Business Model Generation Research Articles

The Green Multi Business Model Innovation Brain

Advanced Green technologies integrated in Business Models and Green Multi Business Model Innovation processes introduce a new leadership and management agenda of Green Business Models. Fast innovation of sensing, persuasive and virtual Business Modelling that can operate autonomously and dynamically primarily lead by machines. Green Multi Business Model Innovation Brains will soon be the state of the art in Business that want to become Green – but also for businesses that want to do circular and/or sustainable business modelling.
 Businesses will build Green Multi Business Model Innovation competence and advanced Green Multi Business Models Innovation Brains capable to innovated and operate Green Business Models to all kinds of Business Model Ecosystems. This will open up to new Green Multi Business Model Innovation potential and create a new generation or archetypes of Business Models, new practice of Multi Business Model Innovation.
 The paper is a second articles and extension of a conceptual paper on Multi Business Model Brains. First paper was presented at the BIT Sindri IEEE Conference 2020 conceptualizing on how a Multi Business Model Brain could be constructed and would operate supported by advance sensor technologies, artificial intelligence technologies, deep learning, persuasive technologies, Multi Business Model Innovation pattern analysis and libraries of BM archetypes. In combination they will all be important supporting tools to the Multi Business Model Innovation Brain – but now also to the Green Multi Business Model Innovation Brain. 8 case examples shows how Green Multi Business Model Innovation Brains can work in different contexts – in physical, digital, virtual and combined Business Model ecosystems.

Collaborative Mobility: Common Features in a new Generation of Mobility Business Models

Mobility has been massively disrupted by new-generation telecoms and mobile apps, which allow an optimised utilisation of both transport means and infrastructures. When it comes to this kind of mobility, transport authorities and ‘traditional’ transport planning can only do little. Citizens step in and fill in the gaps at the local level by co-creating mobility solutions: private and commercial vehicles, tracking and geo-location capabilities, smart communication devices, a transportation infrastructure grid. Without additional investment in physical assets for marginal uses of the infrastructure, and without adding more vehicles to the streets, it becomes possible to ‘kick start’ a new mobility ‘metabolism’ through collaborative solutions that concatenate several ‘sharing’ approaches: car-pooling, car-sharing, crowd-parking, bike-sharing, cargo-pooling, data-sharing.In sum, new technologies can bridge social capital and citizen power with the valuable aspects of free market economics. In addition, crowd-sourcing mobility solutions make economic sense and bring democratic thinking and environmental conscience.

Self-augmenting Knowledge Base for Informed Decision Making With Biomedical Applications in Cancer Diagnosis

Fuzzy sets methodology to automatically generate knowledge base for informed decision making is proposed. As a proof of concept it has initially been applied to generate regulatory/health/environmental guidance rules for textile and apparel companies. Subsequently, the system will be augmented to incorporate additional consumer goods, and down the road, after some modifications, could be utilized as a much needed health care disruptor tool in personalized medicine for both patients and clinicians. The apparel category provides for a diverse set of mandatory regulations and some voluntary standards. Mandatory requirements such as CPSIA, FTC for Care and Textile labelling, in addition to AATCC requirements for colourfastness and formaldehyde were taken into consideration. Initial focus was on carcinogenic dyes and pigments. Databases from the International Agency for Research on Cancer (IARC), the US National Toxicology Program (NTP) are to be incorporated, in conjunction with computational intelligence, to identify potential toxins or carcinogens present in the industrial process or the final product, thus alerting manufactures and consumers through a user-friendly interface. This capability can be quickly developed and validated using modern software product development approaches incorporating Design Thinking, Agile Development with Scrum, and Business Model Generation to get this to market where key benefits can be derived

Iot based laundry services: an application of big data analytics, intelligent logistics management, and machine learning techniques

The authors propose an innovative Internet of Things (IoT) based E-commerce business model Cloud Laundry for mass scale laundry services. The model utilises big data analytics, intelligent logistics management, and machine learning techniques. Using GPS and real-time update of big data, it calculates the best transportation path and update and re-route the logistic terminals quickly and simultaneously. Cloud laundry intelligently and dynamically provides the best laundry solutions based on the current state spaces of the laundry terminals through the user's specifications and thus offers local hotel customers with convenient, efficient, and transparent laundry services. Taking advantage of the rapid development of the big data industry, user interest modelling, and information security and privacy considerations, cloud laundry uses smartphone terminal control and big data models to maintain customers’ security needs. Different from the traditional laundry industry, cloud laundry companies have higher capital turnover, more liquidity, and stronger profitability. Therefore, this new generation of smart laundry business model could be of interest to not only academic researchers, but E-commerce entrepreneurs as well.

A case study of a radical constructivist approach to teaching innovation

Business schools could be more effective in teaching students how to create new business models. Skills for de novo business model generation and exploration are now commonly taught in undergraduate business programs. Innovation, however, is often presented as a theoretical topic leaving the fuzzy front-end of this process to the imagination of the students. The emergent management discipline of business design and the practice of design thinking that lies at its core provide additional tools and methodologies that may enrich the curriculum; however, students may not have the opportunity to apply these tools and learn innovation by doing. This study documents an approach that holds promise for addressing this issue.

Decentralized Business Models: Impact of blockchain technology on business model generation

Even though blockchain technology, since its first presentation in the Bitcoin whitepaper, has received lots of attention from both individuals, or private and public international organizations, its development has not always been enthusiastically welcomed and often created more confusion than expected. Albeit currently almost everyone agrees that blockchain is (technology-wise) the great successor of the Internet, its tremendous potential is also highly challenging. Growing number of various constructs utilizing blockchain technology in a very innovative manner have emerged. However, they have also created a complex ecosystem with many initiatives being far away from the original blockchain proposition. As a result, it has become crucial to understand what blockchain technology has to offer, what kind of impact it could have on existing businesses, and whether blockchain allows new business models to be created. The aim of this paper is to discuss and evaluate both the blockchain’s potential, as well as its limitations and its implications for development and generation of business models.

Mejor en Bici: business model innovation and shared value

Study level/applicability This case is appropriate for entrepreneurship courses where the topics are generation of business model, business model innovation and shared value. It can be used at undergraduate and graduate levels. Case overview This case addresses the challenges that Mejor en Bici (in English: Best by Bike), a start-up that promotes mobility by bicycle, had to face from 2010 to 2015 at the level of its business model and generation of shared value. The case narrates the main achievements and obstacles in this path of entrepreneurship and how, through this process, a business model should be designed that allows strategic decisions to be taken to achieve sustained growth. In addition, this case examines how from early stages in entrepreneurship it is possible to generate shared value as a strategic component. Expected learning outcomes Identify and present the value proposition of Mejor en Bici to understand where a business model starts. Design and evaluate the business model of Mejor en Bici from an innovation perspective. Apply the concept of shared value in the generation of a business proposal for Mejor en Bici based on their business model. Supplementary materials Osterwalder, A., & Pigneur, Y. (2010). Business model generation: a handbook for visionaries, game changers and challengers. John Wiley & Sons. Pages: 14-44; 56-108; 244-262. Porter, M. E. and Kramer, M. R. (2011). The big idea: Creating shared value. Harvard Business Review, 89, 1-18. Amit, R. and Zott, C. (2012). Creating value through business model innovation. MIT Sloan Management Review, 53, 40-59. Social implications The social implication of this case lies in the motivation and guidance that potential entrepreneurs and students who analyze this case will receive. They can learn from a successful but complex experience how to start a business in a sustainable and responsible way. Subject code CSS 3: Entrepreneurship

Energy Supplier 2.0: A conceptual business model for energy suppliers aggregating flexible distributed assets and policy issues raised

The ongoing digitalization of the energy sector opens up opportunities for novel business models which can help to overcome some of the challenges accompanying the sustainable energy transition. One necessity in a more decentralized energy system with high shares of intermittent renewables is the provision of flexibility. This paper empirically applies the business model generation approach of Osterwalder and Pigneur (2010) in order to enhance our understanding of these transition challenges. The insights gained indicate that the focus of business models in the electricity supply market has to switch to a customer-driven perspective. To this end, the conceptual business model of an “Energy Supplier 2.0” as a dedicated aggregator of flexible capacities on the household level is investigated, showing how a specific new energy business model can tap the potential of distributed flexible energy assets. We find that the aggregation of the inherent economic potentials of these flexibilities is suitable to provide additional revenue streams, support grid operators, and promote customers to become “prosumers”. Despite these promising advantages, we find in the case of Germany that the current regulation and policies need to be adapted to achieve a broader diffusion of this type of business model and offer suggestions on the implementation.

Knowledge Acquisition and Business Modeling Using Experiental Learning Approach to Entrepreneurship

Boosting entrepreneurial thinking and emphasizing its usefulness at all levels of education is a response to support the Entrepreneurship 2020 Action Plan (European Commission, 2013), use the international potential, and revolutionize the culture of entrepreneurship in the EU. In order to increase both the attractiveness and effectiveness of entrepreneurship education, mainly at HEI, a variety of methods, tools and materials will be developed. Entrepreneurship, creativity and interpersonal communication are the key transversal skills necessary for working today in a multicultural environment. However, for shaping an entrepreneurial mindset, students need clear objectives and understanding embedded with multidisciplinary knowledge as well as competences to implement useful solutions in business practice. In this sense, an approach based on experiential learning and teaching has become a requirement in the education process. The purpose of the conducted research is to explore and carry out a synthesis of practice-oriented methods and experiental learning activities in entrepreneurship education to support students in solving real business problems by interacting in multicultural teams. The cognitive aim of this paper is to present the iterative and participatory co-creation process of business models generation by international students based on their experience, observation, and reflection within the framework of the Erasmus+ Strategic Partnership Project titled Entrepreneurship and Communication in Multicultural Teams (ECMT+). During the three entrepreneurship training workshops (Intensive Programmes 2017-2019) in total nearly 150 students from seven European high education institutions represented 16 nationalities. The study reveals positive effects of applied methods of experiental entrepreneurship education, significant involvement of participants in achieving the goal and gaining professional knowledge regarding to business model generation.

Business Models for Energy Suppliers Aggregating Flexible Distributed Assets and Policy Issues Raised

The ongoing digitalization of the energy sector opens up opportunities for novel business models, which can help to overcome challenges that accompany the transition towards a sustainable energy supply. One necessity in a more decentralized energy system with high shares of renewables is the provision of flexibility. This paper uses the business model generation approach of Osterwalder and Pigneur (2010) to understand the challenges of the transition towards distributed power generation for energy suppliers. The insights gained indicate that the focus of business models in the electricity supply market has to switch to an offer-driven perspective. To this end, the business model of an “Energy Supplier 2.0” as a dedicated aggregator of flexible capacities on the household level is investigated. It is found that the aggregation of flexibilities can provide additional revenue streams, extra customer comfort, support for grid operators, and reduce society’s costs for the sustainable energy transition process. Despite these promising advantages, and even though early movers indicate economic interest, we find that the current regulation and policies bear obstacles for a broad diffusion of this type of business models in the energy sector. We identify several obstacles and suggest solutions how to overcome legislative hurdles where possible.

Understanding the Acceptance of an eHealth Technology in the Early Stages of Development: An End-User Walkthrough Approach and Two Case Studies

BackgroundStudies that focus on the acceptance of an electronic health (eHealth) technology generally make use of surveys. However, results of such studies hold little value for a redesign, as they focus only on quantifying end-user appreciation of general factors (eg, perceived usefulness).ObjectiveWe present a method for understanding end-user acceptance of an eHealth technology, early in the development process: The eHealth End-User Walkthrough.MethodsDuring a walkthrough, a participant is guided by using the technology via a scenario, a persona, and a low-fidelity protoype. A participant is questioned about factors that may affect acceptance during and after the demonstration. We show the value of the method via two case studies.ResultsDuring the case studies, participants commented on whether they intend to use a technology and why they would (not) use its main features. They also provided redesign advice or input for additional functions. Finally, the sessions provide guidance for the generation of business models and implementation plans.ConclusionsThe eHealth End-User Walkthrough can aid design teams in understanding the acceptance of their eHealth application in a very early stage of the design process. Consequently, it can prevent a mismatch between technology and end-users’ needs, wishes and context.

Product Profiles: Modelling customer benefits as a foundation to bring inventions to innovations

According to recent studies, early and clearly defined customer’s demands and provider’s demands are necessary elements for the future success of a product. Product profiles within the scope of ASD – Agile Systems Design describe these demands. As product characterizations in the early development phases, product profiles do not anticipate the technical realization of the product, but rather model customer’s benefits and provider’s benefits as use cases, requirements and boundary conditions and thus include value-added product attributes. By this, product profiles represent the interdisciplinary design objective and form the core of the related generation of business models. However, there is a lack of a suitable methodology to systematize the generation of product profiles. There are no approaches that allow the consideration of corresponding reference products in the context of PGE – Product Generation Engineering when generating product profiles. Starting with a retrospective study, more than 100 product profiles and their development in three Live-Labs with industrial participation as well as three industrial innovation projects are analyzed. Based on this a definition of product profiles is derived and a product profile scheme to model profiles is introduced. Furthermore, the different modules as elements of product profiles are explained.

Learning From Start-Ups – Ideas for Business Developers [How ABB Entered the Market of Energy Management Solutions

For any corporation the chain from a business idea to a winning business model is highly challenging – even in high-potential markets. In the following work a mix of scientific methods like lean management, traditional and new established ones is used to investigate the process of business model generation.

Osterwalder’s business model canvas: Its genesis, features, comparison, benefits and limitations

This essay is a brief exploration of Osterwalder’s Business Model Canvas. The author discusses the genesis of the Business Model Canvas, the unique features of the approach of the Business Model Canvas, and then compares the Business Model Generation to other business model approaches. Finally, the benefits and/or limitations of using Osterwalder’s business model canvas in the context of the author’s organization – a higher education organization, are examined.

A Novel Approach to Innovation Platforms: Symbiotic On/Off Spaces, Cross-Industry Sponsor

To adapt to fast-changing industrial disruption, Airbus Defence and Space and Airbus Operations recently developed a novel approach to innovation platforms. Drawing inspiration from the established models of corporate accelerators, it brings about two unprecedented novelties. One is the creation of two complementary innovation spaces working in symbiosis: an internal space (on-site) aimed at fostering incremental innovation, with a strong focus on hardware and processes; and an external space (off-site, centrally located) aimed at fostering disruptive innovation through exposure and support to ideas and models coming from other industries, academics, the start-up scene, and the general public. These spaces are interconnected, providing the right balance of corporate skills support and creative solutions for societal and industrial good. The other novelty is the first-ever combination of the space and aerospace competencies as part of the same innovation platforms. An equal share of support is provided by the relevant Airbus parties, bringing new opportunities for technology transfer, synergies, and new business model generation. This requires the alignment of stakeholders' interests, the definition of a common process, governance scheme, and funding mechanism. This model is being tested at the site of Bremen, Germany, with potential further development across other Airbus sites in Europe and has already allowed the generation of innovation.

LightCDD: Application of a Capability-Driven Development Method for Start-ups Development

Novice innovators and entrepreneurs face the risk of designing naive business models. In fact, lack of viability in business models is perceived to be a major threat for the start-up success. Both the literature and the responses we gathered from experts in incubation present evidences of this problem. The LightCDD method helps entrepreneurs in the analysis, design and specification of start-ups that are context aware and adaptive to contextual changes and evolution. In this article we describe the LightCDD method, a context-aware enterprise modeling method that is tailored for business model generation. The LightCDD applies a lightweight Capability‑Driven Development (CDD) methodology. It reduces the set of modeling constructs and guidelines to facilitate its adoption by entrepreneurs, yet keeping it expressive enough for their purposes and, at the same time, compatible with the CDD methodology. We provide a booklet with the LightCDD method for start-ups development. The feasibility of the LightCDD method is validated by means of its application to one start-up development case. From a practitioner viewpoint (entrepreneurs and experts in incubation), it is important to provide integrative modeling perspectives to specify business ideas, but it is vital to keep it light. The LightCDD is giving a step forward in this direction. From a researcher point of view, the LightCDD booklet facilitates the application of LightCDD to different start-up development cases. The feasibility validation has produced important feedback for further empirical validation exercises in which is necessary to study the scalability and sensitivity of LightCDD.

You don’t have to be an entrepreneur to be entrepreneurial: The unique role of imaginativeness in new venture ideation

Bestsellers like The Lean Startup and Business Model Generation have suggested that ideation—the generation and selection of ideas—is important to new venture creation; yet, little empirical research on the topic has been conducted. Using a creative problem-solving approach, we developed and tested a new scale that found imaginativeness predicts new venture ideation over and above the effects of the usual suspects of attitude, knowledge, and evaluation. Imaginativeness is an ideational skill that combines task-relevant knowledge in three distinct domains—creative, social, and practical—with the latent ability of imagination. In this article, we explain why a new scale was needed, why imaginativeness appears to be especially useful to individuals who lack entrepreneurial experience, and how imaginativeness enables just about anyone to generate and select new venture ideas with the proficiency of a habitual entrepreneur.

РЕШОРИНГ КАК ФОРМА РЕИНДУСТРИАЛИЗАЦИИ

For more than half a century, offshoring has been a noteworthy business strategy amongst many industry sectors. The companies of all sizes which were aiming to expand business by reducing costs and accessing foreign markets tended to actively apply it in their activities. However in recent years, there appear more and more evidences indicating that offshoring strategies may no longer continue to provide the same level of benefits for organizations’ manufacturing activities. Companies have begun to establish a better understanding of the total risk/benefit-balance and base their supplier decisions on strategic supply chain issue rather than simply relying on cost analysis. Hence it is obvious that there are tendencies to reverse the offshoring strategy and to reshore manufacturing activities back to the home country. Despite the significance of this phenomenon to manufacturing, the literature dealing with the supply chains has focused predominantly on the macroeconomic analysis whilst the literature on the operational aspects of reshoring is relatively sparse. Over the past few years manufacturing sector has witnessed a considerable revolution in the way that the respective industries operate. One of the most recent production strategies used in the Western countries such as USA, Germany, France and UK is reshoring strategy. Reshoring currently receives significant attention by the media as well as academic environment. This is due to the urgent requirement to meet the customer specifications and survive in a dynamic business environment. As a result of this a new generation of technologies and business models are being developed to substitute the previously offshored manufacturing activities.&nbsp

InnoStartup ‑ a Toolbox for Innovation in Software Development Process

This paper presents an approach called InnoStartup that provides ways to address issues related to innovation such as business design, market analysis, creative problem solving and stakeholders' feedback in the software development process. Therefore, the InnoStartup approach uses as reference the stages of an innovation management process, as well tools provided by the following innovation-driven approaches: Business Model Generation, Blue Ocean Strategy, Design Thinking and Lean Startup.

Organizational dynamism and adaptive business model innovation: The triple paradox configuration

Firm performance in turbulent business environments strongly depends on the adaptive (re)generation of the firm's business model. However, studies on the enablers of business model innovation are sparse. This study leverages the literature on dynamic capabilities, on organizational ambidexterity/vacillation, and Lewis's view of organizational paradoxes to build an integrated model of organizational dynamism that includes seven dimensions: three pairs of paradoxical constructs (cooperation–competition, exploration–exploitation, and conformity–agency) and dynamic capabilities. The study posits that these seven dimensions of organizational dynamism describe the key enablers of adaptive business model innovation (ABMI). The results of applying a fuzzy set qualitative comparative analysis (fsQCA) to 35 selected cases confirm that the paradoxical dimensions of organizational dynamism, although logically opposed, strongly intertwine in enabling the adaptive (re)generation of a firm's business model. Further, this article highlights fsQCA's suitability to test models that include paradoxical constructs.