Discovery, Innovation, and Learning in the Mining Business – New Ways Forward for an Old Industry

SEG Discovery ◽  
2011 ◽  
pp. 1-22
Author(s):  
M. Stephen Enders ◽  
Cliff Saunders
Keyword(s):  
Business Models ◽  
New Technology ◽  
Mining Industry ◽  
Accelerated Learning ◽  
New Approach ◽  
New Business ◽  
Business Simulations ◽  
New Business Models

ABSTRACT There is a huge opportunity to develop new business models for the mining industry. Exploration and discovery must be based on a model of cooperation and collaboration rather than competition. Innovation and the development of new technology must be based on what we need to do to transform the business for tomorrow, in addition to what we can do today. Accelerated learning based on business simulations offers an excellent new approach to discovering what needs to be changed, to developing new and creative approaches to actually change our cultures of practice, and to implementing those changes as rapidly as possible. Simply put: we have to change our mindset to change our mine set.

scholarly journals Blockchain Convergence: Analysis of Issues Affecting IoT, AI and Blockchain

2021 ◽  
Vol 1 (1) ◽  
Author(s):  
Sasho Guergov ◽  
Neyara Radwan
Keyword(s):  
Business Models ◽  
New Technology ◽  
Hybrid Technique ◽  
Exploratory Research ◽  
Classification Schemes ◽  
New Business ◽  
Recent Developments ◽  
Effective Integration ◽  
The Internet Of Things ◽  
New Business Models

The purpose of this study is to appraise the integration or convergence issues influencing the mutual functioning of blockchain, AI, and IoT. The study argued that the recent developments in the field of IoT and blockchain prediction have involved the integration of innumerable classification schemes to establish a hybrid model. The introduction of the hybrid technique relies on the prediction performance that strives to override the limitations of any available architectural scheme. This study offers a comprehensive exploratory appraisal of the issues influencing the successful integration of IoT and blockchain in regards to functionality and effectiveness of security, trust, and flawless communication issues. The exploratory research methodology was used in analyzing the issues affecting the integration of blockchain, artificial intelligence (AI), and the internet of things (IoT). The findings indicated that the integration challenges influencing the effective operations of blockchain, AI, and IoT as a single system involve security, scalability, accountability, and trust of communications. The study recommends that successful and effective integration will enhance the development of new business models as well as the digital transformation of market corporations. Accordingly, new approaches to convergence should ensure that executives address the new technology demands to obtain significant gains in efficiency.

scholarly journals The impact of blockchain technology on business models – a taxonomy and archetypal patterns

2019 ◽  
Vol 30 (2) ◽  
pp. 285-305 ◽  
Author(s):  
Jörg Weking ◽  
Michael Mandalenakis ◽  
Andreas Hein ◽  
Sebastian Hermes ◽  
Markus Böhm ◽  
...  
Keyword(s):  
Business Models ◽  
New Technology ◽  
Technology Research ◽  
Economic Activities ◽  
Research And Practice ◽  
Blockchain Technology ◽  
New Business ◽  
Research Stream ◽  
The Impact ◽  
New Business Models

AbstractBlockchain technology enables new ways of organizing economic activities, reduces costs and time associated with intermediaries, and strengthens the trust in an ecosystem of actors. The impact of this seminal technology is reflected by an upcoming research stream and various firms that examine the potential uses of blockchain technology. While there are promising use cases of this new technology, research and practice are still in their infancy about altering existing and creating new business models. We develop a taxonomy of blockchain business models based on 99 blockchain ventures to explore the impact of blockchain technology on business models. As a result, we identify five archetypal patterns, which enhance our understanding of how blockchain technology affects existing and creates new business models. We propose to use these results to discover further patterns fueled by blockchain technology and illustrate how firms can use blockchain technology to innovate their business models.

Circular business models in energy sector

2017 ◽  
Vol 18 (2) ◽  
pp. 99-108
Author(s):  
Agnieszka Bielecka
Keyword(s):  
Sustainable Development ◽  
Business Models ◽  
Negative Impact ◽  
Raw Materials ◽  
Energy Sector ◽  
Management Model ◽  
Waste Streams ◽  
New Approach ◽  
New Business ◽  
New Business Models

Circular Economy (CE) is a new approach to sustainable development, which among other promotes sustainable development of new business models of waste streams management in energy sector. In the context of promotion CE solutions (in many strategies and documents of EU and Poland) aimed at efficient use of raw materials and reducing negative impact on the environment, it is necessary for coal based power plant to implement actions in this area. The aim of the article is to evaluate the technological and organizational solutions which make possible the move form linear management model to a circular one and to propose new solutions.

scholarly journals CAN THE CROWD DO THE JOB? EXPLORING THE EFFECTS OF INTEGRATING CUSTOMERS INTO A COMPANY’S BUSINESS MODEL INNOVATION

2016 ◽  
Vol 20 (07) ◽  
pp. 1650071 ◽  
Author(s):  
PHILIPP ALEXANDER EBEL ◽  
ULRICH BRETSCHNEIDER ◽  
JAN MARCO LEIMEISTER
Keyword(s):  
Business Models ◽  
Empirical Evaluation ◽  
Innovation Process ◽  
Business Model Innovation ◽  
High Quality ◽  
New Approach ◽  
New Business ◽  
Opening Up ◽  
New Business Models

While collaborative business modeling (CBM) constitutes a promising new approach for opening up a company’s innovation process, existing literature lacks empirical evidence of the effects related to this approach. Drawing on related literature on the quality of creative output, this paper proposes that in the context of a CBM initiative, the integration of customers will improve the quality of the generated output. As indicated by the results of our empirical evaluation, customers are indeed capable of developing high quality business models and are able to outperform company experts when it comes to the task of developing new business models.

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.

Better profit formulas for new business models: capital goods industries in a fragmented market

2019 ◽  
Vol 41 (2) ◽  
pp. 29-38
Author(s):  
Georg Windisch
Keyword(s):  
Business Models ◽  
Customer Requirements ◽  
Capital Goods ◽  
New Approach ◽  
Content Type ◽  
Business Environments ◽  
Product Features ◽  
New Business ◽  
New Business Models ◽  
Project Level

Purpose Over the past years, traditional manufacturers of capital goods, such as Siemens, ABB and GE, have seen their business environments transform. As a response to these changes, firms began to change their business models from providing singularly developed, integrated one-off solutions to offering modular, mass-customizable systems, including increasingly sophisticated services. This paper aims to support such manufacturers in overcoming uncertainties in designing innovative profit formulas in this new approach. Design/methodology/approach This study is based on an 18-month research project at a multinational, multi-scope manufacturer in the capital goods industry. Findings To innovate profit formulas, this study recommends a three-step approach: first, categorize your customer requirements along new dimensions for each project; second, apply smart and novel combinations of competition- and value-based pricing and cost strategies within projects; and third, calculate your profits at the feature level instead of the aggregated project level. Based on this approach, managers can categorize projects through an introduced matrix tool and identify ways to improve profitability. Research limitations/implications Findings are applicable to the capital goods industry and to comparable sectors where vendors can tailor product features for each customer individually. Originality/value This study will help managers to overcome the challenge of rethinking ways of operating that are long established and, until now, very successful. It sets out a methodology – the profitability matrix – that managers can use to analyze the profitability of a specific customer offering and suggests ways to improve it based on a novel three-step approach for designing new profit formulas.

scholarly journals Istota kreacji wartości dodanej w rolnictwie i na obszarach wiejskich

2018 ◽  
Vol 18(33) (2) ◽  
pp. 117-129 ◽  
Author(s):  
Józef Kania ◽  
Wiesław Musiał
Keyword(s):  
Rural Areas ◽  
Business Models ◽  
Value Added ◽  
Added Value ◽  
New Approach ◽  
Positive Effects ◽  
New Business ◽  
The Creation ◽  
Definition Of ◽  
New Business Models

The aim of the study is to broaden the definition of the added-value concept in agriculture and in rural areas. To start, reference was made to the location of this concept in relation to the economics of agriculture and then to the various processes that occur or should occur in rural areas creating or conditioning the expected positive effects, which were called the Value-added. Then, the creation of added value in the agricultural supply chain was analyzed with an old and new approach to its creation. The case analysis was conducted for the "Owoc Łącki" company, which assessed the ways of creating added value and the form of integration of fruit producers. The effect of the analysis is the multiplicity and diversity of defining and describing conditions for the creation of added value. The presented examples, practices and approaches in increasing the added value can be an inspiration for advisors, especially farmers looking for new business models, thus increasing their income.

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