A dynamic business model for Turkish techno parks: looking through the lenses of service perspective and stakeholder theory

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Gülçin Polat
Keyword(s):  
Business Model ◽  
Stakeholder Theory ◽  
Business Models ◽  
Institutional Environment ◽  
Content Type ◽  
Dynamic Framework ◽  
Business Model Canvas ◽  
Functional Differences ◽  
Theoretical Perspectives ◽  
Service Perspective

Purpose The purpose of this paper is to analyze the business model of techno parks (TPs) in Turkey and shed light on the value co-creation in TPs in the light of the service perspective and stakeholder theory. Design/methodology/approach In this conceptual paper, a generic business model canvas for Turkish TPs has been elicited based on an in-depth review of the literature. Then, the functioning of the model and the nature of value co-creation have been viewed through the lenses of service perspective and stakeholder theory, and then the relationships and flows between the components of the business model have been visualized with a dynamic model. Findings The institutional environment leads Turkish TPs to have similar business models with functional differences. The value is co-created by stakeholders in TPs and value co-creation depends on the skills, competencies and cooperative efforts of all actors involved in the functioning of the business model. Practical implications This paper provides insight for TP management companies to improve their business models, for policymakers to refine institutional framework to enable effective functioning of TPs and for stakeholders to understand their role in value co-creation. Originality/value This paper provides a dynamic framework and a model for understanding business models of TPs and the value co-creation process, which is an understudied area, especially in a developing country context. It also extends the business model and value co-creation literature in the context of TPs by integrating multiple theoretical perspectives.

Five strategies provide a model for innovation

2016 ◽  
Vol 32 (5) ◽  
pp. 19-21
Keyword(s):  
Business Model ◽  
Cross Section ◽  
Design Methodology ◽  
Business Models ◽  
Content Type ◽  
High Performing ◽  
Business Model Canvas ◽  
Starting Point ◽  
Pertinent Information ◽  
Practical Implications

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 Here, the Business Model Canvas devised by Alexander Osterwalder and Yves Pigneur is a starting point for categorization of the efforts of 40 companies to create their own appropriate model. From these, five archetypal business models were then derived. Those firms represent a cross section of popular and dominant industries and sectors, with a preference toward enterprises with non-traditional business models. Five high-performing companies have been chosen to illustrate the success of each business model. 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.

How do Open Source software companies respond to institutional pressures? A business model perspective

2017 ◽  
Vol 30 (4) ◽  
pp. 534-554
Author(s):  
Khaireddine Mouakhar ◽  
Albéric Tellier
Keyword(s):  
Open Source ◽  
Business Model ◽  
Open Source Software ◽  
Business Models ◽  
Institutional Environment ◽  
Institutional Pressures ◽  
Strategic Choices ◽  
Content Type ◽  
Software Companies ◽  
Key Resources

Purpose Open Source software companies (OSSCs) are confronted with institutional pressures from Open Source software (OSS) communities. They must find an acceptable balance between the expectations of these communities and their own business model. However, there are still few studies that try to analyse the OSSC business models. The purpose of this paper is to highlight OSSC typical business models by using rich empirical data. Design/methodology/approach The methodology is based on a combination of quantitative analysis of a sample of 66 OSSCs and qualitative analysis of three typical situations resulting from that sample. Findings The quantitative study enables the authors to highlight three typical business models. The in-depth study of three typical cases enables the authors to specify these OSSC business models. The authors can distinguish four key dimensions: the relationship developed with the OSS communities, the strategic manoeuvres made, the key resources and competitive positioning. Research limitations/implications The results indicate that it is possible for firms to accommodate both profit and non-profit logics using different strategic manoeuvres to position themselves with regard to the Open Source institutional environment. Such accommodation requires the development of key resources and the adoption of suitable competitive positioning. Practical implications This study allows the authors to highlight two main practical contributions for OSSCs’ directors. First, the different manoeuvres identified may help them to ensure coherence between their strategic choices and the business model chosen. Second, the results can help OSSC founders identify value creation mechanisms more clearly by analysing four key variables. Originality/value This paper provides new insight about OSSCs business models. It aggregates four dimensions that provide a more “fine-grained” analysis of business models, while other studies often emphasise one dimension (usually the regime of appropriability).

Business model innovation in small- and medium-sized enterprises

2019 ◽  
Vol 30 (8) ◽  
pp. 1127-1142 ◽  
Author(s):  
Julian Marius Müller
Keyword(s):  
Business Model ◽  
Industry 4.0 ◽  
Business Models ◽  
Customer Relationships ◽  
General Level ◽  
German Industry ◽  
Exploratory Research ◽  
Content Type ◽  
Business Model Canvas ◽  
Key Resources

Purpose Industry 4.0 is expected to significantly transform industrial value creation. However, research on business models affected through Industry 4.0, and on small- and medium-sized enterprises (SMEs), remains scarce. In response, the purpose of this paper is to address both aspects, further elaborating on the role that SMEs can take toward Industry 4.0 as provider or user. Design/methodology/approach The paper used an exploratory research design based on 43 in-depth expert interviews within the three most important German industry sectors, mechanical and plant engineering, electrical engineering and automotive suppliers. Interviews were conducted with leading personnel of the respective enterprises, including 22 CEOs. They assign business model implications through Industry 4.0, referring to the Business Model Canvas, while the paper delineates between Industry 4.0 providers and users. Findings The paper finds that key resources and value proposition are among the most affected elements of the business model, whereas channels are the least affected. Furthermore, distinct characteristics between Industry 4.0 providers and users can be delineated. In general, Industry 4.0 providers’ business models are significantly more affected than users, except for key partners and customer relationships. Research limitations/implications Industry 4.0 remains at its early stages of implementation. As a result, many interviewees’ answers remain at a rather general level. Practical implications Strategies for the further alignment of the business models are provided for Industry 4.0 providers and users. Originality/value The paper is among the few that investigate Industry 4.0 in the context of SMEs and business models.

Starbucks in China: What lessons can Starbucks learn from Luckin?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Heidi M.J. Bertels ◽  
David Desplaces
Keyword(s):  
Consumer Behavior ◽  
Business Model ◽  
Undergraduate Students ◽  
Business Strategy ◽  
Chinese Culture ◽  
Business Models ◽  
Corporate Entrepreneurship ◽  
Chinese Market ◽  
Content Type ◽  
Business Model Canvas

Theoretical basis The case integrates frameworks on business models, the business model canvas (BMC) and Porter’s generic strategies in the context of the coffee industry in China. The case enables students to construct a Business Model Canvas for competing companies, analyze the canvas to deduce the generic strategy they are pursuing, and formulate recommendations based on this analysis. Research methodology The case is derived from secondary sources, including publicly available reports and information about Starbucks and Luckin. Case overview/synopsis This case looks at Starbucks in China as it faces a fierce Chinese competitor and evolving consumer behavior. Luckin, a Chinese coffee store company, had seen explosive growth since its inception in Beijing in 2017. By late 2019, its number of brick-and-mortar locations surpassed the number of Starbucks’ coffee stores in China, which had entered the Chinese market two decades earlier in 1999. Luckin’s focused on convenience through leveraging technology and reducing costs by limiting physical stores. Although Luckin’s fortunes turned in March of 2020, after an accounting scandal came to light, Luckin’s success suggests that consumers were attracted to its positioning as a “fast coffee pickup and delivery” provider. The case describes Starbucks’ strategy in China, which it sees as an important long-term growth market. It also describes the strategic activities of fast-growing, Chinese coffee company Luckin and discusses Chinese culture and consumer behavior. Complexity academic level The case is written for undergraduate students enrolled in a business strategy or corporate entrepreneurship course. Given that the case centers on China, it could also be used in international entrepreneurship/business courses.

scholarly journals The Creative Business Model Canvas

2020 ◽  
Vol 16 (2) ◽  
pp. 141-158
Author(s):  
Michelle Carter ◽  
Chris Carter
Keyword(s):  
Business Model ◽  
Business Models ◽  
Business Environment ◽  
Social Enterprises ◽  
Value Proposition ◽  
Visual Artists ◽  
Structured Interviews ◽  
Content Type ◽  
Business Model Canvas ◽  
Symbolic Value

Purpose Creative and cultural producers, like social enterprises, operate in a complex business environment where the value proposition is difficult to define, and the organisational motivations are not always financially driven. In the case of Australian visual artists, low incomes and limited access to government funding magnify the importance of developing sustainable business models. This paper aims to present the Creative Business Model Canvas (CBMC), a reinterpretation of Osterwalder and Pigneur’s CBMC (2010), for the benefit of a visual artist’s business planning. Design/methodology/approach This qualitative study uses data from semi-structured interviews to analyse and evaluate the effectiveness of the Osterwalder and Pigneur’s BMC (2010) for use by creative artists to understand the value of their artwork beyond traditional profit-driven business models. A modified canvas is presented to capture a clearer snapshot of creative arts practice with a focus on value propositions that possess dimensions of symbolic value. Findings This study found that the symbolic value of an artist’s practice is difficult to capture using Osterwalder and Pigneur’s CBMC (2010). An artist value proposition is composed of the artifact, artistic services and the artist’s identity. The creative CBMC, as a modified CBMC, captures aspects of the artistic identity such as professional achievements, personal life and the artist’s authenticity. Originality/value This study builds on Osterwalder and Pigneur’s CBMC and reimagines it for use by visual artists and art-based social enterprise organisations where the notion of value can be challenging to articulate.

Building blocks for the development of an IoT business model

2019 ◽  
Vol 13 (1) ◽  
pp. 15-32
Author(s):  
Tatiana Domingues Almeida ◽  
Marianne Costa Avalone ◽  
Diego Castro Fettermann
Keyword(s):  
Literature Review ◽  
Business Model ◽  
Business Models ◽  
Building Blocks ◽  
Extensive Literature ◽  
Model Framework ◽  
Cluster Technique ◽  
Content Type ◽  
Business Model Canvas ◽  
Business Goals

Purpose Previous studies have identified a variety of Internet of Things (IoT) business models and have recognised the complexity related to the application of IoT technologies in business, along with the potential of the modularity concept application in organisational design. The purpose of this paper is to identify the main building blocks for the development of a business model canvas for companies that adopt the IoT in their business. Design/methodology/approach First, the authors carried a systematic literature review to identify theoretical, experimental and practical IoT business model canvas recorded in the literature. Then, the authors identified and analysed the characteristics of the building blocks present in these canvas using a statistical cluster technique. Based on the outcomes, the authors proposed a framework with standard and optional modules to allow flexible arrangements and suit different IoT business goals. Findings The results revealed that the IoT business model canvas recorded in the literature had been grossly designed to attend two drivers: manufacture and service organisations. Therefore, based on the frequency of building blocks present in IoT business model canvas recorded in the literature, it has been proposed two flexible frameworks which can be tailored to accommodate the immense variety of possibilities offered by IoT technologies in manufacture and service business. Practical implications The business model frameworks proposed in this research can support entrepreneurs structuring new IoT businesses or upgrading existing businesses. Originality/value This research offers a comprehensive IoT business model framework with their respective building blocks built from an extensive literature review.

Crowdfunding cultural projects and networking the value creation

2019 ◽  
Vol 9 (2) ◽  
pp. 235-254
Author(s):  
Caterina Foà
Keyword(s):  
Social Media ◽  
Community Engagement ◽  
Cultural Values ◽  
Business Model ◽  
Value Creation ◽  
Value Chain ◽  
Business Models ◽  
Structured Interviews ◽  
Content Type ◽  
Business Model Canvas

Purpose The purpose of this paper is to investigate how online crowdfunding is strategically applied to artistic productions featuring strong social and cultural values, exploring potential and risks of networking value creation and community engagement. Mission-driven initiatives and their crowdfunding campaigns are analyzed through platform society framework (van Dijk, 2019), considering the business models and marketing strategies that support the scope and intentions of a variety of agents involved within the online networks. Design/methodology/approach A qualitative multiple case-study approach is adopted to sample and analyze in depth significant examples from the most representative crowdsponsoring platforms in Portugal. Agents’ perspectives and practices are collected through semi-structured interviews with campaign creators and platform managers, and complemented by the design of specific business model canvas (Osterwalder and Pigneur, 2010) adapted to crowdfunding projects. Communication strategies and social media marketing are considered, metering agent’s profile and comparing performance and online engagement through profile and official pages observation. Findings Main findings point out that a crowdfunding campaign requires to set up a specific business model and marketing strategy articulation that go beyond the traditional cultural enterprises differentiation criteria, hybridizing them through experience-led marketing logic, extended product conceptualization and a critical cultural entrepreneurship approach. Community engagement operations need to be structured and integrated through online and offline social networks activities, and the value creation is build through shared meaning construction and interpretation between creators and backers, with the support of others agents involved within crowdfunding value network. It also states that the conceptualization of crowdfunding phenomenon as a service ecosystem (Quero and Ventura, 2019) could be extended, to comprehend other actors and power position within intermediation processes, namely, social network and social media platforms corporations, online payments services, online users, legacy media entities and others stakeholders as matchfunding organizations and partners for products’ development and distribution. Research limitations/implications The research design could be improved by adding more quantitative and social analytics data or an international cases comparison to complete these preliminary results. Practical implications The findings could assist arts and media managers as well as cultural agents to adapt their strategies to emergent business and marketing models, strongly influenced by dominant barging positions in the value chain held by new digital intermediaries, and to better explore product levels to strengthen interactions and engagement with communities of interest and supporters for the creation of value. Social implications This paper contributes to elaborate a more accurate scientific knowledge and critical perspective about crowfunding system evolution, concerning both individual and collective agencies, and their implication for different types of agents and networked individuals between institutions (Dutton, 2009). Originality/value This study is unique, as it adopts a multidisciplinary approach and a comprehensive analysis of Portuguese crowdsponsoring phenomenon, and it offers a valid contribution to the analysis of crowdfunding as value-creation network.

Managing digital transformation through hybrid business models

2019 ◽  
Vol 41 (6) ◽  
pp. 49-56
Author(s):  
Herbert Endres ◽  
Kristina Stoiber ◽  
Nina Magdalena Wenzl
Keyword(s):  
Business Model ◽  
Customer Value ◽  
Business Models ◽  
Value Capture ◽  
Content Type ◽  
Digital World ◽  
Business Model Canvas ◽  
Value Propositions ◽  
Successful Business ◽  
The Individual

Purpose This paper aims to examine how hybrid business models can help companies to survive in a constantly evolving digital world. The hybridization of business models is a promising approach to innovation. Design/methodology/approach The authors discuss the key elements of a successful business model hybridization along the Business Model Canvas (Osterwalder and Pigneur, 2010). In particular, the elements of value propositions, customer segments, channels and a company’s cost structures demonstrate the individual steps toward a hybridized business model. Using Paddy Power Betfair as an example, the authors showcase how the concept of a hybrid business model can be successfully implemented in practice. Findings By hybridizing its business model, Betfair not only expanded existing customer value propositions but also introduced new ways of co-creating value with customers. Simultaneously, the hybridization positively affects a company’s revenue model, hence evolving in new ways of capturing value. Originality/value To effectively hybridize and thus innovate a company’s business model, the two key factors are successful value creation and value capture. By hybridizing elements of existing business models, new value for customers can be generated. Companies capturing this additional value may achieve sustainable and successful business models and thereby gain a competitive advantage.

Sustainable life cycle offers through cooperation

2015 ◽  
Vol 4 (1) ◽  
pp. 4-24 ◽  
Author(s):  
Julia Selberherr
Keyword(s):  
Sustainable Development ◽  
Life Cycle ◽  
Business Model ◽  
Value Creation ◽  
Business Models ◽  
Service Providers ◽  
Construction Sector ◽  
Content Type ◽  
New Business ◽  
Societal Level

Purpose – Sustainable buildings bear enormous potential benefits for clients, service providers, and our society. To release this potential a change in business models is required. The purpose of this paper is to develop a new business model with the objective of proactively contributing to sustainable development on the societal level and thereby improving the economic position of the service providers in the construction sector. Design/methodology/approach – The modeling process comprises two steps, the formal structuring and the contextual configuration. In the formal structuring systems theory is used and two levels are analytically separated. The outside view concerns the business model’s interaction with the environment and its impact on sustainability. The inside view focusses on efficient value creation for securing sustainability. The logically deductively developed business model is subsequently theory-led substantiated with Giddens’ structuration theory. Findings – The relevant mechanisms for the development of a new service offer, which creates a perceivable surplus value to the client and contributes to sustainable development on the societal level, are identified. The requirements for an efficient value creation process with the objective of optimizing the service providers’ competitive position are outlined. Research limitations/implications – The model is developed logically deductively based on literature and embedded in a theoretical framework. It has not yet been empirically tested. Practical implications – Guidelines for the practical implementation of more sustainable business models for the provision of life cycle service offers are developed. Social implications – The construction industry’s impact requires it to contribute proactively to a more sustainable development of the society. Originality/value – This paper analyzes the role for the players in the construction sector in proactively contributing to sustainable development on the societal level. One feasible strategy is proposed with a new business model, which aims at cooperatively optimizing buildings and infrastructures and taking the responsibility for the operating phase via guarantees.

Analysis of Federated Business Models: An Application to the Business Model Canvas, ArchiMate, and e3value

2015 ◽  
Author(s):  
Artur Caetano ◽  
Goncalo Antunes ◽  
Marzieh Bakhshandeh ◽  
Jose Borbinha ◽  
Miguel Mira da Silva
Keyword(s):  
Business Model ◽  
Business Models ◽  
Business Model Canvas
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