Recommendations to Enhance Communication With Users Through Prototypes and to Assist Open Innovation

2019 ◽  
pp. 147-167
Author(s):  
Thiago Bertolini dos Santos ◽  
Luiza de Castro Olivan ◽  
Luísa Cagica Carvalho ◽  
Lílian Neto Aguiar Ricz ◽  
Janaina Mascarenhas Hornos da Costa
Keyword(s):  
Open Innovation ◽  
Business Models ◽  
New Products ◽  
Innovation Process ◽  
New Business ◽  
Market Needs ◽  
New Business Models

Innovation has been increasingly becoming a major competitive differential for companies. However, innovation alone is not enough. Innovations encompass new products to new business models, but they need well-defined strategies to deliver value according to the market needs and to be well accepted. Innovations looking at differentials for the users should consider their problems, including products and services, so that they can promote solutions to meet the users' expectations. Therefore, the involvement of stakeholders in the innovation process who are beyond the organisation's frontiers, such as users, is important as it allows the inclusion of new abilities, resources, and knowledge in the process of development.

How do SMEs Use Open Innovation When Developing New Business Models?

2018 ◽  
pp. 179-209 ◽  
Author(s):  
Robert William Anderson ◽  
Nuran Acur ◽  
Jonathan Corney
Keyword(s):  
Open Innovation ◽  
Business Models ◽  
New Business ◽  
New Business Models

scholarly journals Measuring the Efficiency of U.S. Pharmaceutical Companies Based on Open Innovation Types

2018 ◽  
Vol 4 (3) ◽  
pp. 34 ◽  
Author(s):  
Kisoon Shin ◽  
Daeho Lee ◽  
Kwangsoo Shin ◽  
Eungdo Kim
Keyword(s):  
Open Innovation ◽  
Business Models ◽  
Group Analysis ◽  
Pharmaceutical Companies ◽  
External Resources ◽  
New Business ◽  
Enterprise Level ◽  
Inside Out ◽  
New Business Models ◽  
Level Analysis

The pharmaceutical industry, where research and development (R&D) efficiency is central to company survival, has recently faced significant challenges. To increase efficiency, companies must implement strategies such as open innovation (OI), wherein they sell their intellectual property, maximize their use of external resources, adjust their structures, and implement new business models. In this study, we divided 701 U.S. pharmaceutical companies according to their OI strategies to measure and compare their R&D efficiencies between 2001 and 2016. We analyzed the deal data of companies by first dividing them into four groups (inside-out, outside-in, coupled, and closed) to calculate R&D efficiency using stochastic and meta-frontier analyses. In the first group analysis, the coupled group shows high technical efficiency, but in an overall comparison, the inside-out group achieves the highest efficiency values. These values increased between 2005 and 2010, when the R&D crisis in the industry was great at its highest. We thus identified the characteristics of each group based on our results, and presented extensive analyses using a time-series comparison and enterprise-level analysis. We claim that pharmaceutical companies can still cope with the current R&D crisis by implementing different OI strategies.

Bookselling

2019 ◽  
pp. 397-408
Author(s):  
Niels Peter Thomas
Keyword(s):  
Technological Innovation ◽  
Business Models ◽  
New Products ◽  
Stable System ◽  
New Business ◽  
The Creation ◽  
Changing Demographics ◽  
New Business Models

Booksellers have always been vital to the publishing mix, making or breaking books’ success, but bookselling is now very much in transition. Coming from a stable system of wholesale and retail, we have seen the rise of chain bookstores, followed by the creation of the world’s largest and most powerful bookshop—Amazon.com. Entirely new business models for all book formats have emerged in the last decade, as well as new products and services consisting of books and related media. Bookselling remains in many countries a highly regulated business, but will see further change due to dependencies between the different book business models, technological innovation, the continuing competition with related industries, and a changing demographics of book buyers.

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.

scholarly journals Copyright Research in the Digital Age: Moving from Piracy to the Supply of New Products

2012 ◽  
Vol 102 (3) ◽  
pp. 337-342 ◽  
Author(s):  
Joel Waldfogel
Keyword(s):  
Business Models ◽  
New Products ◽  
Evidence Based ◽  
Travel Agents ◽  
Digital Era ◽  
New Business ◽  
Research Questions ◽  
Fruitful Research ◽  
The Impact ◽  
New Business Models

Twelve years into the Napster era, economists have devoted substantial attention to revenue consequences of unpaid file sharing. Yet, this is only one of a host of questions whose answers are needed to inform evidence-based copyright policy in the digital era. Digitization's effect on travel agents suggests fruitful research questions, which include the impact of digitization on the supply of new works, methods for consumer discovery of new products, and new business models available with digital distribution.

scholarly journals Business Model Representations for Value Creation Through Service information System

2020 ◽  
pp. 61-69
Author(s):  
Ibrahim Suleiman Yahaya ◽  
Aslan Bin Amat Senin ◽  
Maryam M.B Yusuf ◽  
Saleh F A Khatib ◽  
Amina Usman Sabo
Keyword(s):  
Business Model ◽  
Business Models ◽  
Innovation Process ◽  
Service Business ◽  
Business Model Canvas ◽  
Service Information ◽  
Technological Advances ◽  
New Business ◽  
Market Opportunities ◽  
New Business Models

Developing new service business - models is an essential task for various companies, driven by technological advances and lucrative market opportunities. To support the innovation process, various methods and techniques have been developed for creating new business models. However, the present business model strategies lack a reflection of market characteristics such as co-creation and as well as contextualization, restricting their appeal for creative service - business - models. The Service, Business Model Canvas “SBMC” will address this shortcoming founded on a combined research framework that pursues to advance the current business - model - representation. Aimed at this reason, a focusing group sessions method was conducted that suggested using the SBMC to design, understand, and evaluate co-creation in dealing business models. Besides, this research offers insights to how business model representations are implemented in the process of product creation.

Geschäftsmodellinnovationen – radikaler Wandel oder inkrementelle Verbesserung?

2017 ◽  
Vol 58 (4) ◽  
pp. 32-36
Author(s):  
Patrick Ulrich ◽  
Alexandra Fibitz
Keyword(s):  
Business Model ◽  
Business Models ◽  
New Products ◽  
The Internet ◽  
Sustainable Business ◽  
Empirische Studie ◽  
New Business ◽  
Evolutionary Step ◽  
Radical Transformation ◽  
New Business Models

Wer kennt sie nicht, die Erfolgsgeschichten der „Uber’s”, „Air Bnb’s“, „Apple’s“ dieser Welt. Mit ihren Geschäftsmodellinnovationen haben sie nicht nur Märkte revolutioniert und Kundenbedürfnisse neu definiert, sondern die Art und Weise auf den Kopf gestellt, wie Unternehmen wirtschaften. Geschäftsmodelle lassen sich nachweislich zurückdatieren in die 1970er Jahre. Ursprünglich bezeichnete der Begriff einen Modellierungsansatz, der als Analysewerkzeug für Geschäftstätigkeiten auf operativer Ebene genutzt wurde. In der Evolution des Begriffes wurde die strategische Unternehmensführung als Rahmenwerk forciert, wobei moderne Einflüsse aus der Welt der Digitalisierung und E-Commerce wieder eine gewisse Rückbesinnung auf die Ursprünge erkennen lassen. Der Beitrag geht der Frage nach, wie Großunternehmen und auch andere Betriebstypen mit Geschäftsmodellinnovationen umgehen. With the advent of the Internet and the beginning of the dot.com era not only did new products and technologies disrupt the market, but even more business model innovations became of huge interest. New business models go far beyond product- or process innovation and in most cases, bring considerable changes to the firm. Nonetheless, a standardized process, a generally accepted definition and a consensus about elements and concepts is still missing. The paper investigates how large companies in Germany tackle this problem whether they prefer to use an evolutionary, step-by-step approach by changing single elements of a sustainable business model or rather tend to radical transformation and establish a completely new business model running in parallel to the already established one. Keywords: turbulenz, innovation, empirische studie, disruption, börsennotierung

Are Businesses Washing Consumerism With Green Ideology?

2020 ◽  
pp. 92-109
Author(s):  
Marta Massi ◽  
Caterina Francesca Ottobrini
Keyword(s):  
Business Models ◽  
Innovation Process ◽  
Green Marketing ◽  
Customer Participation ◽  
Consumer Empowerment ◽  
Green Products ◽  
New Business ◽  
Sustainable Marketing ◽  
New Business Models

This chapter reviews the literature on green marketing from the sustainable marketing phase to the latest paradigm of green marketing based on the concept of consumer empowerment and customer-initiated innovation process. In particular, the authors delve into the evolution of green marketing in order to highlight critical contrasts including product-based vs. service-based green marketing approach; top-down (business-initiated) vs. bottom-up (customer-initiated) green-based innovation; physical vs. online distribution of green products/services; positioning and advertising vs. brand co-creation; passive vs. active/empowered role of consumers and focus on customers vs. focus on multiple stakeholders. This chapter illustrates, through a series of cases and consumer insights, the contradictions, and controversies of green marketing. The chapter shows how customer participation and value co-creation, have changed the way green products are consumed and developed, and have forced organizations to adopt completely new business models.

Web-Based Services and Future Business Models

2013 ◽  
pp. 1-13
Author(s):  
Valentina Ndou ◽  
Pasquale Del Vecchio ◽  
Giuseppina Passiante ◽  
Laura Schina
Keyword(s):  
Social Networking ◽  
Open Innovation ◽  
Business Models ◽  
User Perspective ◽  
Web Based ◽  
New Business ◽  
New Business Models ◽  
Computing Approach ◽  
Future Business ◽  
Technology Trends

A paradigm shift is taking place today that provides a compelling value proposition for organizations and requires the adoption of new business models for the management of their core activities in a competitive way. The new emerging business models are related with open innovation, cloud computing approach, as well as social networking, which creates opportunities for firms to harvest the resources and knowledge that could be found outside the firm’s boundaries. However, in order for firms to grasp most of the emerging technologies, they should reconfigure their activities to tackle the challenge and opportunity presented by new innovations and technology trends. In this chapter, the authors demonstrate the changes that these new trends are witnessing for the business models of firms from a provider and user perspective.

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