Outside-in thinking, value chain collaboration, and business model innovation in manufacturing firms

2021 ◽  
Vol 2021 (1) ◽  
pp. 10520
Author(s):  
Liang Wu ◽  
Heng Liu ◽  
Yongchuan Bao
Keyword(s):  
Business Model ◽  
Value Chain ◽  
Manufacturing Firms ◽  
Business Model Innovation

Outside-in thinking, value chain collaboration and business model innovation in manufacturing firms

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Liang Wu ◽  
Heng Liu ◽  
Yongchuan Bao
Keyword(s):  
Business Model ◽  
Value Chain ◽  
Government Regulation ◽  
Market Competition ◽  
Manufacturing Firms ◽  
Business Model Innovation ◽  
Content Type ◽  
Market Opportunities ◽  
Key Driver ◽  
Technology Managers

Purpose This paper aims to explore how manufacturing firms pursue business model innovation (BMI) through their use of outside-in thinking. Design/methodology/approach Survey data were collected on 175 Chinese manufacturing firms. A regression model was used to verify the research results. Findings Manufacturing firms rely on outside-in thinking to develop BMI under different market and institutional environments. From a whole-value-chain perspective, interacting with customers and sharing information with suppliers are two key ways to develop BMI. Research limitations/implications Firms focus on customer needs, sense the dynamics of external markets and technology and seize market opportunities to measure outside-in thinking. Empirical results suggest using other measures of outside-in thinking. BMI itself can be multidimensional, so scholars could consider BMI’s diverse dimensions and measurements, which may demand different kinds of outside-in thinking. Practical implications Manufacturing firms can use outside-in thinking to overcome inertia and rigidity and increase their knowledge, information and technology. Managers should develop outside-in thinking to respond quickly to emerging economies. Managers should use value chain collaboration and improve the firm’s capacity to interact with customers and suppliers to apply the benefits of outside-in thinking to their BMI. Originality/value The study explores how outside-in thinking is a key driver of BMI. Applying the whole-value-chain view, it finds that interacting with customers and suppliers connects outside-in thinking with BMI. It also highlights the effects of intense market competition and volatile government regulation on BMI.

Cultural Tourism O2O Business Model Innovation

2020 ◽  
pp. 406-423
Author(s):  
Chao Lu ◽  
Sijing Liu
Keyword(s):  
Business Model ◽  
Value Chain ◽  
Business Models ◽  
Business Model Innovation ◽  
Utilization Efficiency ◽  
The Internet ◽  
Enterprise Value ◽  
Model Research ◽  
The Social ◽  
Tourism Enterprises

It is absolutely not an accidental phenomenon that the development of Internet overlaps with boom of business model research. The emergence of the Internet has greatly promoted the development and study of business models. This paper focuses on exploration of O2O business model innovation by analyzing the main types, evolution and driving factors of Chinese Internet business model, taking Ctrip as the example. From the social prospective, O2O business model improves value and feeling of the customer experience as well as the operational efficiency of the enterprise value chain and utilization efficiency of social resources. This paper has also put forward what Ctrip can enlighten the development of tourism enterprises.

Cultural Tourism O2O Business Model Innovation-A Case Study of CTrip

2016 ◽  
Vol 14 (2) ◽  
pp. 16-31 ◽  
Author(s):  
Chao Lu ◽  
Sijing Liu
Keyword(s):  
Business Model ◽  
Value Chain ◽  
Business Models ◽  
Business Model Innovation ◽  
Utilization Efficiency ◽  
Enterprise Value ◽  
Model Research ◽  
The Social ◽  
Tourism Enterprises

It is absolutely not an accidental phenomenon that the development of Internet overlaps with boom of business model research. The emergence of the Internet has greatly promoted the development and study of business models. This paper focuses on exploration of O2O business model innovation by analyzing the main types, evolution and driving factors of Chinese Internet business model, taking Ctrip as the example. From the social prospective, O2O business model improves value and feeling of the customer experience as well as the operational efficiency of the enterprise value chain and utilization efficiency of social resources. This paper has also put forward what Ctrip can enlighten the development of tourism enterprises.

Steering Manufacturing Firms towards Service Business Model Innovation

2013 ◽  
Vol 56 (1) ◽  
pp. 100-123 ◽  
Author(s):  
Ivanka Visnjic Kastalli ◽  
Bart Van Looy ◽  
Andy Neely
Keyword(s):  
Business Model ◽  
Manufacturing Firms ◽  
Business Model Innovation ◽  
Service Business

INTER-ORGANISATIONAL COLLABORATION AND BUSINESS MODEL INNOVATION: THE JOINT MODERATING EFFECTS OF ABSORPTIVE CAPACITY AND COLLABORATION DEPTH

2020 ◽  
pp. 2150050
Author(s):  
JUN YU ◽  
XINRUI LI ◽  
ZHENGCONG MA
Keyword(s):  
Business Model ◽  
Absorptive Capacity ◽  
Innovation Management ◽  
Theory Of The Firm ◽  
Manufacturing Firms ◽  
Business Model Innovation ◽  
Moderating Effect ◽  
Moderating Effects ◽  
Senior Managers ◽  
Knowledge Based

Informed by the knowledge-based theory of the firm, the study explores how internal absorptive capacity and external inter-organisational collaboration jointly promote business model innovation (BMI). Drawing on the relevant existing literature, a model linking collaboration breadth, collaboration depth, absorptive capacity, and BMI was constructed and tested. Hierarchical multiple regression analysis of the results of a questionnaire-based survey of 317 senior managers in manufacturing firms revealed that both collaboration breadth and collaboration depth are positively related to BMI. Collaboration depth has no significant moderating effect on the collaboration breadth–BMI relationship, and absorptive capacity has no significant moderating effect on relations between BMI and collaboration breadth or collaboration depth. However, the joint moderating effects of absorptive capacity and collaboration depth on the collaboration breadth–BMI relationship were positively significant. These results have a number of implications for research on BMI and innovation management and for the development of knowledge-based theory.

Cultural Tourism O2O Business Model Innovation

2020 ◽  
pp. 25-41
Author(s):  
Chao Lu ◽  
Sijing Liu
Keyword(s):  
Business Model ◽  
Value Chain ◽  
Business Models ◽  
Business Model Innovation ◽  
Utilization Efficiency ◽  
The Internet ◽  
Enterprise Value ◽  
Model Research ◽  
The Social ◽  
Tourism Enterprises

It is absolutely not an accidental phenomenon that the development of Internet overlaps with boom of business model research. The emergence of the Internet has greatly promoted the development and study of business models. This paper focuses on exploration of O2O business model innovation by analyzing the main types, evolution and driving factors of Chinese Internet business model, taking Ctrip as the example. From the social prospective, O2O business model improves value and feeling of the customer experience as well as the operational efficiency of the enterprise value chain and utilization efficiency of social resources. This paper has also put forward what Ctrip can enlighten the development of tourism enterprises.

PRODUCT SERVICE SYSTEMS AS A DRIVER FOR BUSINESS MODEL INNOVATION: LESSONS LEARNED FROM THE MANUFACTURING INDUSTRY

2013 ◽  
Vol 17 (01) ◽  
pp. 1340004 ◽  
Author(s):  
VIVEK K. VELAMURI ◽  
BASTIAN BANSEMIR ◽  
ANNE-KATRIN NEYER ◽  
KATHRIN M. MÖSLEIN
Keyword(s):  
Business Model ◽  
Value Chain ◽  
Manufacturing Industry ◽  
Business Models ◽  
Business Model Innovation ◽  
Lessons Learned ◽  
Service Systems ◽  
Study Approach ◽  
Product Service ◽  
Product Service Systems

Firms increasingly rely on business model innovation as a means to face challenges of a world in transition. We identify the conscious integration of products and services, i.e., product service systems, as a valuable strategy to radically innovate product-focused business models. Applying an exploratory multiple case study approach, we uncover five distinct kinds of services that specifically help firms to innovate their business model. These are (1) business consulting, (2) comprehensive services, (3) educational services, (4) financing services, and (5) information management services. The influence of these services on three components of business model innovation (value propositions, value chain architectures, and revenue streams) is discussed. In total, our study emphasizes that integrating specific services with products is an important driver for business model innovations.

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