvas (TLBMC) was conducted. In addition, an in-depth analysis of a start-up case study was conducted. The research questions are related to the interpretation of the organization’s business data and methods of interpreting Sustainability 3.0 business solutions. The research questions were directed to the challenges regarding the creation of the organization’s sustainable business model architecture and the Business Sustainability 3.0 sustainable business imaging concept. The research objective is to design a sustainable business model of a start-up providing energy-efficient services to local government units, whose value proposition refers to an extended sustainable value that meets the economic, social and environmental needs of society. The integration of sustainability in the sustainable business model of the start-up allowed to achieve the research objective of designing a sustainable value proposition that meets the economic, social and environmental needs of society.

Enigmatic brothers’ uniquecorn poised to be a unicorn

2021 ◽  
Vol 11 (4) ◽  
pp. 1-54
Author(s):  
Mohammad Rishad Faridi ◽  
Saloni Sinha
Keyword(s):  
Strategic Management ◽  
Exponential Growth ◽  
Circular Economy ◽  
Linear Growth ◽  
Scale Up ◽  
Growth Mindset ◽  
Content Type ◽  
Generation Z ◽  
Start Up

Learning outcomes Appendix 1: Comic Frames A At the end of the case study discussion, students will able to as follows: Explain various growth strategies as a potential unicorn with the exponential growth mindset rather than linear growth mindset through adaptation of Massive Transformative Purpose (MTP) and Moonshot Thinking (MT). Demonstrate innovative and creative plans and ideas, with the ability to scale up in the circular economy. Review and summarize the power of Collaborative Innovation (CI). Compare and contrast different ways in dealing with Hedgehog and Fox style of leadership into the business. Appendix 2: Comic Frames B At the end of the case study discussion, students will able to as follows: Act with a growth strategy as a potential unicorn with the exponential growth mindset rather than linear growth mindset through adaptation of MTP and MT. Simulate innovative and creative plans and ideas, with the ability to scale up in the circular economy. Assess and leverage the power of CI. Decide and differentiate in dealing with Hedgehog and Fox style of leadership into the business. Case overview/synopsis Ankit Tripathi, was a compassionate 22-year-old, the typical lad from New Delhi, India, who seemed driven to change the world. His elder brother Atul Tripathi, a young, creative 25-year-old, was sat there next to him, beaming with pride and gratitude. Both brothers, being mechanical engineering graduates, had experienced the advancement of technology at the cost of Mother Earth. It pained them no end. It was the reason that Atul had refused to serve as an engineer in a government institution after graduating. The parents were shocked when Ankit followed suit. The brothers were poles apart in their personality and temperament, and it was rare to see them agree on anything in this way. Yet, they agreed to disagree with their parents and ventured into becoming entrepreneurs with a purpose and passion to salvage the environment. They had a vision, but without a proper roadmap, it would certainly be a tough game. Nevertheless, they boldly embarked upon their journey and established their start-up “Uneako” in 2019. “Uneako” was a calculated risk, taking into account family resistance (parents’ attitude/perception), personal conflicts (psychological), financial limitations (resources), shallow expertise (professionalism), social concern acceptability and low awareness (environment), government regulations (legalities/approvals), conflicts between brothers (personality issues), etc. Being from a nonbusiness family, the brothers had defied the wave of obstacles and challenges in daring to start their own business, putting at stake the hard-earned money of their father, Satendra Tripathi. Amidst so much social mockery, would Atul and Ankit succumb and become a laughing stock or would they find something that they could live and die for? Complexity Academic Level Appendix 1: Comic Frames A: This case has been particularly focused on undergraduate level students pursuing business or commerce programs. Especially those studying core courses, for example, entrepreneurial and strategic management. Appendix 2: Comic Frames B: This case has been particularly focused postgraduate-early stage or higher level students pursuing business or commerce programs. Particularly those specializing in entrepreneurial and strategic management courses. Also, can be taught in the entrepreneurial or start-up workshops. Supplementary materials www.pewresearch.org/topics/generation-z/ Paulynice. J.P., (2019) “From Idea to Reality: An Entrepreneur’s Guide to Meaningful Business Growth” Paulynice Consulting Group. Hardy.D., (2015) “The Entrepreneur Roller Coaster: It’s Your Turn to Join The Ride” Success Publishers. Wadhwa.V., Amla.I., Salkever.A., (2020) “From Incremental to Exponential” Berrett-Koehler Publishers. Sustainable Entrepreneurship: Business Success through Sustainability edited by Christina Weidinger, Franz Fischler, René Schmidpeter, Springer 2014. Teaching notes are available for educators only. Subject code CSS 3: Entrepreneurship.

scholarly journals A business model canvas for crowdfunding platform: case study of crowdfunding platforms in Malaysia

2020 ◽  
Vol 18 (3) ◽  
pp. 1287
Author(s):  
Muhammad Hakim Bin Nadir ◽  
Syaripah Ruzaini Syed Aris ◽  
Norjansalika Janom ◽  
Fauziah Ahmad ◽  
Noor Habibah Arshad ◽  
...  
Keyword(s):  
Business Model ◽  
Distribution Channel ◽  
Core Competency ◽  
Building Blocks ◽  
Customer Relationship ◽  
Business Model Canvas ◽  
Solid Foundation ◽  
Key Resources ◽  
Document Review

<span>Crowdfunding allows entrepreneurs raise fund to help subsidizing their project. In other country, crowdfunding platform has become famous. In the contrary, it is yet to be trend in Malaysia. Financing using internet still irrelevant among Malaysian citizen. Without a proper guideline and strong crowdfunding platform based in Malaysia as a benchmark, it is hard to convince entrepreneurs and funders to consider crowdfunding as an option to fund a project. This research thus proposed business model canvas which can be applied by the crowdfunding platform organizations to manage their business and operation more efficiently. Case study method has been employed with two techniques of data collection: interview and document review. Two crowdfunding platforms based in Malaysia participated in the case study. The findings show that both crowdfunding platforms have fundamental business model elements that made of a solid foundation as a crowdfunding platform. These results offer insight into crowdfunding environment and how it links to another necessary part of business for it to function as a successful business. Nine building blocks fits well in the crowdfunding platform business model elements namely partner network, core competency, key resources, value proposition, customer relationship, distribution channel, customer segments, cost structure and revenue stream. Interestingly, the findings revealed another imperative element that should be part of the canvas: risk management.</span>

The University in a Retail Context

2019 ◽  
pp. 249-267
Author(s):  
Xhimi Hysa ◽  
Vusal Gambarov ◽  
Besjon Zenelaj
Keyword(s):  
Business Model ◽  
Social Value ◽  
Social Business ◽  
Business Model Canvas ◽  
The Social ◽  
Retail Activity ◽  
The University ◽  
Case Based

On-campus retailing is a spread practice, but academia has almost underestimated its potential. Nevertheless, not every type of retail activity adds value to customers and society. When the proposed value is society-driven and sensitive to consumers' wellbeing, customers' engagement increases. One business model, through which it is possible to exploit the benefits of on-campus retailing by adding social value, is the Yunus Social Business. This is a case-based study aiming to describe, through the Social Business Model Canvas, the founding of an organic shop within a university that is supplied by administrative staff of the university that are at the same time also local farmers. Further, the shop aims to resell organic food to university staff and students. The case study is theoretically enriched by traditional Porterian frameworks and new service frameworks such as the service-dominant logic by emphasizing the role of value proposition, value co-creation, and value-in-context.

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.

scholarly journals Business Plan Vs Business Model Canvas in Entrepreneurship Trainings: A Comparison of Students’ Perceptions

2016 ◽  
Vol 12 (10) ◽  
pp. 55 ◽  
Author(s):  
Esra Sena Türko
Keyword(s):  
Business Model ◽  
Financial Planning ◽  
Business School ◽  
Business Plan ◽  
Male Students ◽  
School Students ◽  
Business Model Canvas ◽  
Marketing Planning ◽  
Start Up ◽  
Significant Difference

<p>Business model canvas and business plan are prevalent and widespread tools used in entrepreneurship trainings. This study aims to compare the business model canvas and the business plan as tools used in entrepreneurship trainings through the perceptions of business school students, with a user approach. Students were given applied entrepreneurship courses, and have been taught to prepare a business plan and a business model canvas. Then students were asked questions comparing business plan and business model canvas from various aspects. 62% of the students have stated that they find it more difficult to prepare a business plan. On the other hand despite its hardship to prepare, students have stated business model's superiority to BMC on several issues. According to students' statements, compared to BMC, business plan is more clear (64.6%), more useful (60.8%), more realistic in revealing the phases of start-up (77.2%), superior in financial planning (74,7%), superior in marketing planning (67.1%), superior in costs (70.9%), superior in describing customer needs and value propositon (60.7%), superior in production planning and supply chain (68.3%). After providing these statements students were asked which system they liked preparing the most. Answers to this question could not be decisively evaluated. Percentage of positive, negative and neutral statements are very similar. Independent samples t-test was conducted to compare business plan and BMC use perceptions scoring for gender. There was not a significant difference in the scores for female and male students.</p>

An examination of a social tourism business in Granada, Nicaragua

2019 ◽  
Vol 74 (6) ◽  
pp. 1179-1190 ◽  
Author(s):  
Alexia Franzidis
Keyword(s):  
Business Model ◽  
Social Enterprise ◽  
Building Blocks ◽  
Content Type ◽  
Business Model Canvas ◽  
Tourism Product ◽  
The Many ◽  
A Company ◽  
Depth Interviews

Purpose The purpose of this paper is to examine the business model of a successful social tourism business in Granada, Nicaragua. The study assesses how the business provides an avenue to combat the challenges that restrict certain stakeholders from participating in tourism. The case identifies specific mechanisms, such as investing in the local community’s education and favoring local vendors and merchants, as ways in which social tourism businesses can disseminate value among all stakeholders and create a more equitable form of tourism. Design/methodology/approach The case study method was chosen for collecting and analyzing data. Data include in-depth interviews with business founders, managers and employees, field observation notes, photographic documentation and additional written documents. Data were analyzed using content analysis. Findings The study found that the business was able to produce a high-quality tourism product that disseminated value among all stakeholders. The study also proved the value of the additional building blocks within the Business Model Canvas for Social Enterprise, and the clear distinction between “co-creators” and “beneficiaries.” Originality/value This study uses the Business Model Canvas for Social Enterprise, a model unverified since inception, to analyze a successful social tourism business. It confirms the usefulness of the additional building blocks within the model, and the additional delineations between “co-creators” and “beneficiaries.” Furthermore, the paper recommends these distinctions are extended to all blocks in the canvas, to illustrate the many ways a company can distribute value based on its business model.

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