scholarly journals The Possibility of “Bundling” in PPP as a New Business Model for Japanese Civil Engineering Consulting Firms - From a Case Study of a Bundled PPP Project in the Philippines

2018 ◽  
Vol 22 (3) ◽  
pp. 195-206
Author(s):  
Satoshi Kato ◽  
Ryo Matsumaru
Keyword(s):  
Business Model ◽  
Civil Engineering ◽  
The Philippines ◽  
Engineering Consulting ◽  
Consulting Firms ◽  
New Business

The Internet's Impact on the Law and Economics Of the US's Motion Picture Industry

2011 ◽  
pp. 563-579
Author(s):  
Stanford L. Levin ◽  
John B. Meisel ◽  
Timothy S. Sullivan
Keyword(s):  
Business Model ◽  
Motion Picture ◽  
Law And Economics ◽  
Music Industry ◽  
Internet Access ◽  
Motion Picture Industry ◽  
The Internet ◽  
Broadband Internet ◽  
New Business

This chapter describes the far-reaching effects of broadband Internet access on the motion picture industry. It first provides a summary of the effects on the industry’s business model: the Internet (particularly when combined with broadband connections) provides a new window for the movie studios to utilize in releasing their product. It next examines the ways that legal, political, and cultural environments are already influencing the industry’s search for a new business model to replace the old. Finally, we draw on lessons from the music industry to predict how the industry will ultimately incorporate broadband technology into a new business model. The authors believe that the motion picture industry provides an excellent case study of broadband’s effects on a mature industry.

A study on the development of the tourism e-commerce platform in small and medium-sized cities based on SWOT analysis – A case study of Ma’anshan city

2020 ◽  
pp. 002072092093035
Author(s):  
Xu Jihong
Keyword(s):  
Business Model ◽  
Swot Analysis ◽  
Strategic Positioning ◽  
New Business

The tourism e-commerce platform is a new business model of tourism. By summarizing the domestic studies and the survey of the market of tourism e-commerce platform in Ma’anshan, this paper analyzes the problems involved in Ma’anshan’s tourism e-commerce platform. And with the help of SWOT analysis, the development of tourism e-commerce platform shall adopt a reversible strategic positioning and some specific useful measures to develop Ma’anshan’s tourism e-commerce platforms.

scholarly journals BUSINESS MODEL CANVAS PERUSAHAAN PENGOLAH RUMPUT LAUT

2018 ◽  
Vol 8 (1) ◽  
pp. 1-16
Author(s):  
Ammar Fathin Mahdi ◽  
Lukman Mohammad Baga
Keyword(s):  
Business Model ◽  
Swot Analysis ◽  
Customer Relationship ◽  
Primary Data ◽  
Business Activity ◽  
Value Proposition ◽  
Business Model Canvas ◽  
New Business ◽  
Customer Segment

Winner Perkasa Indonesia Unggul is a SME that sells product based on seaweed processing. The enterprise is trying to improve their business activity on seaweed processing products. The purposes of this research are to identify the existing business model at the enterprise, to evaluate the model, and to generate a new business model prototype with the Business Model Canvas method analysis. This research  is a case study on a company, and conducted in March-May 2016. The data used are primary data in the form of interviews and internal company data, while qualitative analysis used to evaluate the business model, and the SWOT analysis method used to help generating new business model prototype. The results of this research were two alternative of business model prototype for the enterprise’s development in the future. The first alternative is trying to classify new customer segment, and followed by creating the new value proposition. With the additional of new customer segment and the new value proposition, it caused the enterprise to extend the channels by optimalizing technologies, and eventually increase the revenue stream of the enterprise. The second alternative is trying to increase the customer relationship by creating the new value proposition. It will raise the opportunity to make an alliance or partnership for helping the business activity of the enterprise. However, the changes on some parts of the business model will affect the enterprise’s cost structure.

Digital Entrepreneurship in a Traditional Production Firm

2014 ◽  
Vol 6 (3) ◽  
pp. 48-66
Author(s):  
Martin Hannibal ◽  
Erik S. Rasmussen
Keyword(s):  
Business Model ◽  
End Users ◽  
Longitudinal Case Study ◽  
Direct Communication ◽  
Relational Perspective ◽  
Organizational Perspective ◽  
New Business ◽  
Traditional Production ◽  
Digital Entrepreneurship

Through a longitudinal case study this paper explores the repercussions from introducing a mobile commerce platform as just another instrument in the marketing toolbox in a traditional sales-oriented firm. Findings suggest that the implementation of the M-platform in addition to its intended purpose spawns a digital business model that allows the company to change its relations to distributors, retailers and customers enabling access to direct communication with end-users. However, the emerging new business model has the potential to change the organization entirely. This paper argues that although the emerging business model was indeed a success seen from a sales-, marketing-, innovative-, and relational perspective, it was perceived as a disaster from an organizational perspective. Consequently, top management abandoned the new platform. The paper highlights the importance of not underestimating resistance in an organization when implementing a new marketing instrument such as M-commerce platforms.

The Beginnings of a Postal E-Marketplace

2011 ◽  
pp. 124-147
Author(s):  
Kim Hassall ◽  
Karyn Welsh
Keyword(s):  
Learning Curve ◽  
Business Model ◽  
Business Case ◽  
Macro Level ◽  
New Business ◽  
Business Case Study ◽  
Micro Level ◽  
Dot Com ◽  
The Way

This e-business case study of the corProcure enterprise is instructive as it reflects three recurrent themes of the dot-com period: 1. First, the seemingly powerful but unstable corProcure’s business model was created between a number of large corporate institutions in response to the corporate pressure to enter the dot-com world. 2. The quick revelation that the initial business model was incompatible for the founding corporate partners. 3. The buyout of the venture by one of the partners, Australia Post, and re-engineering the direction of corProcure for a more workable e-marketplace business direction. This was considered to be the way forward. This evolution, learning curve, and redirection of the e-purchasing cartel was in one way just a snapshot at the macro-level of what happened to many ventures during the dot-com boom. At the micro-level, the change in direction was reflective of a more pragmatic business sense approach, when all the late 1990s hype was stripped away from the initial e-business model. The new business model incorporating an e-marketplace also reflected the need for the new owner to diversify into non-traditional products as part of new e-business and e-logistic strategies. These strategies were being examined globally by Postal Authorities.

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