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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.

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

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.

ABSTRACTForest cooperatives are essentially a form of entrepreneurship. However, they are confronted by various problems and they cannot pay enough attention to value creation. The aim of this paper is twofold: (a) the identification of the structural factors supporting the function of Greek forest cooperatives and the exploration of the possibilities of applying business model innovation to them; (b) the investigation of how the development of an integrated business model can help cooperatives stay ahead in the innovation game, while securing sustainability. By applying business modeling procedures to the forest cooperatives of the Region of Thessaly (Greece) this paper presents, the implementation of innovative development strategy, within the current legislative framework. Results show that the business model approach gives them the ability to develop a shared vision for value creation and delivering through the establishment of a framework related to sustainable forest management based on creation of bonds for achieving a win-win strategy, satisfying the increasing needs for innovative forest-based products, which constitutes a challenge for the sustainable management of forests. We argue that this is the first time this approach has been made regarding forest cooperatives in Greece in relation to the emerging parameters of the general business environment.

The interest in circularity and circular strategies is increasing in the furniture industry. Wood is a climate-smart and sustainable material, partly because it has many environmental advantages compared to other materials such as plastic or metal, partly because it is a highly renewable material. Today, the technical lifespan of wood products such as furniture is not fully utilized. Today, the technical lifespan of wood products such as furniture is not fully utilized, which could be explored through circular strategies. By extending the life of products, components, and materials, the environmental impact could be significantly reduced. However, several challenges have been identified that hinder the establishment of circular strategies. Inconsistent policies and obstructive legislation, high initial costs and long payback periods, low consumer awareness, and lack of collaboration in the value chain are examples of main challenges. The research question addressed in this paper is How to facilitate the circular development of the Swedish furniture industry by promoting circular business models? This paper discusses the barriers and drivers of circularity with specific focus on the characteristics of the furniture industry in the Swedish context. A conceptual approach for establishing circular strategies in the furniture industry based on the 10R model, the business model canvas, and the product-service system approach is proposed. The approach facilitates the identification of relevant circular strategies that can be developed into circular business models. The paper concludes that circular strategies and business models entail positive economic, environmental, and social sustainability impacts for customers, companies, as well as on the society, but to achieve the benefits, organizational and technical solutions addressing the barriers on organizational, industry, and societal level must be developed. Circular business models are a way to overcome several of the barriers while promoting industrial and value chain collaboration.

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 current work fills in the existing research gap with regard to business modelling approaches applied to the technologically-driven markets. Taking into consideration the highly innovative and evolving nature of the latter ones, this paper combines the most relevant business modelling methods, creating a detailed, dynamic and holistic integrative business modelling approach. The integrative approach is applied on the electric vehicles charging market, where the defined business model archetypes of the core participants of the business ecosystem are described and analysed.

The business model (BM) approach is making a slow, yet steady footprint in tourism research, can offer a fresh perspective and a viable level of analysis for broader networks of Internet distribution systems (IDSs). To date, the researchers have devoted limited attention to studying the daily deal (DD) providers and their position next to the online travel agencies (OTAs). More importantly, the DD providers developed a unique BM characteristics, which contrary to early predictions, enabled them to proliferate post-recession and maintain their position. The current study uses the BM approach to observe the original dimensions and BM elements, to identify distinct characteristics of generic and niche DD providers, and to benchmark them against the established OTAs. The BM approach enhances the understanding of the overlooked niche DD providers within IDSs. Further, this article provides a comparison of the BM characteristics in IDSs to help facilitate the formulation of a unique value proposition for each of them. Ultimately, the authors acknowledge limited possibilities for cooperation between the providers and discuss future directions of DD and broader IDSs BM transformations.

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.

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).

Purpose: The objective of this paper is to propose and demonstrate a framework for estimating performance in a networked business model. Design/methodology/approach: Our approach is design science, utilising action research in studying a case of four independent firms in Health & Wellbeing sector aiming to jointly provide a new service for business and private customers. The duration of the research study is 3 years. Findings: We propose that a balanced set of performance indicators can be defined by paying attention to all main components of the business model, enriched with of network collaboration. The results highlight the importance of measuring all main components of the business model and also the business network partners’ view on trust, contracts and fairness. Research implications: This article contributes to the business model literature by combining business modelling with performance evaluation. The article points out that it is essential to create metrics that can be applied to evaluate and improve the business model blueprints, but it is also important to measure business collaboration aspects. Practical implications: Companies have already adopted Business model canvas or similar business model tools to innovate new business models. We suggest that companies continue their business model innovation work by agreeing on a set of performance metrics, building on the business model components model enriched with measures of network collaboration. Originality/value: This article contributes to the business model literature and praxis by combining business modelling with performance evaluation.

Digital Twins are one of the most trending topics. However, there are still open issues in the development of Digital Twins. One of these impediments is formulating a clear and valid value proposition of a Digital Twin. Therefore, this paper presents a novel business modelling approach for Digital Twins. Based on a literature review and an academic case study, different business modelling approaches and techniques were systematically compared, selected and adjusted in order to develop a new framework suitable for describing the value of Digital Twins. It consists of 10 steps – (1) describe a basic development concept of the DT, (2) identify the customer segments, needs and pain points, (3) derive a value proposition (4) identify revenue streams and values created, (5) identify key activities, (6) resources needed, and (7) necessary partners. (8) Adapt the organization to fit the business model and (9) evaluate the cost structure of the project. In the end, document and communicate the new business model (10). Each step is supported by auxiliary methods, tools and procedures. The approach was applied to a scientific case study. In an initial evaluation the overall applicability and usefulness of the approach were confirmed.

Purpose – The paper aims to demonstrate how a business modeling approach can assist in finding a compromise between public actors (libraries) and private actors (book publishers).Design/methodology/approach – Information was gathered during a cycle of several group workshops with both public and private stakeholders, where conclusions on the structure and components of the most suitable business model were iteratively refined.Findings – Value networks with correctly defined business roles on different organisational layers were constructed for all involved private and public partners. The precise location and role of the Flemish E‐book Platform as a neutral broker between these stakeholders was described in detailed fashion.Research limitations/implications – The findings could be limited to the local situation of Flanders, where for example each city is forced by decree to invest in a local public library. The relatively small size of the Dutch language area and its associated book publishing industry mi...

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

This chapter introduces the concept of business modeling defined as the managerial deliberate continuous involvement in the process of developing and adjusting a business model for their firm. This conceptualization (a) bridges the business model literature with the strategic leadership and managerial dynamic capabilities, and (b) pronounces the inseparable link between managerial agency and business model of the firm as a unit of analysis in the micro-foundations of strategy and competitiveness. To develop this model, insights from the behavioral perspective have been used. This chapter posits that business model of the firm follows an evolutionary path that is set and managed by executives. The current business model acts as a reference point for executives and shapes their aspiration and business modeling goals. These goals in conjunction with the performance of the firm, perceived capacities and subjective evaluation of proximate and distant opportunities govern executives business modeling in the form of minor adjustments or major changes (transformation, reinvention, even dismissal and adoption of a new business model) to the business model or the firm. Therefore business modeling is a path-dependent activities and its trajectory is determined by the dynamic interactions between executives’ perception of goal attainment discrepancies through historical and social comparisons attributed to the current business model and environmental demands.