scholarly journals Business Model Themes and Product Market Strategies as Value Drivers in Omni-Channel Retail: A Set of Propositions

2021 ◽  
Vol 2 (3) ◽  
pp. 1
Author(s):  
Ricardo Costa Climent ◽  
Gültekin Cakir
Keyword(s):  
Business Model ◽  
Value Creation ◽  
Business Models ◽  
Product Market ◽  
Research Gaps ◽  
Value Drivers ◽  
Model Framework ◽  
Market Strategy ◽  
Research Gap ◽  
Market Strategies

We focus on the analysis of current research in Business Models in the context of e-business, resulting in relevant research gaps and a set of propositions. A bibliographic review has been conducted from which a theoretical framework has been developed. Once the gaps in the literature have been pointed out, a series of research proposals are presented. These should be tested based on data collected from real cases through analysis and interpretation. The applied lens of the theory is Amit and Zotts Business Model framework (2001) and Business Model Themes (BMT) “NICE” (novelty, lock-in, complementarity and efficiency) (2001). Analysis evolves around the explanation and feasibility of Business Model Themes for value creation and value capture in digital business models (current general research gap in the e-business domain). The results show that future directions should investigate different combinations of BMTs which represent research gaps (propositions 1 to 3). Other contexts which were not considered so far in this regard (non-digital business), also represent a research gap (proposition 4). Moreover, further synthesis of the literature resulted in a potential consideration of “product market strategies” (Amit and Zott, 2008) as a new theory to apply and test value creation and capturing in digital business (proposition 5 and 6), also from an evolutionary perspective. We ask how this combination affects the performance of firms who want to move on digital transformation with an omnichannel environment. It is essential in this study how these firms can create new value and how they can keep it. We try to explain how these value drivers could be work across time, even under varying environmental regimes. It would mean an advance in the existing academic framework around the reference literature on the business model. To be able to determine which combinations of BMT and Product Market Strategy (PMS) have not yet been tested would be advantageous for the firms. It could offer the appropriate information to the retail company with traditional BM towards digital BM. Moreover, it will be able to work successfully and to maintain constant along the time.

scholarly journals Social Value Creation in Institutional Voids: A Business Model Perspective

2020 ◽  
pp. 000765032098228
Author(s):  
Addisu A. Lashitew ◽  
Rob van Tulder ◽  
Lukas Muche
Keyword(s):  
Business Model ◽  
Value Creation ◽  
Business Models ◽  
Developing Economies ◽  
Boundary Spanning ◽  
Information And Communications Technology ◽  
Social Value ◽  
Institutional Voids ◽  
Model Framework ◽  
Social Value Creation

The literature on Base of the Pyramid (BoP) strategies emphasizes that creating social value requires collaborative, multi-stakeholder business approaches. However, there is limited understanding of how businesses can successfully coordinate such value creation processes in the developing economies that face significant institutional voids. This study adopts a business model perspective for analyzing social value creation processes that span organizational boundaries. We introduce a novel, theoretically grounded business model framework that helps conceptualize social value by locating the various loci of value creation, and the stakeholders that partake in creating and capturing this value. We subsequently analyze the mechanisms of social value creation in M-Pesa, a renowned boundary-spanning mobile money system that has advanced financial inclusion among tens of millions of users in Kenya. The results show that information and communications technology can help advance social value creation by reducing the cost of coordinating boundary-spanning business models that integrate diverse societal stakeholders. The results further point to uneven distributional outcomes in self-governing social value creation strategies where the focal firm plays a coordinating role.

Coopetition and international entrepreneurship: the influence of a competitor orientation

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
James M. Crick ◽  
Dave Crick
Keyword(s):  
Business Model ◽  
Business Models ◽  
Product Market ◽  
Decision Makers ◽  
Product Portfolio ◽  
Local Cluster ◽  
Content Type ◽  
Competitor Orientation ◽  
Market Strategies ◽  
Performance Enhancing

PurposeGuided by a relational, stakeholder perspective of resource-based theory, the purpose of the current investigation is to help unpack the complexity of the performance-enhancing nature of coopetition for international entrepreneurs, namely the interplay between collaboration and competition. The context features under-resourced wine producers owned and managed by entrepreneurs that have implemented an internationalised business model. The focus of the study involves the influence of a “competitor orientation”, namely when decision-makers understand the short-term strengths, weaknesses, long-term capabilities and strategies of key current and potential rivals.Design/methodology/approachData collection primarily featured semi-structured interviews with owner-managers of wine-producing firms in New Zealand that reflected heterogeneity amongst international entrepreneurs' strategies targeting different product markets within their respective business models. Secondary data were also collected where possible. Specifically, interviewees' firms exhibited different portfolios involving wine sales (with varying export intensities) together with augmented sales of tourism-related products/services focussed on the domestic market.FindingsCoopetition activities amongst international entrepreneurs varied; i.e. influenced by respective owner-managers' competitor orientations. Illustrations of different decision-makers' business models within a 2 × 2 matrix feature those with a low- or high-export intensity, together with a narrow or augmented product portfolio. Internationalising entrepreneurs' perceptions varied regarding the extent to which their respective business model was oriented towards local cluster-based domestic tourism with limited export sales, as opposed to those with national and more importantly international wine sales. Possessing and acting upon relevant knowledge manifested in which competitors international entrepreneurs collaborated with and the extent to which this took place across product-market strategies. In turn, this enabled particular decision-makers to exhibit flexibility; hence, entrepreneurs enter and exit certain markets together with changing export intensities, as varying opportunities were identified and exploited.Originality/valueAlthough the performance-enhancing nature of coopetition is largely established in prior literature, the complexity of that relationship remains relatively under-researched, not least, amongst international entrepreneurs. More specifically, the extent to which decision-makers that are engaged in coopetition exhibit a competitor orientation remains under-researched. Unique insights feature a 2 × 2 matrix in order to provide originality regarding international entrepreneurs' respective product-market strategies within their business models that are underpinned by varying coopetition relationships and competitor orientations.

scholarly journals A Business Model Innovation Methodology for Established Organizations: Systematic Theory Validation

2020 ◽  
Vol 7 (2) ◽  
pp. 23
Author(s):  
Michael Lang
Keyword(s):  
Business Model ◽  
Business Models ◽  
Innovation Process ◽  
Business Model Innovation ◽  
High Tech ◽  
Research Gaps ◽  
Significant Research ◽  
New Business ◽  
Research Gap ◽  
Tool Set

The goal of this paper is to validate a business model methodology in practice. The goal of the business model methodology is to generate new business models with disruptive potential by overcoming the blindness of organizations mindset. In total nine focus group workshops in automotive, home appliances and high-tech industry with defined tool set and methods are processed. By conducting the workshops in practice several methods of the theory could be validated and points of improvement identified.Among other findings, the applied methods of the new business model methodology are successful in identifying relevant levers for disruption. Even several starting points for new disruptive business models are found.In addition, the workshop participants’ feedback implicate that in contrast to other studies aligning the process of overcoming the organizational mindset within the business model innovation process, is more effective than implementing a prepending phase to it.In summary, the present research aims at contributing to the research gap within science regarding the consideration of organizational mindset within business model innovation. Conclusively, it becomes obvious that, while this research delivers a methodology, which serves as an indication on how to close the research gap of acknowledging organizational mindset within the beginning of the innovation process, further significant research gaps remain to be investigated. Thus, two research gaps are identified. First, the later stages of the business model innovation need further investigation. Secondly, the challenge of organizational mindset in the later steps have also not received sufficient scientific interest as yet.

scholarly journals Survey and Classification of Business Models for the Energy Transformation

Energies ◽  
2020 ◽  
Vol 13 (11) ◽  
pp. 2981 ◽  
Author(s):  
Johannes Giehl ◽  
Hayri Göcke ◽  
Benjamin Grosse ◽  
Johannes Kochems ◽  
Joachim Müller-Kirchenbauer
Keyword(s):  
Business Model ◽  
Value Creation ◽  
Business Models ◽  
Energy Sector ◽  
Energy Industry ◽  
Current Status ◽  
Primary Data ◽  
Energy Transformation ◽  
Model Framework

The energy transformation is changing the structure of the energy sector in Europe and Germany. In this paper the current structure of the energy sector is analysed both empirically as well as theoretically. Therefore, the authors have developed the business model framework for the energy transformation (BMFE). The framework is a synthesis of classical business model designs. An exhaustive survey of existing business models based on primary data collection and a literature review leads to 638 business models. Finally, 69 prototypical business models of the energy sector are the result of the classification of these business models. The information of the business models within the BMFE is applied to show the growing importance of value creation networks in energy industry. The work represents the current status of the business models in the energy sector.

Local Public Enterprise Business Model as Multiple Value Creation System

2017 ◽  
pp. 188-213
Author(s):  
Beata Maria Staszewska
Keyword(s):  
Business Model ◽  
Value Creation ◽  
Business Models ◽  
Primary Objective ◽  
Tourism Industry ◽  
Public Enterprise ◽  
Model Framework ◽  
Public Companies ◽  
The Public ◽  
Multiple Value

This chapter demonstrates that the local public business model is a phenomenon connected with the multiple value creation system. The primary objective of this study is to gain a more comprehensive understanding of how local public companies may build their business models and simultaneously create new values for customers, stakeholders, and society. The study examines the links between the business model, multiple value creation, business ecosystems with regards to public enterprise. The present study analyses the business model of the local public enterprise in Poland. The findings describe the multiple value creation system from different perspectives and allow for delineating the public business model framework in the tourism industry. Profound understanding of values perception from many perspectives may bring the local public enterprise business model as complex phenomenon closer to recognition.

A Business Model Framework for Crowd-Driven IoT Ecosystems

2018 ◽  
Vol 9 (3) ◽  
pp. 14-33 ◽  
Author(s):  
Xenia Ziouvelou ◽  
Frank McGroarty
Keyword(s):  
Business Model ◽  
Value Creation ◽  
Business Models ◽  
Wearable Devices ◽  
The Internet ◽  
Model Framework ◽  
Research Attention ◽  
Business Modelling ◽  
Emerging Ecosystems ◽  
The Internet Of Things

This article describes how the era of hyper-connectivity is characterized by distributed, crowd-centric ecosystems that utilise cutting edge technology so as to harness the collective power, co-creation ability and intelligence of the crowd utilising under open participatory value creation models. The Internet of Things (IoT) has fueled the emergence of such ecosystems that leverage not only the power of physical things connected to the Internet but also the wisdom of the crowd to observe, measure, and make sense of phenomena via user-owned mobile and wearable devices. Existing business modelling literature has to date, placed no research attention on business models for such emerging ecosystems. This article aims to fill this gap by examining the dynamics of crowd-driven IoT ecosystems and introducing a business model framework for such environments, encompassing all relevant value-creating actors, activities and processes, facilitating this way a holistic ecosystem business model analysis.

Sustainable life cycle offers through cooperation

2015 ◽  
Vol 4 (1) ◽  
pp. 4-24 ◽  
Author(s):  
Julia Selberherr
Keyword(s):  
Sustainable Development ◽  
Life Cycle ◽  
Business Model ◽  
Value Creation ◽  
Business Models ◽  
Service Providers ◽  
Construction Sector ◽  
Content Type ◽  
New Business ◽  
Societal Level

Purpose – Sustainable buildings bear enormous potential benefits for clients, service providers, and our society. To release this potential a change in business models is required. The purpose of this paper is to develop a new business model with the objective of proactively contributing to sustainable development on the societal level and thereby improving the economic position of the service providers in the construction sector. Design/methodology/approach – The modeling process comprises two steps, the formal structuring and the contextual configuration. In the formal structuring systems theory is used and two levels are analytically separated. The outside view concerns the business model’s interaction with the environment and its impact on sustainability. The inside view focusses on efficient value creation for securing sustainability. The logically deductively developed business model is subsequently theory-led substantiated with Giddens’ structuration theory. Findings – The relevant mechanisms for the development of a new service offer, which creates a perceivable surplus value to the client and contributes to sustainable development on the societal level, are identified. The requirements for an efficient value creation process with the objective of optimizing the service providers’ competitive position are outlined. Research limitations/implications – The model is developed logically deductively based on literature and embedded in a theoretical framework. It has not yet been empirically tested. Practical implications – Guidelines for the practical implementation of more sustainable business models for the provision of life cycle service offers are developed. Social implications – The construction industry’s impact requires it to contribute proactively to a more sustainable development of the society. Originality/value – This paper analyzes the role for the players in the construction sector in proactively contributing to sustainable development on the societal level. One feasible strategy is proposed with a new business model, which aims at cooperatively optimizing buildings and infrastructures and taking the responsibility for the operating phase via guarantees.

How the social entrepreneurship business model designs in South Africa create value: a complex adaptive systems approach

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Olu Oludele Akinloye Akinboade ◽  
Trevor Taft ◽  
Johann Friedrich Weber ◽  
Obareng Baldwin Manoko ◽  
Victor Sannyboy Molobi
Keyword(s):  
South Africa ◽  
Business Model ◽  
Value Creation ◽  
Social Entrepreneurship ◽  
Complex Adaptive Systems ◽  
Local Governments ◽  
Business Models ◽  
Social Entrepreneurs ◽  
Content Type ◽  
The Social

Purpose This paper aims to understand social entrepreneurship (SE) business model design to create values whilst undertaking public service delivery within the complex environments of local governments in South Africa. Design/methodology/approach Face-to-face semi-structured interview was conducted with 15 purposively selected social entrepreneurs in Gauteng and Western Cape provinces. The interview guide consisted of main themes and follow-up questions. Themes included SEs’ general history, the social business model; challenges faced and how these were overcome; scaling and growth/survival strategies. These enabled the evaluation of SEs in terms of identifying key criteria of affordability, availability, awareness and acceptability, which SEs must achieve to operate successfully in low-income markets. Social enterprise owners/managers within the electricity distribution, water reticulation and waste management services sectors were surveyed. Findings Most respondents focus on building a network of trust with stakeholders, through communication mechanisms that emphasize high-frequency engagements. There is also a strong focus on design-thinking and customer-centric approaches that strengthen value creation. The value creation process used both product value and service value mechanisms and emphasized quality and excellence to provide stakeholder, as well as societal value, within their specific contexts. Practical implications This study builds upon other research that emphasizes SEs’ customer-centric approaches to strengthen value creation and on building a network of trust with multiple stakeholders. It contributes to emphasizing the business paradigm shift towards bringing social values to the business practice. Social implications Social good, but resource providers are demanding more concrete evidence to help them understand their impact (Struthers, 2013). This is because it is intrinsically difficult for many social organizations to document and communicate their impact in more than an anecdotal way. The research has contributed to the understanding of how SEs can provide evidence of value creation. Originality/value This study contributes to the understanding of how business models are designed to create value within the context of the overwhelming complexity of local government services in South Africa.

Artificial Intelligence as a Growth Engine for Health Care Startups: Emerging Business Models

2018 ◽  
Vol 61 (2) ◽  
pp. 59-83 ◽  
Author(s):  
Massimo Garbuio ◽  
Nidthida Lin
Keyword(s):  
Artificial Intelligence ◽  
Health Care ◽  
Business Model ◽  
Value Creation ◽  
Critical Analysis ◽  
Business Models ◽  
Health Conditions ◽  
The World ◽  
The Future

The future of health care may change dramatically as entrepreneurs offer solutions that change how we prevent, diagnose, and cure health conditions, using artificial intelligence (AI). This article provides a timely and critical analysis of AI-driven health care startups and identifies emerging business model archetypes that entrepreneurs from around the world are using to bring AI solutions to the marketplace. It identifies areas of value creation for the application of AI in health care and proposes an approach to designing business models for AI health care startups.

scholarly journals Digital Government: Business Model Development For Public Value Creation - A Dynamic Capabilities Based Framework

2021 ◽  
Vol 45 (3) ◽  
pp. 232-255
Author(s):  
Bernd Wirtz ◽  
Paul Langer ◽  
Florian Schmidt
Keyword(s):  
Public Sector ◽  
Business Model ◽  
Value Creation ◽  
Dynamic Capabilities ◽  
Business Models ◽  
Model Development ◽  
Digital Government ◽  
Public Value ◽  
The Public ◽  
Business Model Development

Rapid advances and the spread of digital technologies have changed the expectations of citizens, firms and organizations towards government services, which increasingly receive the call to transform services and structures according to changed needs and preferences. The concept of business model development provides a suitable approach for public institutions aiming at adjusting their services and operations. Since government institutions increasingly develop new services and products, this study provides a theoretic foundation to operational readiness as well as a guideline how to set up digital business models in a public sector context. Therefore, a framework is derived from conceptual studies in the field as well as related theoretical concepts such as business model theory in the public sector context, dynamic capacities and public value creation. Building on this foundation this study conceptualizes a process of business model development to create user oriented digital services in the public sector.

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