scholarly journals Collaborative Cloud Manufacturing: Design of Business Model Innovations Enabled by Cyberphysical Systems in Distributed Manufacturing Systems

2016 ◽  
Vol 2016 ◽  
pp. 1-12 ◽  
Author(s):  
Erwin Rauch ◽  
Sven Seidenstricker ◽  
Patrick Dallasega ◽  
Robert Hämmerl
Keyword(s):  
Business Model ◽  
Manufacturing Systems ◽  
Business Models ◽  
Cloud Manufacturing ◽  
Cyberphysical Systems ◽  
Distributed Manufacturing ◽  
Sustainable Business ◽  
New Business ◽  
Distributed Manufacturing Systems ◽  
New Business Models

Collaborative cloud manufacturing, as a concept of distributed manufacturing, allows different opportunities for changing the logic of generating and capturing value. Cyberphysical systems and the technologies behind them are the enablers for new business models which have the potential to be disruptive. This paper introduces the topics of distributed manufacturing as well as cyberphysical systems. Furthermore, the main business model clusters of distributed manufacturing systems are described, including collaborative cloud manufacturing. The paper aims to provide support for developing business model innovations based on collaborative cloud manufacturing. Therefore, three business model architecture types of a differentiated business logic are discussed, taking into consideration the parameters which have an influence and the design of the business model and its architecture. As a result, new business models can be developed systematically and new ideas can be generated to boost the concept of collaborative cloud manufacturing within all sustainable business models.

New Business Models Sustainability

2021 ◽  
pp. 1-29
Author(s):  
Albérico Travassos Rosário
Keyword(s):  
Business Model ◽  
Business Models ◽  
Business Model Innovation ◽  
Primary Data ◽  
Sustainable Business ◽  
Collection Method ◽  
New Business ◽  
Environmental Concepts ◽  
Political Economic ◽  
New Business Models

Increased global concerns about climate change and environmental degradation have attracted attention to sustainable development strategies. Sustainability involves maintaining ecological balance, requiring organizations to integrate social, political, economic, and environmental concepts in their business models. This research chapter aims to explore the new business models associated with increased awareness of sustainability. Literature review methodology was used as the primary data collection method. Four main new business models were identified, including sustainable business model innovation (SBMI), triadic business model (T-Model), circular business model, and Web 2.0-based business model. Despite the differences in definition and implementation of these modern frameworks, innovation and sustainability remain the central concepts of enhancing value creation and capturing. While these business models aim to enhance organizations' capabilities to optimize new opportunities and overcome challenges, they also aim to improve society and protect the environment.

Geschäftsmodellinnovationen – radikaler Wandel oder inkrementelle Verbesserung?

2017 ◽  
Vol 58 (4) ◽  
pp. 32-36
Author(s):  
Patrick Ulrich ◽  
Alexandra Fibitz
Keyword(s):  
Business Model ◽  
Business Models ◽  
New Products ◽  
The Internet ◽  
Sustainable Business ◽  
Empirische Studie ◽  
New Business ◽  
Evolutionary Step ◽  
Radical Transformation ◽  
New Business Models

Wer kennt sie nicht, die Erfolgsgeschichten der „Uber’s”, „Air Bnb’s“, „Apple’s“ dieser Welt. Mit ihren Geschäftsmodellinnovationen haben sie nicht nur Märkte revolutioniert und Kundenbedürfnisse neu definiert, sondern die Art und Weise auf den Kopf gestellt, wie Unternehmen wirtschaften. Geschäftsmodelle lassen sich nachweislich zurückdatieren in die 1970er Jahre. Ursprünglich bezeichnete der Begriff einen Modellierungsansatz, der als Analysewerkzeug für Geschäftstätigkeiten auf operativer Ebene genutzt wurde. In der Evolution des Begriffes wurde die strategische Unternehmensführung als Rahmenwerk forciert, wobei moderne Einflüsse aus der Welt der Digitalisierung und E-Commerce wieder eine gewisse Rückbesinnung auf die Ursprünge erkennen lassen. Der Beitrag geht der Frage nach, wie Großunternehmen und auch andere Betriebstypen mit Geschäftsmodellinnovationen umgehen. With the advent of the Internet and the beginning of the dot.com era not only did new products and technologies disrupt the market, but even more business model innovations became of huge interest. New business models go far beyond product- or process innovation and in most cases, bring considerable changes to the firm. Nonetheless, a standardized process, a generally accepted definition and a consensus about elements and concepts is still missing. The paper investigates how large companies in Germany tackle this problem whether they prefer to use an evolutionary, step-by-step approach by changing single elements of a sustainable business model or rather tend to radical transformation and establish a completely new business model running in parallel to the already established one. Keywords: turbulenz, innovation, empirische studie, disruption, börsennotierung

scholarly journals NEW BUSINESS MODELS THROUGH COLLABORATIVE IDEA GENERATION

2011 ◽  
Vol 15 (06) ◽  
pp. 1323-1341 ◽  
Author(s):  
MARTIN J. EPPLER ◽  
FRIEDERIKE HOFFMANN ◽  
SABRINA BRESCIANI
Keyword(s):  
Business Model ◽  
Business Models ◽  
Idea Generation ◽  
Team Work ◽  
Sustainable Business ◽  
Team Collaboration ◽  
Team Processes ◽  
Innovation Activities ◽  
New Business ◽  
New Business Models

Generating novel and sustainable business model ideas is a crucial yet challenging innovation task. A growing body of literature shows that artefacts, such as visual templates, objects and sketches, can enhance team collaboration and creativity in innovation activities. Drawing on literature from diverse fields we propose a model that aims to explain how artefacts can affect the team processes in developing new business model ideas, positing that they have an impact on creativity and collaboration. We report the results of an illustrative experimental study comparing the team processes of managers working on a business model innovation task. Teams were supported by different types of artefacts (a business model template; physical objects with sketching; or PowerPoint). The results indicate that using the template significantly increases perceived collaboration and decreases perceived creativity, hence showing that artefacts can have the power to shape team work for innovation tasks.

scholarly journals Entrepreneurship, Sport, Sustainability and Integration: A Business Model in the Low-Season Tourism Sector

2021 ◽  
Vol 10 (4) ◽  
pp. 117
Author(s):  
Ricardo Reier Forradellas ◽  
Sergio Náñez Alonso ◽  
Javier Jorge Vázquez ◽  
Miguel Ángel Echarte Fernández ◽  
Nicolas Vidal Miró
Keyword(s):  
Business Model ◽  
Business Models ◽  
Generation Model ◽  
Sustainable Business ◽  
Women's Sport ◽  
Participation Of Women ◽  
Tourism Sector ◽  
New Business ◽  
Global Tourism ◽  
Wealth Generation

The global tourism reality is changing, and not only because of the COVID-19 pandemic. This reality is especially representative in countries such as Spain, which are highly dependent on the income generated by the tourism sector. In these destinations, it is necessary to seek innovation and specialization in the sector in order to achieve new business models. This need is even more pressing in destinations overcrowded by the sun and beach effect, as is the case of Mallorca. The proposed work combines the concepts of sports tourism with the development of a wealth-generating business model that will contribute to promoting a tourism that is sustainable, environmentally friendly and deseasonalized. On the other hand, the proposed work will contribute to promoting integration and equality in the participation of women in sports through the development of a model based on the promotion of women’s football. Using the methodology of case analysis, the results of all the approaches outlined are provided, and we obtained a wealth-generation model that is easily replicable and sustainable over time. This work provides a solution to the combination of a sustainable business model that links responsible tourism, the promotion of women’s sport and the generation of wealth.

Performing Enterprise Architectures Through Gamified Business Models

2019 ◽  
pp. 232-246
Author(s):  
Ricardo Pateiro Marcão ◽  
Gabriel Pestana ◽  
Maria José Sousa
Keyword(s):  
Employee Engagement ◽  
Business Model ◽  
Enterprise Architecture ◽  
Business Models ◽  
Professional Services ◽  
Good Practices ◽  
Services Sector ◽  
New Business ◽  
And Performance ◽  
New Business Models

The profitability of performance and the reduction of turnover are the main challenges of the big companies of the professional services sector. While it is not always possible to achieve all the goals of the large multinationals in each country, it is necessary to assess their development in order to do so. In this way, the steps are identified, going to the new version of new business models, under an organization perspective that can be accompanied by interesting results with a different structure. However, for the sake of management, in order to ensure the cohesion between the teams, it is necessary to create mechanisms for obtaining high income, in order to support the enterprise architecture and the intended business model, which highlights the use of the concept of gamification as one of these mechanisms. This chapter aims to review the literature on the use of architectures and performance demonstrations. In addition to using the gamification concept, the profitability of capital invested in different business activities and the improvement of employee engagement are used. It is intended to consolidate good practices for the implementation of architectures through business models.

scholarly journals Backcasting for desirable futures in Finnish forest-based firms

foresight ◽  
2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Annukka Näyhä
Keyword(s):  
Business Models ◽  
The Novel ◽  
Sustainable Business ◽  
Strong Basis ◽  
Content Type ◽  
Theoretical Contribution ◽  
New Business ◽  
Participative Approach ◽  
Sustainable Business Models ◽  
New Business Models

Purpose In Finland, new forest-based sector (FBS) businesses are seen as important for the transition to the circular bioeconomy. The purpose of this study is to explore the transition of Finnish FBS companies to new business models. The aim is to understand how FBS companies define their ideal future states and related business models for the year 2030. Design/methodology/approach This study uses thematic interviews with managers from various FBS firms and companies from interfacing sectors. In the interviews, the key idea of backcasting was pursued when respondents discussed the desirable future states of their business. Findings The effort to achieve growth of the business and the appearance of new products characterize the company-specific desirable future states. In these desirable futures, expanded businesses will be based on strong knowledge. Resource efficiency and collaboration create a strong basis for the desirable future state of the whole FBS to create a sustainable and innovative “Wood Valley.” Research limitations/implications The key limitations are that the backcasting process has been conducted only through interviews and a participative approach with stakeholder dialogue is lacking in the process. This means that the desirable futures are created by the FBS companies only. Originality/value As a practical contribution, the study shows the future-oriented thinking and goals of FBS firms. As a theoretical contribution, it extends research on sustainable business models and discussions on the novel field of corporate foresight.

scholarly journals AI-enabled business models in legal services: from traditional law firms to next-generation law companies?

2020 ◽  
Vol 7 (1) ◽  
pp. 27-46 ◽  
Author(s):  
John Armour ◽  
Mari Sako
Keyword(s):  
Business Model ◽  
Business Models ◽  
Legal Profession ◽  
Law Firms ◽  
Legal Services ◽  
Law Firm ◽  
Corporate Form ◽  
New Business ◽  
Employee Incentives ◽  
New Business Models

Abstract What will happen to law firms and the legal profession when the use of artificial intelligence (AI) becomes prevalent in legal services? We address this question by considering three related levels of analysis: tasks, business models, and organizations. First, we review AI’s technical capabilities in relation to tasks, to identify contexts where it is likely to replace or augment humans. AI is capable of doing some, but not all, legal tasks better than lawyers and is augmented by multidisciplinary human inputs. Second, we identify new business models for creating value in legal services by applying AI. These differ from law firms’ traditional legal advisory business model, because they require technological (non-human) assets and multidisciplinary human inputs. Third, we analyze the organizational structure that complements the old and new business models: the professional partnership (P2) is well-adapted to delivering the legal advisory business model, but the centralized management, access to outside capital, and employee incentives offered by the corporate form appear better to complement the new AI-enabled business models. Some law firms are experimenting with pursuing new and old business models in parallel. However, differences in complements create conflicts when business models are combined. These conflicts are partially externalized via contracting and segregated and realigned via vertical integration. Our analysis suggests that law firm experimentation with aligning different business models to distinct organizational entities, along with ethical concerns, will affect the extent to which the legal profession will become ‘hybrid professionals’.

scholarly journals The Analysis of Implementation Business Model Canvas At The E-Marketplace Dipeta Company

2017 ◽  
Vol 4 (2) ◽  
pp. 125-133
Author(s):  
Ni Wayan Purnawati ◽  
Djoko Budiyanto Setyohadi
Keyword(s):  
Business Model ◽  
Business Models ◽  
National Level ◽  
The Internet ◽  
Good Information ◽  
Education Services ◽  
Business Model Canvas ◽  
New Business ◽  
Weak Points ◽  
New Business Models

In the internet Era as now everything is easily accessible, obtaining good information, education, services even trade. E-Marketplace as a new innovation for interaction between buyer and seller can also encourage micro medium to promote his business. www.pesansaja.com released by dipeta in the field of E-Marketplace of local culinary, which still require a lot of innovation to be able to attract customers and keep them. Innovation is also needed to be able to compete with other competitors on the E-Marketplace that engaged in the same. Hence the need for the implementation of the business model in this business model Canvas to get new business models to suit the wishes of the customer and an evaluation based on the strong and weak points of this business. The results of the implementation are expected to make the company's E-Marketplace is getting big and compete at a national level as an E-Marketplace of successful culinary attract customers

scholarly journals Novos modelos de negócio, vigilância ubíqua e as transformações no desenvolvimento da internet | New business models, ubiquitous vigilance and transformations in internet development

2016 ◽  
Vol 12 (2) ◽  
Author(s):  
Leonardo Ribeiro da Cruz
Keyword(s):  
Business Model ◽  
Network Topology ◽  
Business Models ◽  
The Internet ◽  
Access To Information ◽  
Everyday Experience ◽  
Navigation Data ◽  
New Business ◽  
Internet Development ◽  
New Business Models

RESUMO Estamos acompanhando o crescimento em importância de um modelo de negócio assente na captura, processamento e comercialização de dados de navegação dos usuários de serviços na internet. Esse modelo tem se tornado hegemônico na valorização do acesso às informações e serviços na rede e está cada vez mas presente na nossa experiência cotidiana de navegação. Esse artigo tem como objetivo analisar como essa hegemonização pressupõe a imposição de um modelo centralizado de topologia de rede ao favorecer o controle do fluxo de dados que nela trafega, e como isso amplia as possibilidades de vigilância na vida cotidiana.Palavras-Chave: Internet; Vigilância; Privacidade; Marketing Comportamental; Controle.ABSTRACT We're now seeing the growth of a business model based on capturing, processing and commercialization of the user's navigation data on the internet. This model has become hegemonic in the valuation of access to information and services on the network and is increasingly present in our everyday experience in the internet. This article aims to analyze how this hegemony requires the imposition of a centralized model of network topology to facilitate the control of the flow of data that circulates in it and how it expands the possibilities of surveillance in everyday life.Keywords: Internet; Surveillance; Privacy; Behavioral Marketing.

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