Трансформация производственных процессов и бизнес-моделей промышленного сектора через цифровизацию

While several practice-based approaches of business model design suggest ways to create new business models, there is limited understanding of why and how business models change. This exploratory study employs neural network analysis to simulate business model design and business model change. We conceptualise business model design as a schema of the organisation’s critical resources, transactions, and value proposition. Elements of the schema are connected in a simple neural network. The network evolves based on a constraint satisfaction network until it converges to a stable state of a coherent business model. An in-depth case study of an entrepreneurial venture provides a real-world example to test the analytical framework. Using data from the case study, we run multiple simulations of business model design and business model change. The results suggest that business model change can be understood as a form of constraint satisfaction, linking managerial cognition with business model change. The simulation approach also helps identify possible, but unrealized business models. This novel approach paves the way for new research and practice in business model design and change.

Shipping is characterized by the permanence of ships that ply traditional routes with their cargoes, linking industries and consumers. The combination of the two fundamental properties of shipping – high intensity of fi xed assets, with long lead times and lifetimes, and high exposure to volatile global fl ows of cargo and energy – results in complex market dynamics and high risk. The exposure of industry actors to these forces drives business models, strategies and industry developments. Recent events – dramatic falls in ship freight rates, signifi cant lessening of world trade, and the lack of available capital for shipping projects – have further accentuated these complex dynamics and risks. In this chapter we analyze emergent business models and industries as the classic shipping fi rms unbundle and regroup. We contribute to the shipping literature in three ways. First, we describe and analyze how the broader changes in business models shape the transformation of the shipping industry and drive shipping fi rm strategy. Second, we tie shipping strategies to the broader strategic management literature. Third, we supplement the business model insights derived from the IT focused industries that currently dominate the empirical context of the emerging literature (cf. Chesbrough, Vanhaverbeke and West 2006 ; Zott and Amit 2007 ). The remainder of the chapter is organized as follows. In Section 13.2 we review the broader industry forces driving change in shipping business models and strategies. We discuss the concept of business models and their relationship to shipping strategy in Section 13.3 . Section 13.4 presents four shipping industry business model archetypes that, taken together, capture the shipping industry. In Section 13.5 we examine competitive and cooperative strategies within the shipping value system composed of fi rms representing the business model archetypes. Section 13.6 discusses implications for theory and management practice New Business Models and Strategies in Shipping

As a precursor of entrepreneurship, scholars have usefully revealed different types of opportunities, including discovery, creation and imagination. However, surprisingly less is known about how an entrepreneur can better realise a given opportunity in hand. Strategy research has found that successful unicorn companies are frequently based on advanced technologies and/or novel business models. Integrating the strategy research insight with entrepreneurship, this study explores whether and how changes in business model and technology may influence opportunity realisation, interpreted as the emergence of unicorn ventures. Using a sample of 50 unicorn companies across the world, QCA results revealed that unicorn ventures based on opportunity discovery are mainly associated with incremental changes in business model and technology. In contrast, unicorn ventures with creative and imaginative opportunities are associated with radical changes in both business model and technology. With results, this piece contributes to the ongoing development of the opportunity concept in entrepreneurship by revealing different value creation-capture mechanisms and showing performative aspects of the opportune concept.

Altering and enhancing existing business models through business model innovation has emerged as a powerful competitive strategy that can provide advantage over extended periods of time. Business model innovation also presents a fundamental counterpart for technological, product and organisational innovations. Success stories of unconventional firms disrupting markets and sustaining financial rewards over competitors through business model innovation can be found in virtually any industry. A key success factor for long-term competitiveness lies in the implementation of multiple, rather than punctual, business model innovations over time, although achieving change through successive iterations is a challenge driven by market and technological dynamics and disruption. However, the lack of empirical investigation on the dynamics of business model change over extended periods of time limits our understanding of how established firms can mimic successful innovators and reconfigure their business models over time. This thesis responds to this gap by exploring the dynamic mechanisms enabling business model development in successful, high-performing firms. It defines and examines the distinctive properties of business model development to understand what determines success in extended business model change processes. The theoretical model and research design were developed to empirically investigate the sequences of change events in business models to find patterns characterising business model development in high-performing firms. The theoretical framework deconstructs the structure of a business model using three well-accepted dimensions of value: value creation, value delivery and value capture. It treats the business model as a dynamic open system in which a firm’s dynamic equilibrium behaviour and complementarity mechanisms are the drivers of change. Then, it employs principles from organisational theory, strategic management, innovation and entrepreneurship to explore the developmental trajectories of business models by examining: (a) the agents and nature of the actions driving business model changes; (b) the frequency of business model change events; (c) the magnitude of business model change events; and (d) the order of business model change events. The exploratory, longitudinal and quantitative research design supporting this study is process- based, where business model development is formulated as a sequence of change events unfolding over time. A set of 12 financial ratios are used to examine fluctuations in a firm’s operational, economic and product-market domains that are attributable to business model transformations for a sample of 1,651 listed firms in the IT sector worldwide. This sector was selected as the research setting because of its dynamism, global size and the pervasiveness of the technologies underpinning it. Business model change events are identified through outlier detection and analysis of coordinated changes across the value creation, delivery and capture dimensions of the business models. Data were collected from a large financial database and transformed into individual sequences of change events. A validation procedure assessed the accuracy of the identification process for business model change events through qualitative data and in-depth analysis for four firms in the larger sample. Then, the individual sequences of change events were used as inputs for data mining methods of analyses, complemented by frequency domain analysis and statistical tests, which revealed the patterns of business model development in high-performing firms. The results suggest a significant association between the timing and intensity at which firms change their business models and their average performance over time. The evidence also suggests that business model change is likely to culminate in events where the value delivery dimension is altered. In terms of the frequency and magnitude of changes, high-performing firms are more likely to develop their business models through frequent and incremental alterations over time, except for mature-large firms who, compared to young-small, young-large and mature-small firms, are more likely to implement radical, less frequent changes over time. Both environmental and internal forces influence the intensity at which high-performing firms typically alter their business models, although environmental factors are more significant than internal forces. Both unconscious and deliberated actions influence business model development in high-performing firms. Unconscious actions dictated by the firm’s particular characteristics of age, size and sub-industry membership are a more significant influence than deliberated, emergent actions. This research develops the new concept of business model development, and provides a contribution to theory by empirically examining a previously unexplored process. By adopting the process-based approach, this research contributes to new thinking and research in business model innovation centred on analysing the flow of events and patterns of business model development across multiple cases. Methodologically, this research developed a research design appropriate for large samples of firms, able to analyse multiple developmental trajectories of business models in a systematic and consistent manner. The research can assist practitioners and firms’ leaders adjust established business models by providing guidance on the intensity, order and frequency of the changes required.

BackgroundRecent progress in genome data collection and analysis technologies has led to a surge of direct-to-consumer (DTC) genetic testing services. Owing to the clinical value and sensitivity of genomic data, as well as uncertainty and hearsay surrounding business practices of DTC genetic testing service providers, DTC genetic testing has faced significant criticism by researchers and practitioners. Research in this area has centered on ethical and legal implications of providing genetic tests directly to consumers, but we still lack a more profound understanding of how businesses in the DTC genetic testing markets work and provide value to different stakeholders.ObjectiveThe aim of this study was to address the lack of knowledge concerning business models of DTC genetic testing services by systematically identifying the salient properties of various DTC genetic testing service business models as well as discerning dominant business models in the market.MethodsWe employed a 3-phased research approach. In phase 1, we set up a database of 277 DTC genetic testing services. In phase 2, we drew on these data as well as conceptual models of DTC genetic testing services and iteratively developed a taxonomy of DTC genetic testing service business models. In phase 3, we used a 2-stage clustering method to cluster the 277 services that we identified during phase 1 and derived 6 dominant archetypes of DTC genetic testing service business models.ResultsThe contributions of this research are 2-fold. First, we provided a first of its kind, systematically developed taxonomy of DTC genetic testing service business models consisting of 15 dimensions in 4 categories. Each dimension comprises 2 to 5 characteristics and captures relevant aspects of DTC genetic testing service business models. Second, we derived 6 archetypes of DTC genetic testing service business models named as follows: (1) low-cost DTC genomics for enthusiasts, (2) high-privacy DTC genomics for enthusiasts, (3) specific information tests, (4) simple health tests, (5) basic low-value DTC genomics, and (6) comprehensive tests and low data processing.ConclusionsOur analysis paints a much more complex business landscape in the DTC genetic testing market than previously anticipated. This calls for further research on business models and their effects that underlie DTC genetic testing services and invites specific regulatory interventions to protect consumers and level the playing field.

Purpose. The purpose of this article is to show the relationship between changes of industry business model on the supplier side and changes in business model on the client side, using the information technology industry as an example. This is the first paper to investigate supplier-side industry-wide business models and identify their consequences for client-side industry-wide business models. Methodology. The methodology is a review of academic and gray literature and conceptual analysis, applied particularly to three client-side industry case studies – financial services, airlines and online video streaming services Findings. Changes in the business model on the client side may be contingent on the products and services that emerge from the information and communications technology industry as it changes its business models. Practical implications. Client-side companies formulating their business strategies in industries which are highly dependent on successful information management should factor developments in the information and communications technology industry business models into account in their planning. They should also consider how they can influence business model change on the supplier side by changes they make to their information management strategies and processes. Research implications. The implications for research are that researching investigating changes in business models, particularly in relation to clients of the IT industry, should consider whether there have been changes in business models on the supplier or client side, and whether and how they have interacted.

Schumpeterian creative destruction and temporal changes in business models of US banks

The aim of the article. The purpose of this paper is to study the impact of extreme situations such as the COVID pandemic on the development of e-commerce business models and identify ways for their successful transformation in Ukraine so as to ensure sustainable development in crisis conditions. Analyses results. Business models (BM) are models of a business system activity, which is always aimed at meeting certain needs. The crisis driven by the pandemic the Covid-19 caused changes in consumer needs and requirements for the ways of their satisfaction, which could not but lead to innovative changes in e-commerce business models. Redesigning or creating a new BM means creating new model components (target customer segments, value propositions, delivery methods, revenue models, key activities, etc.) and/or rearranging the main BM components. To estimate the impact of the pandemic on different types of e-commerce business models, we assessed changes in their components based on the Osterwalder framework. The analysis of these changes showed that the most significant innovations occurred in such components as key consumer segments and needs, which the value proposition is to meet, and, as a result, the value proposition itself as well as the channels of value distribution and ways of interacting with customers. Changes in other components, in particular, revenue generation, appeared to be secondary, although necessary for technological support of renewed business models. Under restrictions on physical contact, new key consumer segments have emerged. Changes in consumer priorities and requirements have forced e-commerce businesses to reconsider their priorities and product mix, complementing their product offerings with related services, and to refocus their BM, partnerships and terms of cooperation. Analysis of the experience of successful e-tailers has shown that the pandemic has led to fundamental changes in the value proposition beyond the change in assortment and digitalisation of the value proposition, including: 1) replacing the offer of a value available for purchase with the value delivered/provided to the consumer; 2) expanding the value proposition to include its visualisation, its virtual testing or virtual use; 3) transition from offering real products to offering their virtual analogues; 4) expanding the value proposition of a product or service through socialisation and gamification of the process of choosing and purchasing goods in e-commerce to restore the social experience lost during the pandemic; 5) transforming the process of choosing and purchasing value into a value proposition itself; 6) creating a purely virtual value proposition for virtual buyers in the form of a package of virtual goods and services without physical analogues, with their further testing and purchase without or with replacement with material copies of virtual products. The need for cheaper, faster and more contactless processing and delivery of a large number of orders prompted the development of automated warehouses: the dark store business model gained in popularity; the format of fast delivery on demand was developed, including for goods that were never supplied in such a way before (food deliveries from restaurants). The dark store model and the innovativeness of its elements are studied. It is also shown that under conditions of decreasing buying ability, it proved advisable to introduce the “Buy now, pay later” (BNPL) service into the e-merchant model, creating a sustainable business ecosystem centred around the online merchant and the BNPL provider platform. It is shown that the most successful in adapting their business models to the challenges of the pandemic appeared to be multivendor marketplaces that implemented the BNPL service and rebuilt their logistics. Conclusions and directions for further research. Although almost all disruptive innovations in e-business models had been made in the pre-covid period, a lot of supporting innovations were stimulated by the challenges of the Covid situation. Changing target segments, needs, and consumer preferences have forced e-businesses to update value proposition, customer relationships, delivery channels and revenue models, with appropriate changes in business models based on the use of the most advanced digital technologies. At the same time, pandemics are not the only unpredictable global factor affecting the development of entrepreneurship in general and e-commerce business models in particular; the impact of other extreme situations, either natural, epidemiological or socio-political, is also significant. The effective adaptation of Ukraine's e-commerce business models to the impact of extreme situations such as military conflicts of various scales is gaining particular relevance, and the ways to achieve this should be the subject of further research.

PurposeTo construct and test, through its application to a real case study, a methodology that generates contingencies for the evolution of a company or an industry's reference business model (BM) under the impact of a technology innovation.Design/methodology/approachThe paper draws on theoretical predicaments of organizational development and scenario planning as well as more recently published works (2001‐2004) on BM design and change in order to build the primary steps of the methodology. A contingency approach is applied for selecting among alternatives the most suitable future BM. The usefulness and applicability of the provided methodology are proved through a real case study that concerns changing the exhibition's industry reference BM under the impact of a mobile innovation.FindingsThe proposed methodology is primarily useful in cases where a strategic manager wishes to draw and assess not one totally new BM but a set of scenarios that reflect alternative configurations for its current BM evolution. Such a methodology needs to be complemented with a contingency framework for guiding the selection of the scenario that better suits the internal and external environment of the company.Research limitations/implicationsIt is expected that related theories, such as the theory of Industrial Organization and the theory of Network Economics, also need to be examined under the light of BM change to identify and cross‐validate factors that contribute to the design and assessment of BMs.Practical implicationsThe ultimate utility of the proposed methodology is as a road‐map for leading change in the value‐creation logic of a firm, taking advantage of an advanced technology solution. By continuously changing their BM, and identifying new ways to deliver value to their customers, firms aspire to obtain and sustain a competitive advantage in high‐velocity environments.Originality/valueThis paper fulfils an identified research gap for a structured approach towards changing the BM of a firm, which introduces a technology innovation by keeping the principles of the old (traditional) business logic and taking into account the effects incurred from the firm's internal and external environment.

PurposeThis paper proposes a theoretical framework for the comprehensive study of business model (BM) change by taking different types of influencing factors and different levels of analysis into account (business, industry and macro-environment).Design/methodology/approachEvaluation of the added value of using the combination of three existing frameworks (the business model canvas (Osterwalder and Pigneur, 2010), Porter’s five forces framework (Porter, 1980) and PESTEL (Johnson et al., 2017)) based on semi-structured interviews with eight companies active in the European crop protection industry. The proposed theoretical framework was used to analyse several BM change situations as presented by the companies.FindingsOur findings reveal that the study of BM change is improved when a third type of influencing factors is considered besides drivers and facilitating/hindering factors. This third type includes factors that shape cohesion between BM components or between the BM and its environment. Second, the interaction of different types of influencing factors at different levels of analysis should be considered, as this generates a comprehensive view of the BM change situation.Originality/valueThis paper meets the demand for a theoretical handle that results in improved and more comprehensive analysis of BM change. The proposed theoretical framework combines different types of internal (business) and external (industry and macro-environment) factors that shape a BM change and considers their interaction.

This article analyses the business models of organisations that have adopted Inclusive Distribution Networks (IDNs), which are distribution channels that incorporate cross-sector partnerships and populations at the Base of the Pyramid (BOP) as strategic partners. The analysis is based on midterm evaluations of the scaling-up of five IDNs that work with women on delivering products to BOP communities in Latin America. Changes in these IDN business models were identified by comparing the models at the start-up and scaled-up phases. The effects of the adjusted business models on the economic, social, interaction, and environmental value created are identified and analysed. Business models that began as inclusive, open, and cross-sectoral changed to a pure market logic to achieve economic success. The changes in business models strengthened inertias in the distribution field that thwarted sustainability. Our contribution contradicts the positive bias of IDN research; we complement research on trade-offs in value creation and contribute to research on alliance portfolio and organisational ambidexterity in BOP solutions.

Digitalization and sustainability imperatives are transforming the logistics industry; however, the evolution of business models (BMs) in emerging business-to-business (B2B) digital multimodal marketplaces has not been thoroughly explored. This study investigates how one of the first B2B digital multimodal marketplace ecosystems – designed to calculate emissions and promote more sustainable logistics services – might affect the BMs of sellers and buyers. We used a qualitative research design based on the Business Model Canvas (BMC). To gather data, we analyzed the current (AS-IS) and future (TO-BE) BMs. Additionally, we created detailed questionnaires structured around the BMC framework, which were completed by representatives from seller and buyer actor groups. A hybrid deductive-inductive coding approach allowed us to integrate the established BMC framework with emergent themes. Our analysis reveals significant potential transformations in the key activities, followed by potential changes in key resources, channels and revenue streams. Most BM changes centre on adding emission calculation as a new value-proposition element, which in turn triggers adjustments in the other BMC blocks. These insights deepen the theoretical understanding of how digital logistics marketplace ecosystem might drive BM transformation, while also highlighting the anticipated challenges, risks, and necessary adjustments managers in the logistics industry should address when integrating a digital marketplace ecosystem. This study is one of the first to analyze likely changes in the BMs of companies adopting a B2B digital logistics platform ecosystem. Additionally, it is the first to explore a multimodal and environmentally conscious platform ecosystem.

Purpose: The purpose of the study was to indicate the impact of the COVID-19 pandemic on the functioning of business models of selected companies. The analysis of the operation and direction of changes in the business model was carried out with an example of two family businesses. Conducting research on the impact of the COVID-19 pandemic on the change in business models of companies is important due to the fact that the pandemic forced changes in the operation of many plants, which could affect the functioning of the business models adopted so far. For entrepreneurs, it is important to indicate how to modify and create business models that will work in different conditions. A good business model concept not only allows the company to gain better insight into its own business, but also allows for improvements and innovations. Design/methodology/approach: Business model analysis is based on one of the most popular business model templates, which is the Business Model Canvas. Changes in the functioning of the business model before the pandemic in 2018 and in 2021 were assessed. Nine elements of the business model were analysed, i.e. customer segments, value proposition, channels/communication, distribution, sales, customer relations, revenue streams, key resources, key activities, key partners, cost structure. The analysis was based on literature studies on the subject discussed and on the basis of data obtained during interviews with business owners. Findings: When analysing the examples of companies and their business model, it can be concluded that the changes in the elements of the business models of the surveyed enterprises were both quantitative and qualitative. Companies have made the most changes in the following elements: key resources, key activities, key partners, cost structure. Other elements included in the Business canvas model have only partially changed, such as customer relations. During the pandemic, another important aspect was noticed in companies, related closely to employees. The lack of an employee due to illness or the lack of a replacement for such an employee generated big problems, confusion at the level of customer relations, customer contacts, contacts with partners, timeliness of production and delivery, etc. The author proposed modifications to the existing BUSINESS CANVAS MODEL by adding the “employees” element. An analysis of this additional element in the model already at the stage of creating a business model can help new companies build a stable business model that will work in difficult situations. In crisis situations, such as the Covid-19 pandemic, employers should quickly plan the division of responsibilities in accordance with the principles of safety and 462 A. Ociepa-Kubicka prevention of infection, and make efforts to restore a normal, healthy rhythm of their company as soon as possible. Therefore, it is necessary to develop and implement new strategies and additional activities to ensure the safety and productivity of people and thus build a business- resilient company. Practical implications: Implementation of a new business model modified by the author of the publication will help new companies build a stable business model that will work in difficult situations such as the pandemic. Originality/value: The research is aimed primarily at owners of family businesses. The added value to the article is an attempt to identify elements of the business model that should be paid special attention to when creating new business models. The operation of business models during the pandemic requires a broader analysis and the presented research results contribute to reducing the cognitive gap in this area. Analysis of business models of the sample companies may constitute an introduction to broader research on the creation of innovative business models that will be able to work in the rapidly changing conditions of the company's environment.

Purpose: The article addresses issues related to the impact of digital technology platforms on changes in contemporary business models. In this respect, the main focus of attention is the models co-created by customers. Design/Methodology/Approach: The article is based on literature considerations and our research results. These studies were carried out in 2019 on a group of 120 Polish companies and concerning aspects related to the scope and role of digital technology platforms in business operations, including the attitudes demonstrated towards these platforms by the management of the surveyed companies. The article includes a model of such attitudes, built as a result of the conducted research. Findings: As part of the issues raised, it was found that current business models are undergoing a significant transformation, meaning that they are increasingly based on innovative solutions and are created by consumers themselves. Practical Implications: In this respect, an emphasis is placed on the critical role of digital technology platforms because providing a basis for establishing close relationships between the different actors and promoting innovation contributes to implementing changes in business models. Originality/Value: The article discusses a model for measuring attitudes towards digital technology platforms.

The relevance of the topic of this study is determined by the active process of changes that occur in the business environment and cause the development of digital technologies and the emergence of global marketplaces such as Amazon, eBay, and Alibaba. These platforms, on the one hand, have an impact by providing access to the worldwide market for small and medium-sized enterprises. Still, on the other hand, they transform competitive mechanisms and the environment as a whole, creating new challenges for participants in bilateral markets. Traditional business models, despite their relevance, need adaptation and a new theoretical understanding. The purpose of the article is to analyze the impact of global marketplaces on competition and determine the structure of this multi-level interaction mechanism. The object of the study is the interaction between global marketplaces and traditional business models, as well as their impact on the competitive behavior of enterprises in the conditions of the modern digital market. The methodological basis of the research is the analysis of recent scientific articles, empirical studies, and examples that allow us to obtain a general understanding of new market dynamics in modern conditions. The results show that competition in marketplaces has a complex multi-level character. The competitive structure includes macro, meso, and micro levels with technologies dominating each. The integration of digital technologies, process optimization, and the use of big data are key drivers of competitive advantages.The research conducted a general analysis of the structure of competition on global marketplaces such as Amazon, Alibaba, and eBay, which revealed its multi-level nature. Special attention is paid to the influence of digital technologies at various levels. A digital business model was determined and the results were systematized in the form of diagrams and drawings for a better understanding of the structure and dynamics of competition. Changes in business models are explained as derived from changes in competition mechanisms. The practical value of the obtained results lies in the formation of a more systematic understanding of changes in the mechanisms of competitive struggle in modern conditions and transformations of business models based on them. This makes it possible to develop recommendations for businesses at different levels of competition, regarding the implementation of current business practices that meet the modern challenges of digital marketplaces and the nature of interaction with them. The purpose of the article is to analyze the impact of global marketplaces on competition and determine the structure of this multi-level interaction mechanism. The object of the study is the interaction between global marketplaces and traditional business models, as well as their impact on the competitive behavior of enterprises in the conditions of the modern digital market. The methodological basis of the research is the analysis of recent scientific articles, empirical studies, and examples that allow us to obtain a general understanding of new market dynamics in modern conditions. The results show that competition in marketplaces has a complex multi-level character. The competitive structure includes macro, meso, and micro levels with technologies dominating each. The integration of digital technologies, process optimization, and the use of big data are key drivers of competitive advantages. The research conducted a general analysis of the structure of competition on global marketplaces such as Amazon, Alibaba, and eBay, which revealed its multi-level nature. Special attention is paid to the influence of digital technologies at various levels. A digital business model was determined and the results were systematized in the form of diagrams and drawings for a better understanding of the structure and dynamics of competition. Changes in business models are explained as derived from changes in competition mechanisms. The practical value of the obtained results lies in the formation of a more systematic understanding of changes in the mechanisms of competitive struggle in modern conditions and transformations of business models based on them. This makes it possible to develop recommendations for businesses at different levels of competition, regarding the implementation of current business practices that meet the modern challenges of digital marketplaces and the nature of interaction with them.