Business Models

A creative approach to sustainability can be applied upon an organization's business model. We begin our research with the assumption that business model innovation that takes into account a triple bottom line approach will be more sustainable over time. We focus our research on the conceptual stage when business model ideas are generated, and more precisely its creative tools. Our goal is to support, with a structured canvas, organizations whom wish to innovate upon their current business model and create concepts of more sustainable business models. In this paper, we present and discuss the tool we have named the "Triple layered business model canvas". We endeavoured to ensure that business models create, deliver and capture multiple forms of value by adding a second layer with nine environmental elements that follow a lifecycle approach, and by adding a third layer with nine social elements that follow a stakeholder approach. We share this new triple layered business model canvas and exemplify its use with a Nespresso case. In the end, we find new dynamics for analysis and new relationships for innovation. We conclude with limits and future research for more sustainable business model patterns.

This thesis investigates the case of a generic business concept, the Web Bazaar, and evaluates its fit with current market conditions and trends. Further, it assesses strategic considerations that would be critical for a successful commercialization of the concept. Our findings do indeed suggest that the Web Bazaar concept fits with current market conditions
and trends, but identifies several challenges for a commercialization process. These challenges are broken down and discussed in our Analysis, and met with concrete suggestions of fitting strategies to overcome them.

Keywords
E‐commerce, business models, value configurations, value network, strategy, Internet, Web, Web 2.0, network effects, network externalities, positive feedback, bandwagon effect, standards, compatibility, lock‐in, online mediation services.

This case aims to discuss the development of a peer-to-peer car sharing company in Brazil and was developed as a basis for discussions in the classroom about the process of opportunity identification, business model development and entrepreneurship.

The paper presents the concept of cooperative business models in steel enterprises in Poland. The starting point is the presentation of the concept of business models, which is defi ned as a way of doing business based on cooperation between enterprises. This paper presents two collaborative business models, namely outsourcing and alliance networks, comparing the theoretical assumptions with the results of research carried out in steel enterprises in Po-land.

Innovation can be described as the application of new ideas, devices or processes which in business is most often seen as a catalyst to growth. The sources of innovation are many, however recent attention has focussed on the role of social and environmental drivers. This in turn has led to the notion of 'responsible innovation' which demands the consideration of ethical and social aspects during innovation processes as a means to lead not only to technological innovations which are socially acceptable but also socially desirable. Whilst the development of responsible innovation is welcome, we suggest that the concept has predominantly been applied from a technocentric perspective at the level of product and service thus maintaining the current paradigm that business's primary role is to create economic value through profit. We argue that truly responsible innovation takes place at the level of the business model itself as a means to reconceptualize the fundamental role o...

Purpose: To situate sustainability within research and practice on long-term business strategy. We do this through the concept of business models and explore how firms in an industry adopt environmental sustainability in their strategies. Design/methodology/approach: We discuss recent research on business models and relate it to the context of the global wine industry. Through the lens of one national industry, we explore the concept of sustainable business models and how firms can adapt their valuecreating business models to address key threats and opportunities. Findings: We present some parameters for firm and industry level strategic options and choice. We identify a number of theoretical issues of definition to be resolved and find that, whilst sustainable winegrowing might provide a new focus at an industry level, it remains

"Purpose – The speed and variety of new business models emerging in the current economy created a disruptive environment that lacks theoretical frameworks and perspectives to help academics, practitioners and policy makers to critically understand and appraise the phenomenon of new business models emergence. This paper addresses this neglect by discussing the phenomenon of service innovation from a systems thinking perspective, shedding light on issues concerning change and adaptiveness of business models.

Design/Methodology/approach – We revisit fundamental questions raised by Normann (2001) to discuss change and creation phenomena. We also build upon his concepts of ‘bifurcation points’ of instability as well as Beer’s concepts of attenuation and amplification of variety (Beer, 1981) to differentiate ‘homeostatic change’ from ‘disruptive change’. We use the theoretical perspective developed in the paper to explain the emergence of new business models enabled by digital technologies in a service sector context.

Findings – We point out that adaptive variability does not necessarily entails reestablishment of an original state of equilibrium. This is particularly the case of companies developing new business models. The newness of a ‘new’ business model infers non-existence of an antecedent original state that provides basis for adaptation towards equilibrium. The novel state of a new business model can be considered as a new referential state for future homeostatic changes to maintain equilibrium until other disruptive changes take place.

Practical implications – From the theoretical perspectives here addressed, one can see disruptive technologies as drivers of bifurcation points of instability for organisations. To deal with these instabilities, companies can opt for implementing either an attenuation or amplification strategy. The attenuation strategy is developed through homeostatic changes that attenuate disruptions in order to maintain a state of equilibrium. On the other hand, the amplification strategy can be implemented through disruptive changes that amplify disruptions by contextualizing the disruptive technologies into a new business model proposition for the market.

Originality/value – We provide a systems thinking perspective for service innovation through new business models. We infer that the development of a new business model entails change to a different organisational state that, due to lack of a referential status for equilibrium, represents a state of dynamic disequilibrium, which paradoxically may provide basis for a state of equilibrium if the new model is successful. In this sense, we postulate that in organisations developing new business models homeostatic adaptations to restore equilibrium are typically preceded by adaptation to a different state of temporary dynamic disequilibrium.

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Este artículo aborda el análisis de la situación y evolución de los contenidos y servicios de los sitios web de las emisoras españolas de radio con cobertura nacional y cómo éstas han afrontado el advenimiento de la tecnología digital y el nuevo entorno de Internet. La tecnología digital tiene un carácter transversal porque penetra en todas las estructuras de la industria de la radiodifusión en el camino hacia la Era Digital. Para el análisis se ha utilizado la metodología basado en una ficha descriptiva de variables donde se recoge la dimensión cuantitativa y cualitativa de las características de la muestra correspondiente a los sitios web de las emisoras de radio de cobertura nacional, a partir de las cuales hemos elaborado nuestras conclusiones.

Purpose – This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach – This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings – The competitive environment is improving, but the high levels of turbulence mean that an increasing number of media firms believe that they are adapting too slowly to change. Practical implications – The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value – The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

The paper discusses analytical applications of the business model canvas (BMC) formulated by Osterwalder & Pigneur [1]. From this model, a methodological tool was devised and used as part of an academic research project, in which the categories (blocks) of the BMC were taken as conceptual categories and further processed through a failure mode and effects analysis (FMEA). The specifics of reversing the business model canvas are examined, since the model was conceived for entrepreneurs and not strictly for the analysis of pre-existing companies. The application of the tool was done within the multidisciplinary mixed methods (quantitative and qualitative) project 'Business dynamics of the audiovisual industry in Bogota', which was carried out from October 2017 to May 2019 at Manuela Beltran University in Bogota, Colombia. The methodological tool was applied to 32 key companies and four institutions of the local audiovisual industry through semi-structured interviews with people in managerial positions. The nine blocks of the BMC were conceptually developed to analyse the empirical data, holding them as internal variables. The assessment of the variables revealed opportunities for the growth and development of the companies and the whole industry, as well as patterns for the existing business models of the companies.

Wellbeing is an organizing principle that ensures simultaneous flourishing of people and nature. It binds together an ethic of nature and ethics of people/community into a  practical  framework  for  creating  integrated  socio-ecological  wellbeing.  This  paper  discusses the theoretical and practical implications of this position and presents illus-trative cases of innovative wellbeing-oriented organizations, both business and social. The paper explains why we need wellbeing organizations anchored in the wellbeing economy  movement.  A  concept  of  resilient  wellbeing  organization  is  presented  and  illustrated with working models of existing organizations attempting to live up to the wellbeing values and practices. The paper ends with some thought on regulatory ena-bling  of  wellbeing  organizations  and  makes  practical  implications  for  policy  makers  and managers, and suggestions for further research

Leaders need to ensure that creativity and innovation occurs where is matters, is affordable and relevant and embraces innovation in a company's business model as situations and circumstances change and to address new challenges and opportunities. This article draws upon a paper and speech prepared for a plenary session on the first day of the Dubai Global Convention 2016 and 26th World Congress on Leadership for Business Excellence and Innovation organised by India's Institute of Directors. The citation is: Coulson-Thomas, Colin (2016), Leadership, Innovation and Business Growth, Management Services, Vol. 60 No. 2, Summer, pp 36-43

This exploratory paper analyses monetary and power relations between Facebook and news companies by investigating their web traffic sources, social sharing practices and content distribution on Facebook. The paper also seeks to determine the extent to which news companies’ revenue is derived from the platform. This is an ambitious task because news corporations don’t publish any social media related revenue. Similarly, constant tweaks on Facebook algorithms means that the data about news companies news sharing, traffic and potential revenue is constantly changing, and this may distort some findings. Four New Zealand media companies are used as case studies to examine the issue. Two of the companies are news publishers, one a broadcaster and one a digital start-up. The findings of the paper are primarily based on the quantitative analysis of web traffic and social sharing data. In general, academic and industry related reports have concluded that news publishers have become overly reliant on Facebook in terms of news distribution, audience attention and traffic. However, there are contradictory views about the nature and extent of this dependency, and this requires further evaluation.
Social media has become a popular research topic in academia, and the field of research is expanding. Researchers such as Christian Fuchs have extensively analysed social media companies in terms of audience commodification, monetisation and exploitation of digital labour. The Tow Center for Digital Journalism has also examined the power relations between Facebook and news publishers. However, this relationship requires in-depth empirical investigation especially in regard to social sharing and the monetisation of news content on Facebook.
To aid the analysis of relations between Facebook and news companies the concept of platform capitalism is utilised. Platforms make a profit by extraditing large amounts of data from their users and by operating as an intermediary between different user groups, and this business model allows them to control users and set rules for other participants on the platform. With the evidence gathered from the five case studies, the paper will consider the usefulness of the platform capitalism concept in understanding the monetary and power relations between news companies and Facebook.

"This article provides the results of an exploratory study that investigated the effect of Capability Life cycle Path on attaining effective adaptation through innovation. Based on Miles and Snow (1978), an empirical study was conducted to explore whether performing firms are those that indicate consistency within the strategy, process, structure and Capability Life cycle Path arrangement. The basic premise of this study is adaptability for sustainability, where firms go through adaptation cycles through Business Model Innovation would perform well when they are able to consistently create value and effectively manage adopted business models, or denoted as Business Model Effectiveness. Using data obtained from seven Indonesian firms in various industries, PLS Analysis was conducted to investigate the relationships between Business Strategy, Firm Resource Configuration, Capability Life cycle Path and Business Model Effectiveness. Findings indicated that Capability Life cycle Path, or decisions made on the development of capabilities at the mature stage, is an important part of the series of decisions made during adaptation to ensure performance.

Keywords: Organizational configuration, capability lifecycle, business model innovation, organizational adaptation"

With the advent of the Fourth Industrial Revolution, businesses are adapting to the use of digitalisation which requires the digital transformation of their existing business models. However, there is limited empirical research on this phenomenon. The purpose of this study is twofold: (i) to develop a framework for businesses to digitally transform their business models and (ii) to examine literature in order to identify and analyse the constructs underlying the three concepts of Digitalisation, Digital Transformation and Business Model Innovation. The study is qualitative in nature and is based on a narrative review. Relevant articles were identified by using international bibliographic databases and scrutinised using thematic analysis. The findings reveal that the first two constructs require digital capabilities and a digital strategy. The third construct requires digital transformation in the realm of customer-centricity, resources, processes and profit. A set of propositions wa...

Zmiienność będąca wyróżnikiem współczesnego świata kształtuje obraz dzisiejszego
biznesu. Zmienność głównie jest związana z ciągle występującą dynamiką zmian rynko
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wych. Jako że rynkiem, w którym odbywa się prowadzenie biznesu jest środowisko siecio
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we, stąd owa dynamika kreowana jest właśnie przez sieć. Dynamika modeli biznesu jest
zdeterminowana oddziaływaniem sieci na przedsiębiorstwa oraz przedsiębiorstw na sieć.
W każdym przypadku następuje wymiana energii między siecią a przedsiębiorstwami.
    Celem artykułu jest omówienie kluczowym zagadnień związanych z wykorzystaniem
dynamiki sieci oraz dynamiki modeli biznesu do podnoszenia efektywności przedsiębiorstw.
Autor stawia tezę, iż łączne wykorzystanie dynamiki sieci oraz dynamiki modelu bizne
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su zwiększa szanse przedsiębiorstwa osadzonego w sieci na osiągnięcie przez nie wysokiej
efektywności. Artykuł został napisany z uwzględnieniem ujęcia interpretatywnego.

This article is an attempt to determine the possibilities and opportunities for im- plementation of the developmental strategy with the use of the model of franchise cooperation in the pharmaceutical market. In her research, the author used the desk research method and, in particular, the analysis of industry’s data. She presented the degree of development of franchise ties in the pharmacy market in Poland. There are also indicated the determinants of the use of franchise in the pharmacy market in Poland. Next, the author carried out conclusion-drawing relating to the perspectives of development of the market in question in Poland with a particular consideration of franchise ties taking place in it. The article is characterised with practical and social implications as regards extending the knowledge of the possibilities to use franchise in the pharmaceutical industry.

Purpose: To develop a transdisciplinary approach called eco-business modelling. Design/Methodology/Approach: The first step is an analysis of the ways triple bottom line and circular economy emplotments have colonized and co-opted the United Nations and European Union Agenda 2030 initiatives by privileging business-as-usual scenarios. The second step is to construct a storytelling approach model to business modelling. The third step is to propose a ‘self-correcting’ storytelling science method to make the transition from the contemporary business-as-usual model to eco-business modelling. Findings: The challenge is to create comprehensive ecological business models that foster worstcase and best case scenario comparisons with status quo business-as-usual. Originality Value: We propose that business modelling is about storytelling, making ‘bets on the future’ scenarios, and we propose a ‘five worlds of storytelling model’ business modelling. Research Implications: The contribution is ...

With applications ranging from object recognition to spatial navigation, computer vision has become a key feature of most contemporary infrastructures. Compared to facial recognition and other techniques of surveillance, privacy-oriented messaging app Snapchat might seem like a fairly banal implementation of this technology; yet, such commodified services have become a key framework through which information is not only captured, classified, and monetized, but also mobilized around a specific vision for the future of infrastructure. The logic governing how Snapchat’s modes of vision prioritize, capture, and make visible the objects and subjects with which it engages might be quite opaque, but three key devices – or technologies of the future as they are framed in this text – offer a privileged perspective on the infrastructure behind the app: Snapchat’s business plans, patents, and functions. While many media theorists situate computer vision within a larger techno-cultural obsession with identifying and classifying people, this article will attempt to complement this body of work by using these devices to highlight the promissory logic embedded in computer vision. By illuminating how visibility, visuality, and vision are conceived and operationalized by the infrastructure supporting apps like Snapchat, these devices shed light on how infrastructure is conceived and constructed as both a real and imaginary space where different futures can be disclosed and enacted. The infrastructure of vision that results, this text agues, necessarily functions as an infrastructure for a vision by making certain futures more visible than others, thus reframing vision as the site where economic interests, media habits, and practices of data capture are both amplified and distorted.

In markets with high levels of financial exclusion, actors in the financial system, financial service providers (FSPs), consumers, providers of financial system infrastructure and other market supporting functions, regulators and other policy makers, often face capacity limitations. These include insufficient or inexperienced staff, lack of knowledge or understanding of the market, and limited financial literacy. Building sustainable and inclusive financial markets will require building the capacity of these actors. Funders that work to promote financial inclusion can play a very useful role in tackling capacity challenges, particularly if they provide support in a way that facilitates the development of a capacity building services market. This approach can benefit the whole financial market as opposed to the more common approach of providing direct support to one or a few actors in the market. This focus note builds on the ideas discussed in ‘facilitating market development to adv...

This article focuses on companies that operate in the integrated waste management cycle and implement the principles of circular economy. These promotes the well-known "waste hierarchy", aimed at encouraging a more efficient use of waste, by transforming them into resources that can be re-introduced in the economic system as "secondary raw materials". In this context, the article presents the case-study of Revet group, a government-controlled company amongst the Italian national best practices for circular economy. It highlights the different elements that make up the company's business model, it,analyses its performance and outlines management implications for other companies operating in the same sector. The analysis shows that Revet group business model is based on virtuous industrial circuits of materials valorisation; area regional action; good financial performance even by public entities.

De Nederlandse muziekindustrie bevindt zich op dit moment op een cruciaal punt in de geschiedenis. Door vele eeuwen heen is het vakgebied rondom de publicatie van muzikale werken met veel zorgvuldigheid gestructureerd in de vorm van een verdienmodel. In de laatste jaren is er  sprake van een merkbare spectaculaire toename van innovaties op deze markt. Dit is met name op digitaal vlak te merken met de opkomst van platformen op het internet zoals Youtube, Spotify en iTunes. Hierdoor is de gehandhaafde structuur van het huidige verdienmodel in het afgelopen decennium flink aan de tand gevoeld.

De innovaties in de markt blijken dusdanig revolutionair te zijn, dat in de vakliteratuur in de Verenigde Staten vanaf 2013 regelmatig sceptische artikelen verschijnen over de vanzelfsprekendheid van de rollen van bepaalde partijen in het huidige verdienmodel. Met name de noodzaak van auteursrechtenorganisaties worden hierbij openlijk in twijfel getrokken. De grootste muziekuitgevers dreigen zelfs hun muziek niet meer bij de auteursrechtenorganisaties te registreren, omdat zij deze taak intern willen afhandelen.

Op dit moment wordt er in de markt gesproken over de onvrede aangaande de effectiviteit van het huidige verdienmodel ten opzichte van deze revolutionaire ontwikkelingen. Men heeft echter nog niet uitgezocht hoe deze innovaties een concrete uitwerking zullen hebben op het huidige verdienmodel. Het achterliggende probleem van dit onderzoek is dus dat er op dit moment nog geen concrete beschrijving van de uitwerkingen op het huidige verdienmodel bestaat van deze digitale innovaties binnen de Nederlandse muziekindustrie.

Dit probleem brengt dus het vraagstuk “Wat zijn de uitwerkingen van relevante disruptieve innovaties op het verdienmodel van de Nederlandse muziekindustrie?” met zich mee.

Om deze vraag duidelijk te kunnen beantwoorden moet er eerst een helder en duidelijk afgebakend inzicht zijn verworven op het verdienmodel van de Nederlandse muziekindustrie. Dit wordt door middel van deskresearch uiteengezet. Na het winnen van dit inzicht wordt er een groep van vijf experts uit de Nederlandse muziekindustrie gevraagd twee vragenlijsten, elk bestaande uit vijf vragen verdeeld over twee ronden, te beantwoorden op basis van hun mening, die gebaseerd is op hun jarenlange vakkennis en werkervaring in de Nederlandse muziekindustrie. De focus van deze vragenlijsten ligt dus op het stellen van vragen met betrekking tot mogelijke wijzigingen in het huidige verdienmodel. Deze rondes brengen voornamelijk twee extreme invalshoeken aan het licht. 

Een van de twee invalshoeken die hierbij duidelijk naar voren komen is een conservatieve benadering van het huidige verdienmodel waarbij de nieuwe (digitale) partijen enkel toegevoegd zullen worden in het huidige verdienmodel. De tegenpool van deze invalshoek valt dan ook een zeer revolutionair of progressief te noemen. Bij deze tegenovergestelde extreme benadering zal het hele verdienmodel draaien om een enkele tussenpartij die als bemiddelaar dient tussen maker en luisteraar.

De twee extreme invalshoeken vanuit het expertpanel vormen dus de eerste twee scenario’s. Voortbouwend op de eerste twee scenario’s is er nog een derde scenario mogelijk die een combinatie is van de twee extreme scenario’s. Ook deze laatste mogelijkheid is uitgewerkt in een eigen situatieschets. Met het opstellen deze drie scenario’s is dus de centrale vraag van dit onderzoek beantwoord.
Een extra maar toch belangrijke toevoeging die voortvloeit uit de gewonnen kennis en inzichten die de scenario’s bieden in deze scriptie zijn dan ook mogelijke invalshoeken en bijbehorende onderwerpen voor vervolgonderzoek. Omdat binnen dit onderzoek de mogelijke wijzigingen binnen het toekomstig verdienmodel van de Nederlandse muziekindustrie concreet in kaart zijn gebracht, is het dus mogelijk geworden om met nieuwe invalshoeken naar onderwerpen voor toekomstig onderzoek te kijken. De drie nieuwe invalshoeken die het meest opvallen in deze scriptie zijn ten eerste makers van een muzikaal werk die hun werk in eigen beheer uitgeven, ten tweede de verhoudingen tussen meerdere mogelijke stromen van betalingen en vergoedingen richting artiesten en ten derde de machtsverhouding tussen consumenten en openbaarmakers van muzikale werken in de markt.

Two opposing theories have been proposed to explain competitive advantage of firms. First, the market-based view (MBV) is focused on product or market positions and competition while second, the resource-based view (RBV) aims at explaining success by inwardly looking at unique resources and capabilities of a firm. Research has been struggling to distinguish impacts of these theories for illuminating performance. Business models are seen as an important concept to systemize the business and value creation logic of firms by defining different core components. Thus, this paper tries to assess associations between these components and MBV or RBV perspectives by applying content analysis. Two of the business model components were found to have strong links with the MBV while three of them showed indications of their roots lying in the resource-based perspective. These results are discussed and theorized in a final step by suggesting frameworks of the corresponding perspectives for further explaining competitive advantage.  less

KidZania w managers had enjoyed the success of the company since its creation, and their business model had been very innovative. Nevertheless, the future of the company, as it was projected, would continue the same trend: upward. The managers were worried since the life cycle of their business was starting in a very mature industry and they did not know how the market would react, and how they could minimize the risk for the company. The managers wanted to know what could be the most likely future of this new edutainment[1] business model?

Who is your customer? What does the customer value? How do you deliver value to customers at an appropriate cost? Business models that focus on the who, what, and how to clarify managerial choices and their consequences underpin the operations of successful organizations.

Using objective measures of investor protections in 170 countries, I establish that the level of investor protection matters for cross-country differences in GDP growth: countries with stronger protections tend to grow faster than those with poor investor protections.

The design thinking concept emphasizes the actual activity of solving problems with a design approach, associating it to the designer's knowledge and competence instead of the intimate link between design and the physical object. Yet design consultancies still have problems charging for intangible components in their offerings and for the role of strategic consultants. We argue that the design thinking concept is in line with a service-dominant logic rather than a goods-dominant logic, and that this approach can be the basis for communicating the value of design to clients. The problem faced by industrial design consultancies is not unique and hence the findings can contribute to other industries undergoing a shift from a focus on products towards enabling service.

This descriptive case study discusses the evolution of TOMS, one of the world's most famous 'double bottom line' companies, in terms of narratives and corporate social responsibility practices. This paper also discusses the company's crisis-response strategy and management after the company's model, referred to as One-for-one model, has been widely criticised by media following the study conducted by an outside research team. The work also aims to point out the dynamics of the competing and contrasting narratives from various stakeholders such as media outlets and outside researchers to provide an in-depth account of the various events that affected the narrative turns of the company narratives.