Cultural Tourism O2O Business Model Innovation

2020 ◽  
pp. 25-41
Author(s):  
Chao Lu ◽  
Sijing Liu
Keyword(s):  
Business Model ◽  
Value Chain ◽  
Business Models ◽  
Business Model Innovation ◽  
Utilization Efficiency ◽  
The Internet ◽  
Enterprise Value ◽  
Model Research ◽  
The Social ◽  
Tourism Enterprises

It is absolutely not an accidental phenomenon that the development of Internet overlaps with boom of business model research. The emergence of the Internet has greatly promoted the development and study of business models. This paper focuses on exploration of O2O business model innovation by analyzing the main types, evolution and driving factors of Chinese Internet business model, taking Ctrip as the example. From the social prospective, O2O business model improves value and feeling of the customer experience as well as the operational efficiency of the enterprise value chain and utilization efficiency of social resources. This paper has also put forward what Ctrip can enlighten the development of tourism enterprises.

Cultural Tourism O2O Business Model Innovation

2020 ◽  
pp. 406-423
Author(s):  
Chao Lu ◽  
Sijing Liu
Keyword(s):  
Business Model ◽  
Value Chain ◽  
Business Models ◽  
Business Model Innovation ◽  
Utilization Efficiency ◽  
The Internet ◽  
Enterprise Value ◽  
Model Research ◽  
The Social ◽  
Tourism Enterprises

It is absolutely not an accidental phenomenon that the development of Internet overlaps with boom of business model research. The emergence of the Internet has greatly promoted the development and study of business models. This paper focuses on exploration of O2O business model innovation by analyzing the main types, evolution and driving factors of Chinese Internet business model, taking Ctrip as the example. From the social prospective, O2O business model improves value and feeling of the customer experience as well as the operational efficiency of the enterprise value chain and utilization efficiency of social resources. This paper has also put forward what Ctrip can enlighten the development of tourism enterprises.

Cultural Tourism O2O Business Model Innovation-A Case Study of CTrip

2016 ◽  
Vol 14 (2) ◽  
pp. 16-31 ◽  
Author(s):  
Chao Lu ◽  
Sijing Liu
Keyword(s):  
Business Model ◽  
Value Chain ◽  
Business Models ◽  
Business Model Innovation ◽  
Utilization Efficiency ◽  
Enterprise Value ◽  
Model Research ◽  
The Social ◽  
Tourism Enterprises

It is absolutely not an accidental phenomenon that the development of Internet overlaps with boom of business model research. The emergence of the Internet has greatly promoted the development and study of business models. This paper focuses on exploration of O2O business model innovation by analyzing the main types, evolution and driving factors of Chinese Internet business model, taking Ctrip as the example. From the social prospective, O2O business model improves value and feeling of the customer experience as well as the operational efficiency of the enterprise value chain and utilization efficiency of social resources. This paper has also put forward what Ctrip can enlighten the development of tourism enterprises.

The future of the Internet of Things: toward heterarchical ecosystems and service business models

2018 ◽  
Vol 33 (6) ◽  
pp. 749-767 ◽  
Author(s):  
Seppo Leminen ◽  
Mervi Rajahonka ◽  
Mika Westerlund ◽  
Robert Wendelin
Keyword(s):  
Internet Of Things ◽  
Business Model ◽  
Value Chain ◽  
Large Scale ◽  
Business Models ◽  
The Internet ◽  
Content Type ◽  
Industry Collaboration ◽  
New Business ◽  
The Internet Of Things

Purpose This study aims to understand their emergence and types of business models in the Internet of Things (IoT) ecosystems. Design/methodology/approach The paper builds upon a systematic literature review of IoT ecosystems and business models to construct a conceptual framework on IoT business models, and uses qualitative research methods to analyze seven industry cases. Findings The study identifies four types of IoT business models: value chain efficiency, industry collaboration, horizontal market and platform. Moreover, it discusses three evolutionary paths of new business model emergence: opening up the ecosystem for industry collaboration, replicating the solution in multiple services and return to closed ecosystem as technology matures. Research limitations/implications Identifying business models in rapidly evolving fields such as the IoT based on a small number of case studies may result in biased findings compared to large-scale surveys and globally distributed samples. However, it provides more thorough interpretations. Practical implications The study provides a framework for analyzing the types and emergence of IoT business models, and forwards the concept of “value design” as an ecosystem business model. Originality/value This paper identifies four archetypical IoT business models based on a novel framework that is independent of any specific industry, and argues that IoT business models follow an evolutionary path from closed to open, and reversely to closed ecosystems, and the value created in the networks of organizations and things will be shareable value rather than exchange value.

Business model innovation

2015 ◽  
Vol 9 (3) ◽  
pp. 200-218 ◽  
Author(s):  
Jaqueline Pels ◽  
Tomás Andrés Kidd
Keyword(s):  
Business Model ◽  
Business Models ◽  
Single Case ◽  
Business Model Innovation ◽  
Three Dimensions ◽  
Bottom Of The Pyramid ◽  
Bottom Up ◽  
Content Type ◽  
The Social ◽  
Medical Healthcare

Purpose – The purpose of this paper is to develop a framework that expands business model innovation literature by including a social goal, the emerging markets (EMs) environmental characteristics and adopting a bottom-up perspective. Design/methodology/approach – This paper draws on a single-case study. Sistema Ser/CEGIN (SER–CEGIN) is an Argentine social business that offers high-quality medical healthcare to BOP users. Findings – The paper presents a new conceptualization on business model innovation that includes three dimensions: firm-centric, environment and customer-centric. The framework incorporates to the traditional framework on business model innovation, the social profit equation, the general and task environment and the end-user, as well as the dynamics between them. Research limitations/implications – While the authors acknowledge the importance of studying the components of the business model operating levels (economic, operational and strategic) to determine the type of business model innovation (revenue, enterprise and industrial), the framework incoporates the environment and customer-centric dimension. The suggested framework opens new streams of research both for the innovation business model literature as well as for the EMs – bottom of the pyramid (BOP) literature. Practical implications – To achieve economic and social goals, particularly in the BOP, firms need to adopt a bottom-up approach to understand the components of their business model that need to be modified. Originality/value – The paper proposes a novel business model innovation conceptualization which is useful for both researches to better study business models in the BOP and for firms to successfully operate in the BOP.

scholarly journals Open Business Model Innovation via the Internet: How Wiki Technologies Can Improve the Quality of Business Models

2020 ◽  
pp. 2040004
Author(s):  
Ulrich Bretschneider ◽  
Philipp Alexander Ebel ◽  
Jan Marco Leimeister
Keyword(s):  
Business Model ◽  
Business Models ◽  
Design Research ◽  
Innovation Management ◽  
Business Model Innovation ◽  
The Internet ◽  
Wiki Technology ◽  
Literature Base ◽  
Low Degrees ◽  
Use Of Internet

Increasingly, firms follow the strategy of open business model innovation via the Internet. In this form of digital innovation management, firms make use of Internet platforms that allow them to integrate external customers and other stakeholders for (re-)innovation of their business models. However, the used IT tools on these Internet platforms suffer from not being able to merge the content of multiple users in an adequate way, thus the resulting business models suffer from low degrees of quality. Against this backdrop, in this research, we propose to equip these Internet platforms with a wiki technology. This would allow users to add to each other’s content, to make changes or to correct mistakes. In our action design research (ADR), we could empirically validate that this leads to a higher quality in terms of business models’ degree of elaboration. Since research that focusses on the design of Internet-based open BMI is still neglected, our research contributes to the literature base by being the first that answers ongoing open calls for research on this phenomenon of interest.

Innovation in Business Models of Banks in Europe

2014 ◽  
pp. 363-378
Author(s):  
Konstantinos Liakeas ◽  
Anastasia Constantelou
Keyword(s):  
Business Model ◽  
Financial Institutions ◽  
Value Chain ◽  
Structural Changes ◽  
Business Models ◽  
Relationship Building ◽  
Internet Technology ◽  
The Internet ◽  
Business Practices ◽  
Strategic Options

Since the end of the 1990s, the introduction of Internet technology to the mainstream technologies used in businesses led to the expectation of pure Internet enterprises that might eliminate physical presence to one or more points in the value chain. A sequence of failures managed to resize those expectations and led most firms to just expose routine back end systems transactions through the Internet without a clear focus on relationship building or an integrated cross-channel sales approach. Despite the structural changes to the business level strategy that the Internet may have brought to firms in many industries, business practices in banking have not really evolved. This is because banks perceived Internet-based innovation as an investment opportunity that could raise spatial and temporal constraints much like ATMs had done in the past, without actually changing the value proposition of the business model or the strategic options of financial institutions. This chapter argues that the degree to which financial institutions have actually infused innovation into their traditional business model has been negligible and aims to set out a scene for the study of the evolution of strategy and business models of banks in the Internet era.

PRODUCT SERVICE SYSTEMS AS A DRIVER FOR BUSINESS MODEL INNOVATION: LESSONS LEARNED FROM THE MANUFACTURING INDUSTRY

2013 ◽  
Vol 17 (01) ◽  
pp. 1340004 ◽  
Author(s):  
VIVEK K. VELAMURI ◽  
BASTIAN BANSEMIR ◽  
ANNE-KATRIN NEYER ◽  
KATHRIN M. MÖSLEIN
Keyword(s):  
Business Model ◽  
Value Chain ◽  
Manufacturing Industry ◽  
Business Models ◽  
Business Model Innovation ◽  
Lessons Learned ◽  
Service Systems ◽  
Study Approach ◽  
Product Service ◽  
Product Service Systems

Firms increasingly rely on business model innovation as a means to face challenges of a world in transition. We identify the conscious integration of products and services, i.e., product service systems, as a valuable strategy to radically innovate product-focused business models. Applying an exploratory multiple case study approach, we uncover five distinct kinds of services that specifically help firms to innovate their business model. These are (1) business consulting, (2) comprehensive services, (3) educational services, (4) financing services, and (5) information management services. The influence of these services on three components of business model innovation (value propositions, value chain architectures, and revenue streams) is discussed. In total, our study emphasizes that integrating specific services with products is an important driver for business model innovations.

scholarly journals Using the Internet to Improve the Efficiency of the Social Enterprise Business Model

2020 ◽  
Vol 19 (3) ◽  
pp. 7-22
Author(s):  
Małgorzata Kurleto
Keyword(s):  
Business Model ◽  
Social Enterprise ◽  
Business Models ◽  
Social Enterprises ◽  
The Internet ◽  
Enterprise Strategy ◽  
Holistic Model ◽  
The Social ◽  
Use Of The Internet ◽  
The Impact

Background. Modern technologies, and the Internet in particular, play an essential role in the effective business model of every company. Due to the fact that social enterprises often take over business models from commercial enterprises, a question arises about their applicability in the use of the Internet in social business. The size of the social enterprise and having a strong leader in the organization should be taken into account. Research. The study identifies the increase of effectiveness of social enterprise business models through appropriate use of the Internet. The analysis attempts to demonstrate the relationship between business models and the social enterprise strategy, emphasizing the important role of the holistic model. The analysis is in­tended to show the importance of the business model in marketing and management. Methodology. The study is based on a literature analysis as well as in the empir­ical part on the results of the author’s research. The most important hypothesis of the study assumes that the direct effectiveness of using the Internet is positively associated with the effectiveness and success in creating social value. Findings. The results of analysis show that the impact of Internet efficiency was high in those social enterprises that used the appropriate business model. The efficiency of using the Internet is positively related to the size of the social enterprise and having a strong leader. JEL Codes: F69, M29.

scholarly journals Design of the Internet plus Drug Circulation Business Model Based on Value Chain

2021 ◽  
Vol 2021 ◽  
pp. 1-12
Author(s):  
Linmeng Liang
Keyword(s):  
Business Model ◽  
Value Chain ◽  
Business Models ◽  
Drug Distribution ◽  
Transformation Process ◽  
Distribution Model ◽  
The Internet ◽  
Pharmaceutical Distribution ◽  
Traditional Drug ◽  
Value Propositions

With the continuous development of computers and the Internet, all industries in China have brought new opportunities for change, and pharmaceutical e-commerce has also shown great potential for development. With the call and encouragement of national policies, the “Internet + drug distribution” business model has shown great potential to replace the traditional drug distribution model in the near future due to its advantages of shortening the transaction process and reducing the cost of enterprises. This paper presents a literature review on theories related to “Internet + drug distribution,” value chain and business model at home and abroad, and focuses on how traditional drug distribution enterprises should adopt the “Internet + drug distribution” model when the country is vigorously promoting it. The study focuses on how traditional pharmaceutical distribution companies should innovate their business models from the perspective of value chain to seek better development. By comparing the business models before and after the innovation, the new business model of “Internet + drug distribution” can help enterprises establish diversified value propositions, increase revenue channels, and reduce operating costs. At the same time, it can integrate and innovate the internal and external value chains of enterprises, so that traditional pharmaceutical distribution enterprises can further enhance their competitiveness and expand their market share. This thesis can enrich the application of value chain and business model theories in the field of “Internet + drug distribution,” and it is hoped that the model experience developed in this thesis can be used as a reference for similar enterprises in their transformation process.

Innovation in Business Models of Banks in Europe

2014 ◽  
pp. 1368-1383
Author(s):  
Konstantinos Liakeas ◽  
Anastasia Constantelou
Keyword(s):  
Business Model ◽  
Financial Institutions ◽  
Value Chain ◽  
Structural Changes ◽  
Business Models ◽  
Relationship Building ◽  
Internet Technology ◽  
The Internet ◽  
Business Practices ◽  
Strategic Options

Since the end of the 1990s, the introduction of Internet technology to the mainstream technologies used in businesses led to the expectation of pure Internet enterprises that might eliminate physical presence to one or more points in the value chain. A sequence of failures managed to resize those expectations and led most firms to just expose routine back end systems transactions through the Internet without a clear focus on relationship building or an integrated cross-channel sales approach. Despite the structural changes to the business level strategy that the Internet may have brought to firms in many industries, business practices in banking have not really evolved. This is because banks perceived Internet-based innovation as an investment opportunity that could raise spatial and temporal constraints much like ATMs had done in the past, without actually changing the value proposition of the business model or the strategic options of financial institutions. This chapter argues that the degree to which financial institutions have actually infused innovation into their traditional business model has been negligible and aims to set out a scene for the study of the evolution of strategy and business models of banks in the Internet era.

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