Defining a 21st Century Air Force (Services) Business Model

In the opening chapter, we saw how relationships between producers and audiences are undergoing a fundamental shift, with audiences becoming increasingly involved in the creative process. In this chapter, we will move on to consider the repercussions of this phenomenon by exploring how traditional business models are evolving in the arts and entertainment industry: popular music and the performing arts.

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The Value Innovation of Symphony Orchestras and the Triggering Effect of Coronavirus

Theory Methodology Practice ◽

10.18096/tmp.2020.02.09 ◽

2020 ◽

Vol 16 (2) ◽

pp. 89-95

Author(s):

Roland Z. Szabó ◽

Borbála Szedmák

Keyword(s):

Business Model ◽

21St Century ◽

Business Models ◽

Business Model Innovation ◽

Value Proposition ◽

Symphony Orchestras ◽

Value Innovation ◽

Difficult Situation ◽

A Value

The current coronavirus situation both gives an opportunity to the organizations and forces them to change and rethink fundamentally their business models. The pandemic causes an extremely difficult situation for symphony orchestras, as they have to cancel their performances and redefine how to reach their audience. Either they follow a Red Ocean Strategy and lose significant revenue or develop a Blue Ocean Strategy and prosper. The Blue Ocean Strategy involves a value innovation that can be achieved by four actions (eliminate, reduce, raise, create) and taking advantage of the opportunities offered by digitalization. After briefly reviewing the concept of business model innovation, the article gives an overview of some novel aspirations, attempts and projects selected from international and Hungarian symphonic orchestral life to provide excellent examples of how the value proposition can be redefined and how the expectations of the 21st-century audience can be met.

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Organization Identity

Organizational Integration of Enterprise Systems and Resources ◽

10.4018/978-1-4666-1764-3.ch006 ◽

2012 ◽

pp. 100-116 ◽

Cited By ~ 4

Author(s):

Carlos Páscoa ◽

Pedro Leal ◽

José Tribolet

Keyword(s):

Competitive Advantage ◽

Business Model ◽

Air Force ◽

Active Role ◽

Core Values ◽

Self Identity ◽

Business Architecture ◽

Motivation Model ◽

Organization Identity

Organizations not only play an increasingly active role in today’s society but also address everyday necessities and concerns of individuals. To achieve a competitive advantage, it is becoming more and more necessary that organizations perform efficiently in order to survive. As organizations can be defined as a group of people who work together to obtain common results, it is imperative that all its constituents represent themselves as part of the whole. Essential issues belonging to self-identity such as: who is the organization, what it does, for whom it operates, and what its core values are can be answered by building a Business Model. In this context, the Business Model and artifacts like the Business Motivation Model, which help to specify the enterprise business architecture, can be complementary. This paper shows how the Portuguese Air Force developed its generic Business Model and describes two example of application in the strategic and operational levels.

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