Business Technology Strategy for an Energy Information Company

2010 ◽  
Vol 3 (3) ◽  
pp. 19-42 ◽  
Author(s):  
Stephen J. Andriole
Keyword(s):  
Business Model ◽  
Market Share ◽  
Digital Technology ◽  
Historical Data ◽  
Energy Industry ◽  
Technology Strategy ◽  
Government Organizations ◽  
Alternative Processes ◽  
Business Technology ◽  
Energy Information

Entel1 produces information, data and knowledge, while supporting the energy industry. It sells this content to governments, universities, companies and non-government organizations (NGOs). It generates forecasts, analyzes energy trends and produces historical data; however, Entel needs to transform itself from a relatively traditional content company to one that exploits digital technology for greater market share and profitability. As the energy industry explodes, the company needs to re-think its products, services and client focus. Technology drives most of these challenges. In this paper, the author presents the business technology strategy developed at Entel. It’s an elaborate strategy that calls for the expansion of the overall business model as well as the identification of alternative processes and technologies that will enable the expanded business model.

Supply Chain Strategy

2015 ◽  
pp. 33-59
Author(s):  
Vivek Sehgal
Keyword(s):  
Supply Chain ◽  
Supply Chains ◽  
Business Model ◽  
Retail Industry ◽  
Technology Strategy ◽  
Competitive Advantages ◽  
Supply Chain Strategy ◽  
Global Expansion ◽  
Business Goals ◽  
Technology Strategies

With global expansion and emerging business model complexities such as omni-channel for retail industry, corporations are under pressure to reinvent their supply chains. They fall into the old trap of following supply chain strategies of lean, agile, or postponement. These however are not strategies, but simply the goals of an effective supply chain: to reduce cost and variability, and optimize production. In contrast, a strategy should guide a corporation on how to reach these goals. The author argues that true supply chain strategy must be derived through an evaluation of capabilities to be built to realize the business goals of a corporation. To effectively create such a supply chain, corporations must further align their technology strategy to enable their supply chain capabilities. Only when the three, business, supply chain, and technology strategies, align can truly lean, responsive, and agile supply chains be enabled that create sustained competitive advantages.

Disruptive Product Innovation Strategy

2012 ◽  
pp. 27-45
Author(s):  
Nazrul Islam ◽  
Sercan Ozcan
Keyword(s):  
Business Model ◽  
Market Share ◽  
Product Innovation ◽  
Innovation Strategy ◽  
Innovative Product ◽  
Business World ◽  
Innovative Strategy ◽  
High Profit ◽  
Systematic Framework

In today’s business world, many companies are in search of an innovative strategy to move on to a market where there is as yet no competition. In view of that, many academics and managers are trying to find a systematic framework for a strategic innovative business model. One of the examples of a systematic framework is Blue Ocean Strategy (BOS), which provides various tools for managers to find a gap in an existing market or to create a new market where there is no competition. This chapter uses Apple’s iPod product chain to illustrate how BOS tools can be used to create an innovative strategy for two reasons. Firstly, there are few practical examples that illustrate the BOS, as it is a recent business model and so this chapter can be a useful illustration for those audiences who are interested in strategic innovations focusing on disruption. Secondly, the iPod is a great example of an innovative product where the manufacturer benefits from low competition, high market share, and high profit return.

The Application of IT for Competitive Advantage at Keane, Inc.

2011 ◽  
pp. 16-31 ◽  
Author(s):  
M. R. Andrews ◽  
R. Papp
Keyword(s):  
Project Management ◽  
The United States ◽  
Class Discussion ◽  
Technology Strategy ◽  
The United Kingdom ◽  
Major Player ◽  
Software Service ◽  
To Come ◽  
Written Assignments ◽  
Business Technology

The Keane Company, founded in 1965 by John F. Keane, has grown from a local software service company into a national firm which has three operating divisions and over 45 branches throughout the United States, Canada and the United Kingdom. Within these operating divisions are multitudes of consulting opportunities, ranging from supplemental staffing, project management and application outsourcing. This case will focus on Keane’s approach to project management and how they provide this service to their clients. This includes not only how Keane is hired for Project Management but how they train their clients on how they too can implement the Keane philosophy of productivity management. Instead of focusing on any one client of Keane, their overall technology strategy will be highlighted, from their early days through the present to illustrate how Keane has successfully incorporated information technology and project management to become a major player in the software service and consulting field. The goal of this case is to provide the student with an example of business-technology strategy in action and allow them to explore future paths that Keane may take based on how they use technology today and in the decade to come. Several discussion questions are included which focus on Keane’s IT strategies and their implementation. These questions can be used to stimulate class discussion or given as written assignments to be handed in.

scholarly journals Start-ups as an Element Supporting the Development of the Mining and Energy Sector

2019 ◽  
Vol 105 ◽  
pp. 04015 ◽  
Author(s):  
Ryszard Pukala
Keyword(s):  
High Risk ◽  
Competitive Advantage ◽  
Business Model ◽  
Energy Sector ◽  
Energy Industry ◽  
Developmental Status ◽  
Financial Liquidity ◽  
Start Ups ◽  
Modern Technologies ◽  
Market Success

This study aims at presenting opportunities offered to the mining and energy industry by the emergence and operation of high-risk enterprises – start-ups. Moreover, it analyses interrelations between the developmental status of such entities and their lifespan. We need to stress that start-ups are mostly associated with modern technologies that are used and implemented in various sectors of the economy. Therefore, they are classified as innovative and innovation-implementing enterprises, which gives them a chance to gain market success and competitive advantage. As shown by conducted analyses, start-ups can be an efficient element that supports the development of mining and energy enterprises. At the same time, again on the basis of analyses, start-ups, quickly developing and maturing as well as seeking their own business model, exhibit the largest risk of losing financial liquidity.

How small-medium enterprises leverage intangibles during recessions. Evidence from the Italian clothing industry

2014 ◽  
Vol 52 (8) ◽  
pp. 1491-1515 ◽  
Author(s):  
Marco Cucculelli ◽  
Cristina Bettinelli ◽  
Angelo Renoldi
Keyword(s):  
Business Model ◽  
Market Share ◽  
Business Models ◽  
Additional Data ◽  
Data Set ◽  
Content Type ◽  
Contingent Factor ◽  
Small Medium Enterprises ◽  
Medium Enterprises ◽  
The Relationship

Purpose – The purpose of this paper is to focus on how investments in research and development (R&D) and advertising affect the performance of small- and medium-sized enterprises (SMEs) during recessions. Design/methodology/approach – Contingency theory is applied to a data set of 376 Italian clothing SMEs during the period 2000-2010 to test whether investment in R&D and advertising impacts financial performance differently when contingent factors (such as market share, financial leverage and business model change) are taken into account. Findings – Empirical results confirm that market share and leverage moderate the effects of investments in R&D and advertising (i.e. intangibles) on performance, and also that changes in business models are an important contingent factor that explains performance. Specifically, the paper ascertains that a novelty-centered business model, together with investments in intangibles, positively affects performance during recessions. Originality/value – This study offers an input to the debate on how SMEs develop and sustain their competitive advantage during the recession. It contributes to existent theory by showing whether and how contingencies, such as a firm's market share and leverage, moderate the relationship between performance and investments in R&D and advertising in SMEs. Second, it addresses the call for additional data “about the strategic effects of business models and how they influence the positioning of firms in their competitive environment” (Amit and Zott, 2008, p. 20) by introducing business model change/innovation as a new contingency factor and by empirically testing its effects on “objective measures of firm performance” (Bock et al., 2012, p. 301).

Institutional influences on business model choice by new ventures in the microgenerated energy industry

Energy Policy ◽  
2011 ◽  
Vol 39 (9) ◽  
pp. 5630-5637 ◽  
Author(s):  
Mike Provance ◽  
Richard G. Donnelly ◽  
Elias G. Carayannis
Keyword(s):  
Business Model ◽  
New Ventures ◽  
Energy Industry ◽  
Model Choice ◽  
Institutional Influences

scholarly journals The Adoption of Blue Ocean Strategy to Sustain Competitive Advantage in the Syrian Food Industry

2021 ◽  
Vol 5 (2) ◽  
pp. 34-49
Author(s):  
Aram Massoudi ◽  
Mohamed Ahmed
Keyword(s):  
Social Science ◽  
Competitive Advantage ◽  
Business Model ◽  
Market Share ◽  
Significant Relationship ◽  
Food Industry ◽  
Analytical Approach ◽  
Sustainable Competitive Advantage ◽  
Consumer Value ◽  
Substantial Interest

This study aims to detect the extent of adoption of the Blue Ocean Strategy in the Syrian ‎food industry companies and its role in improving its competitive advantage. Syrian ‎Companies need to shape their blue ocean strategy in accordance with consumer value, ‎price, cost, and adoption. This permits them to construct a feasible business model and ‎ensure that profits from the blue ocean is created. The study used descriptive-analytical ‎approach. The data were composed of a questionnaire distributed to 293 personnel ‎working in 85 Syrian food companies. Statistical Package for Social Science (SPSS 22) were ‎applied to analyze the data. The result showed there are a substantial interest by Syrian ‎food companies to adopt Blue Ocean strategy indicators in its operations. Also, there was ‎a significant relationship between the adoption of Blue Ocean Strategy and the ‎improvement of sustainable competitive advantage for the investigated companies. The ‎researchers suggested that Syrian companies should emphasize on the importance of the ‎innovation indicator and its role in producing new brands and creating markets free of ‎competition which sequentially contributes to increase in the company's market share. The ‎study achieves a qualitative benefit for both researchers and academics about the concept ‎of BOS because it is the first study that introduces the BOS and its impact on sustainable ‎competitive advantage in Syrian‎.

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