Business Model Components Research Articles

Framework for developing entrepreneurial business models: Theory and practical application

A framework for developing entrepreneurial business models is crucial for guiding entrepreneurs from conceptualization to practical application in a dynamic market environment. This review outlines a comprehensive framework that integrates theoretical concepts with practical approaches to help entrepreneurs create robust and adaptable business models. The framework is grounded in a synthesis of contemporary entrepreneurship theories and practical insights drawn from case studies of successful ventures. It begins with a theoretical exploration of foundational business model components, including value proposition, customer segments, revenue streams, and cost structures. By leveraging established models such as the Business Model Canvas and the Lean Startup methodology, the framework provides a structured approach for entrepreneurs to design and validate their business models. A key component of the framework is its emphasis on iterative development and validation. Entrepreneurs are encouraged to employ lean principles, such as rapid prototyping and customer feedback loops, to refine their business models. This iterative process helps in adapting to market changes and customer needs, reducing risk, and improving the likelihood of success. The framework also incorporates strategic analysis tools to evaluate market opportunities, competitive landscape, and potential challenges. Practical application is emphasized through detailed guidelines and tools for each stage of business model development. This includes methodologies for conducting market research, identifying key resources and partnerships, and establishing operational processes. Additionally, the framework addresses the importance of financial planning and risk management, offering practical advice on funding strategies and contingency planning. The paper also highlights the significance of contextual factors, such as industry trends, regulatory environment, and technological advancements, in shaping business models. By incorporating these elements, the framework provides a holistic approach to entrepreneurial business model development. In conclusion, the proposed framework serves as a valuable guide for entrepreneurs seeking to develop and implement effective business models. It combines theoretical insights with practical tools and strategies, enabling entrepreneurs to navigate the complexities of the business landscape and achieve sustainable success. This approach not only enhances the strategic planning process but also fosters innovation and adaptability in an ever-evolving market environment.

Airline business models as complex systems: assessing component interdependencies through interpretive structural modelling

PurposeThis paper explores the intricate interdependencies among core components of airline business models (BMs). In the airline industry, where BMs are complex systems, a successful BM requires an orchestrated configuration of various components. However, there is a paucity of research in BM literature pertaining to the interrelationships among key components of airline BMs.Design/methodology/approachEmploying interpretive structural modelling, we gathered input from experts in Iran to assess the driving power and dependency of elements within airline BMs.FindingsOur findings highlight the significance of operating environment conditions and competitive market dynamics as pivotal external components shaping the foundational structure. Value proposition, customer relationship management, and process monitoring are crucial linkage components that drive power and dependency. Notably, capturing value is positioned with the highest dependency.Practical implicationsWe utilised the ISM technique to visualize interdependencies within airline business models, aiding strategic decision-making. Our findings suggest aligning business and operational strategies with market needs ensures effective value creation and capture, maintaining competitive advantage in the airline industry. In addition, our research reveals critical factors affecting value creation and capture, emphasising monitoring the operating environment and competitive market, and strategically managing value propositions and customer relationship initiatives in the airline industry. We advise adapting business models to external changes for sustained growth and recommend regular monitoring of industry trends and customer expectations.Originality/valueFramed within complexity theory, these insights offer valuable perspectives on identifying and situating critical BM components in the airline industry. The practical implications derived from this study serve as strategic tools for airline managers and potential investors to optimise the design of their airline BMs.

AI-driven Business Model Innovation - Where Technology Meets Strategy

Business Model Innovation (BMI) involves redefining how organizations create, deliver, and capture value. With the advent of Artificial Intelligence (AI), businesses are increasingly leveraging these technologies to transform their models. The current research investigates the impact of AI on BMI using primary data collected from various industries. It employs statistical analyses to understand the extent of AI adoption, its effects on business model components and various key business metrics. The study identifies key trends in AI adoption across functions and industries. Key findings reveal significant correlations between AI usage and improvements in key business metrics such as operational efficiency, customer engagement, and revenue streams thus resulting in an organization’s competitive advantage. Businesses can make better-informed decisions, establish more effective workflows, and produce more powerful marketing campaigns as a result of AI adoption. It also provides a competitive edge and lays the framework for future growth. This academic work makes a substantial contribution to the discourse on AI for business model innovation, where technology is leveraged to optimize strategy.

Clarifying new urban mobility services based on a threefold business model framework

Market entrants have brought a variety of new urban mobility services over the past years, which are rooted in the sharing economy and have their origin in digitalization. Digital data serve as key resource of a business model and, accordingly, digital technologies are the basis of key activities. Building our analysis on the resource-based view and on the business model debate, we ask: what degrees of digitalization do urban mobility service business models exhibit? We perform a systematic literature review and a qualitative content analysis. As a result, we identify a continuum of highly and lowly digitalized business models. We derive a threefold business model framework, substantiated in conventional mobility, hybrid, and data-driven business models. (1) Conventional mobility business models are dominated by mobility as a key resource, digitalization is low and performed by key partners, (2) hybrid models contain both conventional mobility and data-driven key resources, and (3) data-driven models take digital data as key resources, while conventional mobility is carried out by key partners. As a first main contribution, we conceptualize conventional versus purely data-driven business models along the continuum of data-driven business model components. New urban mobility services are the group of both hybrid and data-driven business models, while conventional urban mobility stands on its own. As a second contribution, we clarify the Mobility-as-a-Service (MaaS) concept by corroborating it as a purely data-driven business model with key partners provisioning mobility.

Integrating Blockchain Technology in Business Models for Sustainable Innovation

This research paper investigates the role of blockchain technology in sustainable business model innovation by proposing a comprehensive framework. The study addresses the following research questions: How can blockchain technology enhance business model components? What are the specific innovations enabled by blockchain technology? To answer these questions, a hybrid approach was employed. Initially, a thorough review of existing literature identified key components of business model innovation. Subsequently, a survey was conducted among technology experts to evaluate the applications of blockchain technology in these components. The analysis revealed five categories of innovation: macro-activities of the value network, micro-activities within the organization, governance, financial aspects, as well as sustainable innovation. Next, a novel conceptual model was developed to assess the impact of digital technologies on business model performance, and then it was evaluated using Structural Equation Modeling (SEM). Key findings indicate that blockchain technology significantly enhances data transparency, security, and efficiency capabilities, leading to improved innovation and increased sales volume. Practical implications include recommendations for organizations to prioritize investments in platform technologies, insight analysis, and sensor-based data collection to achieve sustainable business model innovation. The study underscores the importance of a holistic approach to integrating blockchain technology across all business model components to maximize its potential.

Business model of international consulting: main characteristics and elements

Based on the analysis of the essence and modern types of business models of enterprises, the basic professional service business model of the international consulting "Consultant" and reveals its main characteristics is substantiates: the B2B model, the modification of the "Producer" business model, the integration of elements of service and digital business models, customer orientation. Based on the Business Model Canvas, the main components of the basic business model of international consulting are revealed: key partners: partner intra-service and inter-service networks of the consulting firm; key activity: providing professional assistance to business organizations in solving problems of international economic activity; key resources: intellectual human, organizational, market; value proposition: the value services of international consulting for the client; relations with clients: client orientation, client-centricity, positive client experience, cooperation between consultants and clients at all stages of the consulting process; channels: omnichannel, cross-channel communications; customer segments: target audiences, customer networks; cost structure; income streams. Client networks as a component of the basic business model of international consulting are characterized and measures to optimize them are disclosed: forming a loyal attitude of clients to the consulting firm, consultants, and services; accumulation and protection of a network of regular customers; forming a positive customer experience; improving the efficiency of consultant-client relations; development of omnichannel provision of professional assistance to clients; ensuring client orientation of the personnel of the consulting firm; management of the value and quality of consulting services; introduction of new consulting services and technologies based on consulting innovations.

Business Model Innovation and Corporate Competitive Advantages in the Digital Economy Era

In the digital economy era, enterprises face unprecedented challenges and opportunities driven by the rapid advancement of digital technologies. To thrive in this dynamic environment, enterprises must continuously innovate their business models to create and capture value in new ways. This paper explores the relationship between business model innovation and corporate competitive advantage in the context of digital transformation. Drawing on the resource-based view, dynamic capabilities framework, and other theoretical perspectives, this paper examines the characteristics, mechanisms, and strategies of business model innovation in the digital age. Through a comprehensive literature review and analysis of representative cases, we identify three key trends shaping business model innovation: digitalization, platformization, and intelligentization. We argue that enterprises need to leverage these trends to design customer-centric value propositions, build digital capabilities, construct open and collaborative value networks, and foster an agile and innovative organizational culture. Our findings highlight the importance of value creation, value capture, and value network effects in driving competitive advantage through business model innovation. We propose a framework that integrates these mechanisms with the core components of business models, providing a holistic and systemic view of business model innovation in the digital economy. We also discuss the implications of our research for theory and practice, emphasizing the need for further studies on the dynamics and outcomes of business model innovation in different contexts and industries. This paper contributes to the growing literature on business model innovation and competitive strategy in the digital age. By bridging the gaps between different theoretical perspectives and providing actionable insights for practitioners, we aim to advance the understanding and application of business model innovation as a key driver of corporate competitive advantage. Our research suggests that enterprises that can effectively align their business models with the evolving digital landscape will be better positioned to create and sustain superior performance in the face of increasing complexity and uncertainty.

Decarbonization Drivers and Their Impact on Business Models in the Energy-Intensive Manufacturing Industry (EIMI)

EIMIs face the challenge of adapting to the Paris Agreement and the European Green Deal to achieve carbon neutrality. Driven by consumer interest in low-carbon products, regulatory requirements, and investor priorities, companies are pressured to integrate sustainability beyond short-term financial gains. The growing awareness of the environmental impact of business models (BM) has fueled the development of Sustainable Business Models (SBMs). Although the importance of decarbonization of EIMIs has increased, there is a lack of industry-specific research examining the combination of decarbonization and business models, as well as their interrelationships and correlations. This study addresses the discussion on the role of SBMs in decarbonization, improving the understanding of how these drivers can be integrated to enable new BMs for EIMIs. Based on a structured literature review and semi-structured interviews within the EIMIs, the study identifies BM components influenced by these drivers requiring sustainable business model innovation (SBMI). Results show that decarbonization drivers significantly impact all BM components. Experts emphasize the importance of collaborative approaches and cooperation throughout the value chain. This research highlights the need for systematic analysis to understand how companies can manage decarbonization drivers effectively and suggests exploring potential SBM design options.

Traditional agencies on bridges: How is digital transformation changing business models?

AbstractDigital technologies produce new strategic and organizational challenges for incumbent firms that require major digital transformation (DT) processes, leading to the evolution of business models (BMs). Contributing to the research stream on DT and BM evolution, this study explores which technologies have the most relevant effect on core BM dimensions, i.e., value proposition, value creation, and value capture, by investigating both the consequent themes and intensities of change in these dimensions. A valuable context for analysis was chosen: the advertising industry and traditional communication agencies, namely, creative and media agencies. Based on 38 in-depth interviews with senior communication professionals and qualitative content analysis, we propose a comprehensive reading of (1) the impact of specific technologies on different BM dimensions and components and (2) the themes and intensities of change in creative and media agencies’ BM dimensions. Finally, we outline an interpretative framework, identifying two different paths for incumbents: outside-in BM adaptation and inside-out BM innovation. This study therefore offers two academic contributions. First, it overcomes the vagueness of previous investigations that considered the effects of digital technologies in general terms, and it also resolves the narrow scope of research that focused only on the impact of one specific technology. Second, by deepening the understanding of the joint evolutions and intensities of change across all three BM dimensions, this study has widened the limited scope of previous contributions on one BM dimension. By doing so, it offers a comprehensive reading of BM dynamics due to DT.

Robustness of business models for insect production for feed and food in Europe

Abstract Insects and their derivatives are increasingly recognised as a (more) sustainable and circular protein source for feed and food. The European insect industry is growing, but upscaling remains a challenge due to multiple uncertainties. This study analysed the robustness of three different business models for insect production for feed and food in six future scenarios. Business models and scenarios were identified through literature review and refined through expert elicitation (n = 5). The three business models comprised: (1) full-liner black soldier fly production for pet food, (2) decentralised black soldier fly production for aquafeed, and (3) mealworm processing cooperative for food. The six scenarios addressed uncertainties around the use of side streams, insect welfare, energy, and sustainability. We used the Business Model Stress Test in four focus groups with experts (n = 23) from six European countries. Heat maps for three distinct business models were presented, detailing the impacts of scenarios on business model components. Experts regarded full-liner black soldier fly production for pet food and mealworm processing cooperative for food as more robust than decentralised black soldier fly production for aquafeed. These differences were mainly related to the customer segments, value proposition, revenue structure, and cost structure. In full-liner black soldier fly production for pet food, stringent regulations were expected to have no negative impact on business model components, in contrast to liberal regulations with anticipated adverse effects. Examination of regulatory uncertainty indicated strict legislation’s advantageous expected impact on consumer trust in the pet food and food market. High energy prices were anticipated as a major challenge across all business models, while improved sustainability compliance was viewed positively. The classification in relatively more or less robust business models serves as a guide for business and policy in further developing the insect sector for feed and food in Europe.

Innovativeness of business models in B2C and B2B online education segments in the USA

Aim. To conduct a comprehensive analysis of the structural and functional composition of innovative business models in the B2C and B2B online education sectors, and to identify the unique elements and factors that determine the success and novelty of these models. Objectives. To identify key development trends and current trends in online education, especially in the B2C and B2B segments; to identify and compare innovative elements of business models in the pre-university and corporate segments based on the analysis of online education project websites; to assess the degree of novelty of business models using the method of frequency analysis of business model elements based on data obtained from online sources.Methods. The study is based on the industry approach to identifying unique business models, analyzing the structuring of business models according to A. Osterwalder and I. Piñe, and assessing the innovativeness of business model elements based on frequency analysis. A comparative analysis of the two segments was performed in order to understand their specific requirements and characteristics, and to identify opportunities for cross-pollination of successful practices and strategies, which can contribute to the creation of new innovative approaches in online education. Data were collected from online education project sites and aggregated using SimilarWeb tool to assess site traffic.Results. The authors found that business models in the B2B segment show a higher level of innovativeness compared to B2C. The main elements of innovativeness are personalization of learning, integration with corporate systems, and development of specialized courses. The components contributing to innovativeness are identified, and recommendations for managing the structural components of business models in each of the segments are offered.Conclusions. The study indicates the importance of innovation in online education business models and the need to adapt them to the changing needs of learners and organizations. Ways to improve business models, including the integration of new technologies and the development of customized educational products for different market segments, are suggested.

Community-Academic Partnerships for Health Research: An Iterative and Transparent Process of Patient Engagement Before the Research Begins.

The root causes of coronavirus disease 2019 (COVID-19) disparities include longstanding systemic racial bias in economic advancement and care delivery, discrimination, lack of access, and social determinants of health. To address these causes, research institutions and health care systems must shift their lens from one that focuses solely on changing behaviors among underserved and vulnerable populations to one that is inward facing. We worked with a community advisory board and an African American church that has partnered on research for more than a decade to identify community norms, needs, and key resources needed for establishing community-academic partnerships for COVID-19 testing. Participants were purposefully sampled with equal representation from 3 groups: (1) church members and leaders, (2) academic or organization researchers with experience in community-engaged research, and (3) community members with experience participating in community-engaged research. Participants engaged in a hands-on exercise in the church basement as part of a town hall-style meeting. Active discussion led to the identification of business model components salient to COVID-19 testing in an underserved Baltimore community, predominantly made up of African Americans. Our discussion identified key partners, activities, resources, costs, value propositions, community relationships, community groups, communication channels, and outputs for community buy-in. Developing the business case for mutual trustworthiness to be better prepared for future pandemics and public health crises may foster more sustainable community-academic partnerships. Using a Business Model Canvas, we delineate the major components, activities, and value propositions that are needed to achieve authentic community-academic partnerships to advance health equity.

Бизнес-модель как описание деятельности энергетической компании

The article considers the role of business model formation as a concept of energy companies’ activity. The factors of external and internal environment influencing the formation of business model are defined. The methodology of forming a business model of metrological service, which plays an important role in the activities of energy companies, is proposed. The developed business model is the most complete tool that visualises the overall strategic picture of energy companies. A. Osterwalder’s method was used to assess the energy company’s performance, and the key areas affecting the company’s efficiency were identified. A component business model was formed using the example of business processes of the metrological service of an energy company. The chart of maturity assessment of nonautomated components of the current state of the component model is constructed.

КОРПОРАТИВНА СОЦІАЛЬНА ВІДПОВІДАЛЬНІСТЬ ЯК СКЛАДОВА СУЧАСНИХ БІЗНЕС-МОДЕЛЕЙ КОМПАНІЙ

The author considers various approaches to the definition of the concept of "corporate social responsibility" and forms the author's vision, namely: corporate social responsibility is considered to be a comprehensive approach to doing business, which is a voluntary conscious choice aimed at harmonizing and satisfying the interests of all stakeholders, and is aimed at ensuring sustainable development of the company and its environment. Stakeholder groups that may be relevant to corporate social responsibility activities are identified. The concept of "business model" has also been improved by taking into account the aspects of sustainable development: a business model is a certain holistic system that combines many elements that, in their interconnection, determine the necessary directions of the company's functioning, which create value, obtain financial results and consolidate market positions, which does not violate and ensures the sustainable development of the company and its environment. The author analyzes in detail all the components of the business model framework in order to find a connection with corporate social responsibility. It is determined that corporate social responsibility is integrated into all areas of business functioning, including corporate strategy ESG is not a part of a specific component of the business model, but is a holistic strategy that determines the directions of development for various aspects of the business model components and provides tools for their improvement and enrichment.

Impact of certain global factors on the development of e-commerce business models

The aim of the article. The purpose of this paper is to study the impact of extreme situations such as the COVID pandemic on the development of e-commerce business models and identify ways for their successful transformation in Ukraine so as to ensure sustainable development in crisis conditions. Analyses results. Business models (BM) are models of a business system activity, which is always aimed at meeting certain needs. The crisis driven by the pandemic the Covid-19 caused changes in consumer needs and requirements for the ways of their satisfaction, which could not but lead to innovative changes in e-commerce business models. Redesigning or creating a new BM means creating new model components (target customer segments, value propositions, delivery methods, revenue models, key activities, etc.) and/or rearranging the main BM components. To estimate the impact of the pandemic on different types of e-commerce business models, we assessed changes in their components based on the Osterwalder framework. The analysis of these changes showed that the most significant innovations occurred in such components as key consumer segments and needs, which the value proposition is to meet, and, as a result, the value proposition itself as well as the channels of value distribution and ways of interacting with customers. Changes in other components, in particular, revenue generation, appeared to be secondary, although necessary for technological support of renewed business models. Under restrictions on physical contact, new key consumer segments have emerged. Changes in consumer priorities and requirements have forced e-commerce businesses to reconsider their priorities and product mix, complementing their product offerings with related services, and to refocus their BM, partnerships and terms of cooperation. Analysis of the experience of successful e-tailers has shown that the pandemic has led to fundamental changes in the value proposition beyond the change in assortment and digitalisation of the value proposition, including: 1) replacing the offer of a value available for purchase with the value delivered/provided to the consumer; 2) expanding the value proposition to include its visualisation, its virtual testing or virtual use; 3) transition from offering real products to offering their virtual analogues; 4) expanding the value proposition of a product or service through socialisation and gamification of the process of choosing and purchasing goods in e-commerce to restore the social experience lost during the pandemic; 5) transforming the process of choosing and purchasing value into a value proposition itself; 6) creating a purely virtual value proposition for virtual buyers in the form of a package of virtual goods and services without physical analogues, with their further testing and purchase without or with replacement with material copies of virtual products. The need for cheaper, faster and more contactless processing and delivery of a large number of orders prompted the development of automated warehouses: the dark store business model gained in popularity; the format of fast delivery on demand was developed, including for goods that were never supplied in such a way before (food deliveries from restaurants). The dark store model and the innovativeness of its elements are studied. It is also shown that under conditions of decreasing buying ability, it proved advisable to introduce the “Buy now, pay later” (BNPL) service into the e-merchant model, creating a sustainable business ecosystem centred around the online merchant and the BNPL provider platform. It is shown that the most successful in adapting their business models to the challenges of the pandemic appeared to be multivendor marketplaces that implemented the BNPL service and rebuilt their logistics. Conclusions and directions for further research. Although almost all disruptive innovations in e-business models had been made in the pre-covid period, a lot of supporting innovations were stimulated by the challenges of the Covid situation. Changing target segments, needs, and consumer preferences have forced e-businesses to update value proposition, customer relationships, delivery channels and revenue models, with appropriate changes in business models based on the use of the most advanced digital technologies. At the same time, pandemics are not the only unpredictable global factor affecting the development of entrepreneurship in general and e-commerce business models in particular; the impact of other extreme situations, either natural, epidemiological or socio-political, is also significant. The effective adaptation of Ukraine's e-commerce business models to the impact of extreme situations such as military conflicts of various scales is gaining particular relevance, and the ways to achieve this should be the subject of further research.

Innovative Approaches and Information Technologies in Organizational Support of Educational Activities

The aim of the article is to develop a new approach to organizing educational activities in higher education institutions that aligns with the goals and principles of the Bologna Process, specifically aiming to promote flexibility, mobility, and the improvement of the quality of higher education in accordance with the standards adopted in the European Higher Education Area. To address the set tasks, a complex of research approaches and methods was employed: the literature review method – to investigate literary sources and analyze previous studies on the use of business simulations, particularly in higher education, and their impact on the educational process; the abstraction method – to identify components of modern business simulations; "Lean Canvas Analysis" – to analyze key components of the IT application's business model. The scientific novelty of the work lies in the development of a concept for establishing active collaboration between higher education institutions and enterprises in the education process of learners using information technologies. Conclusions. The research highlighted the importance of transforming educational business simulations from a simple element of methodological support into a key tool for organizational support in higher education institutions. Considering these aspects, further research and development of business simulations in educational programs can significantly improve the quality of preparing learners for professional activities. Overall, the use of business simulations in education can contribute to more effectively implementing the principles of the Bologna Process, fostering the qualitative preparation of learners and their readiness for the challenges of the modern job market. The innovative approach proposed in the paper for forming an individual educational trajectory based on stakeholder proposals provides learners with the opportunity to acquire practical skills that meet real workplace needs. It also ensures that enterprises have access to highly qualified professionals with experience in their field. Keywords: organizational support of higher education institutions, informational support of higher education institutions, quality of education, Bologna Process.

RESILIENT SYNERGY: СRAFTING INTEGRATED SMART BUSINESS MODELS FOR EU-UKRAINIAN RECOVERY

The aim of this article is to investigate the potential of integrated smart business models in fostering economic recovery, with a specific focus on the European Union (EU) and Ukraine. The research seeks to understand the impact of smart business models, driven by technology, entrepreneurship, and sustainable practices, on the resilience and growth of these regions, especially considering the challenges posed by the ongoing war in Ukraine. The research utilizes a comprehensive index of smart business models based on the entropy method. Modelling and forecasting were conducted using three scenarios involving Markov chains. The study allows us to understand which components of smart business models have the greatest impact on the recovery of the EU and Ukraine and how they can improve their metrics to stimulate innovation and digital transformation. The research identified a group of indicators related to sustainability and social responsibility as the most significant for the application of smart business models. It highlights how these innovative models, driven by cutting-edge technologies and sustainable practices, offer a path to economic rejuvenation and long-term stability. The article emphasizes the need for collaborative efforts between the EU and Ukraine, aligning policies and fostering cooperation. Ultimately, it advocates for innovation, collaboration, and resilience as the means to overcome adversity and forge a prosperous future for both regions.

What is unique about sustainable business models for the base of the pyramid?

AbstractResearch on sustainable business models (SBMs) has been hindered by the use of traditional business model (BM) components indiscriminately applied to explain sustainable value (SV). Moreover, little has been done to reveal key components in BMs aiming to address the needs of the poor; that is, that part of the population referred to as the base of the pyramid (BoP). Following a case study methodology, we observe that conventional components are insufficient to clearly explain SV in SBMs for the BoP. The main contribution of this research is that it discloses that in SBMs for the BoP, activities (grouped into elements and components) are distinctively amalgamated to produce SV. This arrangement might be unique to SBMs for the BoP, and here we opt to present it in the form of a framework that articulates both a priori and emergent components and elements. In this framework, value adoption and value transmission are integrated as new components for analyzing this type of BM.

Business model shift in independent restaurant operation: the COVID-19 impacts

ABSTRACT Restaurant operators adapted their business practices and concepts during the COVID-19. The aim of this research is to identify the transformation of key components of independent restaurant business models. We used a reference framework comprising three key variables—Process, People and Profit—used to distinguish the influence of fast failure concept and the necessary adaptation of the traditional revenue model. The impact of this crisis on their business models and the decisions on which some practices are grounded have allowed us to review traditional processes and assess their relevance. This research is based on 10 interviews with restaurant operators located in various regions of Québec (Canada). The results show that, in this period of insecurity shared by customers and restaurant operators, processes were the components most affected by this upheaval. These processes were characterized by sharing of responsibilities among team members, speed of deployment of tests, and the importance of three elements: partners with multidisciplinary skills, stakeholders, and financial performance centered on profit margins instead of the usual volume aspect. Organic adaptation centered on experimentation and mutual adjustment of resources are what characterized an emergent form of business model in the restaurant industry.

The “milky ways”: emerging sustainable business models for sustainable value creation in the dairy industry

PurposeThis study aims to analyse the components of sustainable business models (SBMs) in the dairy industry, in relation to firm-relevant organisational features (size, ownership structure and production process) and through the lenses of the business model framework and the sustainable value exchange matrix (SVEM). This contribution proposes a taxonomy of emerging SBMs and sustainable value creation in the dairy industry.Design/methodology/approachThis research makes use of a multiple case study approach, with cases selected in collaboration with industry experts. The selected firms are highly committed to sustainability transition. Results are drawn from qualitative data obtained from in-depth interviews and secondary sources. The interpretation phases, initially based on open coding, have been enriched by applying the components of business models (BMs) frameworks and the SVEM, and the analyses have been enhanced through an additional interpretative workshop with experts.FindingsThe authors related the BMs characteristics of some typical dairy firms transitioning to sustainability, using SBM components and taxonomies emerging in the literature, based on the formalisation of sustainability practices, the scope of operations, and the degree of integration of the three dimensions of sustainable value. These findings led to the discovery of three types of SBM in this dairy industry, referred to as “Milky Ways”.Originality/valueThis paper contributes to the scant literature on sustainability in dairy firms, highlighting the different paths followed by small and medium-sized enterprises (SMEs), cooperatives and large companies in remoulding their business models towards sustainability and thus achieving sustainable value creation.