I Play, I Pay?

2012 ◽  
Vol 4 (1) ◽  
pp. 19-31 ◽  
Author(s):  
Bo Han
Keyword(s):  
Willingness To Pay ◽  
Success Factors ◽  
Business Models ◽  
Economic Value ◽  
Model Development ◽  
Critical Factor ◽  
Influential Factors ◽  
Perceived Playfulness ◽  
New Business ◽  
Marketing Activities

The user’s willingness to pay has become one of the most important success factors of hedonic social network site new business models and social media marketing activities. In the current study, the author investigates the influential factors of the user’s willingness to pay from the hedonic system use theories and the social capital based view. The author finds that the user’s perceived playfulness, which is considered a critical factor by practitioners, has no significant positive effect on the user’s willingness to pay. Along with other findings, the author has a further discussion on the fun-based business model development. This study provides a theoretical foundation for the future HSNS economic value research and offers several implications to practitioners.

Web 2.0 and its Implications on Globally Competitive Business Model

2014 ◽  
pp. 86-101
Author(s):  
Sudhanshu Joshi
Keyword(s):  
Social Media ◽  
Web 2.0 ◽  
Business Model ◽  
Success Factors ◽  
Business Models ◽  
Strategy Formulation ◽  
Firm Level ◽  
Critical Success ◽  
New Business ◽  
Internal Operations

Considering the impact of using social media, both internal and external implications for company operations are required to be explored. The chapter explores how social media is used to enable innovation practices in company internal operations as well as external stakeholders. In addition, the objective of the study is to evaluate the need and scope of Web 2.0 behind the restructuring of the business model, with major emphasis on implementing a user-centric business model. The research questions include: (a) What are the Critical Success Factors (CSF) responsible for attracting and engaging users in Web 2.0-oriented business processes and practices?; (b) Identifying the scope of effective Web 2.0-based strategies to overcome internal resistance at operational as well firm level during deployment of new business model. The chapter also discusses the influence of Web 2.0 concepts in the Web-strategy formulation for organizations with differing requirements, characteristics, and objectives. Considering four types of Web-based business models (Wirtz, 2010), namely (a) content-oriented business model, (b) commerce-oriented business model, (c) context-oriented business model, and (d) connection-oriented business model. The chapter defines the implementation of Web 2.0-based technological strategies in evolving the business model of the firm.

The Value of the Company and Sustainable Development

2020 ◽  
pp. 319-336
Author(s):  
Iwona Dorota Bąk ◽  
Beata Szczecińska
Keyword(s):  
Social Media ◽  
Sustainable Development ◽  
Business Models ◽  
Environmental Regulations ◽  
Economic Value ◽  
New Business ◽  
The Impact ◽  
The Voice ◽  
New Business Models

The aim of the study is to attempt to systematize the concept of economic value that takes into account elements of sustainable development. At the same time, it is the voice in the ongoing discussion on the purpose and methods of valuation of the company's value. The measure of strength of each enterprise is its value expressed in monetary units. Due to differences in the results of the valuation of enterprises made by groups of experts representing such disciplines as finance, taxes, or marketing, there was a need to identify sources and to analyze more precisely the resulting discrepancies. The values of the enterprise should include both measurable and hard to measure values, which largely differentiate economic units from each other. The need for a wider perspective on the data published by enterprises appeared along with new business models, changes in consumer trends, environmental regulations, or the impact of social media.

Critical Success Factors in the Adoption of Technologies in Education in Higher Education

2016 ◽  
Vol 6 (1) ◽  
pp. 29-41
Author(s):  
Anabela Mesquita ◽  
Paula Peres
Keyword(s):  
Higher Education ◽  
Distance Learning ◽  
Success Factors ◽  
Business Models ◽  
Future Research ◽  
Adoption Of Technology ◽  
Critical Success ◽  
New Business ◽  
The Moment ◽  
New Business Models

Distance learning has evolved a lot since the moment students received materials by mail and as regular correspondence. At that time, students worked already at their own pace and concluded training according to their professional work and agenda. Today, although courses by correspondence still exist, they are being quickly replaced by distance learning. And the success of this format of education are at the basis of the emergence of different offers and new business models. The success of adoption of technology depends on several factors related with the organization where it is implemented and with the individuals involved. In this paper, the authors will present a case, the evolution of the solutions offered concerning distance learning in the school under study, the actual offers and the concerns for the future. The authors will identify the factors that enabled or constrained this evolution. They will also raise some questions that are still unanswered and will point out some clues for future research.

scholarly journals Waste Management Firms as Catalysts for Developing SME's Circular Business Models: the Possibilities of Industrial Symbiosis

2021 ◽  
Vol 7 (1) ◽  
pp. 16-27
Author(s):  
Han van Kleef ◽  
Donald Ropes
Keyword(s):  
Waste Management ◽  
Business Models ◽  
Model Development ◽  
Structured Interview ◽  
Industrial Symbiosis ◽  
New Business ◽  
Medium Enterprise ◽  
Lead Firm ◽  
Business Model Development

The purpose of this research was to explore possibilities for waste management firms (WMFs) to act as lead firms in industrial symbiosis (IS) processes with small and medium enterprise (SME) clients in order to promote circular business models. We were curious to see how willing, and able four local WMFs were regarding the adoption of a firm lead role and under what conditions. We used a case study design because of the lack of research on the topic and the explorative nature of the research itself. First, we interviewed nine representatives from four WMFs using a semi-structured interview protocol. We then presented our results to the representatives as a basis for further discussion. We found that WMFs are open to adopting the various roles associated with a lead firm position in industrial symbiosis but need various kinds of support in order to so, for example, in coordinating the IS – network and for financing the activities. Our research is original in the sense that we look at the concept of IS from the specific context of a WMF-SME symbiotic relationship. We also contribute to both the IS literature as well as that of new business model development. Management implications include understanding why firms are willing to explore new business models with their client partners.

scholarly journals Marketing technologies for the development of digital products in the automotive industry

E-Management ◽  
2021 ◽  
Vol 4 (1) ◽  
pp. 74-84
Author(s):  
G. V. Butkovskaya ◽  
A. A. Ivliev
Keyword(s):  
Automotive Industry ◽  
Business Models ◽  
New Technologies ◽  
Consumer Preferences ◽  
Transport Sector ◽  
Digital Products ◽  
Development Policies ◽  
New Business ◽  
Personal Approach ◽  
Marketing Activities

The economy is changing dramatically under the influence of emerging markets, accelerated growth of new technologies, sustainable development policies and changing consumer preferences. New business models are emerging in many sectors of the economy and production. The automotive industry and the transport sector are no exception. New trends and a more personal approach to the consumer, digital products and services require a rethink of marketing activities in the automotive industry. Automakers are entering into partnerships with technology companies to increase customer loyalty and expand their list of familiar scenarios and ways of using transport.A mobility  ecosystem  is being  formed  all  over  the  world. And  this  ecosystem  is more  than  just  “Automotive  Industry  2.0”. To become a leader in the new landscape, you will need to fight with a large number of new players, many of whom do not have the traditional automotive experience and integration of various capabilities. It will be important for traditional automakers and suppliers, as well as new entrants, to adopt an ecosystem mindset.As digital technologies change the traditional boundaries of the industry, many are betting that the automotive ecosystem will be one of the first to develop. But what this will look like in practice, and when a drastic shift in competition will actually, occur can only be cautiously predicted so far.

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.

scholarly journals The Stakeholders’ Perspective within the B Corp Certification for a Circular Approach

2019 ◽  
Vol 11 (6) ◽  
pp. 1584 ◽  
Author(s):  
Stefano Poponi ◽  
Andrea Colantoni ◽  
Sirio Cividino ◽  
Enrico Mosconi
Keyword(s):  
Circular Economy ◽  
Financial Incentives ◽  
Business Models ◽  
Critical Factor ◽  
Waste Recycling ◽  
Added Value ◽  
Benefit Corporation ◽  
New Business ◽  
Awareness Raising ◽  
Tax Benefits

A circular economy has been gaining momentum as the most innovative approach in business. Its proposed model, based on sustainability and new product-driven differentiated strategies of production and organizational exchange, has brought to light the need to better understand the relevance of stakeholders as a critical factor in the creation of new added value in business management. The primary purpose of this paper is to investigate how the B-Corp Certification System could contribute to a process of awareness raising in business organizations. It also focuses on the stakeholders’ commitment, within the framework of circular economy principles, and demonstrates that those companies who are adopting the certification concerning “recycling service and waste management” strongly contribute to the development in the direction of the circular economy. The analysis of the case studies shows two possible scenarios describing the circular approach in business and the different roles of stakeholders in the activation of such a virtuous path. “Social recycling” considers the key role of social participation and contribution in circular-economy related activities of primary and secondary stakeholders, and “highly regenerative recycling” aims to involve qualified stakeholders to start inter-organizational symbioses within the circular process of waste recycling. Key factors, such as industrial symbiosis, tax benefits, financial incentives, legislative harmonization, and the consumers’ behavior, represent the tenets of the circular economy model An awareness-raising perspective and the capacity on the part of companies to understand the relevance of stakeholders and the way to transform their role into the most effective lever to reinforce competitiveness is therefore necessary. Accordingly, the whole system of Benefit Corporation certification could boost business towards new business models involving stakeholders in several directions.

scholarly journals B2B Marketing Crafts Intelligence Commerce: How a Chatbot Is Designed for the Taiwan Agriculture Service

2020 ◽  
Vol 10 (2) ◽  
pp. 114-124
Author(s):  
Abbott Po Shun Chen ◽  
Keyword(s):  
Circular Economy ◽  
Rural Areas ◽  
Success Factors ◽  
Business Models ◽  
Economic Value ◽  
Added Value ◽  
Experience Economy ◽  
Resource Base ◽  
B2b Marketing ◽  
Lack Of Information

Intelligence commerce is one of the key success factors for Taiwan's development of business models. In particular, the agricultural service of rural areas is more like a social resource investment in the process of the transformation of the primary industry. However, agricultural firms still have to think about how to optimize services and create jobs to form an important resource base and competitive advantage. The place-making is the value of the circular economy, experience economy and digital economy provided by the intelligence commerce. The circular economy is the economic value of developing land recycling production. In remote farms, farmers' production processes and achievements can be assisted by customer communication and agile production visualization by the Chatbot of intelligence commerce, at which point the farm can be upgraded and added value. When consumers have prior knowledge and recognition of the farm, the farmers have a good stereotype, can provide services, and increase revenues for the experience activities of intelligence commerce. In view of the lack of information capacity of farmers, this research assists farmers in using a Chat to promote business activities. Overall, this research and the cooperative firm jointly develop intelligence commerce and establish an optimized business model for the practical application of a remote farmer's farm. In addition to the value of academic theory application, this achievement can also provide a good innovative operational value for industrial practice.

The Siemens Digitalization Strategy in a Value-Based Management Framework

2021 ◽  
pp. 183-209
Author(s):  
Diana Claudia Cozmiuc ◽  
Ioan I. Petrisor
Keyword(s):  
Business Models ◽  
Net Present Value ◽  
Economic Value ◽  
Digital Technologies ◽  
Value Added ◽  
Economic Value Added ◽  
Discounted Cash Flow ◽  
Business Context ◽  
Value Based Management ◽  
New Business

The digital economy is growing at unprecedented speed and scale. Digital technologies generate the digital transformation of everything – organizations, industries, society. Digital technologies and digital business models disrupt industries in a digital vortex to a different degree by industry. In the new business context, value creation changes from the classical net present value of discounted cash flow or economic value added. Changes are given mostly by uncertainty. Reconciling classical value with digitalization becomes a research topic – the topic of this chapter. The chapter is a case study on Siemens, a Harvard Business Review case in digitalization, and one of the most important value-based management practitioners in the world, in the view of the economic value added model and in the view of journals indexed in Web of Science. The Siemens case is used to explore how economic value added and digitalization can work together and finds that they do in different stages that follow the logic of the innovation lifecycle.

Coworking-Space Business Models: Micro-Ecosystems and Platforms — Insights from China

2020 ◽  
Vol 17 (06) ◽  
pp. 2050044 ◽  
Author(s):  
Ricarda B. Bouncken ◽  
Yixin Qiu ◽  
Thomas Clauss
Keyword(s):  
Business Model ◽  
Information Exchange ◽  
Business Models ◽  
Innovation Policy ◽  
Model Development ◽  
Sharing Economy ◽  
New Business ◽  
Coworking Spaces ◽  
Business Model Development ◽  
New Business Models

The sharing economy gives rise to numerous new business models. A prominent novel one relates to coworking-spaces, where independent individuals and teams share spaces and amenities and engage in social interaction and information exchange. Yet the business models of such spaces are not well known. Our qualitative study identifies four types of business models design of coworking-spaces in China, where coworking-spaces have sharply increased in number and importance. We find four types of coworking-space business model configurations: efficiency-centered business model, user-centered business model, development-centered business model, and platform-centered business model, which exceed the prior conceptualization of business model themes. Especially, the platform-centered business model relates to innovation policy in China, facilitating mini-spatial innovation ecosystems.

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