The Value of Choices

2019 ◽  
pp. 150-177
Author(s):  
Fabian Salum ◽  
Karina Garcia Coleta ◽  
Dalini Ferraz ◽  
Humberto Elias Garcia Lopes
Keyword(s):  
Comparative Analysis ◽  
Business Model ◽  
Value Creation ◽  
Model Representation ◽  
Business Model Canvas ◽  
Core Elements ◽  
New Framework

Scholars and practitioners have proposed different frameworks to make business model representation easier. However, more information is still required to understand their applicability, especially concerning value perspective. This chapter focus on three of them: the Choices/Consequences, the RCOV, and the Business Model Canvas. This chapter (1) provides a comparative analysis; (2) discusses their design under the concept of value creation; (3) synthesises a new structure which contemplates their core elements, goes beyond their limitations and constitutes an alternative and useful tool. The new framework is called ‘(the) value of choice's (VoC). It points out – but is not limited to – the value offering architecture and enables strategic analysts to keep focus on a broad range of value outcomes: created value, appropriated value, generative value, and distributed value. The VoC is illustrated with a Brazilian tourism company's case.

BUSINESS MODEL CANVAS AS A TOOL OF MANAGER 4.0

2020 ◽  
Vol 21 (1) ◽  
pp. 51-64
Author(s):  
Branislav Mičieta ◽  
Vladimíra Biňasová ◽  
Marta Kasajová ◽  
Honorata Howaniec
Keyword(s):  
Business Model ◽  
Value Creation ◽  
Business Plan ◽  
Strategic Analysis ◽  
Basic Principles ◽  
Business Model Canvas ◽  
Current State ◽  
Further Development ◽  
Value Creation Process

The article deals with a BCM model that allows managers to outline the value creation process. In contrast to the business plan, this business model describes how to create and deliver value (product or service) to clients, as well as how to create demand, the network of customer-suppliers and how the company will earn money. The BCM model describes the basic principles of value creation by enterprises, their capture and delivery. In the first part of the article authors try to define of term of business model based on a literature review. The case study presented later shows how to use strategic analysis methods to determine the current state and build a complex business model. The results showed that the implementation of the proposed solution can help the company achieve its goal and further development.

Aligning firm's value system and open innovation: a new framework of business process management beyond the business model innovation

2020 ◽  
Vol 26 (5) ◽  
pp. 999-1020
Author(s):  
Bisan Abdulkader ◽  
Domitilla Magni ◽  
Valentina Cillo ◽  
Armando Papa ◽  
Roberto Micera
Keyword(s):  
Business Model ◽  
Business Process ◽  
Value Creation ◽  
Open Innovation ◽  
Business Process Management ◽  
Process Management ◽  
Business Model Innovation ◽  
Value System ◽  
Content Type ◽  
New Framework

PurposeBusiness process management (BPM) supports the creation and capture of firm value. In a dynamic context, the current approach to BPM appears to be limited and static in the face of the challenges posed by the firm's open innovation (OI) ecosystem. The main purpose of this paper is to shed light on the value co-creation through the integration of OI principles and mechanisms of value system.Design/methodology/approachTo this aim, the paper suggested a conceptual integration of strategy and operations literature on OI and the firm's value creation system. This analysis adopted BPM lenses with specific attention to the alignment between value creation and value capture. Applying BPM lenses to the process of creating shared value sought the attainment of a comprehensive system of decisions articulated between strategy and operations.FindingsThe paper pinpoints key links between strategy models and operational planning, thus proposing a new framework that integrates the characteristics of value system and OI. The paper elaborates a new theoretical framework rooted in the extant literature conducted in BPM, business strategy and business model innovation (BMI) fields.Originality/valueThis paper aims to fill the gap in the literature in which strategy models are separately treated from the operational ones. This conceptual effort contributes to the extant literature by drawing upon a comprehensive frameworkand mapping the complex set of interactions between the firm's value chain and its innovation ecosystem.

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.

Crowdfunding cultural projects and networking the value creation

2019 ◽  
Vol 9 (2) ◽  
pp. 235-254
Author(s):  
Caterina Foà
Keyword(s):  
Social Media ◽  
Community Engagement ◽  
Cultural Values ◽  
Business Model ◽  
Value Creation ◽  
Value Chain ◽  
Business Models ◽  
Structured Interviews ◽  
Content Type ◽  
Business Model Canvas

Purpose The purpose of this paper is to investigate how online crowdfunding is strategically applied to artistic productions featuring strong social and cultural values, exploring potential and risks of networking value creation and community engagement. Mission-driven initiatives and their crowdfunding campaigns are analyzed through platform society framework (van Dijk, 2019), considering the business models and marketing strategies that support the scope and intentions of a variety of agents involved within the online networks. Design/methodology/approach A qualitative multiple case-study approach is adopted to sample and analyze in depth significant examples from the most representative crowdsponsoring platforms in Portugal. Agents’ perspectives and practices are collected through semi-structured interviews with campaign creators and platform managers, and complemented by the design of specific business model canvas (Osterwalder and Pigneur, 2010) adapted to crowdfunding projects. Communication strategies and social media marketing are considered, metering agent’s profile and comparing performance and online engagement through profile and official pages observation. Findings Main findings point out that a crowdfunding campaign requires to set up a specific business model and marketing strategy articulation that go beyond the traditional cultural enterprises differentiation criteria, hybridizing them through experience-led marketing logic, extended product conceptualization and a critical cultural entrepreneurship approach. Community engagement operations need to be structured and integrated through online and offline social networks activities, and the value creation is build through shared meaning construction and interpretation between creators and backers, with the support of others agents involved within crowdfunding value network. It also states that the conceptualization of crowdfunding phenomenon as a service ecosystem (Quero and Ventura, 2019) could be extended, to comprehend other actors and power position within intermediation processes, namely, social network and social media platforms corporations, online payments services, online users, legacy media entities and others stakeholders as matchfunding organizations and partners for products’ development and distribution. Research limitations/implications The research design could be improved by adding more quantitative and social analytics data or an international cases comparison to complete these preliminary results. Practical implications The findings could assist arts and media managers as well as cultural agents to adapt their strategies to emergent business and marketing models, strongly influenced by dominant barging positions in the value chain held by new digital intermediaries, and to better explore product levels to strengthen interactions and engagement with communities of interest and supporters for the creation of value. Social implications This paper contributes to elaborate a more accurate scientific knowledge and critical perspective about crowfunding system evolution, concerning both individual and collective agencies, and their implication for different types of agents and networked individuals between institutions (Dutton, 2009). Originality/value This study is unique, as it adopts a multidisciplinary approach and a comprehensive analysis of Portuguese crowdsponsoring phenomenon, and it offers a valid contribution to the analysis of crowdfunding as value-creation network.

Product-Service Systems Design With Business Model Strategy Integrated: A Case Study of Urban Umbrella Rental Service System

2012 ◽  
Author(s):  
Yong Se Kim ◽  
Sang Won Lee ◽  
Jin Hui Kim ◽  
Heji Jeong ◽  
Ji Hwan Lee ◽  
...  
Keyword(s):  
Business Model ◽  
Value Creation ◽  
Service System ◽  
Design Method ◽  
Systems Design ◽  
Service Systems ◽  
Business Model Canvas ◽  
Product Service ◽  
Diverse Context ◽  
Product Service Systems

The value creation paradigm in industry has recently been shifting toward value creation through Product-Service Systems (PSS) where product and service elements are tightly integrated as systems to provide functional fulfillment. A successful PSS should satisfy economical, ecological and experience values. A systematic design method for PSS has been developed where activities of stakeholders are designed to support those values reflecting diverse context elements. Also business model aspects of PSS are considered using the category of the business model canvas together with strategies and protocols obtained from various real world cases. To illustrate the PSS design method with business model strategy integrated, a case of urban umbrella rental service system is presented.

scholarly journals The Smart City Business Model Canvas—A Smart City Business Modeling Framework and Practical Tool

Energies ◽  
2019 ◽  
Vol 12 (24) ◽  
pp. 4798 ◽  
Author(s):  
Paraskevi Giourka ◽  
Mark Sanders ◽  
Komninos Angelakoglou ◽  
Dionysis Pramangioulis ◽  
Nikos Nikolopoulos ◽  
...  
Keyword(s):  
Business Model ◽  
Value Creation ◽  
Smart City ◽  
Business Models ◽  
Model Development ◽  
Modeling Framework ◽  
Business Model Canvas ◽  
Sustainable Value ◽  
Practical Tool ◽  
Business Model Development

Cities are challenged with increasing population growth and need to implement smart solutions to become more resilient to economic, environmental, and social challenges posed by ongoing urbanization. This study reviewed business model development frameworks and developed a practical tool to help cities assess business models by adapting components of the Business Model Canvas (BMC) and adding new ones that operationalize the smart city dimensions. The Smart City BMC (SC-BMC) proposed provides a practical framework that supports developing and communicating a more holistic and integrated view of a smart city business model. It also supports creatively innovating toward more sustainable value creation. As a framework, the SC-BMC bridges sustainable value creation for business model development and smart city innovation.

DISCIPLINA DE EMPREENDEDORISMO NA FORMAÇÃO DOS ALUNOS DE BIBLIOTECONOMIA E DOCUMENTAÇÃO DA UFS

2018 ◽  
Vol 1 (2) ◽  
pp. 189-195
Author(s):  
Marta Suzana Cabral Nunes ◽  
Augusto Cesar Vieira dos Santos ◽  
Sueli Maria Silva Pereira ◽  
Euder de Jesus Costa
Keyword(s):  
Business Model ◽  
Design Thinking ◽  
Business Model Canvas

Este trabalho visa apresentar a experiência da disciplina de Empreendedorismo na UFS como fator motivador do desenvolvimento de competências para o bibliotecário documentalista, onde participaram alunos do curso de Biblioteconomia e Documentação, dentre alunos de outros cursos. O tema do empreendedorismo tem sido debatido no campo profissional e apresenta-se como alternativa importante que permite aos profissionais desenvolver ações e estratégias inovadoras em sua atuação diária. Trata-se de um estudo que tem como principal mérito apresentar esse caso a fim de demonstrar que é possível, a partir de ações de extensão e da formação continuada, desenvolver competências empreendedoras nos futuros profissionais bibliotecários documentalistas, aplicando metodologias como o Ciclo de Aprendizagem Vivencial, o Business Model CANVAS, Design Thinking, e o Plano de Negócios. Ao todo participaram da disciplina 7 alunos do curso de Biblioteconomia e Documentação da UFS, que preencheram formulário eletrônico a fim de fornecer suas percepções sobre a aprendizagem obtida.

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