Co-Creation via Digital Fashion Technology in New Business Models for Premium Product Innovation

2017 ◽  
pp. 38-63
Author(s):  
Frances Ross
Keyword(s):  
Product Design ◽  
Best Practice ◽  
Online Survey ◽  
Business Models ◽  
Generation Z ◽  
New Business ◽  
Consumer Segment ◽  
Best Practice Process ◽  
Design Preferences ◽  
New Business Models

This chapter focuses on co-creation as a key business model for Bespoke and Semi-Bespoke menswear tailoring and women's swimwear brands that use innovative concepts and processes to create premium products for a younger and more demanding consumer segment. The Millennials, Generation Z and Generation C all like to co-create products for their own body-shape fit and product design preferences. The discussion commences with a review of key texts on digital fashion technology and practices enabling ‘co-creation' strategies. The research methodology is mixed method including consumer questionnaires, online survey observation with analysis of companies utilizing new digital practices to meet consumer's demands. The latest developments in digital fashion scanning, sizing, product design and customization of new and existing ranges will evidence how co-creation strategies can brand-stretch and add value creation. Includes best practice process steps for visualization, professional style advice and co-creator recommendations via the e-commerce website or social media.

Co-Creation via Digital Fashion Technology in New Business Models for Premium Product Innovation

2020 ◽  
pp. 1147-1172
Author(s):  
Frances Ross
Keyword(s):  
Product Design ◽  
Best Practice ◽  
Online Survey ◽  
Business Models ◽  
Generation Z ◽  
New Business ◽  
Consumer Segment ◽  
Best Practice Process ◽  
Design Preferences ◽  
New Business Models

This chapter focuses on co-creation as a key business model for Bespoke and Semi-Bespoke menswear tailoring and women's swimwear brands that use innovative concepts and processes to create premium products for a younger and more demanding consumer segment. The Millennials, Generation Z and Generation C all like to co-create products for their own body-shape fit and product design preferences. The discussion commences with a review of key texts on digital fashion technology and practices enabling ‘co-creation' strategies. The research methodology is mixed method including consumer questionnaires, online survey observation with analysis of companies utilizing new digital practices to meet consumer's demands. The latest developments in digital fashion scanning, sizing, product design and customization of new and existing ranges will evidence how co-creation strategies can brand-stretch and add value creation. Includes best practice process steps for visualization, professional style advice and co-creator recommendations via the e-commerce website or social media.

scholarly journals In Search of the Optimal Venture-to-Capital (V2C) Business Model

2011 ◽  
Vol 2 (6) ◽  
Author(s):  
Tommi Rasila
Keyword(s):  
Capital Investment ◽  
Best Practice ◽  
Business Models ◽  
Future Research ◽  
Venture Capital Investment ◽  
New Business ◽  
Target Company ◽  
Operating Space ◽  
A Company ◽  
New Business Models

This paper illustrates the differences between traditional and emerging business models in the recently identified Venture-to-Capital (V2C) area. This area refers to the stage in the development of a company when it is between Venture and Capital, ie. before the idea or the venture is eligible for Venture Capital investment. Many entities exist to assist companies in the V2C operating space. Most obvious taxonomy of the V2C players includes Incubators, Advisors, Business Angels and Classic/Seed VC. All these have different business models, including motive, contribution, incentive and revenue model. There is, however, a large number of new operatives in this field which do not quite fit this traditional taxonomy.In this study, a number of these new operatives are examined and their business models outlined. When comparing the traditional and new business models, three observations are made as conclusions: New models are hybrids of traditional models with only some new features; Contributing intellectual capital in the sense of sweat capital or business knowledge is seen as a key requisite; Trend goes towards obtaining equity interest in the target company for upside potential in the compensation. This study paves way to future research in creating new taxonomy for Venture-to-Capital operatives and delineating a best practice to the practitioners in the field.

scholarly journals Business Models for M-Services

2010 ◽  
pp. 444-469
Author(s):  
Carina Ihlström Eriksson ◽  
Thomas Kalling ◽  
Maria Åkesson ◽  
Tobias Fredberg
Keyword(s):  
Online Survey ◽  
Business Models ◽  
Consumer Preferences ◽  
Research Question ◽  
Service Innovation ◽  
Model Framework ◽  
News Source ◽  
New Business ◽  
Ubiquitous Access ◽  
New Business Models

This article presents the consumer view of an innovative m-service, that is, the e-newspaper, which is published for a mobile reading device equipped with an e-paper display. The research question of this article is: What are the implications of the consumer view of future m-service innovation on business models? In this article, we present empirical results from an online survey with 3,626 respondents representing the consumer view. The factor analysis revealed three aspects of consumer preferences, that is, Ubiquitous access, Prestige of news source and Local anchorage and advertising. These were then correlated with media behavior and e-newspaper preferences to indicate three possible market segments. We then discuss the implications that these consumer views could have on developing new business models, followed by a comparison to earlier research. Finally, we propose an integrated e-newspaper business model framework consisting of three models, ubiquitous, local, and prestige.

scholarly journals How to feed The Ferret: Understanding subscribers in the search for a sustainable model of investigative journalism

Journalism ◽  
2017 ◽  
Vol 21 (9) ◽  
pp. 1320-1337
Author(s):  
John Price
Keyword(s):  
Online Survey ◽  
Business Models ◽  
Empirical Work ◽  
Online News ◽  
Investigative Journalism ◽  
Mainstream Media ◽  
New Business ◽  
Political Spectrum ◽  
Start Ups ◽  
New Business Models

The Ferret was founded in Scotland in 2015 as a co-operative. Drawing funding from a variety of sources – including grants, crowdfunding, training and events – the organisation relies heavily on subscriptions for its core business model. The Ferret is one of a number of recent digital start-ups seeking to explore new ways of funding and sustaining investigative journalism against a backdrop of declining levels of such journalism from the mainstream media. Despite this, to date there has been very little detailed, empirical work into subscription or membership models of funding journalism. This article begins to address this by presenting the results of an online survey of The Ferret’s subscribers. The findings are discussed in the context of recent work from international scholars about paying for online news and new business models for public interest journalism. The results suggest that subscribers tend to be middle aged or older, to the left of the political spectrum and motivated mainly by a desire to support the production of investigative journalism – rather than gain exclusive access to its content. The article concludes by arguing that recruiting such people offers a potentially sustainable membership model for investigative journalism platforms, whereby journalism for the benefit of society is funded by the few.

New Business Models for the Computer Gaming Industry

2011 ◽  
pp. 401-415 ◽  
Author(s):  
Martin Heitmann ◽  
Kay Tidten
Keyword(s):  
Best Practice ◽  
Business Models ◽  
Value Added ◽  
Video Gaming ◽  
Computer Gaming ◽  
Gaming Industry ◽  
New Business ◽  
Recent Developments ◽  
Strategic Position ◽  
New Business Models

Nowadays, managers in the computer and video gaming industry are forced to reevaluate their companies’ strategic position within the value-added chain, as traditional business models show a tendency to erode. While there are some striking parallels to the music industry, like facing the threat of acts of piracy, indicating what future developments might be expected, there are also best practice examples from the computer and video gaming industry to learn from. Thus, it is imperative to have a look at the changes in competitive settings within this industry and analyze adequate examples regarding how to setup new profitable business models. In order to evaluate the changed business models in a meaningful way a systematic approach is advisable. Therefore, a short ontology of business models is given first, supporting the illustration of recent developments in the industry and which will guide the presentation of selective cases. Three major implications for managers in the computer and video gaming industry will be identified. These include a need to centralize the game experience, a stronger shift towards online distribution channels and the development of a collective sense of identity by target communities.

scholarly journals Business Models for M-Services

2010 ◽  
pp. 177-202
Author(s):  
Carina Ihlström Eriksson ◽  
Thomas Kalling ◽  
Maria Åkesson ◽  
Tobias Fredberg
Keyword(s):  
Online Survey ◽  
Business Models ◽  
Consumer Preferences ◽  
Research Question ◽  
Service Innovation ◽  
Model Framework ◽  
News Source ◽  
New Business ◽  
Ubiquitous Access ◽  
New Business Models

This article presents the consumer view of an innovative m-service, that is, the e-newspaper, which is published for a mobile reading device equipped with an e-paper display. The research question of this article is: What are the implications of the consumer view of future m-service innovation on business models? In this article, we present empirical results from an online survey with 3,626 respondents representing the consumer view. The factor analysis revealed three aspects of consumer preferences, that is, Ubiquitous access, Prestige of news source and Local anchorage and advertising. These were then correlated with media behavior and e-newspaper preferences to indicate three possible market segments. We then discuss the implications that these consumer views could have on developing new business models, followed by a comparison to earlier research. Finally, we propose an integrated e-newspaper business model framework consisting of three models, ubiquitous, local, and prestige.

DIGITAL ECONOMY AND GLOBALIZATION: THE IMPORTANCE OF DIGITAL ENTREPRENEURSHIP DEVELOPMENT

2020 ◽  
Vol 6 (3) ◽  
pp. 17-20
Author(s):  
Farxod Tursunov ◽  
Keyword(s):  
Business Models ◽  
Digital Economy ◽  
Management Systems ◽  
Entrepreneurship Development ◽  
New Business ◽  
Definition Of ◽  
Digital Enterprise ◽  
New Business Models ◽  
Digital Entrepreneurship

The article discusses the role of the digital economy in the development of the country, how it becomes the basis of the economy, new business models and management systems. The opinion of scientistsis analyzed, a definition of a digital enterprise is given

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