scholarly journals A Transition to Physical Retail from E-Business: A Case Study

2016 ◽  
Vol 7 (1) ◽  
pp. 47
Author(s):  
M. Şebnem Ensari ◽  
Gül Eser
Keyword(s):  
Business Model ◽  
Physical Environment ◽  
New Economy ◽  
Decision Processes ◽  
Virtual Space ◽  
Related Literature ◽  
Doing Business ◽  
Brick And Mortar

<p>Nowadays, “e-business” leads to fundamental changes in methods of doing business. Recently, a lot of traditional businesses change their business method from the current models to the combination of place and virtual space. For example, new economy created virtual companies like amazon.com which don’t have physical environment. Due to reduction in the costs and increases in the profit, lots of consultants and academicians guide entrepreneurs to establish a theory to shift from traditional company (brick and mortar towards bricks and clicks).</p><p>Specifying the shifting from traditional companies to virtual company and the profits of it is a known and familiar case. The purpose of this study is to examine the e-bebek company as a case and analyze its business model. With this study, apart from many companies that have carried their physical environment to virtual one, the actions, strategies and decision processes of a virtual company that has shifted to physical environment will be examined. Also, by examining the exceptional situation of the company e-bebek which turned into a traditional company, our study aims developing Enders and Jelassi’s (2000) model of shifting from clicks to bricks and clicks providing theoretical contributions to the related literature.</p>

scholarly journals A Business Model in Spa Tourism Enterprises: Case Study from Poland

2019 ◽  
Vol 11 (10) ◽  
pp. 2880 ◽  
Author(s):  
Adam R. Szromek ◽  
Mateusz Naramski
Keyword(s):  
Business Model ◽  
Quantitative Research ◽  
Business Models ◽  
Excessive Pressure ◽  
Doing Business ◽  
Scientific Issue ◽  
Wide Range ◽  
Tourism Enterprises ◽  
Depth Interviews

This article expands on knowledge about modeling tourism business. The basic scientific problem of the conducted research was the need to modernize the way of doing business in spa tourism enterprises by popularizing the business model and to provide an indication of the elements of the business model that should be grounded in the principles of sustainable spa development. The aim of the article is to present the results of our own research carried out in Polish spa enterprises in 2018. The key scientific issue was to examine the range of use of the business model templates in the management of tourism-treatment activities carried out in spas. Discussing the research results was preceded by a review of the literature on business models and the characteristics of activities carried out by spa tourism enterprises. The conducted research used qualitative methods, especially in-depth interviews, conducted with managers of the largest enterprises of spa tourism in Poland. Quantitative research was also conducted to examine the needs of tourists and patients. Our own scientific research has shown that spa enterprises in Poland very rarely and only within the scope limited to some elements of their activity, use the business model, and are not always aware of the wide range of its applications. As a result of the applications received, a business model dedicated to spa enterprises was developed. The article refers to the overtourism phenomenon in spas and indicates the need to put in business models, which are activities that protect spa areas against excessive pressure on tourism and the exploitation of natural resources.

The Lux Made in Case Study

2017 ◽  
pp. 195-224
Author(s):  
Donatella Padua
Keyword(s):  
Organizational Structure ◽  
Business Model ◽  
Design Thinking ◽  
Virtual Space ◽  
Digital Culture ◽  
Digital Environment ◽  
Complex Approach ◽  
Micro Enterprises ◽  
Made In

The LMI Made-in-Italy (MiI) Jewelry business model which brings together the innovative concept of luxury Digital District (DD) and an e-commerce innovative platform is presented. The DD represents the shift from a traditional jewelry Industrial District of networked Micro-Enterprises (MEs), namely artisans, tied to the physical dimension of a territory to a social and intangible digital environment in the virtual space which leverages a co-petitive crowdsourcing e-commerce platform. The innovative LMI platform enables young Italian artisans throughout Italy to feature an end-to-end global export business without intermediaries. Export wouldn't be viable to MEs by means of their small organizational structure, lack of digital culture and technologies. LMI copes with this issue, taking over MEs marketing, sales and logistics processes by earning a percentage on sales. An original complex approach to the analysis of the LMI value proposition issues is performed via methodologies integrating traditional methods with participated Design Thinking techniques.

New Economy, E-Commerce Businesses, and E-Businesses

2020 ◽  
pp. 203-220
Author(s):  
Duygu Toplu Yaşlıoğlu
Keyword(s):  
Business Model ◽  
Business Models ◽  
New Economy ◽  
Electronic Networks ◽  
Doing Business ◽  
New Business ◽  
Digital Environments ◽  
Trade Route ◽  
Almost All ◽  
New Business Models

Electronic commerce and electronic business concepts are highly researched in recent management literature. Network economy has revealed e-commerce, a new trade route that is carried out over the interlinked computers and mobile devices. E-commerce is a method used by almost all businesses that are physically processing. Therefore, there should be a significant distinction between e-business and e-commerce. With the development of e-commerce, new ways of doing business have emerged. Thus, many e-commerce companies have emerged, traditional businesses have started trading in electronic networks, and new business models have begun to be created in digital environments. In order to understand how e-businesses make money, many business models have been studied. For this reason, the concept of business model in the new economy and the transformation of business models into e-business models are examined. In line with this, it is aimed in this chapter to examine e-businesses, to clarify e-business models, and to explain e-commerce types and e-business model types in detail, with examples.

New Economy, E-Commerce Businesses, and E-Businesses

2021 ◽  
pp. 1-18
Author(s):  
Duygu Toplu Yaşlıoğlu
Keyword(s):  
Business Model ◽  
Business Models ◽  
New Economy ◽  
Electronic Networks ◽  
Doing Business ◽  
New Business ◽  
Digital Environments ◽  
Trade Route ◽  
Almost All ◽  
New Business Models

Electronic commerce and electronic business concepts are highly researched in recent management literature. Network economy has revealed e-commerce, a new trade route that is carried out over the interlinked computers and mobile devices. E-commerce is a method used by almost all businesses that are physically processing. Therefore, there should be a significant distinction between e-business and e-commerce. With the development of e-commerce, new ways of doing business have emerged. Thus, many e-commerce companies have emerged, traditional businesses have started trading in electronic networks, and new business models have begun to be created in digital environments. In order to understand how e-businesses make money, many business models have been studied. For this reason, the concept of business model in the new economy and the transformation of business models into e-business models are examined. In line with this, it is aimed in this chapter to examine e-businesses, to clarify e-business models, and to explain e-commerce types and e-business model types in detail, with examples.

The Lux Made in Case Study

Crowdsourcing ◽  
2019 ◽  
pp. 440-469
Author(s):  
Donatella Padua
Keyword(s):  
Organizational Structure ◽  
Business Model ◽  
Design Thinking ◽  
Virtual Space ◽  
Digital Culture ◽  
Digital Environment ◽  
Complex Approach ◽  
Micro Enterprises ◽  
Made In

The LMI Made-in-Italy (MiI) Jewelry business model which brings together the innovative concept of luxury Digital District (DD) and an e-commerce innovative platform is presented. The DD represents the shift from a traditional jewelry Industrial District of networked Micro-Enterprises (MEs), namely artisans, tied to the physical dimension of a territory to a social and intangible digital environment in the virtual space which leverages a co-petitive crowdsourcing e-commerce platform. The innovative LMI platform enables young Italian artisans throughout Italy to feature an end-to-end global export business without intermediaries. Export wouldn't be viable to MEs by means of their small organizational structure, lack of digital culture and technologies. LMI copes with this issue, taking over MEs marketing, sales and logistics processes by earning a percentage on sales. An original complex approach to the analysis of the LMI value proposition issues is performed via methodologies integrating traditional methods with participated Design Thinking techniques.

On the Origins of Administrative Rent: Doing Business in a Russian Region N

2010 ◽  
pp. 58-80 ◽  
Author(s):  
A. Oleinik
Keyword(s):  
Rent Seeking ◽  
Individual Decision ◽  
Resource Rent ◽  
Competitive Edge ◽  
Doing Business ◽  
Russian Region ◽  
Positive Gain ◽  
Access To The Field ◽  
Quantitative And Qualitative Methods

In the article two types of rent are differentiated: resource rent and administrative rent. The latter is linked to restrictions on the access to the field of interactions. The contribution of the theory of public choice and the theory of rent-seeking and directly-unproductive activities is further developed by shifting the emphasis from individual decision-making to interactions between three actors: C, who controls access to the field, A, who gets a competitive edge as a result, and B, who assumes a subjacent position with regard to both A and C, yet still receives a positive gain from transacting. Domination by virtue of a constellation of As, Bs, and Cs interests is illustrated with the help of an in-depth case study of a Russian region. This study combines quantitative and qualitative methods, as well as their triangulation.

Transitioning Business for a Circular Economy

2019 ◽  
Vol 2 (1) ◽  
Author(s):  
Susan EVANS
Keyword(s):  
Professional Practice ◽  
Circular Economy ◽  
Radical Change ◽  
Virtual Space ◽  
Professional Experience ◽  
Operational Model ◽  
New Vision ◽  
To Come ◽  
Space Requirements

This case study explores the strategic business opportunities, for Lane Crawford, an iconic luxury department store, to transition in a circular economy towards sustainability. A new experimentation framework was developed and conducted among cross departmental employees, during a Design Lab, with intention to co-create novel Circular Economy business concepts towards a new vision: the later was a reframe of the old system based on the principles of sustainability; to move beyond a linear operational model towards a circular economy that can contribute to a regenerative society. This work draws on both academic and professional experience and was conducted through professional practice. It was found that innovative co-created concepts, output from the Design Lab, can create radical change in a circular economy that is holistically beneficial and financially viable; looking forward to extract greater value a)Internal organization requires remodeling to transform towards a circular economy; b)Requirement for more horizonal teams across departments vs solely vertical; c)New language and relationships are required to be able to transition towards a circular economy; d)Some form of physical and virtual space requirements, for cross-disciplinary teams to come together to co-create; e)Ability to iterate, learn and evolve requires agency across the business

Post-digital prosumption and the sharing economy of space: The pay-per-minute cafe

2021 ◽  
pp. 146954052110220
Author(s):  
Alexandra Kviat
Keyword(s):  
Consumer Culture ◽  
Digital Technology ◽  
Sharing Economy ◽  
Digital Culture ◽  
Cultural Impact ◽  
Pricing Policy ◽  
Digital Platforms ◽  
Brick And Mortar ◽  
Physical Spaces

Although prosumption and the sharing economy are currently at the cutting edge of consumer culture research, little attempt has been made to explore the theoretical relationship between these concepts and approach them with a pluralistic, dynamic, nuanced and ethnographically informed lens moving beyond the dichotomies of capitalism versus anti-capitalism, rhetoric versus reality, exploitation versus empowerment and traditional versus digital consumer culture. This article addresses these gaps by focusing on the phenomenon of pay-per-minute cafes – physical spaces inspired by digital culture and meant to apply its principles in the brick-and-mortar servicescape. Drawing on a multi-site, multi-method case study of the world’s first pay-per-minute cafe franchise, the article shows a multitude of ways in which prosumption and the sharing economy, both shaped by different configurations of organisational culture, physical design, food offer and pricing policy, are conceived, interpreted and experienced by the firms and customers across the franchise and argues that conflicts and contradictions arising from this diversity cannot be reduced to the narrative of consumer exploitation. Finally, while both prosumption and the sharing economy are typically defined by the use of digital platforms, this article makes a case for a post-digital approach to consumer culture research, looking into the cultural impact of digital technology on traditional servicescapes.

scholarly journals A Regenerative Business Model with Flexible, Modular and Scalable Processes in A Post-Covid Era: The Case of The Spinning Mesh Disc Reactor (SMDR)

2021 ◽  
Vol 13 (12) ◽  
pp. 6944
Author(s):  
Emma Anna Carolina Emanuelsson ◽  
Aurelie Charles ◽  
Parimala Shivaprasad
Keyword(s):  
Business Model ◽  
Low Cost ◽  
Sustainable Manufacturing ◽  
Sustainable Business ◽  
Capital Costs ◽  
Implementing Change ◽  
Chemical Manufacturing ◽  
Manufacturing Techniques ◽  
Flexible Operation

With stringent environmental regulations and a new drive for sustainable manufacturing, there is an unprecedented opportunity to incorporate novel manufacturing techniques. Recent political and pandemic events have shown the vulnerability to supply chains, highlighting the need for localised manufacturing capabilities to better respond flexibly to national demand. In this paper, we have used the spinning mesh disc reactor (SMDR) as a case study to demonstrate the path forward for manufacturing in the post-Covid world. The SMDR uses centrifugal force to allow the spread of thin film across the spinning disc which has a cloth with immobilised catalyst. The modularity of the design combined with the flexibility to perform a range of chemical reactions in a single equipment is an opportunity towards sustainable manufacturing. A global approach to market research allowed us to identify sectors within the chemical industry interested in novel reactor designs. The drivers for implementing change were identified as low capital cost, flexible operation and consistent product quality. Barriers include cost of change (regulatory and capital costs), limited technical awareness, safety concerns and lack of motivation towards change. Finally, applying the key features of a Sustainable Business Model (SBM) to SMDR, we show the strengths and opportunities for SMDR to align with an SBM allowing for a low-cost, sustainable and regenerative system of chemical manufacturing.

Executives’ Decision Processes at the Front End of Major Projects: The Role of Context and Experience in Value Creation

2020 ◽  
pp. 875697282097722
Author(s):  
Denise Chenger ◽  
Jaana Woiceshyn
Keyword(s):  
Value Creation ◽  
Oil And Gas ◽  
Decision Processes ◽  
Strategic Decision ◽  
Decision Context ◽  
Front End ◽  
Risk Approach ◽  
Multiple Case

The front end of projects is strategically important; yet, how project concepts are identified, evaluated, and selected at the pre-project stage is poorly understood. This article reports on an inductive multiple-case study of how executives made such decisions in major upstream oil and gas projects. The findings show that in such a high-risk context, often an experienced executive makes these decisions alone and he creates value by facilitating growth. We identified three value-creating decision processes that varied by the executives’ risk approach and decision context. These processes depart from the formal project management prescriptions and the strategic decision-making literature.

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