Abstract
Digital transition in the maritime industry creates new organizational models and affects the relationship between actors. New relationships require new business models (BMs). In addition, due to the paradigm of green shifts towards a zero-emission future of maritime shipping in 2050, stricter regulations require new solutions, and “business as usual” is not actual anymore. Thus, the study aims to investigate key drivers for creating new BMs and factors for their effective implementation by companies. The results of the study point to the main reasons for creating BMs. It was revealed that there are several external and internal prerequisites. Moreover, it was proved that considering the current tendency of the interfaces in relationships with different industries, it is important to talk about the development of BMs not only from a supply chain perspective. Moreover, it should be considered from the point of view of network value. Hence, the study highlights the need for a further investigation that aims to design new solutions, implement, test, and observe the effect of new BMs, considering collaborative ties between interested parties. AcknowledgmentThe study is supported by the grant from the Research Based Innovation “SFI Marine Operation in Virtual Environment (SFI-MOVE)” (Project no: 237929) in Norway.
Highlights
In the era of uncertainties and global changes, the only way to survive is to be updated, flexible to changes, creative, and always willing to take risks
Explanation What are the key actions to take? Production? Software? Supplies? What key resources do we need? Financial, physical, human Who are your key partners? Who are your key suppliers? What do we get from them? What do we provide them? How do we acquire, retain, and “grow” customers? Who are our most important customers? What segments can they be divided into? What do they want us to do for them? Through which channels do our clients want us to communicate with them? List your sources of revenue and work models List your fixed and variable costs such as development costs, customer acquisition costs, hosting, etc
Analysis of the literature has it requires long-term investment and the results shown that the transition to an open business model innovation (BMI) pro- can be achieved not in a short-term perspective
Summary
In the era of uncertainties and global changes, the only way to survive is to be updated, flexible to changes, creative, and always willing to take risks. Business Model Canvas is a template for describ- tured (Figure 2): ing how a company or project/product creates value and makes money on it. Due to those changes, structur- tion of the above-mentioned approaches is defined al elements have already been shifted in existing as sustainable business model innovation (SBMI): industrial models. Most shifts take place in activities connected to type of model is recognized as a key to the creation research and development (R&D) Another change of sustainable business (Laukkanen & Patala, 2014). Materialof a business model ity analysis and the relationship between sustainability and profitability are relevant here
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