scholarly journals Innovative Business Models in Tourism Industry

2019 ◽  
Author(s):  
Stavros Ioannis Valsamidis ◽  
Dimitrios Maditinos ◽  
Athanasios Mandilas
Keyword(s):  
Best Practices ◽  
Business Model ◽  
Business Models ◽  
Swot Analysis ◽  
Previous Analysis ◽  
Tourism Industry ◽  
Expert Opinions

This study examines the business models of four emblematic Digital Disruptive Intermediaries (DDIs), Airbnb, TripAdvisor, Expedia and Booking.com. The sources are constituted mainly by surveys, articles and expert opinions which are the main argumentation sources. The best practices for an ideal business model in tourism industry through the analysis of the DDIs are the findings of the study. The main functions of the DDIs are Cataloguing, Reordering or filtering, Ranking and Recommending, Bundling, Sharing, Intent Casting, Channelling Actors, Pricing and Matching Actors. The originality of the paper derives from the SWOT analysis of the business models of the four well known DDIs. There is no previous analysis which evaluates the business models and discloses the main functions they perform.

Economic and Legal Bases of Using Car-Sharing Business Models in Ukraine

2020 ◽  
pp. 75-85
Author(s):  
Oleksandr M. Matsenko ◽  
Tetiana М. Malanchuk ◽  
Vladyslav S. Popov ◽  
Vladyslav S. Piven ◽  
Evhenyi O. Skrypka
Keyword(s):  
Business Model ◽  
Business Models ◽  
Swot Analysis ◽  
Road Traffic ◽  
Economic Benefits ◽  
Car Sharing ◽  
Bibliographic Analysis ◽  
Economic Method ◽  
Logical Sequence ◽  
Study Results

This article summarizes the concept of sharing, bibliographic analysis of publications in the field of car-sharing based on the Scopus database. The primary purpose of the study is to study the economic and legal basis for the development of car-sharing business models in Ukraine. Systematization of literature sources and approaches devoted to the economic efficiency of the implementation of car-sharing business models has shown that in Ukraine, this issue is almost not paid attention to in the economic, scientific sphere, and legal, scientific areas. The urgency of solving this scientific problem lies in the need and ability to relieve road traffic from traffic jams, reducing the average downtime of vehicles, as well as economic benefits for entities (vehicle owners and passengers) involved in sharing business models. The research has the following logical sequence: the types of car-sharing business models were analyzed, and their comparative characteristics were carried out; the economic and legal preconditions of car-sharing business development in Ukraine are investigated. The research identifies legislative obstacles to the establishment of a car-sharing company in Ukraine. A SWOT analysis of the conditions for implementing a car-sharing business model in Ukraine was performed. It analyses the costs and efficiency of creating a business based on a car-sharing business model in Ukraine on a conditional example. We propose to use system-structural and comparative analysis to analyze the problems of modern transport, methods of formal-logical analysis for determining the directions of development of car-sharing business models, and economic method for assessing the effect and a payback period of the proposed project car-sharing business model. The study results can be useful for the development of the car-sharing business in Ukraine, for entrepreneurs, scientists, and vehicle owners. Keywords: car-sharing, car-sharing business model, car-sharing business, motor transport, hire, expenses, analysis.

scholarly journals Sustainable Business Models of SMEs: Challenges in Yacht Tourism Sector

2018 ◽  
Vol 10 (10) ◽  
pp. 3437 ◽  
Author(s):  
Cinzia Battistella ◽  
Maria Cagnina ◽  
Lucia Cicero ◽  
Nadia Preghenella
Keyword(s):  
Business Model ◽  
Business Models ◽  
Service Industry ◽  
Small And Medium Enterprises ◽  
Case Study Research ◽  
Tourism Industry ◽  
Sustainable Business ◽  
Bottom Line ◽  
Sustainable Business Models ◽  
Sustainability Challenges

Despite the high number of active small and medium enterprises (SMEs) in all sectors, current studies have barely developed investigations on the sustainability of their business models so far. The aim of this study was thus to bridge the gap between sustainable business models of SMEs in the service industry, to uncover the challenges that SMEs face when seeking business model reconfiguration toward sustainability. More specifically, the empirical investigation adopted a case study research design in the context of yacht tourism, as one business form among many within the tourism industry and thus within the broader category of the service industry. Interviews were conducted with seven European SMEs, whose business models were analyzed through the lens of the triple bottom line and sustainability challenges in their business models. The results display a varied typology of case studies, where business model components reveal diverse expressions of facing sustainability challenges. The work discusses reported findings with a cross-case comparison among detected business models and outlines a list of propositions for sustainable business models of SMEs. The paper contributes in continuing the discourse on sustainable business models, adopting the perspective of the challenges for SMEs and offers food for thought for managers of SMEs in comparing their own business with the identified business model types.

scholarly journals Transformation of Business Models in Spa Enterprises for Medical Purposes in Situations of Epidemic Threats

2021 ◽  
Vol 7 (2) ◽  
pp. 143
Author(s):  
Adam R. Szromek
Keyword(s):  
Business Model ◽  
Business Models ◽  
Sustainable Tourism ◽  
Tourism Industry ◽  
First Year ◽  
Health Tourism ◽  
Healthcare Facilities ◽  
Humanitarian Crises ◽  
Sustainable Value ◽  
Tourism Enterprises

The suspension of tourism due to the COVID-19 pandemic has led to an almost complete halt in the activities of the tourism industry. This paper attempts to assess the ability to use the potential of health tourism enterprises in counteracting the SARS-CoV-2 virus pandemic and to propose a sustainable transformation of the business model of the health tourism enterprise, taking into account the determinants of sustainable tourism and health crises. The author presents the results of research conducted in March 2021 among 19 managers of the largest spa enterprises in Poland. The managers' experiences from the first year of the COVID-19 pandemic indicate that sanatoriums and other health tourism facilities, during periods of health and humanitarian crises, can successfully play a preventive and relieving role for healthcare facilities by implementing post-COVID treatment, conducting vaccinations, organizing isolators for people in quarantine, and even treating patients who do not have symptoms but require hospitalization. The transformation of the business model of these companies, in the form of a sustainable SusHT-CANVAS+ business model, is proposed and the mentioned critical activities are positioned in the model in the form of sustainable value.

scholarly journals Women Entrepreneurship and Sustainable Business Development: Key Findings from a SWOT–AHP Analysis

2021 ◽  
Vol 13 (9) ◽  
pp. 5298
Author(s):  
Daniel Stefan ◽  
Valentina Vasile ◽  
Anca Oltean ◽  
Calin-Adrian Comes ◽  
Anamari-Beatrice Stefan ◽  
...  
Keyword(s):  
Business Model ◽  
Women Entrepreneurs ◽  
Business Models ◽  
Swot Analysis ◽  
Business Environment ◽  
Sustainable Business ◽  
Women Entrepreneurship ◽  
Four Dimensions ◽  
Entrepreneurial Activities ◽  
The Impact

This study highlights the perception of women entrepreneurs in Romania regarding specific drivers for a sustainable business model. This study uses a SWOT–AHP method to assess the importance of different factors that enforce or create barriers for the success in women entrepreneurial activities. SWOT analysis was conducted based on an extended literature review. An external expert in risk analysis assessed the importance of the SWOT analysis’ four dimensions—criteria. An AHP survey of 10 women entrepreneurs was conducted to evaluate the impact of each identified factor in sustaining or discouraging the success of their sustainable business model (SBM). The main results of the study present practical implications useful for designing a gender-balanced business environment. In the final part, the paper discusses women’s preference for the sustainable business model, the perceived importance of gender-related stereotypes for the development of sustainable business models, and the relevance of the new digital economy trend to Romanian women entrepreneurship.

Project Initiation for Telemedicine Services

2016 ◽  
pp. 1-24 ◽  
Author(s):  
Cynthia M. Lerouge ◽  
Bengisu Tulu ◽  
Suzanne Wood
Keyword(s):  
Project Management ◽  
Best Practices ◽  
Business Model ◽  
Business Models ◽  
Technology Innovation ◽  
Healthcare Organizations ◽  
Data Set ◽  
Telemedicine Service ◽  
Service Line ◽  
Strategic Vision

This study investigates project initiation for telemedicine, a technology innovation in healthcare organizations that manifests both intra- and inter-organizational collaboration. Moving from a telemedicine project to a sustainable telemedicine service line can be a challenge for many organizations (LeRouge, Tulu, & Forducey, 2010). Project definition (a.k.a., initiation) sets the strategic vision for a project and has been categorized as the most important stage in a project (C. Gray & Larson, 2008) and a key element for project success (Stah-Le Cardinal & Marle, 2006). Although project management best practices have been applied in many domains, there are few studies that link published best practices to the telemedicine domain. This study first presents a model, resulting from a review of project management literature that specifies the recommended components project definition. Using this model as a foundation, the authors explore how project definition is deployed in the telemedicine domain, using the instantiation of telestroke projects for this study. The authors base their findings on a multi-case qualitative data set, with each case representing a distinct telemedicine business model. Findings from this study explicate how the telestroke project initiation process is collaboratively managed and how this process impacts the overall success of the telemedicine programs through the lens of the five distinct telemedicine business models. Specifically, this study contributes insights on key elements of project initiation in the telemedicine context as well as the effects of the varying business models (focusing on commonalities and differences).

New population health methods require innovative health information business models

2020 ◽  
Vol 30 (Supplement_5) ◽  
Author(s):  
L Lisbon ◽  
M Tijhuis
Keyword(s):  
Health Information ◽  
Business Model ◽  
Business Models ◽  
Swot Analysis ◽  
Digital Health ◽  
Health Data ◽  
Healthcare Sector ◽  
Training Support ◽  
Business Model Canvas ◽  
European Health

Abstract Background InfAct is tackling the European Health Information (HI) sustainability. New population HI methods should be designed to be sustainable European-wide. Internet and digital health developments have also creating the need for innovative business model for the HI-RI that provides value to all involved stakeholders. Methods Leveraging from previous work and from a SWOT analysis, covering both market environment and health data opportunities, a set of health information services was designed. The evaluation of these services was done using Business Model Canvas (BMC), a strategic management template for developing new and innovative business models. Its visual chart was used for describing the services value proposition, infrastructure, customers, and finances. The usefulness of resources is paramount in healthcare. Therefore, it is important to assess the actual benefits obtained with the services. Results The SWOT analysis has shown the importance of addressing innovative HI business models to tackle the challenge of a healthcare sector more and more driven by information. Four main services were selected to support a European health information strategy: One-stop Shop, Innovation Research in HI (e.g. access to more updated HI), Capacity Building in HI (e.g., training support), and Knowledge translation research for decision-making (e.g., support policies with evidence-based). BMC analysis contributed to the identification of services value and innovative approach to the health data market. Moreover, from this analysis proper access to services required sophisticated HI infrastructure that should be able to brokering information in a competitive way. Conclusions Novel HI requires innovative business models services based on priority and planning for the next stages grounded on a sustainable roadmap towards the construction of a HI platform. BMC analysis provided the support for the prioritizations and helped designing the HI marketing and adoption strategy.

Integrating experiences into your business model: five approaches

2016 ◽  
Vol 44 (1) ◽  
pp. 3-10 ◽  
Author(s):  
B. Joseph Pine II ◽  
James Gilmore
Keyword(s):  
Best Practices ◽  
Business Model ◽  
Design Methodology ◽  
Business Models ◽  
New Technology ◽  
Experiential Marketing ◽  
Content Type ◽  
Economic Output ◽  
New Business ◽  
New Business Models

Purpose – In little more than a decade, experience thinking has influenced the development of new business models in a wide variety of enterprises. Design/methodology/approach – The authors describe best practices for five approaches Five approaches are noteworthy: Experiential marketing (EM or XM). Digital experiences using the Internet and other electronic platforms to create new technology interfaces focused on the user experience (UX). The application of experience-staging to enhance interactions with customers. Experiences as a distinct economic offering. Designing transformational business models that allows the company to charge for the demonstrated outcomes customers achieve. Findings – Companies can innovate by recognizing trends in customer needs and aspirations that provide opportunities to develop business models that offer high value experiences or even customer transformations. Originality/value – To truly pursue experiences as a distinct form of economic output, companies must design a business model that involves charging for the time customers spend engaging with the business, such as an admission or membership fee of some sort.

Local Public Enterprise Business Model as Multiple Value Creation System

2017 ◽  
pp. 188-213
Author(s):  
Beata Maria Staszewska
Keyword(s):  
Business Model ◽  
Value Creation ◽  
Business Models ◽  
Primary Objective ◽  
Tourism Industry ◽  
Public Enterprise ◽  
Model Framework ◽  
Public Companies ◽  
The Public ◽  
Multiple Value

This chapter demonstrates that the local public business model is a phenomenon connected with the multiple value creation system. The primary objective of this study is to gain a more comprehensive understanding of how local public companies may build their business models and simultaneously create new values for customers, stakeholders, and society. The study examines the links between the business model, multiple value creation, business ecosystems with regards to public enterprise. The present study analyses the business model of the local public enterprise in Poland. The findings describe the multiple value creation system from different perspectives and allow for delineating the public business model framework in the tourism industry. Profound understanding of values perception from many perspectives may bring the local public enterprise business model as complex phenomenon closer to recognition.

Business Model Canvas Analysis and Development for Herry Furniture

2019 ◽  
Vol 2 (4) ◽  
pp. 292-301
Author(s):  
Priskila C. Rahayu ◽  
Natalia Hartono ◽  
Chrisda Agustina
Keyword(s):  
Business Model ◽  
Feasibility Study ◽  
Industry 4.0 ◽  
Business Models ◽  
Swot Analysis ◽  
Balance Scorecard ◽  
Business Model Canvas ◽  
Office Furniture ◽  
Business Sectors ◽  
Current Business

Investable, revolution industry 4.0 that is based on integration of the online world, has an impact on all business sectors. It also felt by Herry Furniture, which is still sells office furniture conventionally. The company needs to improve its service and business models inorder to stay competitive. The company needs to improve connectivity interaction and communication with customers. For that we have done the analyze and develop The company’sbusiness model canvas. To find the appropriate strategy, it will be developed by using SWOT analysis that analyze current business model canvas. The strategy obtained is using website as media for sales. This is supported by doing feasibility study (using TELOS) that value 8.4. After that, there is an analysis of business development’s success by using balance scorecard method. It is said that the strategy effectively allows to improve the measurements of each choice in business model canvas to meet organization’s goal. The sales also increased up to average 12.8% each month compared to sales using website and store. This strategy is then applied tocompany’s business model canvas which resulting development on its three pillars which are key partners, key activities, and channels.

Research on SME Model Innovation under the Transformation and Upgrading Background

2014 ◽  
Vol 687-691 ◽  
pp. 4524-4527 ◽  
Author(s):  
Ya Bing Jiao
Keyword(s):  
Business Model ◽  
Business Models ◽  
Swot Analysis ◽  
Development Trend ◽  
Economic Transformation ◽  
Business Model Innovation ◽  
Shandong Province ◽  
Innovation Model ◽  
The Development Trend ◽  
Further Development

In this paper, the background for the next upgrade, Shandong Province Small and medium-sized enterprises business model business model innovation model design, and SWOT analysis of the business model for evaluation. With the development trend of economic transformation and upgrading, enterprises will increasingly rely on the further development of enterprises by building business models. Business model innovation will be an important way to SMEs’ upgrading and transformation development in Shandong Province.

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