A Qualitative Approach to Understand Key Components of Independent Film Production Companies’ Business Model in the European Film Market

This study aims to identify the criteria for evaluating the innovativeness of an independent film production company in the European film market. Innovativeness of a company consists of inputs to innovation and outputs from innovation. It reveals a company’s potential to implement innovations, which are often sources of competitive advantage. The empirical study involved 29 experts from the European film industry and film production companies. Experts were asked to evaluate 60 criteria in total. The survey results suggest that a company’s innovativeness can currently be evaluated by 51 criteria, of which 15 are the most important. The criteria identified for evaluating a company’s innovativeness are ranked in order of importance for determining a company’s innovativeness. The results obtained allow us to evaluate the innovativeness of a company by comparing independent film production companies with one another in the European film market and thus to determine which company is more innovative. It also makes possible new hypotheses to be raised, analysed and tested. It should be noted that the article was written based on a dissertation in progress.

Sukodono Village in Malang Regency has diverse resource potential, but faces challenges related to branding and optimizing existing potential. Thelevel of community literacy related to science and technology is still low, affecting the ability to operationalize technology to develop a sustainable coffee ecotourism business model. Making Sukodono Village a successful coffee ecotourism destination requires strategic planning to improve the competitiveness of the area. The level of knowledge and skills of local human resources is still lacking, hampering competitiveness and competence in developing sustainable business and marketing models, particularly in the utilization of digital platforms. Therefore, improving the quality of local human resources in Sukodono Village needs to be encouraged in order to apply modern business models such as the business model canvas.Assistance in community empowerment in Sukodono Village, by developing a more productive coffee ecotourism business model through a business model canvas (BMC), can be a solution to this problem. The development of coffee ecotourism begins with the branding process through existing promotional media, including village layout maps, websites, and regional taglines to increase the popularity of Sukodono Village as a coffee ecotourism destination in Malang Regency

Purpose. This study explores the business models adopted by smallholder farmers in three different market channels – traditional, modern retail, and export markets. Furthermore, it evaluates and upgrades the smallholder business model in the traditional market to link and enhance inclusivity in high-value markets. Methodology / approach. We use a qualitative approach by exploring three case studies of business models. The business models in this study elaborate how smallholders managing their business in terms of managing resources, meeting quality standards, and establishing partnership to link and serve the specific markets using business model canvas (BMC) analysis. To evaluate, make strategies and create a new business model to increase small farmers’ access to high-value markets, we use strength, weakness, opportunities, and threats (SWOT) analysis integrated with business model canvas analysis. Results. The business model of smallholders in traditional markets lacks added value, economic activity, and quality standard compliance and has poor coordination with vertical (buyers) and horizontal (farmer group) actors in the value chains, as well as lack of support from the government compared to the business models in high-value markets (modern retail and export markets). Therefore, to link and improve the inclusivity of smallholders with high-value markets, their business model should be re-designed such as creating value propositions to be more concerned with producing vegetables with high-quality standards; conducting post-harvest handling activities and adopting food safety standards in their key activities; strengthening horizontal collaboration among farmers as key resources; building vertical coordination with suppliers in high-value markets and partnership with the government; adding market channels to sell to specialised wholesalers and exporters, and investing in the knowledge and facilities to produce vegetables of high-quality and safety standards. Originality / scientific novelty. While many studies focus on specific markets, this study examines business models across three market channels. This study is among the first combine the BMC framework with SWOT analysis for smallholder business model evaluation and development. The result of this study bridges the gap between theory and practices in smallholder market inclusion, offering a novel framework for improvement business models of smallholders by integrates on economic, managerial and institutions perceptive. Practical value / implications. This study is useful for policymakers to address the business constraints of small businesses when linking to high-value markets. Management implications for upgrading business models are also elaborated in this study for the inclusion of smallholders in high-value markets. This study also contributes to the literature on the inclusiveness of business models for smallholder farmers.

56th BERLINALE 2006 With 160,000 tickets sold and an overall audience of circa 400,000, the 56th Berlinale (9-19 February 2006), the fifth under the aegis of Dieter Kosslick, will go down as the biggest, if not the best, in its festival history. Add to this the super success of the European Film Market (EFM) in the spacious Martin-Gropius-Bau - where 5,162 accredited participants representing 250 companies from 51 countries promoted over 650 films with 1100 screenings - and you have perhaps the largest turnout ever recorded at a film market. Of course, the rescheduling of the American Film Market (AFM) from spring to autumn had something to do with the big numbers at the EFM in Berlin. The only bumps in the festival road are still the unpredictable winter weather (not too uncomfortable this year, however) and the five-minute walk (with your winter coat on) from the Berlinale headquarters...

Attracted by impressive cash flows and success stories, mobile application developers are trying to penetrate the mobile application market more than ever. Despite this increasing interest, the market configuration is certainly not always clear, let alone how to formulate an optimal business and revenue model from a developer's or provider's viewpoint. Based on case study research, we identified business model characteristics and several revenue models for a mobile application provider. In addition to existing literature on business models, this paper describes two main value network configurations for offering mobile applications: 1) All-in-one mobile application provider, and 2) Outsourcing mobile application provider. Further, we focus on the business model elements of an application developer which can be subdivided in recurrent elements (e.g.: cost structure, key partners, resources, key activities, promotion channels, customer relationships and revenue streams) or unique elements (value proposition and customer segments). This actor specific research allows us to 1) develop a decision chart and 2) to extend existing guidelines in order to determine the most optimal revenue model for a mobile application. The tool and the insights can help new developers to set up their business model or existing mobile application providers to evaluate their current one.

2017 and 2018 were two years of steady development for the European film market. In terms of global market share, the European film market continues to maintain stability. From 2017 to 2018, the total box office revenue and the total number of people watching movies increased slowly, mainly due to the success of some domestic films. However, the European film market still has a certain dependence on Hollywood international blockbusters, and this phenomenon continued in 2018. In 2018, most of the films that took the top spot at the box office in major European countries were Hollywood blockbuster films, and domestic production began to lose its momentum of substantial growth from 2017 onwards.

PurposeThe purpose of this paper is to explore the topic of the Chinese business model and provide a brief introduction to the papers in this special issue.Design/methodology/approachThe paper explores the importance of studying business model in the Chinese market and summarises the eight papers in this issue.FindingsThe papers in this special issue address what the business model is in China, how it influences organizational outcomes, and how to build the business model in the Chinese market. These papers may be germane to both researchers and practitioners concerned with managing business model in China. For scholars, these papers broaden the understanding of business model and extend the theoretical boundaries of the business model from the Western to the Eastern context. For practitioners doing business in China, these papers give implications on how to build business models in China as well as what institutional and technological factors should be considered when designing their business models.Research limitations/implicationsFurther investigation is needed into the interaction among Chinese firms' activities on business model design and operation and the institutional, technological, and market environment.Originality/valueOverall, these papers make remarkable contributions to our understanding of Chinese business model. The topics of these studies are various and the methods are also multiplex. Several interesting Chinese business models are addressed such as Bandit business model and “a company + farmers”.

With globalization and the advent of technology, consumers are exposed to various cultures through different means; consequently, their self-identity and recognition of their own culture become confused. Designers can develop merchandise by cultural creativity, converting their cultural creation into the core value of the merchandise which will serve as vehicles for conveying cultural messages and generating cultural identity and regional economic value. But, facing the issue of economic production, the development of contemporary cultural merchandise should, apart from creative design, also consider the demands of daily life, before it can further generate productive value as a business. Owing to the present problems in the process of production of cultural merchandise including the contexts of creativity, productivity of fashion trends, and additional functions, the specific basis for the evaluation of designs are often wanting; as a result, designers’ works are not echoed to and recognized by consumers, which leads to difficulties in sales. When designers have a commercial concept when they are designing a cultural merchandise, they involve both the design aspect and the commercial value; in this aspect a business model can be a tool offering choices for the core strategies of the business (Shafer, Smith, and Linder, 2005); it is for profit (Afuah, 2004) that designers set and execute business models. This study makes a reference to Osterwalder and Pigneur’s (2010) Business Model Canvas, which is comprised of nine elements. These include value proposition, customer segments, distribution channels, customer relationship, revenue streams, key resources, key activities, key partners and cost structure.With reference made to the said Business Model Canvas, this study contemplated how to establish models for designing cultural merchandise and marketing them. We thus adopted the approach of using an expert focus discussion and gathered information in two stages. Stage one involves two focus group meetings, to which experts with experience in cultural merchandise-related design, business start-up, and marketing, ten of them in all, were invited. The meetings were conducted using semi-structured interviews, encouraging the participating experts to share their practical experiences. The interview transcripts were coded in the scope of commerce and marketing to construct a hub-and-spoke type model for designing and marketing cultural merchandise. Stage two, launched in Northern, Central and Southern Taiwan, respectively, invited experts in the industry, government and academia from these regions, 18 of them in all, to the meetings on the related issues including marketing cultural merchandise. In the phase of data analysis, the recommendations of the participating experts were integrated, and the Business Model Canvas was further referenced in an attempt to establish a model for designing cultural merchandise and to deduce business and marketing models that are consistent with the design of cultural merchandise.The findings hereof will propose a thinking model for the business operations and marketing of cultural merchandise, in which the key elements interrelate. The mode is intended to encourage the industry or designers to make reference to it when developing their design and implementing subsequent marketing strategies, so as to integrate all aspects such as cultural creativity, creative design, and business economics, in order to jointly generate economic value for the cultural merchandise in the modern market.

The focus in this chapter shifts to one of the key sales markets: the European Film Market (EFM) in Berlin. The main purpose is to analyse the film sales process of sales agents within sales markets. First, I analyse how sales agents position themselves within the EFM, since they work from different types of stands and offices. Second, I analyse how they make use of film screenings to introduce and promote films to distributors. In analytical terms, this chapter draws on discussions about processes of value creation within sales markets and competitive events in other fields of cultural activity. I demonstrate that sales markets exert an important influence over gatekeeping by creating social and cultural hierarchies that impact on value creation processes.

PurposeWith film sales markets becoming increasingly popular events where the film business gathers several times each year, the purpose of this paper is to demonstrate that they should be understood as events where important gatekeeping process are taking place. That is to say, sales markets are the point where important decisions about films are made, where sales agencies negotiate access to international markets, and where they exert influence over the sort of access given to specific films.Design/methodology/approachDrawing on qualitative methods such as participant observation and interviews, the author develops a case study of the European Film Market (EFM) in Berlin. The author analyses value creation processes at the EFM, focussing specifically on the disposition of exhibition space and the importance of film screenings.FindingsDrawing on the literature about tournaments of value, the author demonstrates that sales markets endow films with significant values, exercising a powerful role over the process of enabling cultural flow. The author also demonstrates that there is a symbiotic relationship between the EFM sales market and the Berlin International Film Festival, providing a context from which films can generate attention.Originality/valueThe author provides new insights into film sales processes within sales markets, and the role of sales agents in influencing such processes. The author argues that sales markets exert an important influence over gatekeeping by creating social and cultural hierarchies that impact on the sales process of films.

Business modeling is becoming a foundational process in the information technology industry. Many ICT companies are constructing their business models to stay competitive on the cutting edge of the technology world. However, when comes to new technologies or emerging markets, it remains difficult for the decision maker to make an assertive choice. This paper aims to fill this gap by providing organizations with an overall approach to better design and develop business models in an innovative ICT market. The business model canvas is used to analyze existing players in the market. Moreover, a case study is made of Software Defined Networking (SDN): a business model template for SDN is proposed as a representation tool to bridge the business concept and the SDN functionalities. The models and methods are evaluated and enhanced by interviewing experts from key players in the SDN market. In addition, the method is applied to a case organization for further evaluation, which indicates that an average satisfaction score of 0.77 out of 1 to the model. Therefore, the approach of creating new business models in innovative ICT market in this paper is found to be appropriate and effective in analyzing existing SDN providers and reusing their business components of activities into a new SDN strategy.

The smart city concept has entered the public debate over the last decade as a concept for the development of urban space for the efficiency, improvement and availability of public and private services and sustainability. The Business Models Canvas is most often used in the literature for the creation of business models of smart services. On the basis of the above, we investigated whether the Business Models Canvas is the most used tool for creating business models for public smart services in Slovakia and whether cities and municipalities need to evaluate their models for the provision of public smart services. However, there is no commonly used methodology for evaluating smart city business models to help both practitioners and researchers choose the best option. The goal of the research is to create a tool for evaluating business models of public smart services in smart cities. The base method used was the Delphi method, based on the previous primary (content) analysis process of the Business Model Canvas best practices. In total, 709 towns and villages participated in the primary research. Subsequently, the obtained data were evaluated and used for further research using the Delphi method, in which 28 experts participated. The research was carried out between 2020 and 2023 in Slovakia. Primary research confirmed that the Business Models Canvas is the most used tool for creating business models for public smart services in Slovakia and cities and municipalities need to evaluate their models for the provision of public smart services. Areas and basic building blocks were also identified for the design of the evaluation methodology of business models for public smart services. The proposal of the methodology for evaluating business smodels for public smart services in Slovakia was implemented using the Delphi method with the cooperation of 28 experts. Based on the results of the Delphi method, a methodological procedure for evaluating business models for public smart services was established. The methodology proposed in the paper is a simple, organized, flexible and transparent system that facilitates the work of evaluators of business models of public smart services and marketing.

Summary This paper contains certain opinions and observations made on behalf of independent exploration and production companies regarding the future of the oil industry and of petroleum engineers. It was prepared at the request of SPE's Committee on Education and Professionalism for presentation at the 1986 SPE Annual Technical Conference and Exhibition during the depths of a serious downturn in the industry. While its focus is on the future, this paper will undoubtedly bear the mark of the period during which it was prepared. Because our national security dictates that there must be a future for the domestic petroleum industry, the domestically oriented independent sector will be required to play a key role in that future. Petroleum and the ability to find and extract it efficiently and economically are valuable resources that will not soon nor easily be replaced. Introduction This paper responds on behalf of independent exploration and production companies to several questions posed by the SPE Committee on Education and Professionalism. An immediate challenge was to determine what an "independent company" is and then to determine how to represent such an apparently diverse conglomeration. I have discussed these issues with associates employed by various independent exploration and production companies and hope that my opinions on these topics will reflect their ideas. The following are five questions for which the committee requested opinions.What aspects of the petroleum industry will independent exploration and production companies primarily be concerned with in the year 2000?What significant technical problems will be addressed by the independent sector of the petroleum industry during the remainder of this century?What support will computers provide the independent oil company petroleum engineer in the year 2000, and how should the engineer be prepared to use this technology effectively?How will the functions of petroleum engineers change during the remainder of this century?What qualifications will be required for an entry-level engineering position with an independent exploration and production company in the year 2000? Independent Exploration and Production Companies To address the roles of independent exploration and production companies in the future, it is necessary to attempt to define the composition of that group at the present time. In several commonly used definitions, these companies are described aspurely domestic;with a common management and financial source;uninvolved in transportation, refining, and marketing;relatively small and largely unintegrated;uninvolved in interstate pipeline transportation; andwithout corporate affiliation with an interstate pipeline.1 In today's industry, very few companies could meet all of the above criteria; however, it appears that Definition 4 is a simple approach that can be used to fit nearly anyone's idea of an independent company because of its nonspecific nature. An Arthur Andersen & Co.2 survey of 375 companies handles the "relatively small" issue in Definition 4 by classifying majors as those companies with reserves in excess of 1 billion equivalent bbl [159×106 m3] (15 companies). Give or take four or five companies - or 0.5 billion bbl [79×106 m3] - this would appear to be a suitable line of demarcation. The survey further separates the companies with less than 1 billion bbl [159×106 m3] into integrated, pipeline/utility, and diversified, in addition to independent. Prindle3 states the perplexing problem of isolating the concept of "the independent oil company" well when he qualifies his remarks on the subject with, "Whenever an ‘independent's perspective' is mentioned in this book, it must inevitably be something of a distortion, because the diversity of interests among independents makes any effort to aggregate their viewpoints misleading."

The analysis of approaches to defining the banking business model showed that digital financial technologies, e-commerce, information management are important factors that form the model of leadership and innovation in business. The development of risk management, risk assessment, profitability-risk-stability triangle balancing, which create relevant trends in the formation of business leadership models, has increasing importance for managers, clients and shareholders. The article identifies the dominant tendencies in the development of scientific thought (based on 6377 articles from 1991-2019 in journals indexed by Scopus and Web of Science) regarding the transformation of business models in banks and the future research directions with the help of bibliometric analysis (VOSviewer). The conducted analysis showed that in 2012-2017 the number of scientific articles about the transformation of banks’ business models began to increase. It proves the relevance of business modelling for leadership and innovation in business. At the same time, the focus of research has shifted from general strategic management issues to risk management issues. In 2017, the number of articles studying the banking business model increased by 148% compared to 2012. Therefore, these articles in the subject area observe such areas as business, management, economics, econometrics, finance, social and computer sciences. Among the scientists who studied the banks’ business models, most are scientists from the US, UK and India. In 2018, there was a significant increase in the number of articles on banking strategic management published in high impact journals, such as the Journal of Banking and Finance, the International Journal of Bank Marketing and Economic Modeling. The use of the VOSviewer has identified 8 research clusters exploring the issue from different perspectives. The first (largest) cluster consists of studies that examine banks’ business models through decision-making and information management technologies, risk assessment and minimization mechanisms, the relationship between banking sales dynamics and the information databases etc. The second-largest cluster brought together researchers examining banks’ business models in terms of the financial crisis effects, regulatory changes, business efficiency and stability (z-score), etc. The third-largest cluster is the study of business models through the dynamics of transformations in the financial market, in lending behaviour and business cycles. These three largest clusters confirm that the key to leadership and innovation in banking is the balance between the profitability-risk-stability triangle and information technology. Keywords: Bank, Banking, Business Model, Leadership and Innovations in Business.

Aim: In the era of mobile internet, live marketing has become a new business model for network marketing, and is a product of the interactive integration of new technology and marketing activities in the new era.Method: Based on the business model theory, combining the value creation process, using live streaming platforms such as Taobao, Tiktok, Jingdong and Amazon as examples, and adopting a qualitative analysis method, the business model elements and innovation paths of live marketing are analyzed.Findings: The research found that: (1) The live marketing model has new integrated features and new values. The combination of technical system integration and marketing activities is a hotbed for live marketing;(2) Based on the anchors influence and audiences attractiveness as the classification criteria, live broadcast sellers can be divided into super sellers, famous sellers, ordinary sellers and low-level sellers. It is a new classification proposed for the first time, which provides important evaluation contributions for understanding and distinguishing the different categories of live broadcast sellers; (3) Based on the business model canvas, this article finds that the business model innovation of live marketing illustrates the nine elements logical relationship of the business model, value proposition is the key-hub linking other elements. The business model innovation of live marketing also follows the basic laws of value creation, that is, from value proposition to value creation to value transmission, and finally to value acquisition;(4) The business model innovation path of live marketing is also the path of value rebuilding, which increasing value is the essence of the sustainable development of business model innovation.Implications/Novel Contribution: Therefore, these new findings can help non-live broadcast marketers transform their marketing concepts and methods, and improve their sales capabilities. The analysis of the business model innovation and value creation of live marketing reveals the essence of live marketing, and the mechanism of value co-creation between sellers and customers, which this research also creatively proposes its innovation model and value creation process from the perspective of the relationship between business model and value creation. Finally, the article is not in-depth study of its relationship business model innovation and value creation from the perspective of explicit knowledge and tacit knowledge.