Performing Enterprise Architectures Through Gamified Business Models

2019 ◽  
pp. 232-246
Author(s):  
Ricardo Pateiro Marcão ◽  
Gabriel Pestana ◽  
Maria José Sousa
Keyword(s):  
Employee Engagement ◽  
Business Model ◽  
Enterprise Architecture ◽  
Business Models ◽  
Professional Services ◽  
Good Practices ◽  
Services Sector ◽  
New Business ◽  
And Performance ◽  
New Business Models

The profitability of performance and the reduction of turnover are the main challenges of the big companies of the professional services sector. While it is not always possible to achieve all the goals of the large multinationals in each country, it is necessary to assess their development in order to do so. In this way, the steps are identified, going to the new version of new business models, under an organization perspective that can be accompanied by interesting results with a different structure. However, for the sake of management, in order to ensure the cohesion between the teams, it is necessary to create mechanisms for obtaining high income, in order to support the enterprise architecture and the intended business model, which highlights the use of the concept of gamification as one of these mechanisms. This chapter aims to review the literature on the use of architectures and performance demonstrations. In addition to using the gamification concept, the profitability of capital invested in different business activities and the improvement of employee engagement are used. It is intended to consolidate good practices for the implementation of architectures through business models.

New Business Models Sustainability

2021 ◽  
pp. 1-29
Author(s):  
Albérico Travassos Rosário
Keyword(s):  
Business Model ◽  
Business Models ◽  
Business Model Innovation ◽  
Primary Data ◽  
Sustainable Business ◽  
Collection Method ◽  
New Business ◽  
Environmental Concepts ◽  
Political Economic ◽  
New Business Models

Increased global concerns about climate change and environmental degradation have attracted attention to sustainable development strategies. Sustainability involves maintaining ecological balance, requiring organizations to integrate social, political, economic, and environmental concepts in their business models. This research chapter aims to explore the new business models associated with increased awareness of sustainability. Literature review methodology was used as the primary data collection method. Four main new business models were identified, including sustainable business model innovation (SBMI), triadic business model (T-Model), circular business model, and Web 2.0-based business model. Despite the differences in definition and implementation of these modern frameworks, innovation and sustainability remain the central concepts of enhancing value creation and capturing. While these business models aim to enhance organizations' capabilities to optimize new opportunities and overcome challenges, they also aim to improve society and protect the environment.

scholarly journals AI-enabled business models in legal services: from traditional law firms to next-generation law companies?

2020 ◽  
Vol 7 (1) ◽  
pp. 27-46 ◽  
Author(s):  
John Armour ◽  
Mari Sako
Keyword(s):  
Business Model ◽  
Business Models ◽  
Legal Profession ◽  
Law Firms ◽  
Legal Services ◽  
Law Firm ◽  
Corporate Form ◽  
New Business ◽  
Employee Incentives ◽  
New Business Models

Abstract What will happen to law firms and the legal profession when the use of artificial intelligence (AI) becomes prevalent in legal services? We address this question by considering three related levels of analysis: tasks, business models, and organizations. First, we review AI’s technical capabilities in relation to tasks, to identify contexts where it is likely to replace or augment humans. AI is capable of doing some, but not all, legal tasks better than lawyers and is augmented by multidisciplinary human inputs. Second, we identify new business models for creating value in legal services by applying AI. These differ from law firms’ traditional legal advisory business model, because they require technological (non-human) assets and multidisciplinary human inputs. Third, we analyze the organizational structure that complements the old and new business models: the professional partnership (P2) is well-adapted to delivering the legal advisory business model, but the centralized management, access to outside capital, and employee incentives offered by the corporate form appear better to complement the new AI-enabled business models. Some law firms are experimenting with pursuing new and old business models in parallel. However, differences in complements create conflicts when business models are combined. These conflicts are partially externalized via contracting and segregated and realigned via vertical integration. Our analysis suggests that law firm experimentation with aligning different business models to distinct organizational entities, along with ethical concerns, will affect the extent to which the legal profession will become ‘hybrid professionals’.

scholarly journals The Analysis of Implementation Business Model Canvas At The E-Marketplace Dipeta Company

2017 ◽  
Vol 4 (2) ◽  
pp. 125-133
Author(s):  
Ni Wayan Purnawati ◽  
Djoko Budiyanto Setyohadi
Keyword(s):  
Business Model ◽  
Business Models ◽  
National Level ◽  
The Internet ◽  
Good Information ◽  
Education Services ◽  
Business Model Canvas ◽  
New Business ◽  
Weak Points ◽  
New Business Models

In the internet Era as now everything is easily accessible, obtaining good information, education, services even trade. E-Marketplace as a new innovation for interaction between buyer and seller can also encourage micro medium to promote his business. www.pesansaja.com released by dipeta in the field of E-Marketplace of local culinary, which still require a lot of innovation to be able to attract customers and keep them. Innovation is also needed to be able to compete with other competitors on the E-Marketplace that engaged in the same. Hence the need for the implementation of the business model in this business model Canvas to get new business models to suit the wishes of the customer and an evaluation based on the strong and weak points of this business. The results of the implementation are expected to make the company's E-Marketplace is getting big and compete at a national level as an E-Marketplace of successful culinary attract customers

scholarly journals Novos modelos de negócio, vigilância ubíqua e as transformações no desenvolvimento da internet | New business models, ubiquitous vigilance and transformations in internet development

2016 ◽  
Vol 12 (2) ◽  
Author(s):  
Leonardo Ribeiro da Cruz
Keyword(s):  
Business Model ◽  
Network Topology ◽  
Business Models ◽  
The Internet ◽  
Access To Information ◽  
Everyday Experience ◽  
Navigation Data ◽  
New Business ◽  
Internet Development ◽  
New Business Models

RESUMO Estamos acompanhando o crescimento em importância de um modelo de negócio assente na captura, processamento e comercialização de dados de navegação dos usuários de serviços na internet. Esse modelo tem se tornado hegemônico na valorização do acesso às informações e serviços na rede e está cada vez mas presente na nossa experiência cotidiana de navegação. Esse artigo tem como objetivo analisar como essa hegemonização pressupõe a imposição de um modelo centralizado de topologia de rede ao favorecer o controle do fluxo de dados que nela trafega, e como isso amplia as possibilidades de vigilância na vida cotidiana.Palavras-Chave: Internet; Vigilância; Privacidade; Marketing Comportamental; Controle.ABSTRACT We're now seeing the growth of a business model based on capturing, processing and commercialization of the user's navigation data on the internet. This model has become hegemonic in the valuation of access to information and services on the network and is increasingly present in our everyday experience in the internet. This article aims to analyze how this hegemony requires the imposition of a centralized model of network topology to facilitate the control of the flow of data that circulates in it and how it expands the possibilities of surveillance in everyday life.Keywords: Internet; Surveillance; Privacy; Behavioral Marketing.

Business Model Typology for Mobile Commerce

2008 ◽  
pp. 1334-1343
Author(s):  
Volker Derballa ◽  
Key Pousttchi ◽  
Klaus Turowski
Keyword(s):  
Business Model ◽  
Mobile Technology ◽  
Business Models ◽  
New Products ◽  
Building Blocks ◽  
Mobile Commerce ◽  
New Business ◽  
New Business Models

Mobile technology enables enterprises to invent new business models by applying new forms of organization or offering new products and services. In order to assess these new business models, there is a need for a methodology that allows classifying mobile commerce business models according to their typical characteristics. For that purpose a business model typology is introduced. Doing so, building blocks in the form of generic business model types are identified, which can be combined to create concrete business models. The business model typology presented is conceptualized as generic as possible to be generally applicable, even to business models that are not known today.

Business Model Typology for Mobile Commerce

2010 ◽  
pp. 105-114 ◽  
Author(s):  
Volker Derballa
Keyword(s):  
Business Model ◽  
Mobile Technology ◽  
Business Models ◽  
New Products ◽  
Building Blocks ◽  
Mobile Commerce ◽  
New Business ◽  
New Business Models

Mobile technology enables enterprises to invent new business models by applying new forms of organization or offering new products and services. In order to assess these new business models there has to be a methodology that allows classifying mobile commerce business models according to their typical characteristics. For that purpose a business model typology is introduced. Doing so, building blocks in the form of generic business model types are identified, which can be combined to create concrete business models. The business model typology presented is conceptualized as generic as possible to be generally applicable even to business models that are not known today.

New Economy, E-Commerce Businesses, and E-Businesses

2020 ◽  
pp. 203-220
Author(s):  
Duygu Toplu Yaşlıoğlu
Keyword(s):  
Business Model ◽  
Business Models ◽  
New Economy ◽  
Electronic Networks ◽  
Doing Business ◽  
New Business ◽  
Digital Environments ◽  
Trade Route ◽  
Almost All ◽  
New Business Models

Electronic commerce and electronic business concepts are highly researched in recent management literature. Network economy has revealed e-commerce, a new trade route that is carried out over the interlinked computers and mobile devices. E-commerce is a method used by almost all businesses that are physically processing. Therefore, there should be a significant distinction between e-business and e-commerce. With the development of e-commerce, new ways of doing business have emerged. Thus, many e-commerce companies have emerged, traditional businesses have started trading in electronic networks, and new business models have begun to be created in digital environments. In order to understand how e-businesses make money, many business models have been studied. For this reason, the concept of business model in the new economy and the transformation of business models into e-business models are examined. In line with this, it is aimed in this chapter to examine e-businesses, to clarify e-business models, and to explain e-commerce types and e-business model types in detail, with examples.

Surviving COVID-19 Crisis by New Business Models

2021 ◽  
pp. 301-316
Author(s):  
Tahir Sufi ◽  
Selim Ahmed
Keyword(s):  
Business Model ◽  
Service Sector ◽  
Business Models ◽  
Food Service ◽  
Market Size ◽  
Working Population ◽  
The Past ◽  
New Business ◽  
New Business Models

The foodservice sector is one of the three leading sectors in India, with a market size of 152 billion USD. There are over 500,000 organized and unorganized restaurants in India, and the sector has seen exceptional growth during the past decade. A high percentage of the young and working population is driving the India foodservice market, which is further fuelled by organized retail space that is encouraging the growth of local and international brands across different formats. This study explores how the crisis caused by the COVID-19 pandemic has led to adapting to the new business model by the food service sector in India.

scholarly journals New Business Models Based on Multiple Value Creation for the Customer: A Case Study in the Chemical Industry

2020 ◽  
Vol 12 (9) ◽  
pp. 3932
Author(s):  
Iveta Šimberová ◽  
Peter Kita
Keyword(s):  
Business Model ◽  
Value Creation ◽  
Chemical Industry ◽  
Customer Value ◽  
Business Models ◽  
Model Development ◽  
Theoretical Background ◽  
New Business ◽  
Multiple Value ◽  
New Business Models

The paper’s objective is to describe business models currently used in terms of sustainable multiple customer creation in the chemical industry in the Czech Republic, namely Section 20.1 in the CZ NACE (Classification of Economic Activities). The business models are described through a specified set of business model elements, which correspond with the presented theoretical bodies. The business models are also evaluated and benchmarked based on a custom indicator measuring business model novelty. The theoretical background of the research consists of three theoretical bodies: Sustainability, multiple customer value creation, and new business models. The research stems from the theoretical background and anticipates that the business model development dynamics drives companies to consider the reasons and conditions of their very existence. The Canvas business model serves as a visualization tool, as it is sufficiently comprehensive, analytical, flexible, and general. For this reason, it is appropriate for the research of new business models aimed at multiple value creation in any industry. Owing to the frequency of occurrence of elements in the fields of the canvas business model, it is possible to develop the majority and minority business model design representing the basis of the research.

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