The agricultural sector plays a crucial role in Indonesia’s economy, particularly in the western region of Jambi Province. Jambi Province is known for its production of various agricultural commodities, including pineapple and arabica coffee. However, limited research has been conducted on the profitability and market performance of these crops. This study aimed to analyze the profitability and market performance of pineapple and arabica coffee production in the Jambi Province. Descriptive statistics, the gross profit formula, and the non-parametric Mann-Whitney test were utilized to assess the differences between input costs, variable costs, fixed costs, total costs, and profitability for 94 participants, comprising 30 pineapple farmers, 51 Arabica coffee farmers, and various traders. The results indicated that both pineapple and Arabica coffee farming are highly profitable, with profit shares exceeding 79%. Market behavior analysis indicated that middlemen and traders occupying key positions within the pineapple marketing channels largely dictate prices. Another key finding is that cooperative marketing channels are exclusively used in Arabica coffee farming, and pineapple farmers typically sell their produce to intermediaries. Therefore, policy initiatives aiming at increasing farmers’ access to quality pineapple and Arabic coffee inputs, strengthening extension services, improving infrastructure, disseminating reliable market information, reducing unfair profit distribution and increasing bargaining power of farmers to accelerate rural economic growth. In addition, research institutes and universities should significantly contribute to releasing high-yielding and disease-tolerant varieties to improve the production and productivity of pineapple and arabica coffee in this region.

The article examines the role of the sales function as a key element of the commercial strategy of industrial enterprises. It is shown that the use of marketing metrics makes it possible to effectively manage processes that affect the formation of commercial profits. The results of a study conducted among 320 respondents are presented, which assessed the main processes of the sales function and their contribution to the financial performance of companies. Based on the data, a commercial profit formula has been developed that integrates revenue, fixed and variable costs. This formula is a tool for analyzing the effectiveness of the sales function and making managerial decisions aimed at achieving strategic goals.

KUB Anggrek is a joint business group engaged in creative economic activities, namely producing handicrafts from banana fronds located in Aska Village, South Sinjai District, Sinjai Regency.Some of the products produced are bossara, fruit bins, trash cans, jars, bags, and tissue boxes.The purpose of this study is to optimize profits in the production of banana frond handicrafts in Aska Village.The purpose of this study is to optimize profits in the production of banana frond handicrafts at KUB Anggrek Desa Aska. To obtain maximum profit, the right formula is needed through.One of the methods that can be used in linear programming is the simplex method which serves to find the optimum solution that has two or more variables. Optimum solution that has two or more decision variables. Based on the results of linear programming analysis of the amount of banana leaf craft production obtained optimal profit formula Z = 100.000X1 + 30.000X2 +65.000X3 +15.000X4+ 50.000X5 + 45.000X6.From the simplex method calculation, it can be concluded that Aska Village Orchid KUB will get maximum profit if it increases bossara production (X1) by 6.66?7 pieces and increases fox glue inventory (S2) by 0.33 kg each time.

The sales volume and sales price of vegetable products fluctuate greatly due to factors such as origin, variety and freshness period. Therefore, rational replenishment and pricing decisions are particularly important for supermarkets. Therefore, this paper proposes a replenishment and pricing strategy model for vegetable products based on linear regression-genetic algorithm. In this paper, all vegetable commodities are first classified into four categories using K-mean cluster analysis, and the sales performance of the four categories is observed to understand their sales behaviors and provide references for sales strategies. Then, the cost, price and profit margin of each vegetable commodity are calculated using the weighted method, and the linear regression equation between the sales volume of vegetable commodities and the weighted sales price is given. Finally, using the total profit formula considering the loss rate of each item as the objective function and the linear regression equation between the total sales volume of each vegetable item and the weighted sales price as the constraints, the optimization search is carried out by using linear regression and Genetic Algorithm (LR-GA) to find out the sales price and the sales volume under the maximum profit so as to realize the sales strategy.

ObjectivesAs an innovative technology, internet hospitals have the potential to improve healthcare services. However, the pioneering nature of internet hospitals means that they are still in the early stages of development. This study aimed to investigate the challenges and strategies involved in establishing internet hospitals by public medical institutions in China.MethodsIn this study, a qualitative research combined qualitative interview and documentary research was conducted at an internet hospital affiliated with a public tertiary hospital in China. With the documentary collection, interviews were completed with the hospital's decision makers, operators, information technology personnel, clinicians, and pharmacists, as well as the internet hospital's operators, technicians, and external technical partners. Thematic analysis was employed to interpret all the materials collected.ResultsTotally 20 participants took part in the interviews. The main challenges in developing internet hospitals include low physician motivation to participate in internet hospital services, low acceptability of internet hospital services among patients, lack of service specifications, and insufficient versatile talents. In the development planning, four phases were established: first, the development of primary services; second, the integration of online and offline services; third, the provision of online prescriptions; and fourth, a focus on differentiation. The service model innovation highlighted four key dimensions, including: (1) the importance of patient and department classification in defining the value proposition; (2) the pivotal role of a high-level coordination department with resource coordination capability in key processes; (3) the significance of independent platform construction and talent cultivation as guarantees of key resources; and (4) the revolutionary profit formula of personalized digital health and patient-centric services.ConclusionsIn internet hospitals, primary challenges are evident in physicians’ cognition, patient education, and management skills. Internet hospitals, designed to offer personalized digital health and patient-centric services, necessitate more substantial innovations in service models and clinical care.

High-tech products and innovative startups are at high risk. Mechanisms of their minimization are an important condition for the commercial success of innovation. This thesis is especially relevant in the period of business scaling. As a key criterion for the commercial success of the scaling, an indicator of the mass of the extracted profit is proposed. For its growth, the decomposition of the profit formula into 3 factors is presented: the capacity of the target market, the market share of the startup, the target profitability of sales. In the proposed approach, the development of a business scaling project for an innovative startup is based on marketing activities that contribute to the growth of these factors. Due to high risks an innovative product does not always have sufficient market capacity, it is often difficult for it to compete for a significant market share, therefore, it is impossible to increase profitability. In this case the project is not filtered by the criterion of potential profit that can be obtained as a result of scaling, and is postponed. For projects that overcome filtering by 3 key components of profit, the planned results of each event, the timing of their implementation, the performers and the necessary budget are determined.

PurposeThis article explores the value creation process from player sales in football to understand if the related capital gains correspond to significant increases in the stock value of selling companies. In addition, it aims to detect any potential drivers for higher (or slower) abnormal stock returns.Design/methodology/approachThe authors analyze all the capital gains of the Italian and Portuguese listed football companies (the only ones for which, based on their annual reports, it was possible to trace the net book value for each player sold and, consequently, if any, the related capital gain) from 2012 to 2020 and use event study analysis to calculate the abnormal returns of the football companies' stocks. Moreover, the authors use a multiple linear regression model to identify the factors affecting investors' reactions and value creation process intensity.FindingsThe results show that, on average, the capital gains from player transfers in football are positive income components and produce statistically significant higher abnormal returns. In addition, the authors identified some relevant drivers related to their intensity which could guide the choices of corporate executives regarding future disposals of the multi-year performance rights of players in the roster.Research limitations/implicationsThis study considers only Italian and Portuguese football listed companies. It would be helpful to consider some of the companies from other countries which are also outstanding from the sports perspective, but, in practice, it was not possible due to the impossibility to trace the net book value of the single footballers sold in those clubs' public financial disclosure.Practical implicationsThe value relevance of the capital gains from player trading activities should increase their importance, creating cascade effects on several activities generating value for football clubs (youth sector management, player scouting, technical improvement of the players). In addition, financial data show that the capital gains from player transfers are a basic income of European football clubs nowadays. Their executives consider these operations recurrent and continually search for more valuable transfers. Hence, it is reasonable to think that they (will) choose the players to sell considering both sports and financial aspects.Originality/valueTo the best of the authors' knowledge, this is the first study exploring the effects of capital gains from player trading activities on professional football clubs' stock value. The results obtained are even more relevant if one considers the importance these income components have in the profit formula of professional football clubs nowadays, also because of the negative repercussions caused by the recent COVID-19 pandemic.

Analysis of economic potential and business feasibility is intended so that the actors can avoid the risk of loss, one of which is in the milkfish cultivation business. Generally, milkfish cultivation in Indonesia is carried out in brackish or greedy water. One area that also does this cultivation is Tambuha Village. The purpose of this research is to see the economic potential and future of milkfish cultivation business in Tambuha Village. The research method is descriptive. The research variables are economic potential and business behavior. Data was collected randomly through observation and interviews with informants. Data analysis was carried out qualitatively to see the description of the cultivation business in the research location, and quantitatively to determine the economic potential and business feasibility. Economic potential analysis is carried out through revenue and income analysis, while business feasibility is analyzed using the operating profit (OP) formula, benefit cost ratio (BCR), payback period (PP), profitability, break-even point (BEP), return of investment (ROI). The results showed that the milkfish cultivation business in Tambuha Village has economic potential because it can be profitable. In addition, this business is also very feasible because it is based on the value of OP, BRC, PP, BEP and ROI.

Meatballs are a type of meatball that is commonly found in Indonesian cuisine. Meatballs are generally made from a mixture of ground beef and tapioca flour, but there are also meatballs made from chicken, fish, or shrimp. Although meatballs are a chinese food, but this food has been found in Indonesia and is common. Meatballs have the characteristics of each region in Indonesia and many people like it. The purpose of this study is to optimize the sales profits of fish meatballs and fish meatball crackers. To obtain maskimal benefits, the right formula is needed through production planning with linear programming. One method that can be used in linear progamming is the simplex method that serves to find the optimum solution. Linear programming is a simplex method that works to find the optimum solution. Based on the results of linear programming analysis of the amount of fish meatball production obtained optimal profit formula Z = 500,000X1 + 200,000X2. From the calculation of the simplex method it can be concluded that there is an increase in sales profit of Rp.875,000 if the production of fish meatballs against the type of fish meatballs (X2) is increased as much as the previous production amount. The difference between the profit before and after optimization amounted to Rp. 175,000

Profitability and market performance of smallholder vegetable production: evidence from Ethiopia

Lack of innovation and productivity in the construction industry compared to other industries is often explained by the institutionalised roles and fragmented nature of the construction value chain. Closer connections and collaboration (such as strategic partnerships) among architecture, engineering and construction (AEC) companies and across the values chain is often prescribed as a strategy to improve the performance of the construction industry. However, the institutional roles of AEC companies and their archetypical business models serve as important reference points for the sector. How these business models interact, and the friction created when they come in close contact is not well researched and understood. This paper identifies business models archetypes for architect, engineer, contractor and materials supplier based on workshops and interviews with practitioners. Friction is identified in and between the business models of AEC companies engaging in strategic partnerships. The analysis shows that architect archetypes face friction with regard to their profit formula and could benefit from profit sharing. The engineering archetypes face friction in their processes since they have to coordinate with specialists from other companies. Contractor and supplier archetypes face friction in their profit formula since the open books force them to alter business practices.

Industrial manufacturers are innovating their business models by shifting from selling products to selling outcome‐based services, where the provider (manufacturer) guarantees to deliver the performance outcomes of the products and services. This form of business model innovation requires a profound yet little understood shift in how value is created, delivered, and captured. To address this research gap, our study examines two successful and four unsuccessful cases of this shift. We find that effectiveness in business model innovation hinges on the three process phases that unfold in collaboration with the customers: value proposition definition, value provision design, and value‐in‐use delivery. We also find that that success is determined by the alignment of specific value creation and value capture activities in each phase: identifying value creation opportunities—agreeing on value distribution in value proposition definition, designing the value offering—deciding on the profit formula in the value provision design, and finally refining value creation processes—regulating incentive structures in the value‐in‐use delivery. Our process model contributes to the literature and practice on business model innovation by providing a thorough understanding of how alignment of value creation and value capture processes is ensured, whilst paying special attention to their interdependence and the interactions between provider and customer.

BackgroundOn-demand telemedicine is increasingly adopted by health organizations to meet patient demand for convenient, accessible, and affordable services. Little guidance is currently available to new entrant organizations as they consider viable business models and strategies to harness the disruptive potential of on-demand telemedicine services (in particular, virtual urgent care clinics [VCCs] as a predominant and catalyst form of on-demand telemedicine).ObjectiveWe recognized on-demand telemedicine as a disruptive technology to explore the experiences of early adopter organizations as they launch on-demand telemedicine services and deploy business models and strategies. Focusing on VCC service lines, this study addressed the following research questions: (1) what is the emerging business model being deployed for on-demand telemedicine?; (2) what are the core components of the emerging business model for on-demand telemedicine?; and (3) what are the disruptive business strategies employed by early adopter organizations as they launch on-demand telemedicine services?MethodsThis qualitative study gathered data from 32 semistructured phone interviews with key informants from 19 VCC early adopter organizations across the United States. Interview protocols were developed based on noted dissemination and implementation science frameworks. We used the constant comparison method to transform study data into stable dimensions that revealed emerging business models, core business model components (value proposition, key resources, key processes, and profit formula), and accompanying business strategies.ResultsEarly adopters are deploying business models that most closely align with a value-adding process model archetype. By and large, we found that this general model appropriately matches resources, processes, and profit formulas to support the disruptive potential of on-demand telemedicine. In total, 4 business strategy areas were discovered to particularly contribute to business model success for on-demand disruption among early adopters: fundamental disruptions to the model of care delivery; outsourcing support for on-demand services; disruptive market strategies to target potential users; and new and unexpected organizational partnerships to increase return on investment.ConclusionsOn-demand telemedicine is a potentially disruptive innovation currently in the early adopter stage of technology adoption and diffusion. On-demand telemedicine must cross into the early majority stage to truly be a positive disruption that will increase accessibility and affordability for health care consumers. Our findings provide guidance for adopter organizations as they seek to deploy viable business models and successful strategies to smooth the transition to early majority status. We present important insights for both early adopters and potential early majority organizations to better harness the disruptive potential of on-demand telemedicine.

Commonality, or the use of the same components among products in a product family, has been considered an effective approach to design a product family. By implementing commonality, a firm can reduce the number of distinct components, component inventory, and inventory cost. However, product design may change and product cost may increase due to using common components that may require different interface conditions and be more expensive than the initially considered components. While the benefits and challenges are well recognized, simultaneous optimization of commonality, product family design, and inventory decisions has not been comprehensively studied. In this paper, we present an approach to integrate commonality, product family design, and inventory decisions by incorporating inventory-related costs in the profit formula. In the proposed approach, (1) commonality matrix is defined to assign product demands to components and component costs to products, (2) continuous inventory review policy is used to calculate safety inventory, (3) joint ordering is implemented to calculate inventory-replenishment lot size and cycle inventory, and (4) cycle service level (CSL) and expected number of component shortage per replenishment cycle (ESC) are utilized to calculate inventory-understock costs. The design of three beverage containers is used as an illustrative example to demonstrate the proposed approach, and sensitivity analysis is performed to contrast commonality and product family design of the three beverage containers with and without incorporating inventory decisions.

O objetivo deste estudo é analisar o modelo de negócio das ventures builders que apoiam o desenvolvimento das startups. Uma a cada quatro startups brasileiras encerram suas atividades em um ano e o percebido é que empreendedores têm dificuldades no acesso a fontes de financiamentos e conhecimento para novos negócios. Há estudos que discutem mecanismos de apoio a startups, como operações de venture capital e atuação de aceleradoras. Porém, são escassas as pesquisas que discutem o modelo de negócio das venture builders. O estudo tem abordagem qualitativa, com caso único, de natureza exploratória e descritiva. Os dados foram coletados por meio de entrevistas semiestruturadas e documentos. A técnica de análise adotada foi a análise de conteúdo com auxílio do software Atlas.ti. Os principais resultados encontrados foram nos quatro elementos do modelo de negócio da organização. Na proposição de valor, a venture builder cria valor ao seu cliente compartilhando conhecimento e disponibilizando recursos financeiros. Na fórmula de lucro, ao mesmo tempo em que a venture builder entrega valor para o cliente, cria valor para si, pois adquire participação societária da startup. Nos recursos-chave, as pessoas têm um papel essencial para o compartilhamento de conhecimento e o alcance das metas estipuladas. Por fim, o processo-chave envolve execução de serviços especializados e mentorias direcionadas. Assim, as principais características que diferenciam o modelo de negócio da venture builder analisada são o tempo de duração do processo, a execução dos serviços operacionais e o networking.

Purpose of the paper:The purpose of the paper is to analyze how co-creation is managed within the innovative business models of sharing economy platforms.Methodology: Case studies analysis has been performed on three sharing economy platforms.Platforms have been selected according to the extent to which innovation driven by co-creative processes was evincible in the value proposition, in the profit formula or in the key processes and resources.The cases have been analyzed through the D.A.R.T. model that defines the four places of co-creation (dialogue, access, risk, transparency).Findings: The analysis shows that there is a link between the type of innovation and the dimension of co-creation.In particular: Dialogue is relevant when cocreation refers to the innovation of the value proposition; Access is more stressed when co-creation drives the innovation in the key resources and processes; Risk comes to be underlined in the platform where co-creation involves the definition of the profit formula.Transparency is a common element across all of the analyzed cases.Research limits: Shortcomings concern the selection of the theoretical framework, the exclusion of platforms other than C2C and the focus on secondary data.Practical implications: The analysis allows to understand the dimensions of co-creation that emerge as being particularly relevant in sharing economy platforms where the innovation of the business model is based on the involvement of customers.Originality of the paper: This work provides a joint analysis of BMI and co-creation as emerging in sharing economy platforms, proposing an integrated interpretation of these phenomena.

In this paper, we define the business model of a company and its eight main components which are the customer value proposition, profit formula, partner network, the other four business model pillars include supply/service chain processes; key resources; delivery mechanisms and institutional and social constraints and finally the operational governance. The business model achieves the objective of making money by producing the products/services using the resources following the social and institutional constraints and delivering to various customer segments the products and services using all the sales opportunities including to the primary, secondary customers and cross-sales. We call this framework as the business model ecosystem. Then, we map the unified ecosystem for a unified company and illustrate using several examples. Our business model ecosystem is a generalised version of the business models published in the literature. We then present the GRIP (Governance, Risk, Innovation and Performance) framework. We present some of the example both established and new to illustrate our framework. We compare the traditional retail and e-retail in terms of their business models and discuss the issues involved in business model change. The takeaways from this paper are opportunities for both research and start-ups.

This paper looks into how new ventures organize their business models in order to meet their available resources. It employs the business model as the unit of analysis to investigate the role and nature of business model adaptation as a coping mechanism with resource constraints. By drawing on a case study with two ventures starting with different resources, the paper shows how those ventures use business model adaptation under resource constraints as a way to create comparable offerings. Business model adaptation involves a process of continuous search, selection, and improvement in value creation, value proposition, and value capture, based on the surrounding environment. For the two new ventures included in this study, early business model adaptations were related to (1) market — geography and customer, (2) strategy — marketing, sales, and growth, (3) profit — profit formula and cost structure, and (4) structures, processes, and capabilities. This paper also shows how the adaptation process is conditioned by the venture's stock and flow of resources. Bringing a resource perspective into the process of business model adaptation implies practical implications for new ventures that are developing and adapting their business models to strategically co‐develop their offering with their resources such that they match required adaptations.

Purpose- This paper presents a novel business model frame that is meant to explicitly include several approaches of the Theory of Inventive Problem Solving, disruptive strategies, business metrics, problem statement and opportunity formulation, as well as improvements on the profit formula. Methodology- The analysis first addresses the business model canvas, sketching and framing key points behind the development of startups. The analysis on existing business models covers the firm’s value proposition, partners, resources, activities, customer relationships, distribution channels, customers, revenue streams and cost structure. When it comes to innovative startups, the author emphasizes that existing template do not explicitly include innovation measures, no problem/opportunity formulation, intellectual property, or even basic business model concepts as the profit formula. Hence, an innovative frame is developed primarily using the Theory of Inventive Problem Solving technique applied to business and management such as multi-screen analysis of value-conflict mapping, trends of ideality of business system evolution positioning, among others; but also, intellectual property, disruptive strategies, and open innovation, as well as startup metrics. Findings- A novel frame is proposed, providing general guidelines for each of the sections. Any entrepreneur designing his/her own startup should be able to justify, if not all, most of the items to be able to demonstrate the idea strengths. Regarding the specific building blocks: “Product Formulation and Inventive Problem Solving” and “Disruption Strategy”, certain short training should be necessary. Conclusion- The proposed business model frame visually and concisely sketches, besides accurately stating traditional business concepts, the key innovation concepts that any startup should integrate to be a game-changer in a competitive market. The developed frame is a helpful mapping and evaluation tool to accurately describe the business differentiation and innovation attractiveness to potential investors, incubators and accelerators.

This paper explains and assesses the UK experience with determining prices and profitability for non-competitive defence contracts. Three periods are considered, namely pre-1968, the 1968 Profit Formula Agreement and the changes introduced in 2014. Two cases of ‘excessive’ profits were major determinants of the 1968 Profit Formula Agreement; but continued dissatisfaction with the 1968 Agreement led to changes in 2014. The historical overview of UK experience provides a basis for understanding current UK policy and offers insights for other countries facing similar policy challenges. A critique is presented of UK policy on single source pricing and profitability.