Changes in the Marketing Orientation Within the Business Model of an International Retailer

2022 ◽  
pp. 170-190
Author(s):  
Husam Rjoub ◽  
Chiemelie Benneth Iloka ◽  
Vimala Venugopal
Keyword(s):  
Empirical Study ◽  
Market Orientation ◽  
Business Model ◽  
Business Models ◽  
The Past ◽  
Marketing Orientation ◽  
Market Driving ◽  
International Retailing ◽  
Market Driven ◽  
Over Time

Reported in this paper is an interview- and press release-based study that considers the market-driven and market-driving activities within the disaggregated components of a business model. This is based on an empirical study of IKEA in Malaysia over the past 20 years. Market orientation is perceived to be a position on a continuum, not a binary one. The components of the business model employed in this study were developed from Osterwalder and Pigneur. Findings show that over time the balance between driven and driving orientations of the company changed in a number of ways with respect to its business models. This chapter contributes by showing the disaggregated nature of market orientation of driving and driven activities and linking them to a given component of business model as well as reviewing what happened to the driven-driving balance over the course of time. This approach can widely be applied with respect to attempts geared towards understanding the dynamic nature of international retailing.

Cloud Based 3D Printing Business Modeling in the Digital Economy

2020 ◽  
pp. 116-135
Author(s):  
Norman Gwangwava ◽  
Albert U Ude ◽  
Enock Ogunmuyiwa ◽  
Richard Addo-Tenkorang
Keyword(s):  
3D Printing ◽  
Business Model ◽  
Global Economy ◽  
Business Models ◽  
Virtual Community ◽  
Business Case ◽  
The Past ◽  
Business Model Canvas ◽  
Industry Standard ◽  
3D Printers

3D printing, also known as additive manufacturing, is becoming the industry standard for manufacturing and prototyping. Although the technology is very old, it gained a huge traction in the past two decades. 3D printing favors unique once-off orders (mass customization) in contrast to mass production. This calls for innovative business models in order to realize economic gains from the technology. Increased product innovations in the global economy also contribute to wide adoption of 3D printing unlike in the old days. A transition in the manufacturing field has brought e-manufacturing and now cloud-based manufacturing. Machines, including 3D printers, in the past were not Internet-enabled but modern designs have the capability of Internet connectivity. Cloud-based 3D printing is a new model of design that has a significant impact on today's entrepreneurs. This article focuses on a business case for a cloud-based approach in consumer product niches. A cloud-based 3D printing business model (3D-Cloud) is developed based on the business model canvas, which promises major breakthroughs in e-entrepreneurship innovation. The model uses a virtual community approach to bring together technocrats, enthusiasts, and shared 3D printer facilities of common interests, whilst promoting an enterprising spirit.

scholarly journals Key elements of an entrepreneurial (business) model in the biogas sector. Insights from Romania

2018 ◽  
Vol 12 (1) ◽  
pp. 209-228 ◽  
Author(s):  
Roxana Clodnițchi ◽  
Alexandra Cătălina Nedelcu
Keyword(s):  
Renewable Energy ◽  
Empirical Research ◽  
Business Model ◽  
Business Models ◽  
Recent Literature ◽  
Research Result ◽  
Energy Field ◽  
The Past ◽  
Business Modelling ◽  
Technology Cycles

Abstract The current volatile economic environment and the evermore shorter technology cycles impact the way business is done today, especially in an emerging field like the renewable energy sector. Business modelling proves itself as an instrument, which may impact decisively the success or failure of a business. The aim of this article is to identify and present the key elements defining entrepreneurial models in the renewable energy field, as resulted from a synthesis of the recent literature available in journals indexed in international databases of mainstream publications about business models and entrepreneurial models as well as from empirical research performed in the past five years. The research result consists in a systematisation on past approaches on business modelling and the development and adaptation of the entrepreneurial model’s definition specific for the biogas sector.

scholarly journals Epilogue

2021 ◽  
pp. 187-194
Author(s):  
Jan Jonker ◽  
Niels Faber
Keyword(s):  
Business Model ◽  
Value Creation ◽  
Business Models ◽  
Behavioural Change ◽  
Social Transition ◽  
Fundamental Change ◽  
Sustainable Business ◽  
New Normal ◽  
Sustainable Business Models ◽  
Over Time

AbstractWe live in a time of social transition. Everywhere in society, cracks are appearing. The only answer to these developments is to organize in radically different ways, saying goodbye to the present linear economy. That is what transition is all about. The search for new forms of value creation and the triple transition necessitates different business models. In turn this implies behavioural change, which may be the biggest challenge and greatest barrier to achieving a transition to a sustainable, circular, and inclusive economy. This book deliberately does not address the issue of change and transition. That would require yet another book. But to finish off we provide an overview of the obstacles and challenges of creating fundamental change. We say goodbye by providing you with the six elements of a successful business model. The key message of this last chapter is that mainstreaming sustainable business models is by no means a given, but over time will become the new normal.

scholarly journals Track 4.f Introduction: Strategic Design of Sustainable Business Models

2019 ◽  
Vol 2 (1) ◽  
Author(s):  
Brian BALDASSARRE ◽  
Giulia CALABRETTA ◽  
Nancy BOCKEN ◽  
Jan-Carel DIEHL ◽  
Duygu KESKIN
Keyword(s):  
Business Model ◽  
Business Models ◽  
Innovation Management ◽  
Business Model Innovation ◽  
Research Field ◽  
Future Research ◽  
Sustainable Business ◽  
Strategic Design ◽  
The Past ◽  
Design For Sustainability

Concerns about the societal and environmental impact of how companies operate have generated increasing interest in more sustainable ways of doing business (Porter & Kramer, 2011). Research and practice from the past decade show that a Sustainable Business Model Innovation lens is suitable to embed sustainability into firms’ objectives and operations (Bocken et al., 2014; Schaltegger, Lüdeke-Freund, & Hansen, 2012). Consequently, Sustainable Business Model Innovation has been emerging rapidly as a research field (Lüdeke-Freund & Dembek, 2017). Recent developments in this field build upon seminal work on Design for Sustainability from the past two decades to establish a connection with Strategic Design (Baldassarre et al., 2019; Geissdoerfer et al., 2016; Manzini, 1999; Tukker, 2004). Strategic Design is a research stream that studies how to leverage the discipline of Design in the context of Strategy and Innovation Management (Calabretta et al., 2016; Karpen, Gemser, & Calabretta, 2017). More specifically, it focuses on the application of design practices, principles and methods to the formulation and implementation of innovation strategies that benefit people and organizations alike (Calabretta et al., 2016). The connection between Sustainable Business Model Innovation and Strategic Design is mainly supported by the argument that the strategic and experimental nature of design enables the integration of stakeholders’ objectives including sustainability concerns, while also providing the process dimension needed to move away from theory towards concrete practice and tangible impact (Baldassarre et al., 2017; Bocken, Schuit, & Kraaijenhagen, 2018). However, research on the role and contribution of Strategic Design to Sustainable Business Modeling is still in its infancy. Consequently, within this track of the 2019 edition of the Academy for Design Innovation Management Conference, we collected four research contributions at the intersection between Strategic Design and Sustainable Business Model Innovation. These contributions are summarized in the paragraphs below, followed by a reflection on all of them and potential directions for future research.

scholarly journals Business Model Design for Latecomers in Biopharmaceutical Industry: The Case of Korean Firms

2019 ◽  
Vol 11 (18) ◽  
pp. 4881 ◽  
Author(s):  
Changhyeon Song ◽  
Kwangsoo Shin
Keyword(s):  
Empirical Study ◽  
Business Model ◽  
Sustainable Management ◽  
Business Models ◽  
Biopharmaceutical Industry ◽  
Model Design ◽  
Market Expansion ◽  
Different Types ◽  
The Face ◽  
Business Model Design

Given high business risks and interdependency with various organizations in biopharmaceutical industry, business model has become a key element for firms that aim to be more sustainable and profitable. Despite its growing importance, research on the business model design in biopharmaceutical industry is limited. In particular, there is a lack of research dealing with business models or strategies for latecomers. In the face of drastic changes such as market expansion and patent expiration, there has been growing interest in latecomer’s business model in the biopharmaceutical industry. This study identifies different types of business model designs using hierarchical clustering. Based on an empirical study of 313 biopharmaceutical firms in Korea, we find three types of business models: business diversified research firm, non-diversified research firm, and mature firm. We then compare the general characteristics and performances of each cluster. The findings indicate that business diversification of biopharmaceutical firms is beneficial in terms of profit. This implies that the biopharmaceutical firms in latecomer countries such as Korea are recommended to consider business diversification for sustainable management.

scholarly journals The evolution of facility management business models in supplier-client relationships

2018 ◽  
Vol 16 (1) ◽  
pp. 38-53 ◽  
Author(s):  
Giulia Nardelli ◽  
Risto Rajala
Keyword(s):  
Business Model ◽  
Business Models ◽  
Innovation Process ◽  
Facility Management ◽  
Business Model Innovation ◽  
Structured Interviews ◽  
Content Type ◽  
Client Relationships ◽  
New Thinking ◽  
Over Time

Purpose The purpose of this paper is to improve the current understanding of business model innovation by outlining how business models unfold over time within supplier–client relationships in facilities management (FM) services. Design/methodology/approach This study of FM services in Denmark consists of an explorative case study and three case studies of FM clients. Both phases, related and overlapping, involved collection and analysis of in-depth, semi-structured interviews and archive data. Findings Findings show that business model innovation entails interorganisational collaboration across different phases of the innovation process. The research demonstrates that external orientation within FM service ecosystems involves both a reaction to changes in the external environment and the proactive involvement of stakeholders throughout business model innovation. Research limitations/implications The selection of business model innovation processes was limited to the Danish context. The sample, although heterogeneous and representative, represented only a fraction of the total population, which may have excluded processes of business model innovation that contradict the research. Practical implications This paper suggests that by observing the business models of the value network over time, organisations could learn from the interdependencies between intra- and interorganisational stakeholders, thereby supporting the monitoring of risks and uncertainties as well as the anticipation of potential consequences of changes in the ecosystem. Originality/value This paper introduces new thinking on the subject of business model innovation to the context of FM. It presents the external orientation of FM business models as a way to combine planned and emergent business model innovation through interorganisational collaboration and value creation in FM ecosystems.

Merging Education and Business Models to Create and Sustain Transformational Change

2010 ◽  
Vol 1 (4) ◽  
pp. 31-47 ◽  
Author(s):  
Susan Isenberg
Keyword(s):  
Business Model ◽  
Six Sigma ◽  
Business Models ◽  
Transformational Change ◽  
Educational Process ◽  
First Year ◽  
Measure Analysis ◽  
Hospital Director ◽  
Education Model ◽  
Over Time

In 2004, a large Midwest hospital was losing money, patients, employees, and physicians. A business consultant was hired to engage key employees in a process to improve the quality and efficiency of patient care. The improvement was negligible after the first year, so a 3-man consultancy was added in 2005 to engage all employees in an educational process with the same mission. The author was the hospital director of this experimental change project titled Transformation and worked with both the business and education consultants. The opposing models were serendipitously discovered to be parallel and resulted in positive change. The business model was the application of two Six Sigma models, DMAIC (define, measure, analysis, improvement, control) and Ten Step Kaizen. The education model was proprietary but discovered to be a learning process toward self-direction (Taylor, 1986). Interviews were conducted in this grounded theory study to understand the perceived relationship between the 2005 experiment and current realities. Significant improvements were immediate and sustained over time. The hospital is currently making money and attracting patients, employees, and physicians and the emerged theory posits that merging the models creates transformational change, but sustainability requires empowered leaders to manage the process.

Merging Education and Business Models to Create and Sustain Transformational Change

2012 ◽  
pp. 147-163
Author(s):  
Susan Isenberg
Keyword(s):  
Business Model ◽  
Six Sigma ◽  
Business Models ◽  
Transformational Change ◽  
Educational Process ◽  
First Year ◽  
Measure Analysis ◽  
Hospital Director ◽  
Education Model ◽  
Over Time

In 2004, a large Midwest hospital was losing money, patients, employees, and physicians. A business consultant was hired to engage key employees in a process to improve the quality and efficiency of patient care. The improvement was negligible after the first year, so a 3-man consultancy was added in 2005 to engage all employees in an educational process with the same mission. The author was the hospital director of this experimental change project titled Transformation and worked with both the business and education consultants. The opposing models were serendipitously discovered to be parallel and resulted in positive change. The business model was the application of two Six Sigma models, DMAIC (define, measure, analysis, improvement, control) and Ten Step Kaizen. The education model was proprietary but discovered to be a learning process toward self-direction (Taylor, 1986). Interviews were conducted in this grounded theory study to understand the perceived relationship between the 2005 experiment and current realities. Significant improvements were immediate and sustained over time. The hospital is currently making money and attracting patients, employees, and physicians and the emerged theory posits that merging the models creates transformational change, but sustainability requires empowered leaders to manage the process.

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.

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