Business Model Elements Research Articles

Mapping of Energy Community Development in Europe: State of the Art and Research Directions

Within the framework of defining a new energy paradigm to address climate change and other global challenges, the energy community model is gaining interest in several countries, especially in Europe. This article analyses the literature and experiences of organisational forms that fall under the definition of energy communities in a broad sense, in relation to their ability to bring improvements to the social, environmental and economic dimensions, and to ensure durability and replicability. The main elements that constitute a complete, albeit simplified, model of energy community are identified and analysed. The legislative and regulatory frameworks, technologies and social innovation frameworks, identified here as enabling elements, are discussed, as well as the elements of the energy community business models and the impacts generated at the environmental and energy, economic and social levels. The transformation potential of energy communities is confirmed as more than promising. However, in order to develop as a sustainable and replicable model capable of achieving social and environmental goals, as well as economic stability, further significant research and experimentation, following a cross-sectoral and multidisciplinary approach and strong political leadership, are needed.

Sustainable Business Model in Small and Medium-Sized Enterprises: A Study in Yogyakarta and Magelang

This study aims to analyze Yogyakarta and Magelang Small and Medium-Sized Enterprises (hereafter) SMEs based on sustainable business model implementation. This study gives new evidence of Yogyakarta and Magelang SMEs’ businesses based on sustainable business model where Indonesian SMEs’ experience the economic crash of Covid-19. This study uses a qualitative descriptive method. Specifically, uses method of qualitative evaluative where this study evaluates SMEs business process by using sustainable business model. Research sample includes 40 SMEs in Yogyakarta and Magelang. Evaluation of SMEs’ business is based on elements of sustainable business model including key partner, key activity, key resources, value proposition, customer relationship, channels, customer segment, cost structure, revenue stream, cash flow management, pivoting plan, and ecological concern. This study uses a “yes and no” questionaries with 13 questions that refers to the elements of sustainable business. Based on the result, this study finds that most SMEs in Yogyakarta and Magelang, implement the elements of a key partner, key activity, key resources, value proposition, customer relationship, channels, cost structure, pivoting plan, and ecological concern. On the other hand, most SMEs do not implement elements of customer segment, revenue stream, and cash flow management. Socialization and special training is needed from various parties related to the implementation of sustainable business models for SMEs.

Sustainable entrepreneurship on digital platforms and the enactment of digital connectivity through business models

AbstractThis article investigates how sustainable entrepreneurship on digital platforms enacts digital connectivity to capture and create value. By complementing the business model lens with sociomateriality, we theorize digital technologies as key actors that participate in the enactment of business models. We analyze visual and textual data from 19 entrepreneurial initiatives for sustainability established on the social media platform YouTube. Our findings demonstrate novel business model configurations enacted by a web of human and nonhuman (digital) actors: connecting for sustainability as part of the value proposition, forming connective spaces for socioenvironmental value creation, and leveraging connectivity for multidimensional value capture. These findings have two major contributions. First, we offer novel insights on the practices that configure business model elements of sustainable entrepreneurship on platforms. We especially draw attention to how digital connectivity of platforms is achieved and made durable by human and digital actors. Second, we elaborate on how digital agencies intervene in entrepreneurial efforts to make sustainability visible and how this affects the business models. Thus, the study contributes to and further develops the intersection of digital technologies, sustainable entrepreneurship, and business models.

Evaluation of Business Model of E-Wallets of Nepal

This article is intended to evaluate business model elements adopted by Nepalese e-wallets and to find out weak points in its implementation. This article also suggests ways to reduce any loss through which they are running through proper mathematical interpretation. Grey-TOPSIS method is a mathematical interpretation tool that can be used to analyze raw data. The limitation of this research is that it is based on costumer’s opinion rather than being based on company’s data. Though the output of result may vary from one costumer to another, sample population taken into consideration in research have shown that the reason behind loss of e-wallets is lack of proper identification of revenue stream by entrepreneurs. Besides revenue streams, e-wallets should also prioritize their focus on their key activities, customer segmentation, key resources, value proposition, cost structure, key partners and external relationships respectively. The success of e-wallets is not far away if they prioritize their activities as per these findings.

Towards semantic operationalisation of the business model: a step forward

PropósitoEste artigo tem como objetivo desenvolver um framework para a operacionalização semântica do modelo de negócio, que possibilita a identificação automatizada de modelos de negócio por meio de análise de conteúdo.Design/metodologia/abordagemAbordamos a operacionalização do modelo de negócio realizando uma revisão da literatura organizacional e de gestão para derivar os principais elementos do modelo de negócio destacados nas pesquisas existentes, juntamente com suas palavras-chave associadas.ResultadosNosso estudo propôs um framework conceitual que especifica uma estrutura granular de elementos do modelo de negócio, assim como as palavras-chave que caracterizam cada elemento. Ao descer ao nível de palavras-chave distintas, chegamos a construtos mensuráveis para capturar a magnitude de cada elemento no modelo de negócio de uma empresa.OriginalidadeNosso estudo é o primeiro a oferecer uma operacionalização semântica do modelo de negócio, definindo o conjunto de palavras-chave que se referem a cada elemento do modelo de negócio. A operacionalização proposta do modelo de negócio pode auxiliar pesquisas empíricas futuras, servindo como uma ferramenta para a avaliação automatizada da magnitude de cada elemento no modelo de negócio de uma empresa por meio de análise de conteúdo.

DESIGNING BUSINESS MODELS FOR A CIRCULAR ECONOMY

AbstractThe megatrend sustainability will significantly change the future value creation of manufacturing companies. Their current linear value creation models need to change to conform to the requirements of sustainability. To face the challenges the circular economy has emerged as a promising economic model. With the shift from a linear to a circular economy, companies have to adjust their current business models. However, they still lack knowledge and adequate methods to develop circular business models. Hence, the aim of the paper is a circular business model canvas (CBMC) for designing circular businesses. A systematic literature review was conducted to identify significant criteria for circular business models. The criteria were analyzed utilizing a qualitative content analysis to derive the business model elements required for the circular economy. Existing elements from the Business Model Canvas were enriched and five new elements, e.g., reverse logistics, were found. Then, the business model elements were logically arranged resulting in the CBMC. It guides companies to systematically develop business models for the circular economy. The CBMC was evaluated by applying it within a mediumsized company in the electronics sector.

How to Turn Poultry Manure into Valuable Resources: A Circular Business Model for Resilient and Sustainable Small and Medium-Sized Farms

This paper illustrates how small and medium-sized farmers can resolve the complex issue of poultry manure disposal by implementing an innovative technology with the aims of reducing emissions and waste and transforming manure into precious resources for the production of energy and fertilizers. After a literature review, a case study is analyzed to identify the main elements of a circular business model that can realize a strategic priority, such as defining production and consumption processes compatible with sustainability, circularity, and resilience. This paper identifies the main elements that constitute the “value proposition,” “value creation and delivery,” and “value captured,” showing the potential benefits in terms of competitiveness and profitability. This good practice may be replicated by other breeding and agricultural companies that want to be sustainable and resilient. The analyzed topic is a key concern given the great quantity of energy and chemical substances used by farms and the challenges posed by current dramatic events, such as the Russia–Ukraine conflict and the COVID-19 pandemic, which have led to less availability of energy and fertilizers and unsustainable prices.

Redefining business models for the energy transition: Social innovation and sustainable value creation in the European energy system

Business as usual in the energy sector has become more challenging in the EU as distributed energy technologies and supportive policy included in the EU Energy Package have meant that new types of stakeholders, including citizens, citizen collectives, and municipalities, can participate in the energy system in innovative ways. Their “new” relationships, behaviors, and actions in the context of the energy transition, vis à vis the existing system, are often referred to as social innovation in energy systems. Socially innovative activities may deliver products and services similar to those of incumbent energy business models e.g., sustainable energy generation, but also create social value that traditional energy business models may not. This paper views these socially innovative activities using elements of a sustainability-oriented business model – the business model for sustainability (BMfS) – analyzing them in terms of their goals, involved stakeholders, and value creation processes. Analysis is conducted in case studies that span Western and Eastern Europe, using a mix of primary data (semi-structured stakeholder interviews) and secondary data (online materials). In addition to showcasing how socially innovative activities may contribute to value creation processes in the context of an energy business model, the case studies also depict differences in the extent and types of social innovation that can occur in the European context, with some reflection on how infrastructure and historical dynamics may play a role in these differences. I conclude with some reflections on definitions of business models and the applicability of the BMfS for a decentralizing energy system.

Business Modeling Innovation Using Artificial Intelligence Technology

Startups embracing artificial intelligence (AI) as a component of their business models are quickly emerging right now. The application of AI technology in business has been going on for a while, even though recent research reveals that new or alternative business models are being implemented.It might be claimed that AI technology has been used to business models for a very long time, which puts into question the uniqueness of these business models. In order to better understand how AI companies' business models may differ from traditional IT business models, this study compares them to each other. The first step is to create a taxonomy of business models for AI businesses using a sample of 162 Worldwide Stratup, from which four archetypal business models are derived: Deep technology researcher, data analytics supplier, AI product and service provider, and facilitator of AI development The following are three main elements of startup business models for AI firms that are discussed based on this descriptive analysis: (1) new value propositions made possible by AI, (2) Various uses of data to create value and (3) How AI technology affects general business reasoning. By defining their key purposes, common instantiations, and distinguishing features, this research adds to our fundamental understanding of the AI start-up business model. This study suggests intriguing directions for further investigation in the field of entrepreneurship. À It is structured to foster entrepreneurial activity. Taxonomies and models are actually instrument.

Business Modeling Innovation Using Artificial Intelligence Technology

Startups embracing artificial intelligence (AI) as a component of their business models are quickly emerging right now. The application of AI technology in business has been going on for a while, even though recent research reveals that new or alternative business models are being implemented.It might be claimed that AI technology has been used to business models for a very long time, which puts into question the uniqueness of these business models. In order to better understand how AI companies' business models may differ from traditional IT business models, this study compares them to each other. The first step is to create a taxonomy of business models for AI businesses using a sample of 162 Worldwide Stratup, from which four archetypal business models are derived: Deep technology researcher, data analytics supplier, AI product and service provider, and facilitator of AI development The following are three main elements of startup business models for AI firms that are discussed based on this descriptive analysis: (1) new value propositions made possible by AI, (2) Various uses of data to create value and (3) How AI technology affects general business reasoning. By defining their key purposes, common instantiations, and distinguishing features, this research adds to our fundamental understanding of the AI start-up business model. This study suggests intriguing directions for further investigation in the field of entrepreneurship. À It is structured to foster entrepreneurial activity. Taxonomies and models are actually instrument.

Broader use of the Modern Methods of Construction (MMC) in the UK public sector: A Business Model Canvas (BMC) perspective

The UK government is promoting the Modern Methods of Construction (MMC) by presumption in favour due to outperforming traditional methods in meeting key industry goals. Despite the public construction sector’s recognition of the benefits, MMC uptake across this influential purchasing power is yet far from satisfactory. Such low adoption rates have been linked to MMC firms’ business strategies contributing to public clients’ indecision. To investigate such arguments, the study utilises a questionnaire survey and gathers responses from seventy-four decision-makers of UK-established MMC businesses. Results are then discussed in relation to the contingency theory from a Business Model Canvas (BMC) perspective, revealing the divergence between organisations outperforming others in the public sector, i.e. achieving fit. To the authors’ knowledge, this is the first construction management study to empirically propose the relationships between the nine business model elements of the BMC in relation to a specific market. The findings of this paper suggest the critical role of the Target Customer element in reaching alignment with the external environment by acting as a receiver and provider of information, superseding the importance of solely focusing on communicating added values and extended capabilities. Our findings also suggest that MMC organisations outperforming others in the UK public sector are those who are understanding public clients’ needs the most, and thus, continuously changing their business strategies to sustain alignment with any change in those needs. Overall, the paper proposes a three-dimensional consideration to achieve fit, namely, 1) internal consistency of the elements (inside-out), 2), changing external environment (outside-in), and 3) relationships between the nine elements (inside-in). The study depicts the problematic nature of the internal interrelations responsible for reaching fit in the UK public sector and deepens the understanding of how the nine BMC elements are supporting more informed and strategic decisions. Therefore, decision-makers are urged to pursue alignment by assessing the contingency of each decision made with respect to the proposed influences. Future research to focus on replicating the results in accordance with other theories involving technological and organisational change, maturity, and systems theory.

Strategi Pengembangan Usaha CV Tungayua Menggunakan Business Model Canvas

Competition between printing companies is getting tougher, so CV Tungayua must be able to create opportunities to survive in the midst of intense competition. One way that CV Tungayua can do to survive is to create a business strategy that is developed after knowing the current business model and evaluating the business model being carried out. This study aims to identify the CV Tungayua business model using the Business Model Canvas (BMC), evaluate the implemented business model, and devise a strategy for improvement for the development of the evaluation of the CV Tungayua business model that has been carried out. The method used is qualitative with analytical tools used by BMC and Tolo Branca's assistance as an evaluation of strengths, weaknesses, opportunities and threats. The results of the study show the identification of nine business model elements which indicate that the main strength comes from the value proposition block with the programs offered being able to meet and adapt customer needs. Meanwhile, the main weakness comes from revenue streams that have small margins. The main opportunities come from channels and the main threats come from main activities. The strategy that can be carried out is to optimize the key activity elements and revenue streams combined with the opportunities and strengths of the channel and value proposition to produce a strategy that provides development for CV Tungayua in South Jakarta City.

Innovative Business Models for a Sustainable Circular Bioeconomy in the French Agrifood Domain

In recent years, the circular economy and the bioeconomy have increasingly been developed in France, driven by public policies. In this article, innovative circular bioeconomy business models in the French agrifood domain are studied concerning main drivers, business model elements, circular economy principles, enablers and barriers, and sustainability benefits. The study is based on an online review and analysis of 44 local, collaborative and small-scale initiatives. It appears that the strategies of the businesses are based on the seven circular economy pillars laid out by the French Agency for the Environment and Ecological Transition, mostly recycling, sustainable procurement, and industrial and territorial ecology. Geographical embeddedness and the relational proximity of actors are other crucial factors that play a role in the success of these business models, next to pro-environmental consumer trends and local public support. The outcomes further reveal that all three sustainability dimensions are integrally considered in France, with environmental and social dimensions slightly prominent above the economic one. The application of the game concept and its seven building blocks (time, playing fields, pieces, moves, players, rules, wins or loses) allows this study to demonstrate the essential elements of emerging business models within bioeconomy systems, their dynamic interrelations and the need for full policy attention.

The use of innovation uptake in identification of business models in the Indonesian smallholder cattle value chain

PurposeThe purpose of this paper is to guide commercial and policy action to improve smallholder Indonesian cattle systems.Design/methodology/approachA survey (n = 304) of smallholder cattle farms in six villages in two districts of Nusa Tenggara Barat, Indonesia. Principal component analysis (PCA) and cluster analysis (CA) were employed to classify cattle farms into business models according to observed innovation. Differences between business models were identified using a one-way-analysis-of-variance (ANOVA).FindingsFour business models were identified, representing profiles of innovation adoption and elements of business models, socio-economic characteristics, farming system and performance variables including revenue, cost and profit. The business models display a range of orientation to buyer requirements and a range of approaches to production, indicating a need to promote in a variety of ways the change from supply-push to demand-pull in the cattle value chain.Research limitations/implicationsThis study offers guidance on how business models might be strengthened over time, by using simple indicators of performance and the models' linkage to innovation in the context of each business model. The business models developed here, and refinements to them based on localised conditions, offer a targeted and accelerated pathway to improved performance in smallholder systems.Originality/valueThis study proposed a novel approach to the recognition of business models based on innovation.

ANALISIS MODEL BISNIS BURGERKUY DENGAN PENDEKATAN BUSINESS MODEL CANVAS

Large-Scale Social Restrictions (PSBB) due to the COVID-19 pandemic have an impact on activities in various public facilities, such as restaurants, malls, tourist attractions, and so on. This situation causes people to choose to buy food online through social media. BURGERKUY was founded because of the online business opportunity. BURGERKUY is a business that sells burgers with a distinctive taste and changes people's mindset because the product uses chicken and fish as a substitute for bread. This study aims to analyze the BURGERKUY business model using the business model canvas. This research method uses descriptive qualitative research with data collection techniques in the form of observation and interviews. The results of this study are in the form of evaluating the results of SWOT analysis on nine elements of the canvas business model which provide recommendations for improvements to the element's value proposition by adding flavor variants and adding new variant toppings, channels for having outlets in Pekanbaru, customer relations for holding promos and participating in culinary events for attracting consumers to buy, the main activity is to control the product, the main partnership to work with food bloggers or food reviewers from Pekanbaru, the revenue stream to open a franchise in Pekanbaru.

Analysis Of Business Implementation on Shopeepay Digital Wallet using Business Model Canvas (BMC) and Swot Analysis

Introduction: E-payment, or electronic payment, is a type of payment used when shopping. The financial industry has revolutionized and transformed into an ergonomic method of utility, accessibility, convenience and cost. E-Payment or Electronic payments include bank transfers, e-wallets, QR codes, Paypal and Credit Cards, but researchers examine more deeply electronic payments using e-wallets. Method: This research uses a qualitative descriptive method with a Business Model Canvas approach that uses secondary data, namely data collection through literature studies, journals, books, and websites that are trusted. Results: The first step in this research is to map the current ShopeePay canvas business model. In the business model canvas, observations and considerations are formulated to formulate a business strategy. From this research, several alternative BMC improvement strategies and operational development of the ShopeePay application have been obtained in each component of the canvas model activity block. Conclusion: The results of this study indicate that the ShopeePay business model needs to be improved. The company's business model must be evaluated and followed by technological developments; Fintech is a dynamic industry because it follows the evolution of technology. Therefore, it is necessary to change the elements contained in the nine elements of Canva's business model, such as key partners, key activities, value propositions, customer relationships, channels, customer segments, cost structure, and revenue stream elements.

Precursor considerations for new circular economy business models

Circular economy thinking encourages society to adopt sustainable patterns of consumption and production. This basic principle aligns with the objectives of the United Nations’ Sustainable Development Goals (SDGs), which include improving human welfare through equal access to drinking water and sanitation; together with reliable, sustainable, and modern energy supplies for all. Traditional approaches to delivering public utility services have been rooted within the Baconian view that the environment is a pool of resources that exist for the betterment of humankind. Whilst this tradition has delivered water supply, sanitation, electricity generation, and waste management services, that have improved the lives of countless humans, the provision of these services largely relies on business models and technologies that have had significant adverse impact upon the natural environment. To inform the development of new sustainable business models, this paper explores circularity concepts from the perspective of decision makers and actors responsible for the delivery of public utility infrastructure. Through a review of the secondary literature, this paper examines core circular economy principles and maps these against fundamental business model elements to synthesise a framework of precursor considerations for future business models. This framework has potential application in testing the extent to which existing business models in the utility sector support the transition to a circular economy and how current business models can be adapted to assist the achievement of sustainable development.

Crucial Business Model Elements for Medical Device Startup Companies in Emerging Markets

ObjectivesMedical devices that suit the needs and challenges of low- and middle-income countries are desperately needed. To provide sustainable access to such devices, business approaches must be developed to meet the demands of individual economic, healthcare, and innovation ecosystems. Currently, there is a gap in the literature regarding business models for medical devices in low- and middle-income countries. MethodsA multimodal approach using literature review and key informant interviews was performed to determine critical components of business models for medical device organizations operating in LMICs, specifically focusing on models in emerging markets. ResultsThe search resulted in 4,674 articles, of which 31 were determined to be relevant and were reviewed. Additional sources included 1 government website, 5 nongovernmental organization websites, 2 private enterprises, and 6 publicly available, non-peer reviewed websites and 1 video. From these sources, four major criteria were found to be necessary for successful development of medical device business models in emerging markets: value proposition, partnerships, strategic pricing, and funding models. ConclusionsInnovators must custom tailor their business model when implementing these elements to the regulatory, cultural, and economic landscapes of each setting. This will improve access to safer, affordable medical care and successfully bring innovative technologies to emerging markets.

Platform capitalism and neo‐normative control: “Autonomy” as a digital platform control strategy in neoliberal Chile

AbstractA key element of the platform business model is concentrating great organisational power over the work process while simultaneously allowing workers certain degrees of autonomy and encouraging them to see themselves as self‐employed. This study applied the neo‐normative control concept to analyse the mechanisms platforms use to promote freedom of choice and self‐regulation values, which are formed extra‐organisationally in deeply neoliberal societies such as Chile. The Uber ride‐hailing and Pedidos Ya home delivery platforms in Chile were examined using a labour process theory framework based on an ethnographic design. The results show the specific ways in which these platforms deploy forms of neo‐normative control, how this deployment is anchored in the labour context of neoliberal Chilean society, and how workers re‐signify, stress, or seek to subvert this control strategy. The findings' theoretical and empirical implications are discussed.

THE PERCEPTION OF SOCIAL ENTERPRISE IN THE BACKGROUND OF FEATURES OF SOCIAL LEADERS

The contemporary image of the socio-economic environment leads to consideration of social entrepreneurship. Increasing importance is attributed to the issue of creating social enterprises for socio-professional inclusiveness. The purpose of the article is to analyze the perception of social enterprise in relation to the entrepreneurial features of social leaders. The paper presents a report on empirical research conducted in the northern subregion of the Silesian Voivodeship. The process of real-life interaction between the author and social leaders in identifying elements of business models for launching a social enterprise made possible to carry out the research.