Business model for developing strategies of forest cooperatives. Evidence from an emerging business environment in Greece

The development of marine tourism in Ternate has shown significant growth in recent years. The island offers marine ecotourism in the form of stunning underwater beauty, with beautiful coral reefs and rich marine biodiversity. Nukila Dive Center has an important role in the sustainability of tourism to support the tourism industry in Ternate. The business model approach is one of the important factors for the success of a company. The purpose of this study is to identify the Nukila Dive Center business model and identify the steps to create a conservation-based diving tour package. The business modeling method and the design of a conservation-based diving tour package are analyzed with nine elements of the business model canvas. Increasing value propositions, customer segments, and customer relationships will affect a company's income. Based on the results of the study, the elements of the business model at Nukila Dive Center were identified, namely the existing customer segments, namely domestic and foreign tourists. The value proposition offered is in the form of attractive underwater nature tourism. The current customer relationship is a direct relationship not only individually, but also with groups/diving communities and sea transportation associations. Revenue Streams received from diving trips, certification and equipment rental. Key resources in trip diving are the underwater beauty in the form of coral reefs and their ecosystems, as well as human resources. The existing key activities are trip diving and certification, Key partnerships currently carried out are travel agents, diving equipment providers, government agencies, diving communities. Cost Structures include ship fuel, equipment and facility maintenance, staff salaries. The prototype design that was made aims to be able to add value proposition to help add value at Nukila Dive Center to add new customer segments with the output of conservation-based diving tour packages in the form of e-flyers

Several key studies have shown that the higher education sector is in need of new business models in order to stay relevant and sustainable in the New Digital Age. Pressures and drivers of change – funding, changes in the technology and Fourth Industrial Revolution (4IR), digital socio-economy, and business model, to name a few – that demand institutional change by re-examine its existing business model and value proposition, if success is to be sustained over the long term. The digital changes are dynamic and complex. This paper adopted the design and system thinking approach. Strategy canvas with business modeling tools such as the Environmental Map (EM), Business Model Canvas (BMC) and Value Proposition Design Canvas (VPC) are modeling tools used to design, evaluate alternative business models and value propositions. The tools allows us to design business model options that create value for the business, and value propositions that create value for the customers, thus enabling the creation of sustainable businesses. In this paper we explore the use of business modeling tool to analyse, formulate, and design sustainable business models for the University of the Future (UotF) in facing the New Digital Age challenges and opportunities. Depending on the value proposition offered to targeted customer segments, this paper has established generic business model prototypes for UotF in the facing the challenges and opportunities created by the New Digital Age and 4IR. In our opinion these generic prototype options will help university decision makers, planners and relevant stakeholders to continuously enhance and customise sustainable, agile, and competitive business models.

The concept of modularity has gained considerable traction in technology studies as a way to conceive, describe, and innovate complex systems, such as product design or organizational structures. In the recent literature, technological modularity has often been intertwined with business model innovation, and scholarship has started investigating how modularity in technology affects changes in business models, both at the cognitive and activity system levels. Yet we still lack a theoretical definition of what modularity is in the business model domain. Business model innovation also encompasses different possibilities of modelling businesses, which are not clearly understood nor classified. We ask when, how, and if modularity theory can be extended to business models in order to enable effective and efficient modelling. We distinguish theoretically between modularity for technology and for business models, and investigate the key processes of modularization and manipulation. We introduce the basic operations of business modelling via modular operators adapted from the technological modularity domain, using iconic examples to develop an analogical reasoning between modularity in technology and in business models. Finally, we discuss opportunities for using modularity theory to foster the understanding of business models and modelling, and develop a challenging research agenda for future investigations.

A number of key studies have argued universities are in need of new business models in order to stay relevant and sustainable. Drivers of change such as technology, financial support, industry trends and socio-economic ecosystems are dictating higher education sector to re-examine its existing business model and value proposition. The changes are dynamic and complex. It is very difficult to analyse complex problem without proper business modeling tools. Business Model Canvas (BMC) and Value Proposition Design (VPD) are recent tools being used by industry to design, evaluate alternative business models and value propositions. The tools allows us to design business models that create value for the business and value propositions that create value for the customers, thus enabling the creation of sustainable road maps. In this paper we explore the use of BMC as business modeling tool to analyse and design sustainable business models for the University of the Future. Depending on the targeted customer segments and value proposition design, we found design options for the University of the Future. In our opinion this will help university business planners and relevant stakeholders to design sustainable and competitive business model.

Given that one of the prerequisites for improving business in the country is efforts to stabilize the economy and over 95% of the economy agencies in the world consist of small and medium businesses, these firms can be a good option. In this regard, a proper competitive position for the company can be achieved only with the help of a suitable business model. A successful business model represents a better path than the other options that can offer more value to a distinct group of customers and bring greater benefits to the company. The ability of a business model can be a powerful tool for analyzing, testing and evaluating of strategic choices facing an organization. Testing and evaluation of models should be carried out constantly and repeatedly and it should be the basis for continuous improvement of the business model and lead to serious and innovative changes in the model. Rapid changes in the economic, cultural, political and technological environment resulting in a complex operating environment and the instability of organizations and brought about dynamic evolution of businesses. This led to unstable situation of business models and its modification over the passage of time. In this study, research background, business models, business indicators, differences between small and medium enterprises with large firms, a variety of business models in various industries, business model evaluation and modeling are analyzed by using library resources through analytical-descriptive framework and at the end, the conceptual model is presented due to factors affecting the business environment.Keywords: Business Environment Improvement, Business Model, Business Model Evaluation, Business Model Innovation, Modeling

The role of tourism sector increasingly important in line with the development of Indonesian economic structure leading to services sector. Business modelling approach is one of the critical factor to the success of an organization. Bunaken National Marine Park in North Celebes is a representative of the tropical water ecosystem in Indonesia that consists of mangrove, seagrass, coral reefs and coastal. The objective of this research were to identify the business modelling of Bunaken and to analyze its improvements using descriptive-qualitative method. Business modelling method were analyzed by business model canvas 9 building block. Increasing of the value proposition, costumer segment, costumer relationship would be affected to revenue stream organization. Supporting the value proposition needed key activities, key resources and key partnership. The management of Bunaken should have the appropriate human resources to apply this modelling.

The purpose of the article is to study the theoretical and applied aspects of business models. Methodology of research. The achievement of the purpose set in the article is carried out with the help of the following research methods: content analysis, dialectical approach, induction and deduction, logical approach, graphic method. Findings. The views of scientists regarding the formation of the business models concept are analyzed. The contribution of scientists to the meaningful interpretation of the "business model" concept is outlined. It is determined that the key aspect of the business model is the detailed architecture of the enterprise's activities with the aim of obtaining profit, gaining and maintaining a high competitive status. The "business model" concept is based on the criteria of complexity, situationality, evolution and practical implementation. The factors determining the architecture of the business model are characterized. The specifics of the interrelated component business models are substantiated. The requirements that a complex business model of a modern enterprise must meet are outlined. The business model should be based on material (financial, technical, informational) resources controlled by the enterprise and key competencies embodied in human resources. The business model should reflect the enterprise's place in the consumer value chain. The business model must take into account the chaotic and changing business environment. The business model must be clear for practical implementation. It is outlined that the business modeling tools are systematically developing and becoming more complicated due to the acceleration of changes in the business environment. Practical value. Systematization of knowledge in the field of the business modeling will improve management efficiency and enterprise flexibility. The need for further research in the field of business models and their dynamic components is emphasized. It is justified that business models provide the definition, substantiation and implementation of strategic business goals on the basis of optimal relevant schemes.

BackgroundWith the introduction of Regulation (EU) 2017/745, also known as the Medical Device Regulation (MDR), startups aiming to develop software as a medical device (SaMD) in the European Union are confronted with stringent and complex regulations, and many of them struggle with them. Complying with the MDR is a costly, time-consuming endeavor requiring expertise and substantial financial resources. However, it opens the door for new revenue models, such as reimbursement pathways. Consequently, the MDR significantly shapes the business model of startups. Early on, the regulation needs to be considered for business modeling to survive the conformity assessment process financially. Business model frameworks are tools that reduce complexity by focusing on the key aspects of a business model. Thereby, the risk of overlooking essential elements can be minimized. A framework directly integrating the MDR could alleviate the intricate circumstances in which SaMD startups are entangled.ObjectiveThis study focused on deriving a business model framework for startups aiming to develop SaMD under the MDR. With the framework, we strived to facilitate business modeling for SaMD startups.MethodsThe study is based on a 3-step approach. First, a systematic literature review was carried out, resulting in a concept matrix and an overview of business model frameworks developed and applied in the digital health sector. Subsequently, 13 interviews were conducted with experts and startups in the SaMD industry. On the basis of the literature analysis and expert interviews, along with the MDR requirements for SaMD, we developed the SaMD business model framework.ResultsThe SaMD business model framework consists of 13 interrelated components, with the MDR being a pivotal component. The centerpiece of the framework is the “regulatory value arc,” which is the trio of intended purpose, value propositions, and customer segments. For each component, valuable input is provided, making the framework tailored to startups aiming to develop SaMD.ConclusionsThe findings highlight the crucial role of regulations in business modeling. Notably, the MDR is a central regulation for startups aiming to develop SaMD. The study uncovers the impact of the MDR on business modeling for SaMD startups. Our research provides a framework that integrates this regulation, thereby reducing its complexity and facilitating startups in deriving a sustainable business model. Concurrently, this research integrates the domains of business modeling and the MDR. Therefore, it contributes to the academic discourse in both fields and addresses a notable gap in the existing literature.

Crafting business models for conflicting goals: Lessons from creative service firms

Through increased globalization and fast changing customer demands companies need to adapt their service management constantly. Business model approaches can provide a suitable base to comprehend the service management of a company. However, existing knowledge about the business model artefacts and the possibilities in service management is very diffuse. With this work, we want to shed light on the state-of-the-art of business model research with a specific focus on the different possibilities for a use in service management. We perform a systematic literature review and present a comprehensive overview of different existing business model artefacts including constructs, models, methods and instantiations. This can be possibly used to support service management and for future research this field. This demands requirements of suitable tool support from theory and practice both. It furthermore strengthens the relation between business modeling and service management. Overall, this research should strengthen the awareness of using the available business model capabilities for service management in order to create powerful management tools.

A dynamic business modelling approach to design and experiment new business venture strategies

Modern researches on strategic analysis of the firm at the market pay a significant attention to the creation of an effective business model that is caused by the need of business for a holistic understanding of its activity, the entire range of mechanisms used to create and offer consumer value and getting benefits from this activity. The company's development strategy determines the methods of competition and doing business. The business model ensures the company's competitive advantages based on the profit and cost indicators obtained as a result of the application of this strategy. The concept of «business model» is inextricably linked to the problem of competitor interactions, since value is created jointly by numerous firms interacting in the market. Despite the fact that many researchers consider the business model as a separate unit of analysis, still the question of its single theoretical foundation as a strategy development tool remains opened. The purpose of the article is to investigate the relationship between the business model and the strategic analysis (strategy) of the firm's behavior in the competitive market in conditions of uncertainty and risk, determine the main aspects in understanding the concept of business models and distinguish the analytical constructions of the business model and the strategy. Methods of induction and deduction, abstraction and comparative analysis were used in the research. The article analyzes the scientific literature that reveals existing developments in the field of business modeling. The essence, structure and purpose of the business model are disclosed. A comparison of the concept of the business model and the firm's strategy was made. It was concluded that the business model is more general comparing to the strategy that requires determining the specific actions. Business models form the flow of products, services, relationships between partners, costs associated with providing value to their customers, and specific sources of revenue. Strategy is a certain set of actions that are designed to achieve the goals and objectives of the firm, which remains competitive by its nature. Summarizing the approaches regarding the essence, relationship and interdependence between the business model and the firm's strategy, we have determined the features of these concepts due to separate criteria. It has been proved that business models are a relatively new, but extremely popular tool, which is reflected both in the theory and in the practice of strategic analysis of the effective functioning of the firm in the market.

The article formulates the essence of the concept of "business model", substantiates its necessity, describes the common features of the business modeling with business planning. The main reasons for the rapid development of international electronic commerce are analyzed. A comparison of classic and digital business models is given. According to the results of the study, key trends in the growth of e-commerce in Ukraine were revealed. The main advantages and strategic priorities of developing a business model in the conditions of international e-commerce are determined. The process of developing a business model is proposed as a sequence of agreed blocks and 4 phases of business modeling in international e-commerce are distinguished. The rapid development of the global Internet network and the transition to Industry 4.0 is radically changing the ways of doing business. New conditions require companies to transform their business strategies, find ways to reduce costs, and modify communications with customers. Accordingly, consumers received a new source of information about goods and services, new formats for satisfying their needs, as well as a new effective means of interaction both with sellers and among themselves. The problem of developing an adequate business model, its digital transformation is quite logical in the conditions of increased competition, in particular in the market of international e-commerce. A business model is an important tool for ensuring the successful development of any enterprise. Correct understanding of key priorities, careful study of the business model with the involvement of consultants and experts from various fields will help the company determine (update) its goals, develop a strategy for their achievement, optimize the use of resources and increase the chances of market success in the field of e-commerce. The study of business models of enterprises in the conditions of rapid development of international electronic commerce is relevant for several reasons: market globalization, rapid changes in technology, changes in consumer behavior, high competition, uncertainty of the future etc. The purpose of this article is to study the specifics of developing a business model of an enterprise in the conditions of rapid development of international e-commerce in order to understand modern trends in a highly competitive field of activity and form effective strategies for achieving goals in the global market. The business model designing, like any other process, faces certain problems in the changing and dynamic modern environment of the functioning of international companies. A business model, as a way of monetizing a business idea, is needed for every company, regardless of its size. In essence, it is a "road map" for entrepreneurs who are just starting out, as well as for companies looking to improve their performance. Creating an effective and comprehensive business model is the key to long-term success. The results of this research can be useful for: entrepreneurs (help to develop effective business models for their companies), investors (help to assess the potential of new business ideas), consultants (help to develop development strategies for companies), government bodies (help to develop policies that contributes to the development of electronic commerce).

The paper is devoted to the principles of business modelling of aviation enterprises. The methodological bases of the formation of the business model of aviation enterprises are considered and generalized. It is established that the methodology is based on a general and special set of methods and principles of scientific knowledge that ensure its applicability, the method of systems thinking in particular. It is also found out that the innovative transformation of the existing business model of the aviation enterprise requires its revision according to the following main parameters: value proposition, customers and customer orientation, interaction with other stakeholders, the profitability of the model. Based on the systems approach, it is proposed to use feedback diagrams and causal loop diagrams as an effective method of displaying the relationship of the elements of a system (an aviation enterprise) and understanding of their dynamic complexity. Examples of successfully implemented airline business models to provide competitive advantages through innovative management approaches have been presented and described. A number of factors that influence the formation of the business model as a tool to ensure the competitiveness of the aviation enterprise in the air services market are also identified. It is also proved that it is important to adhere to the principle of internal coherence, which involves forecasting of possible changes and confrontations in the business environment in order to correct the innovative business model regardless of the chosen adaptation strategy. Based on the study of foreign experience of business modelling, the authors substantiate practical recommendations for the iterative implementation of innovative business models at aviation enterprises. Prospects for further research are the study of laws and patterns on which the methodological principles of business modelling of aviation enterprises are based.

Purpose. The purpose of the article is to improve the methodology of the integration process of business model to ensure environmental, social and financial results of entrepreneurial activity taking into account the interests and needs of stakeholders and to study the possibilities of implementing sustainable practices in different segments of the business model and the sustainable value created by these transformations. Results. The study highlights a number of approaches to the methodology of creating sustainable business models, which are the Business Model Canvas, the Teece Business Model, the Ecosystem Pie Model, and the Sustainable Value Creation Model. Each of the methodologies has its advantages and disadvantages, but they all have common elements that can be combined and integrated when considering industry specifics. The author used the methodology of creating sustainable value, which is formed through the implementation of new approaches to the implementation of sustainability, in particular, the methods of ecodesign, climate-smart agriculture, organic farming, biodynamic agriculture, sustainable intensification and renewable agriculture. Sustainable value is created through activities in different segments of the business model, at the same time the Business Model Canvas (BMC) is a template for mapping the transformations in each segment. The integrative business modeling approach is able to provide a detailed qualitative overview of a specific business by combining social, environmental and economic components with stakeholder theory. Therefore, taking into account the needs of a wider range of stakeholders than is provided for in the "key partners" field of the Canvas model took place through the implementation of sustainable value in the complex Ecosystem Pie Model. Scientific novelty. The scientific novelty consists in the adaptation of the methodology of transformation of traditional business models into sustainable ones for the agricultural sector, which, unlike the existing ones, allows taking into account sustainable value through new sustainable approaches that cause changes in the fields of Business Model Canvas with the subsequent transfer of their individual elements to the Ecosystem Pie Model for a systematic visual perception of both the current situation and prospects for further development for the enterprise. Practical value. The results of the research can be used by scientists, representatives of business and state institutions dealing with the issue of introducing sustainability principles into existing traditional business models, based on the needs and interests of stakeholders.