scholarly journals Business models beyond subsidies – which core competencies are needed?

10.5334/bcf.k ◽  
2020 ◽  
pp. 177-260
Author(s):  
Christoph Burger ◽  
Jens Weinmann
Keyword(s):  
Business Models ◽  
Core Competencies

Cross-Channel Cooperation

2009 ◽  
pp. 299-304
Author(s):  
Tobias Kollmann
Keyword(s):  
Business Models ◽  
Business Processes ◽  
Core Competencies ◽  
Cost Effective ◽  
Real Economy ◽  
New Business ◽  
Online Business ◽  
Transfer Of Information ◽  
Digital Channels ◽  
Net Economy

The rapid growth of Internet technologies induced a structural change in both social and economic spheres. Digital channels have become an integral part of daily life, and their influence on the transfer of information has become ubiquitous. An entirely new business dimension that may be referred to as the Net economy has emerged. Internet-based e-ventures that are operating at this electronic trade level are based on innovative and promising online business models (Kollmann, 2006). But also traditional enterprises that are operating at the physical trade level (real economy) increasingly utilize digital channels to improve their business processes and to reach new customer segments. With the Internet, the cooperation between enterprises reached a new level of quality. The wide, open, and cost-effective infrastructure allows a simple, fast exchange of data and thus a synchronization of business processes over large distances. Particularly for e-ventures introducing their new business ideas, online cooperation is a promising strategy as it enables the partners to create more attractive product offers and represents a basis for more efficiently and effectively communicating and distributing their product offers (Kollmann, 2004; Volkmann & Tokarski, 2006). Online cooperation, however, does not incorporate off-line channels such as print media, stores, or sales forces. For the combined management of online and offline channels, cooperation can be expected to hold an outstanding potential. Partnering with companies from the Net economy may help traditional enterprises to reach new market segments without extending themselves beyond their core competencies—and vice versa. In this context, cross-channel cooperation can be defined as the collaborative integration of online and offline business models aiming at attaining positive synergetic effects for the involved partners by a complement of competencies. (Kollmann & Häsel, 2006, p. 3) Cross-channel cooperation can be regarded a new management task that is worthwhile to be examined in more detail. Although researchers have broadly covered the area of online cooperation, a comprehensive study on cross-channel cooperation has not been undertaken up to now. Particularly the question arises, which cooperation forms represent feasible strategies for both e-ventures and traditional enterprises. Besides its contribution to literature, this article is intended to assist practitioners in evaluating the benefits of crosschannel cooperation for their own businesses.

As Oil Transitions to “Energy,” OFS Firms Revisit Priorities and Positions

2021 ◽  
Vol 73 (07) ◽  
pp. 30-32
Author(s):  
Judy Feder
Keyword(s):  
Energy Efficiency ◽  
Carbon Footprint ◽  
Service Sector ◽  
Business Models ◽  
Oil And Gas ◽  
Core Competencies ◽  
Vice President ◽  
Permanent Magnet Motors ◽  
Pump Design ◽  
Artificial Lift

As the oilfield service sector emerges from a downturn and into a post-COVID-19 world, the companies that comprise it are repositioning them-selves along with their product and service portfolios to demonstrate their ability to sustainably support both new energy solutions and legacy oil and gas customers. This will mean charting new paths through a rapidly changing energy sector and protecting core competencies while entering new markets full of both opportunity and uncertainty. That is already happening among the sector’s heavyweights. While they still have large legacy businesses focused on hydrocarbons, some are adopting broader energy services business models to reflect the move toward cleaner fuels and renewables. And some are diversifying into new industries altogether, where they can leverage their assets’ competencies to expand their revenue base and potentially broaden their appeal to investors. Capital Discipline and Patience Sriram Srinivasan, Halliburton’s company’s senior vice president, global technology, said his company is pursuing a long-term journey of looking for solutions to control emissions across the entire upstream operations spread. “It’s no longer just about deciding where or when to turn pumps on and off or change a gear in the engine powering the pumps in a hydraulic fracturing spread to get improved downhole outcomes. It’s also about embedding energy considerations for emissions reduction across the board,” he said. “We have always designed for performance, cost, serviceability, and operability. Now we’ve added emissions sustainability.” He used artificial lift as an example. “Electrical submersible pumps (ESPs) are big consumers of electricity. Anything you can do to improve the energy efficiency of ESPs goes a long way toward reducing carbon footprint.” Most ESPs today are powered by electric induction motors. Halliburton is now looking at permanent magnet motors and associated electronic drives to maximize the efficiency of the motors, and thus, the pumps. The pump design can also be made more efficient by optimizing the design of the impeller blades. “Another challenge,” he continued, “is that when sand gets into the pumps, it degrades efficiency, so the pump becomes less efficient the longer it stays in the well. We need changes in coatings to prevent sand from agglomerating on the blades. How do you get a cheap coating that will protect from sand?” Srinivasan also pointed out that energy efficiency can be improved and carbon footprint reduced by spending less time drilling the same kinds of wells, noting that standardization, digitalization, and automation are key enablers. “The industry is still heavily manual, many people are involved, and there is still way too much paper,” he said, adding that there is huge potential for efficiency improvements and also real urgency around achieving efficiency in every aspect of the drilling operation.

Business Process Outsourcing to Emerging Markets

2011 ◽  
pp. 91-111
Author(s):  
Jurgis Samulevicius ◽  
Val Samonis
Keyword(s):  
Emerging Markets ◽  
Competitive Advantage ◽  
Business Process ◽  
Knowledge Economy ◽  
Business Models ◽  
Swot Analysis ◽  
Core Competencies ◽  
Business Process Outsourcing ◽  
Digital Knowledge ◽  
Developed World

A major phenomenon of globalization, outsourcing is a complex and controversial issue. It occurs when companies contract out activities previously performed in-house or in-country to foreign (usually offshore) companies globally. Couched in the terms of a SWOT analysis and using a modified Harvard-style case study that was subjected to the SWOT analysis, the chapter analyzes business process outsourcing (BPO) to emerging markets, frequently called outsourcing or offshoring in short. The overarching advantage of outsourcing is that it allows a business to focus on core activities as called for by core competence, strategic alliance, and competitive advantage theories of international business. Such a global restructuring of production has been sometimes called the true WMD (weapon of mass destruction) of jobs in the developed world. However, a more balanced approach could borrow the term “creative destruction” from the prominent Austrian economist Josef Schumpeter and emphasize the all-important transformational aspect of outsourcing. A transformational aspect of outsourcing is evidently very important for emerging markets but also for many companies in the developed world; therefore, BPO is sometimes called BTO (business transformational outsourcing). The global digital/knowledge economy offers unprecedented opportunities to produce and sell on a mass scale, reduce costs, and customize to the needs of consumers, all at the same time. Whether you live in a large country such as the U.S. or China, mid-sized country such as Canada or a smaller country such as Lithuania, your potential market is of the same global size. And you can source (netsource) inexpensively wherever you wish. Added to that are immensely increased opportunities to access new knowledge and technologies, driving productivity and living standards further up. BPO to emerging markets is or should be driven by those fundamental reasons having to do with rapid organizational change, reshaping business models to make them viable in the long term, and launching new strategies. This is the essence of transformational outsourcing. In this chapter, BPO is used in the broader, integrated, and comprehensive understanding of changes in the company’s business models and strategies but first of all the company’s changing core competencies and competitive advantages: partnering with another company to achieve a rapid, substantial, and sustainable improvement in company-level performance. A knowledge management approach is advocated in this research that is to be continued in the future. The chapter concludes that outsourcing is a wave of the future. Postcommunist and other emerging markets countries are well advised to jump to these new opportunities as they represent the best chance yet to realize the “latecomer’s advantage” by leapfrogging to technologies and models of doing business which are new for Western countries as well. The chapter analyzes and outlines some of the ways in which contemporary and future business models are deeply transformed by the global digital/knowledge economy. Global outsourcing provides a compelling platform to research the issues of upgrading competitive advantage in developed countries and contract out non-core competencies to emerging markets. Therefore, suggestions for further research are included in the chapter as well.

Section 1.b Introduction

2019 ◽  
Vol 1 (1) ◽  
Author(s):  
Nuša FAIN ◽  
Beverly WAGNER
Keyword(s):  
Value Chain ◽  
Open Innovation ◽  
Business Models ◽  
Strategic Change ◽  
Core Competencies ◽  
Knowledge Flows ◽  
Sustainable Competitive Advantage ◽  
External Stakeholders ◽  
Inside Out ◽  
Innovation Processes

Open innovation has been described as a means of assisting firms utilising ideas and knowledge from inside and outside the firm.  It has been defined as “a distributed innovation process based on purposively managed knowledge flows across organisational boundaries, using pecuniary and non-pecuniary mechanisms in line with the organisations business model” (Chesbrough et al, 2014, p vi). Open innovation strategies may lead to better financial performance by reducing costs related to innovation, increasing commercialisation and financial gain. Understanding open innovation in some way explains how sharing knowledge with internal and external stakeholders can promote innovation.  Understanding processes can reinforce the importance of engaging with customers early in concept development and design stages of new products and services. Also openness can promote co-creation between firms, customers, suppliers, academia and government. The essence of such cooperation by internal and external stakeholders creates relationships to explore common interests and goals. From an open innovation perspective, value creation and capture is accomplished by (i) outside-in open innovation, i.e. ideas drawn into the organisation from the external environment. This involves opening up organisation’s innovation processes to external inputs and contributions, (ii) Inside-out open innovation utilises unused or underused ideas and assets gathered from outside the organisation and (iii) Coupled open innovation links outside-in and inside-out open innovation processes combining knowledge inflows and outflows to collaboratively develop and commercialise an innovation. Traditionally, knowledge is considered as being held by the firm as core competences and it is assumed that this is a source of sustainable competitive advantage. Accordingly knowledge used in, and resulting from, innovation and the knowledge resulting from the innovation remains within boundaries of the firm. Open innovation opposes this view as it integrates diverse knowledge from the wider environment into the business ecosystem and creates new knowledge for multiple stakeholders. Due to the inter-disciplinary nature of open innovation it can be discussed and theorised from many viewpoints, such as strategy, value chain, business models, core competencies, knowledge creation and more recently in design management. Levels of analysis vary with considerable research frequently conducted at organisational level, while more is needed in areas such as inter-organisational value networks. To date, large organisation have been at the focus of open innovation research, primarily because they are able implement open innovation to some degree without strategic change. More recently, open innovation practices in SMEs have become important, as these small firms have insufficient resources to cover all innovation activities and must look beyond firm boundaries for growth opportunities. Thus, inter-organisational networks are important drivers of innovation in SMEs as they often struggle to make the best use of strong network ties.  Exploring open innovation in SMEs can provide insight into how best to utilise their networks.

The last breath of glassblowing?

2019 ◽  
Vol 9 (3) ◽  
pp. 1-27
Author(s):  
Jana Badran ◽  
Amale Kharrouby ◽  
Abdel-Maoula Chaar
Keyword(s):  
Strategic Management ◽  
Learning Outcomes ◽  
Business Model ◽  
Business Models ◽  
Business Students ◽  
Core Competencies ◽  
Case Series ◽  
Sustainable Business ◽  
Content Type ◽  
Her Family

Learning outcomes The learning outcomes are as follows: identify how tools and frameworks of strategic management can be applied to understand the evolution of the timeline of a firm; analyse the core competencies and weaknesses of a firm and understand their relevance in strengthening the competitive advantage of a firm; and design appropriate business models that are grounded in an integrated strategic analysis. Case overview/synopsis The case series traces the attempts of Nisrine Khalifeh to save her family’s ailing Lebanese artisan micro-enterprise that produces handmade glass blown jars, jugs and cups. Despite their unique traditional know-how in glassblowing, The Khalifeh struggle to survive since the early 2000s until today in a context of a growing concurrence by more competitive glass products. After each triggering event faced by the Khalifeh firm, Nisrine’s exploits opportunities offered to her in an archaic business model approach that provides short business solutions. Nisrine seems not to realize that her business approach is just keeping her family business from dying today instead of tomorrow while keeping it on the verge of going under. Facing an additional dilemma, she is challenged to realize how competitive and sustainable the Khalifeh business model is, and which actions she should take to withstand the competitive threats. More sustainable business options exist to this traditional micro-enterprise which carries a strong growth rate potential if sustainable business models are developed and deployed using key tools and frameworks of strategic management analysis. Complexity academic level Undergraduate Business Students, Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes. Subject code CSS 11: Strategy.

scholarly journals Rethinking Business Models in the Great Depression: The Failure of America's Vacuum Cleaner Industry

2019 ◽  
Vol 93 (02) ◽  
pp. 319-348 ◽  
Author(s):  
Peter Scott
Keyword(s):  
Value Chain ◽  
Business Models ◽  
Resistance To Change ◽  
Core Competencies ◽  
Sales Force ◽  
Growth Phases ◽  
Organizational Diversity ◽  
Vacuum Cleaner ◽  
The Great Depression ◽  
Low Levels

We examine the factors leading to the onset of organizational rigidities in the dominant vacuum cleaner firms of the 1920s, Hoover and Eureka. Strategies aimed at strengthening organizational commitment, in conjunction with low levels of organizational diversity—owing to managerial hierarchies dominated by men recruited from the sales force—restricted organizational flexibility and adaptability while accentuating resistance to change. In conjunction with core competencies that largely reflected conditions in the previous rapid-growth phases of both firms, organization rigidity left them vulnerable to the new conditions of the Depression, including product and value chain innovation by a new entrant, Electrolux.

Business Models – A New Perspective on Firms' Assets and Capabilities

2007 ◽  
Vol 8 (2) ◽  
pp. 115-125 ◽  
Author(s):  
Risto Rajala ◽  
Mika Westerlund
Keyword(s):  
Business Models ◽  
Core Competencies ◽  
Exploration And Exploitation ◽  
Resource Based View ◽  
Software Companies ◽  
Interorganizational Exchange ◽  
Significant Difference ◽  
Different Types ◽  
Resource Exploration ◽  
New Perspective

Network-intensive business behaviour and specialization in core competencies have increased the importance of utilizing resources beyond company boundaries. In recent years, resource exploration and exploitation have attracted increasing attention in the literature on interorganizational exchange and strategic networks. However, resources have not been sufficiently analysed in connection with types of business models. In this study, the authors focus on key assets and capabilities from the entrepreneur's business model perspective. Taking theories of interorganizational exchange and the resource-based view of the firm as the basis, key assets and capabilities are identified in four different types of business models in selected software companies. The key findings indicate that there is a significant difference in the emphasis on internally and externally obtained resources between different types of business models.

scholarly journals MEMAHAMI MODEL BISNIS PRAKTEK INOVASI SOSIAL : KAJIAN DESA WISATA BISNIS TEGAL WARU

AdBispreneur ◽  
2019 ◽  
Vol 3 (2) ◽  
pp. 131
Author(s):  
Retno Kusumastuti ◽  
Eko Sakapurnama ◽  
Achmad Fauzi ◽  
Prima Nurita
Keyword(s):  
Competitive Advantage ◽  
Business Models ◽  
Business Processes ◽  
Social Innovation ◽  
Core Competencies ◽  
Value Proposition ◽  
A Value ◽  
The Social ◽  
Innovation Model ◽  
Depth Interviews

 ABSTRACTSocial innovation studies are unique studies and are still relatively rare. The study contains that business models from among those who are often marginalized can also be a source of income. In addition, the importance is also that the utilization of resources owned by a region can be a source of competitive advantage when properly managed considering that each region has a different context. This study analyzes the social innovation model in Tegal Waru Village which was originally a poor and underdeveloped village in 2010 but later it can transform into an economically independent village. This study uses a qualitative approach with data collection methods through in-depth interviews and also observations. The selection of informants is based on the criteria that the person understands the business processes carried out and is also a stakeholder of Tegal Waru Tourism Village. The results showed that the Tegal Waru Tourism Village was a village that managed to enhance its natural and human resources so that it became a source of competitive advantage through the establishment of a Business Tourism Village which is still rare in Indonesia. A unique business model is offering entrepreneurship education with a value proposition to educate everyone to become entrepreneurs by relying on the core competencies and resources they have with philosophy hence provide benefits to many people. ABSTRAKKajian social innovation merupakan kajian yang unik dan masih relatif jarang. Kajiannya berisi bahwa model bisnis dari kalangan yang seringkali termajinalkan juga dapat menjadi sumber penghasilan. Selain itu, pentingnya juga adalah bahwa pemanfaatan sumber daya yang dimiliki oleh suatu daerah dapat menjadi sumber keunggulan bersaing manakala dikelola dengan baik mengingat masing-masing daerah memiliki konteks yang berbeda-beda. Penelitian ini menganalisis tentang model inovasi sosial di Desa Tegal Waru yang awalnya merupakan desa miskin dan tertinggal di tahun 2010an tetapi kemudian dapat menjelma menjadi Desa yang mandiri secara ekonomi. Penelitian ini menggunakan pendekatan kualitatif dengan metode pengumpulan data melalui wawancara mendalam dan juga observasi. Pemilihan informan berdasarkan kriteria bahwa yang bersangkutan memahami proses bisnis yang dijalankan dan sekaligus merupakan stakeholder Desa Wisata Tegal Waru. Penelitian ini dilakukan pada tahun 2018. Hasil penelitian menunjukkan bahwa Desa Wisata Tegal Waru merupakan desa yang berhasil mengelola sumber daya alam dan manusia yang dimilikinya sehingga menjadi sumber keunggulan bersaing melalui pembentukan Desa Wisata Bisnis yang masih langka di Indonesia. Bussiness model yang unik yaitu menawarkan pendidikan entrepeneruship dengan value proposition mendidik setiap orang agar dapat menjadi entrepreneur dengan mengandalkan core competence dan sumber daya yang dimilikinya dengan falsafah agar dapat memberikan manfaat untuk banyak orang. 

Online restaurant entrepreneurship: the story of Holachef in an increasingly digitalized India

2018 ◽  
Vol 8 (1) ◽  
pp. 1-17
Author(s):  
Sumi Jha ◽  
Som Sekhar Bhattacharyya
Keyword(s):  
Organization Theory ◽  
Business Models ◽  
Core Competencies ◽  
Storage System ◽  
Group Analysis ◽  
Subject Area ◽  
Strategic Analysis ◽  
Content Type ◽  
Phone Calls ◽  
Online Business

Subject area This case can be used in courses on strategic management for second year masters’ level management students (with a focus on strategic analysis of internet-based business models in India) and entrepreneurship (with a focus on business growth). The primary focus of the case is how an internet-based business model in the food industry took shape. Study level/applicability The case enumerates how strategic analysis can be performed to analyze the firm based on topics such as the analysis of the mission and vision of Holachef based on the Ashridge mission model, examining strategy with Mintzberg’s 5Ps of strategy, performing a PESTLE analysis of HolaChef, evaluating Holachef with Porter’s industry analysis, performing Value net analysis for Holachef, examining Holachef’s business with strategy group analysis, examining the roots of core competencies of Holachef and explaining Holachef’s resource and capabilities with the valuable, rare, inimitable, non-substitutable (VRIN) Framework. Case overview Saurabh Saxena and Anil Gelra co-founded Holachef, “a restaurant in cloud” in March 2014. In a city like Mumbai, there are many households where both partners work; this had led to difficulties for people finding time to prepare food at home. Holachef is an online delivery platform which aggregates chefs for home-like multiple cuisine preparation. Holachef’s vision is to satisfy the need for homemade healthy food. The three pillars of Holachef to provide such food are technology (orders are taken through a website, mobile application and phone calls), food (enlisted chefs on the website) and logistics. The food prepared by chefs is assembled at different distribution centres and routed to customers. The efficient logistics and storage system maintain the quality of food. These pillars help Holachef to serve customers with efficiency at affordable prices. Expected learning outcomes Performing strategic analysis from both an industrial organization theory and resource-based view (RBV) perspective with VRIN framework. This is in the context of online business models in a digitizing India. Entrepreneurial strategy concepts and challenges faced by entrepreneurs in an online business. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes. Subject code CSS 11: Strategy.

Business Process Outsourcing to Emerging Markets

2011 ◽  
pp. 140-164 ◽  
Author(s):  
Jurgis Samulevicius ◽  
Val Samonis
Keyword(s):  
Emerging Markets ◽  
Competitive Advantage ◽  
Business Process ◽  
Knowledge Economy ◽  
Business Models ◽  
Swot Analysis ◽  
Core Competencies ◽  
Business Process Outsourcing ◽  
Digital Knowledge ◽  
Developed World

A major phenomenon of globalization, outsourcing is a complex and controversial issue. It occurs when companies contract out activities previously performed in-house or in-country to foreign (usually offshore) companies globally. Couched in the terms of a SWOT analysis and using a modified Harvard-style case study that was subjected to the SWOT analysis, the chapter analyzes business process outsourcing (BPO) to emerging markets, frequently called outsourcing or offshoring in short. The overarching advantage of outsourcing is that it allows a business to focus on core activities as called for by core competence, strategic alliance, and competitive advantage theories of international business. Such a global restructuring of production has been sometimes called the true WMD (weapon of mass destruction) of jobs in the developed world. However, a more balanced approach could borrow the term “creative destruction” from the prominent Austrian economist Josef Schumpeter and emphasize the all-important transformational aspect of outsourcing. A transformational aspect of outsourcing is evidently very important for emerging markets but also for many companies in the developed world; therefore, BPO is sometimes called BTO (business transformational outsourcing). The global digital/knowledge economy offers unprecedented opportunities to produce and sell on a mass scale, reduce costs, and customize to the needs of consumers, all at the same time. Whether you live in a large country such as the U.S. or China, mid-sized country such as Canada or a smaller country such as Lithuania, your potential market is of the same global size. And you can source (netsource) inexpensively wherever you wish. Added to that are immensely increased opportunities to access new knowledge and technologies, driving productivity and living standards further up. BPO to emerging markets is or should be driven by those fundamental reasons having to do with rapid organizational change, reshaping business models to make them viable in the long term, and launching new strategies. This is the essence of transformational outsourcing. In this chapter, BPO is used in the broader, integrated, and comprehensive understanding of changes in the company’s business models and strategies but first of all the company’s changing core competencies and competitive advantages: partnering with another company to achieve a rapid, substantial, and sustainable improvement in company-level performance. A knowledge management approach is advocated in this research that is to be continued in the future. The chapter concludes that outsourcing is a wave of the future. Postcommunist and other emerging markets countries are well advised to jump to these new opportunities as they represent the best chance yet to realize the “latecomer’s advantage” by leapfrogging to technologies and models of doing business which are new for Western countries as well. The chapter analyzes and outlines some of the ways in which contemporary and future business models are deeply transformed by the global digital/knowledge economy. Global outsourcing provides a compelling platform to research the issues of upgrading competitive advantage in developed countries and contract out non-core competencies to emerging markets. Therefore, suggestions for further research are included in the chapter as well.

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