Der Einfluss von Industrie 4.0 auf Geschäftsmodellinnovationen produzierender KMU

2021 ◽  
Vol 69 (1) ◽  
pp. 17-35
Author(s):  
Petra Unterberger ◽  
Julian M. Müller
Keyword(s):  
Business Model ◽  
Industry 4.0 ◽  
Positive Influence ◽  
Industrie 4.0 ◽  
Expert Interviews ◽  
Business Model Canvas ◽  
Before And After ◽  
The Status ◽  
The Absolute

Dieser Beitrag untersucht den Einfluss von Industrie 4.0 auf die Anzahl von Geschäftsmodellinnovationen produzierender, deutscher kleiner und mittlerer Unternehmen (KMU) mittels quantitativen Häufigkeitsanalysen von qualitativen Expertenbefragungen. Es werden 70 Experteninterviews durchgeführt und strukturiert analysiert, um den Innovationsstatus einzelner Business Model Canvas Bausteine je Unternehmen vor und nach der Etablierung von Industrie 4.0 ableiten und zu absoluten Häufigkeiten auf Basis aller 70 Unternehmen aufsummieren zu können. Dabei zeigt sich, dass Industrie 4.0 die Innovationsbereitschaft von Geschäftsmodellelementen deutlich positiv beeinflusst. This paper investigates the influence of Industry 4.0 on the amount of business model innovations of German small and medium-sized enterprises (SMEs) by means of qualitative expert interviews and quantitative frequency analyses. 70 expert interviews are conducted and analyzed in a structured form in order to derive the status of innovation of individual Business Model Canvas modules per company before and after the establishment of Industry 4.0 and to be able to add up the absolute frequencies taking all companies into account. This shows that Industry 4.0 has a clearly positive influence on the readiness for innovation of business model areas elements.

scholarly journals Filling the void of family leadership: institutional support to business model changes in the Italian Industry 4.0 experience

2021 ◽  
Author(s):  
Marco Cucculelli ◽  
Ivano Dileo ◽  
Marco Pini
Keyword(s):  
Business Model ◽  
Industry 4.0 ◽  
Manufacturing Industry ◽  
Business Models ◽  
Institutional Support ◽  
Negative Influence ◽  
Positive Influence ◽  
External Support ◽  
Family Management ◽  
Family Leadership

AbstractWe examine whether the probability of innovating a company’s business model towards the Industry 4.0 paradigm is affected by external institutional support and family leadership. Industry 4.0 is the information-intensive transformation of global manufacturing enabled by Internet technologies aimed at reinventing products and services from design and engineering to manufacturing. Using a sample of 3000 firms from a corporate survey on the manufacturing industry in Italy, our results showed that family leadership has a significant positive influence on the adoption of Industry 4.0 business models, but only in terms of family ownership. By contrast, family management has a negative influence on the probability of adopting a new business model. However, this negative influence is almost totally offset by the presence of the Triple Helix, i.e. the external support by public institutions and universities, which counterbalances the lower propensity of family managers to adopt Industry 4.0 business models. This supporting role only occurs when institutions and universities act together.

scholarly journals THE IMPLEMENTATION OF BUSINESS MODEL CANVAS (BMC) TO IMPROVE STUDENTS’ ENTREPRENEURSHIP MINDSET

2021 ◽  
Vol 2 (3) ◽  
pp. 395-403
Author(s):  
Anaseputri Jamira ◽  
Nur Agustiningsih ◽  
Yulita Febriani
Keyword(s):  
Action Research ◽  
Business Model ◽  
Research Method ◽  
Analysis Techniques ◽  
Business Model Canvas ◽  
Traditional Research ◽  
Before And After ◽  
Develop Theory ◽  
Level 2 ◽  
Descriptive Statistical Analysis

The purpose of this study is to understand the implementation Business Model Canvas (BMC) to improve students’ entrepreneurship mindset. There is a gap from previous researches that using traditional research which just focus to develop theory. Action Research gives appropriate approach to improve work or study situation effectively and efficiency. In each cycle in the Level 2 Action Research Method using descriptive statistical analysis techniques through a comparison of the average students' entrepreneurship mindset before and after the application of the BMC method. There are 84 students who participated in this research. The results show that the hypothesis which indicates the BMC method can increase the students' entrepreneurship mindset is empirically proven. The BMC method deserves to be introduced to students. Students have knowledge about how to start a business, and have the courage, ability to create, and innovate and have a high interest in starting a business.

Business model innovation in small- and medium-sized enterprises

2019 ◽  
Vol 30 (8) ◽  
pp. 1127-1142 ◽  
Author(s):  
Julian Marius Müller
Keyword(s):  
Business Model ◽  
Industry 4.0 ◽  
Business Models ◽  
Customer Relationships ◽  
General Level ◽  
German Industry ◽  
Exploratory Research ◽  
Content Type ◽  
Business Model Canvas ◽  
Key Resources

Purpose Industry 4.0 is expected to significantly transform industrial value creation. However, research on business models affected through Industry 4.0, and on small- and medium-sized enterprises (SMEs), remains scarce. In response, the purpose of this paper is to address both aspects, further elaborating on the role that SMEs can take toward Industry 4.0 as provider or user. Design/methodology/approach The paper used an exploratory research design based on 43 in-depth expert interviews within the three most important German industry sectors, mechanical and plant engineering, electrical engineering and automotive suppliers. Interviews were conducted with leading personnel of the respective enterprises, including 22 CEOs. They assign business model implications through Industry 4.0, referring to the Business Model Canvas, while the paper delineates between Industry 4.0 providers and users. Findings The paper finds that key resources and value proposition are among the most affected elements of the business model, whereas channels are the least affected. Furthermore, distinct characteristics between Industry 4.0 providers and users can be delineated. In general, Industry 4.0 providers’ business models are significantly more affected than users, except for key partners and customer relationships. Research limitations/implications Industry 4.0 remains at its early stages of implementation. As a result, many interviewees’ answers remain at a rather general level. Practical implications Strategies for the further alignment of the business models are provided for Industry 4.0 providers and users. Originality/value The paper is among the few that investigate Industry 4.0 in the context of SMEs and business models.

scholarly journals Performance Implications of Business Model Change: A Case Study

2015 ◽  
Vol 63 (6) ◽  
pp. 2101-2107 ◽  
Author(s):  
Jana Poláková ◽  
Gabriela Koláčková ◽  
Ivana Tichá
Keyword(s):  
Business Model ◽  
Family Business ◽  
Value Creation ◽  
Structural Changes ◽  
Financial Analysis ◽  
Business Model Canvas ◽  
The Family ◽  
Before And After

The paper deals with changes in performance level introduced by the change of business model. The selected case is a small family business undergoing through substantial changes in reflection of structural changes of its markets. The authors used the concept of business model to describe value creation processes within the selected family business and by contrasting the differences between value creation processes before and after the change introduced they prove the role of business model as the performance differentiator. This is illustrated with the use of business model canvas constructed on the basis interviews, observations and document analysis. The two business model canvases allow for explanation of cause-and-effect relationships within the business leading to change in performance. The change in the performance is assessed by financial analysis of the business conducted over the period of 2006–2012 demonstrates changes in performance (comparing development of ROA, ROE and ROS having their lowest levels before the change of business model was introduced, growing after the introduction of the change, as well as the activity indicators with similar developments) of the family business. The described case study contributes to the concept of business modeling with the arguments supporting its value as strategic tool facilitating decisions related to value creation within the business.

Exploring how the intangible side of an organization impacts its business model

Kybernetes ◽  
2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Maria-Isabel Sanchez-Segura ◽  
German-Lenin Dugarte-Peña ◽  
Antonio Amescua-Seco ◽  
Fuensanta Medina-Dominguez
Keyword(s):  
Decision Making ◽  
Business Model ◽  
Chief Executive ◽  
Optimal Decision ◽  
Technical Solution ◽  
Content Type ◽  
Chief Operating Officer ◽  
Business Model Canvas ◽  
The Status ◽  
The Impact

Purpose Information technology/software (IT/SW) professionals use the business model canvas (BMC) to identify innovative digital solutions that improve their client’s business values. This paper aims to address the issue of considering, for a client company, the status of its intangible assets (IAs) in decision-making on the most innovative digital solution. Design/methodology/approach This paper provides a method (BMCIA-method) and a simulation tool (BMCIA-NetSim) to help IT/SW professionals identify and assess an organization’s IAs and their impact on the BMC of digital business. Findings IT/SW professionals used this approach, at 14 small and medium-sized enterprises (SMEs), to identify innovative solutions and add digital value to their businesses. They used the BMCIA to provide their clients (SME’s chief executive officer or chief operating officer) with a view of the BMC enhanced with the status of IAs. These expressed interest in the use of the BMCIA and underscore its importance for making better decisions while aligning IT and the business. A survey reveals how well the BMCIA-method performed during its use to discover the best solution to be developed at each SME. Research limitations/implications IAs affect the achievement of the business goal targeted using the BMC. If these are not identified, valued and properly aligned with the BMC blocks, critical information is hidden from the eyes of IT/SW professionals and their clients, preventing optimal decision-making on which is the best IT/SW solution to be implemented to add digital value to the client company. Originality/value This proposal is unique insofar as it outlines a simulation-based methodological and technical solution using software agents to simulate the impact of the intangible side of an organization on its business model.

Developing a construction business model transformation canvas

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Priyadarshini Das ◽  
Srinath Perera ◽  
Sepani Senaratne ◽  
Robert Osei-Kyei
Keyword(s):  
Competitive Advantage ◽  
Business Model ◽  
Industry 4.0 ◽  
Model Transformation ◽  
Holistic Approach ◽  
Content Type ◽  
Construction Enterprises ◽  
Business Model Canvas ◽  
Model Research ◽  
Capability Building

PurposeIndustry 4.0 is driving an incremental shift in paradigms for the construction industry. Current research in the built environment is limited to exploring the exponential technological prowess of Industry 4.0 with very little work on its implications to the construction business model, strategy and competitive advantage. There arises a challenge for researchers to understand how appropriate technologies can be assembled to assist in achieving the goals of construction businesses. The overarching aim of this research is to develop a construction Business Model Transformation Canvas (BMTC) to map the transformation of construction enterprises in Industry 4.0.Design/methodology/approachThe research was carried out by conducting an expert forum with academics from nine universities across Australia and New Zealand. The study employed purposive sampling, and the academics were selected in a strategic manner in order to provide data that are relevant to the research.FindingsThe research identifies that technology-based partnerships supporting strategy and capability building, platforms enabling enterprises to conceive, design, manufacture and assemble buildings and competition with stakeholders having superior capabilities not in building but in other areas of business are fundamental to Industry 4.0 transformation.Originality/valueThe results present state-of-the-art development of business model research in construction that intends to support the strategic planning of construction enterprises in Industry 4.0. This research is the first and only research that uses a business model canvas (BMC) for strategy-reformulation in incumbent construction enterprises to maintain a competitive advantage in Industry 4.0. Merits of the construction BMTC lie in its holistic approach, visual representation and simplicity.

scholarly journals Sustainability Transition in Industry 4.0 and Smart Manufacturing with the Triple-Layered Business Model Canvas

2020 ◽  
Vol 12 (6) ◽  
pp. 2364 ◽  
Author(s):  
Fernando E. García-Muiña ◽  
María Sonia Medina-Salgado ◽  
Anna Maria Ferrari ◽  
Marco Cucchi
Keyword(s):  
Business Model ◽  
Ceramic Tile ◽  
Industry 4.0 ◽  
Business Models ◽  
Smart Manufacturing ◽  
Value Proposition ◽  
Manufacturing Companies ◽  
Sustainable Business ◽  
Business Model Canvas ◽  
Sustainability Transition

Sustainability transition is becoming increasingly relevant at a manufacturing level, especially for resource- and energy-intensive industries. In addition, the 4.0 industry paradigm opens new opportunities in terms of sustainable development. The aim of this research is to analyze the introduction of sustainability in the corporate value proposition, through the evolution from a traditional to a sustainable business model. The business model innovation will be investigated in the case of a ceramic tile producer in the district of Sassuolo, Italy. The company has introduced several sustainability practices over the years and, through investments in Industry 4.0 technologies, is able to conduct impact assessments of its production process. The applied tool for the business model transition will be the Triple-Layered Business Model Canvas by Joyce and Paquin. The results illustrate the new company’s sustainable value proposition, considering all three pillars of sustainability: environment, economy, and society. Despite the limitations resulting from the individual case study, the findings can be easily adapted to other ceramic tile companies in the sector. Besides, the paper could inspire other manufacturing companies in the drafting of a sustainable business model. The paper explores the still limited literature on the application of sustainable business models in operational scenarios.

scholarly journals Digital Transformation of Business Models

2018 ◽  
Vol 10 (1) ◽  
pp. 123-142 ◽  
Author(s):  
Marcin Kotarba
Keyword(s):  
Business Model ◽  
Business Models ◽  
Technological Development ◽  
Digital Transformation ◽  
Business Model Canvas ◽  
Before And After ◽  
Year 2000 ◽  
General Time

Abstract The goal of the article is to present the scope of changes in the morphology of business models in contemporary organizations that took place in the recent decades, because of the massive technological development, framed under the concept of “digital transformation (DT).” An enhanced business model canvas concept is used as a base for presenting the changes, with a general time cutoff set in the year 2000. For the period before and after this measurement date, key elements of the business model and the drivers of their transformation are documented in a structured form and commented, together with practical conclusions and proposed further study areas

Business Model Canvas Analysis and Development for Herry Furniture

2019 ◽  
Vol 2 (4) ◽  
pp. 292-301
Author(s):  
Priskila C. Rahayu ◽  
Natalia Hartono ◽  
Chrisda Agustina
Keyword(s):  
Business Model ◽  
Feasibility Study ◽  
Industry 4.0 ◽  
Business Models ◽  
Swot Analysis ◽  
Balance Scorecard ◽  
Business Model Canvas ◽  
Office Furniture ◽  
Business Sectors ◽  
Current Business

Investable, revolution industry 4.0 that is based on integration of the online world, has an impact on all business sectors. It also felt by Herry Furniture, which is still sells office furniture conventionally. The company needs to improve its service and business models inorder to stay competitive. The company needs to improve connectivity interaction and communication with customers. For that we have done the analyze and develop The company’sbusiness model canvas. To find the appropriate strategy, it will be developed by using SWOT analysis that analyze current business model canvas. The strategy obtained is using website as media for sales. This is supported by doing feasibility study (using TELOS) that value 8.4. After that, there is an analysis of business development’s success by using balance scorecard method. It is said that the strategy effectively allows to improve the measurements of each choice in business model canvas to meet organization’s goal. The sales also increased up to average 12.8% each month compared to sales using website and store. This strategy is then applied tocompany’s business model canvas which resulting development on its three pillars which are key partners, key activities, and channels.

scholarly journals The Circular Business Framework for Building, Developing and Steering Businesses in the Circular Economy

2021 ◽  
Vol 13 (2) ◽  
pp. 963
Author(s):  
Julian Lauten-Weiss ◽  
Stephan Ramesohl
Keyword(s):  
Business Model ◽  
Circular Economy ◽  
Design Research ◽  
Economic Transition ◽  
Expert Interviews ◽  
Business Model Canvas ◽  
Innovative Tool ◽  
Design Research Methodology ◽  
In The Beginning ◽  
Business Framework

The need for a transition towards a circular economy (CE) is evident, as the current economic model is based on the exploitation of far more resources than the planet can replenish sustainably. A significant part of this economic transition is the inception of new, CE-oriented startups and business activities. While business model frameworks (BMF), such as the Business Model Canvas (BMC), were at the center of discussions about structuring business ideas in the beginning of the millennium, the conversation must now shift towards circular BMFs (CBMF). This paper follows the Design Research Methodology (DRM) for an empirical approach to devising a novel CBMF, including expert interviews as well as a first application of the framework with a startup. Throughout this process, a new and innovative tool called Circular Business Framework (CBF) was created and tested based on CE principles.

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