Different Types Of Business Models Research Articles

Innovative Design of Marketing Ecosystems

This study is devoted to the issues of ecosystems and the ecosystem approach. The formation and use of marketing ecosystems can simplify both the processes of transformation of technological patterns and the interaction of different types of business models of enterprises. A separate focus is on marketing ecosystems as one of the important innovations of Industry 5.0. The transition from Industry 4.0 to Industry 5.0 is accompanied by the creation of the necessary software and algorithmic base of quantum computing, introduction of technologies for visualisation of management decisions, development of neuromorphic models of enterprise architecture, digital twins of business processes.The purpose of the study is to develop approaches to designing a marketing ecosystem within the framework of Industry 5.0 and Industry 4.0, which is necessary for building effective interactions between innovative enterprises of different business spheres. The article considers the stages of innovative design of new marketing ecosystems, the result of which is the end-to-end integration of information resources of their member enterprises, which is necessary for the consolidation and synchronisation of structured and unstructured data on different business models of companies and the organisation of predictive analytics mechanisms. In the course of the work, the method of scientific analysis of literature on the research problem was applied, and the empirical experience of the authors of the article was used. The results of the study will be useful to all managers of innovative companies as well as the heads and employees of marketing departments of these companies.

THE IMPACT OF DIGITAL PLATFORMS ON INDUSTRIAL ENTERPRISES: АN EMPIRICAL ANALYSIS IN THE CONTEXT OF EXTERNAL SANCTION PRESSURE

The rapid technological revolution, the shortening of the life cycle of many products, the spread of the principles of ‘universal connectivity’ in industry are forcing manufacturers to develop new business models that reduce the time to market products, increase productivity, and create new principles for delivering value to consumers and interacting with partners. Platform business models are the answer to these challenges. At the same time, industrial companies are increasingly not only platform participants but also platform registrants themselves. Based on the identified strategies for the implementation of different types of business models by industrial companies, the article discusses the potential impact of their implementation. The research presented provides a new perspective on the relationship between the chosen combined models of platform solutions and the performance of industrial companies in the context of sanctioned restrictions on access to financial capital. The empirical analysis allowed us to draw conclusions about the greatest impact on the financial results of the choice of the ‘leader’, ‘diversifier’ and ‘advanced e-commerce’ models when these companies operate on international platforms. To diversify and enter new markets — the ‘leader’ and ‘diversifier’ models and the choice of the ‘extended e-commerce’ model prevent the creation of new markets. The choice of a particular model for implementing platform solutions is influenced (with the highest degree of significance) by the availability and access to the financial capital of industrial companies.

Business models for communication departments: a comprehensive approach to analyzing, explaining and innovating communication management in organizations

PurposeThe question of whether and how communication departments contribute to organizational value creation has rarely been addressed in research. Such evidence is crucial, however, as communications compete internally with other functions (e.g. marketing and human resources (HR)) for budgets and staff. This article fills the gap by applying the business model concept, an established approach from management theory and practice, to communication units.Design/methodology/approachBased on an interdisciplinary literature review, the authors propose the Communication Business Model (CBM) as a new management approach for communications. To this end, pertinent definitions, frameworks and typologies of business models are analyzed and combined with insights from corporate communications literature.FindingsThe CBM outlines the generic architecture of business models for communication departments. Such models describe the basic principles of how such a unit operates, what services and products it provides, how it creates value for an organization and what revenues and resources are allocated.Research limitations/implicationsThe approach stimulates the debate on communication units as objects of observation when researching communication management practices. Further research with appropriate empirical methods is needed to identify and study different types of business models for communications.Practical implicationsThe CBM can be used as a management tool to analyze, explain and innovate communication management in organizations. It is a fertile approach for communication practitioners to make the work of their department visible and to position themselves internally and externally.Originality/valueTransferring a well-known concept from general management to communication management enriches the value creation debate in theory and practice. It allows communication leaders to align their work with organizational goals and make it accessible to top management and other decision-makers in the organization. It also opens up new avenues for research and education.

Potential business model for a European vaccine R&D infrastructure and its estimated socio-economic impact.

Research infrastructures are facilities or resources that have proven fundamental for supporting scientific research and innovation. However, they are also known to be very expensive in their establishment, operation and maintenance. As by far the biggest share of these costs is always borne by public funders, there is a strong interest and indeed a necessity to develop alternative business models for such infrastructures that allow them to function in a more sustainable manner that is less dependent on public financing. In this article, we describe a feasibility study we have undertaken to develop a potentially sustainable business model for a vaccine research and development (R&D) infrastructure. The model we have developed integrates two different types of business models that would provide the infrastructure with two different types of revenue streams which would facilitate its establishment and would be a measure of risk reduction. For the business model we are proposing, we have undertaken an ex ante impact assessment that estimates the expected impact for a vaccine R&D infrastructure based on the proposed models along three different dimensions: health, society and economy. Our impact assessment demonstrates that such a vaccine R&D infrastructure could achieve a very significant socio-economic impact, and so its establishment is therefore considered worthwhile pursuing. The business model we have developed, the impact assessment and the overall process we have followed might also be of interest to other research infrastructure initiatives in the biomedical field.

Road pavement energy harvesting: A technological, economical and cost-benefit analysis

ABSTRACT With the growing need for cleaner energy sources, research into the energy harvesting industry has increased over the last years. Roadways and transport infrastructure are promising contexts for energy harvesting due to their global coverage, being continuously exposed to everyday traffic-induced pressures. This study presents a model for Technical and Economic Analysis, as well as a Cost-Benefit Analysis model for Road Pavement Energy Harvesting systems. These models are then applied in a grid injection scenario, testing their applicability on a system developed by a startup company. Results show that the tested technology is economically viable for scenarios under subsidized regimes, but not yet for grid injection applications, suggesting the need for financial incentives in the field. However, it is argued that these systems hold major social and environmental value, enabling different types of business models that might increase stakeholders’ motivation to invest.

Telehealth Business Models and Their Components: Systematic Review.

BackgroundTelehealth technology is an excellent solution to resolve the problems of health care delivery. However, this technology may fail during large-scale implementation. As a result, business models can be used to facilitate commercialization of telehealth products and services.ObjectiveThe purpose of this study was to review different types of business models or frameworks and their components used in the telehealth industry.MethodsThis was a systematic review conducted in 2020. The databases used for searching related articles included Ovid, PubMed, Scopus, Web of Science, Emerald, and ProQuest. Google Scholar was also searched. These databases and Google Scholar were searched until the end of January 2020 and duplicate references were removed. Finally, articles meeting the inclusion criteria were selected and the Critical Appraisal Skills Programme (CASP) checklist was used for appraising the strengths and limitations of each study. Data were extracted using a data extraction form, and the results were synthesized narratively.ResultsInitially, 4998 articles were found and after screening, 23 were selected to be included in the study. The results showed that new telehealth business models were presented in 13 studies, and the applications of the existing business models were reported in 10 studies. These studies were related to different types of services, namely, telemonitoring (4 studies), telemedicine (3 studies), mobile health (3 studies), telerehabilitation (3 studies), telehealth (2 studies), assisted living technologies (2 studies), sensor-based systems (2 studies), and mobile teledermoscopy, teleradiology, telecardiology, and teletreatment (1 study related to each area). In most of the business models, value proposition, financial variables, and revenue streams were the main components.ConclusionsApplying business models in the commercialization of telehealth services will be useful to gain a better understanding of the required components, market challenges, and possible future changes. The results showed that different business models can be used for different telehealth technologies in various health systems and cultures. However, it is necessary to evaluate the effectiveness of these models in practice. Moreover, comparing the usefulness of these models in different domains of telehealth services will help identify the strengths and weaknesses of these models for future optimization.

Formation of the optimal business model of a logistics company

The article is devoted to the study of the main types of business models that a logistics company can use depending on its life cycle and development strategy. The main components of the business model are given, which determine the problems of formation and implementation of the selected business model of a logistics company. The author's approach to the concepts of "asset-light business model" and "asset-based business model" is proposed. The characteristic features of each business model, potential problems from their use, and the advantages that the implementation of the "asset-light business model" gives are determined. The evolution of business models and its modifications, which are determined by the stages of the life cycle of a logistics company and are determined by the influence of the main components of the business model, have been investigated. The structuring of logistics providers by types of business models has been carried out, which makes it possible to clearly determine the potential for logistics company`s success and the content of the main components, in accordance with the chosen business model. Based on the theoretical developments of the authors, an analysis of logistics companies that use the "asset-light business model" and "asset-based business model" was carried out. The resource provision of each business model is analyzed. It has been substantiated that, despite the type of business model, the main problem is how, using own, leased or resources of other participants in the logistics services market, namely subcontractors, to form an optimal business model or adapt the existing one to the changing conditions of the external environment. To reach this goal, different strategic management tools are used, which include the canvas of the business model. The advantage of using this tool for visualizing the main components that determine the influence of external and internal spheres on the business model of a logistics company has been substantiated. A business model canvas was formed for each logistics company, with different types of business models, which made it possible to determine the competitive advantages of each company. The analysis of indicators (metrics) that are used to assess the effectiveness of business models made it possible to choose the DuPont model based on the return on investment capital. As a result, the influence of the main elements of the model on the final ROIC result was determined, which was confirmed by carrying out the corresponding calculations.

FROM AN INSIDE-IN TOWARDS AN OUTSIDE-OUT URBAN DIGITAL TWIN: BUSINESS MODELS AND IMPLEMENTATION CHALLENGES

Abstract. Urban Digital Twins are a virtual representation of a city environment with bi-directional communication links. They require collaborations between different actors in the urban ecosystems in order to provide a complete picture of the situation in the city. In order to define the complex relationships between the different actors in the Urban Digital Twin ecosystem, the business model literature helps to answer questions on how value can be created, and how the value network can be controlled. In this paper, we identified four different types of business models for Urban Digital Twins based on whether they are used by the government or the ecosystem, and whether the government or the ecosystem controls the value network of the Urban Digital Twin. Interviews were held in five different existing Urban Digital Twins to identify which challenges the different existing digital twins have when implementing the Urban Digital Twins. The outcomes of the business model scenarios support the design of Urban Digital Twins 1) by identifying which decisions need to be made by cities when developing Urban Digital Twins and 2) by proposing cloud requirements for technology providers supporting cities, in the development of Urban Digital Twins.

Digital transformation of SME business models as a factor of sustainable socio-economic development

The article deals with technological and managerial aspects of digital transformation of Russian SME business models. The purpose of this article is to develop theoretical and practical approaches to the study of SME business models based on the index of digital transformation of Russian SMEs to justify effective policies for sustainable socio-economic development of the regional and national economy. The article provides quantitative estimates of various parameters of SME business models digitalization using the index of digitalization for SMEs, and also notes the uneven digital development of SME business models in the structural aspect of the array of economic actors, as well as for different sectors of the economy and indicates the existing differences in “digital maturity” business models between SMEs of the capital and regional SMEs. The differences and specific features between different types of business models of SMEs depending on their degree of digital maturity are noted.

Weaving My Cocoon: Business Model Configuration and Trajectory of Chinese Coworking-Spaces

This paper investigates configuration, diversity and trajectory of coworking-space business models. Coworking-spaces are modern, collaborative and flexible workplaces where independent individuals and teams share spaces and amenities, and the assemblage further intensifies their social interaction and information exchange. When an increasing number of creative workers is transferring to coworking-spaces, crystallising various types of coworking-spaces is of significance because the contemporary workplaces shape the context for idea generation and innovation. Our qualitative study reveals four value creation components and specific value capture approaches of coworking-spaces, as well as and how they configure four different types of business models of coworking-spaces. Furthermore, our longitudinal data suggests a framework of business model trajectory that indicates a self-reinforcing process of coworking-spaces business models despite the diversified levels of openness to users. This study contributes to a comprehensive picture and understanding of coworking-spaces. The findings add to business model literature by extending extant design themes and introducing business model trajectory concept.

Platform-mediated tourism micro-entrepreneurship: implications for community-based tourism in Thailand

本论文旨在分析科技平台对本地社区的作用, 包括降低风险和创造机会, 从而连系了微创业、共享经济、和社区型旅游之间的科研内容。研究设计/方法/途径研究样本包括六个在线平台（两个本地、四个国际）服务于泰国微创业主们。本论文采用系统分析法来比较个中平台之间的细小差别和有利于社区型旅游产业的特点。分析方法为主题分析法。研究结果研究发现了三种不同商业模式, 基于旅游产品、会员制、对目的地社区的贡献等三方面。旅游产品包括定制化旅游路线和私人旅游导游、当地美食体验、工坊、以及其他的当地/社区型活动。最主要的是, 泰国网络平台与泰国政府紧密合作, 以促进旅游微创业。研究原创性/价值本论文解析了在线平台的商业模式和其对社区型旅游产业的作用, 讨论了平台对可持续发展目标的贡献, 因此, 本论文对于旅游微创业、共享经济、和社区型旅游产业的文献做出贡献。

A new circular business model typology for creating value from agro-waste.

Shifting from a linear to a circular economy in the agrifood domain requires innovative business models, including reverse logistics, new visions on customer-supplier relationships, and new forms of organization and marketing strategies at the crossroads of various value chains. This research aims to identify and characterise different types of business models that create value from agricultural waste and by-products via cascading or closing loops. Conceptual and management insights into circular business models are still sparse. In total, 39 cases have been studied that convert agro-waste and by-products into valuable products via a circular economy approach. Semi-structured interviews and on-site visits of six representative cases have been done, and secondary data been collected. Data has been treated with content analysis. Cases are presented according to the type of organisational structure, resources, transformation processes, value propositions, key partners, customers, strategic approaches and innovation. Six types of circular business models are identified and discussed: biogas plant, upcycling entrepreneurship, environmental biorefinery, agricultural cooperative, agropark and support structure. They differ in their way of value creation and organisational form, but strongly depend on partnerships and their capacity to respond to changing external conditions. This study offers the first circular business model typology within the agricultural domain, revealing the interconnectedness of the six different business model types. It provides options for managers in positioning and adapting their business strategies. It highlights the potential of using biomass first for higher added-value products before exploiting it as energy source. Cascading biomass valorisation at a territorial level will increasingly be important for locally cooperating actors within a circular bioeconomy approach.

Understanding token-based ecosystems \u2013 a taxonomy of blockchain-based business models of start-ups

Start-ups in the blockchain context generate millions by means of initial coin offerings (ICOs). Many of these crowdfunding endeavours are very successful, others are not. However, despite the increasing investments in ICOs, there is still neither sufficient theoretical knowledge nor a comprehensive understanding of the different types of business models and the implications for these token-based ecosystems. Scientific research equally lacks a thorough understanding of the different business model forms and their influence on collaboration in token-based economies. We bridge this gap by presenting a taxonomy of real-world blockchain-based start-ups. For this taxonomy, we used 195 start-ups and performed a cluster-analysis in order to identify three different archetypes and thus gain a deeper understanding. Our taxonomy and the archetypes can equally be seen as strategic guidance for practitioners as well as a starting point for future research concerning the token-based business models.

A Review on Electric Vehicle Charging Infrastructure Development in the UK

This paper focuses on the development of electric vehicle (EV) charging infrastructure in the UK, which is a vital part of the delivering ultra-low-emission vehicle (ULEV) and will transition into low emission energy systems in the near future. Following a brief introduction to global landscape of EV and its infrastructure, this paper presents the EV development in the UK. It then unveils the government policy in recent years, charging equipment protocols or standards, and existing EV charging facilities. Circuit topologies of charging infrastructure are reviewed. Next, three important factors to be considered in a typical site, i. e., design, location and cost, are discussed in detail. Furthermore, the management and operation of charging infrastructure including different types of business models are summarized. Last but not least, challenges and future trends are discussed.

Business models and provider satisfaction in in vitro fertilization centers in the USA.

The number of in vitro fertilization (IVF) cycles is increasing and the majority of patients undergoing IVF pay out of pocket. Reproductive endocrinology and infertility practitioners employ different business models to help create financial pathways for patients needing IVF but details regarding the different types of business models being used and physician satisfaction with those models have not been described previously. A cross-sectional survey was sent to members of the Society of Reproductive Endocrinology and Infertility. The survey included 30 questions designed to assess demographics, practice patterns, and business models utilized. A total of 222/736 (30%) physicians responded to the survey. The majority of physicians offer a-la-carte (67%), bundled services (69%), grants (57%), and cost/risk-sharing (50%). The majority answered that the single ideal business model is bundled services (53%). There was no significant association between financial package offered and region of practice or state-mandated insurance. The largest barrier to care reported was cost with or without state-mandated coverage (94% and 99%, respectively). The majority of practices are satisfied with their business model (75%). Higher physician satisfaction was associated with private practice [69% vs 27%; OR (95%CI) = 3.8 (1.7, 8.6)], male gender [59% vs 30%; OR = 2.4 (1.1, 5.4)], and offering bundled services [83% vs 59%; OR = 2.8 (1.2, 6.7)]. Physicians utilize a variety of business models and most are satisfied with their current model. Cost is the major barrier to care in states with and without mandated coverage.

Business models and provider satisfaction in in-vitro fertilization centers in the United States

The costs of treatment has been identified as the greatest barrier to infertility care in the United States. The average cost for an in-vitro fertilization (IVF) cycle in 2006 in the United States was $13,048 (1). The high cost has led to disparities in health care and access. As of 2015, 15 states have enacted legislative mandates that cover fertility services to varying degrees (2). There are different business models for cost appropriation in states with and without state mandated insurance. Details regarding the different types of business models have not been previously described. The purpose of this study was to assess the utilization of different business models, physician satisfaction and barriers to care. A national online survey was sent via email to 736 certified reproductive endocrinology and infertility physicians with membership in the Society for Reproductive Endocrinology and Infertility (SREI). The survey included 30 questions designed to assess demographics, practice patterns and business models utilized. The survey was initially sent in May 2017 and closed to enrollment in August 2017. A total of 222 respondents participated in the survey for a response rate of 30%. The majority of physicians offer a-la-carte (67.1%), bundled packages (69.4%), grants (57.1%) and cost sharing (50%). Clinics utilizing bundled packages, cost-sharing and grants perform more fresh IVF cycles and frozen embryo transfers per year than those that are not utilizing these packages. The majority believe that the ideal business model is bundled packages (52.7%). There was no overall significant association between financial package offered and region of practice or state mandated insurance. The largest barrier to care reported was cost with or without state-mandated coverage (93.9% and 99.3%, respectively). The majority of practices are satisfied with their business model (74.8%). Higher physician satisfaction was associated with private practice [69% versus 27%, P<0.001;OR (95%CI) = 3.8 (1.7,8.6)], male sex [58.5% versus 29.5%, P=0.001; OR=2.4 (1.1,5.4)], and offering bundled services [82.5% versus 59.1%, P=0.003; OR=2.8 (1.2,6.7)]. Physicians utilize a variety of business models and most are satisfied with their current model. Higher physician satisfaction was associated with private practice, male sex, and offering bundled services. Larger-volume clinics utilize statistically more bundled packages, cost-sharing and grants. Cost is the major barrier to care in both states with and without mandated coverage.

Carsharing business models in Germany: characteristics, success and future prospects

Carsharing provides an alternative to private car ownership by allowing car use temporarily on an on-demand basis. Operators provide carsharing services using different business models and ownership structures. We distinguish between cooperative, business-to-consumer (B2C) roundtrip and one-way, as well as peer-to-peer (P2P) carsharing. This paper characterizes these different types of business models and compares their success in terms of diffusion using a comprehensive database of all 101 German carsharing providers in 2016. The key result holds that fleet size is significantly different across business models ranging from a few cars (cooperatives in small towns), to a few hundred (B2C roundtrip in larger cities), to over a thousand (B2C one-way in largest cities), up to multiple thousands (P2P across the country). By analyzing for each operator the number of cars per capita in the city they operate in, we do not find significant differences across business models indicating the viability of each separate business model type. Hence, we conclude that business models will continue to co-exist for a while, although some of the business models may well converge in the longer run due to Internet-of-Things applications and the introduction of self-driving cars.

THE BUSINESS MODEL AND ITS ROLE IN THE DEVELOPMENT OF THE INNOVATION POLICY (ANALYSIS OF FOREIGN CONCEPTS)

Nowadays, the development of an effective innovation policy is one of the priority issues of the socioeconomic development of Russia and many other countries. However, despite the efforts made, not all of them succeeded in its solution. In Russia, like in a number of other states, the expert community continue to search or effective ways to influence microeconomic entities and, above all, businesses that would yield an adequate response. Therefore, any attempt to reveal structures which, when affected, would lead to the increase in the innovative activity of commercial organizations, are not only of theoretical but also of great practical interest. The paper analyzes proposals of foreign authors on the solution of this problem. The foreign approaches under study are focused on the recognition of the business model as a special component of commercial organizations. Its specifics should be taken into account in development and implementation of the state innovation policy in relation to business. As part of a general critical analysis of the approaches, the author summarized and systematized the existing views on the contents of business models, their types and relationships with innovations in organizations. At present, there is no common understanding in the literature that the choice of particular types of business models determining different sources of innovative activity in response to the corresponding state policy requires a prudent attitude and preliminary clarification of a number of additional conditions. The most significant of these include the type of a business model, the stability of its reproduction and position in the industry markets. The conclusions made in the paper require that new important areas of theoretical research into the domestic economy should be developed. They should be directed towards the determination of business model types in different economic sectors, their stability and development of a corresponding state innovation course with respect to them. Along with above, these conclusions lay the foundations for practical efforts to implement innovative strategies developed for enterprizes with different types of business models.

Business model types associated with network structure changes in the music industry

The music industry is developing and starting to catch up after its downturn in previous years. The number of actors is growing and coming up with different new business models to creatively enter the new market and beat competitors. Unique offerings require new partnerships which change the network structure in the business model. Many companies revise their business models as they deal with various actors with specific terms in constant change. Previous research often captures a single actor's business model and tends not to focus on providing the changing network structures in regards to the different types of business models emerging in the industry. The research reported here was carried out to identify the relationship between the available types of business models and the changing relationship structures in the music industry. The results show that changes in network structures correspond to different business model types in the case of Indonesian music industry. Further research is suggested to gain a better understanding of the implementation and evaluation of the business model types due to the changing network structures.

Business model types associated with network structure changes in the music industry

The music industry is developing and starting to catch up after its downturn in previous years. The number of actors is growing and coming up with different new business models to creatively enter the new market and beat competitors. Unique offerings require new partnerships which change the network structure in the business model. Many companies revise their business models as they deal with various actors with specific terms in constant change. Previous research often captures a single actor's business model and tends not to focus on providing the changing network structures in regards to the different types of business models emerging in the industry. The research reported here was carried out to identify the relationship between the available types of business models and the changing relationship structures in the music industry. The results show that changes in network structures correspond to different business model types in the case of Indonesian music industry. Further research is suggested to gain a better understanding of the implementation and evaluation of the business model types due to the changing network structures.