This paper seeks to make a contribution to business model experimentation for sustainability by putting forward a relatively simple tool. This tool calculates the financial and sustainability impact based on the SDG’s of a newly proposed business model (BM). BM experimentation is described by Bocken et al. (2019) as an iterative-multi-actor experimentation process. At the final experimentation phases some form of sustainability measurement will be necessary in order to validate if the new proposed business model will be achieving the aims set in the project. Despite the plethora of tools, research indicates that tools that fit needs and expectations are scarce, lack the specific focus on sustainable BM innovation, or may be too complex and demanding in terms of time commitment (Bocken, Strupeit, Whalen, & Nußholz, 2019a). In this abstract we address this gap, or current inability of calculating the financial and sustainability effect of a proposed sustainable BM in an integrated, time effective manner. By offering a practical tool that allows for this calculation, we aim to answer the research question; “How can the expected financial and sustainability impact of BMs be forecasted within the framework of BM experimentation?
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The concept of corporate social responsibility (CSR), defined here as coordinated business actions aimed at a more sustainable world, has always been fairly controversial, both from the perspective of academic discourse and from the perspective of corporate practice. In its most basic terms, questions have been asked about whether corporations can and should actually have social responsibilities and, if so, to what extent? (cf. Davis 1973; Moon et al. 2005). Reflecting on the social responsibilities of business, a scholarly debate has developed that has given rise to a multitude of conceptions on the roles and responsibilities of business in society. These conceptions roughly vary from Friedman’s position that the social responsibility of business is to increase its profits (Friedman 1970) to positions about CSR that reflect the principle of sustainable development as formulated in the well-known “Brundtland report” as “development that meets the needs of the present without compromising the ability of future generations to meet their own needs” (WCED 1987: 204) and that now extend to and is operationalized through the Sustainable Development Goals. While different positions on the responsibilities of business in society remain to be held, partly motivated by political beliefs and worldviews, the question “what is a business for?” is nowadays answered in a way that aligns with a broader conception including taking into account the interests of and being accountable to a broader set of stakeholders than merely those with a financial or otherwise economic concern as well as society as a whole, nature and future generations. A survey among consumers from 10 of the world’s largest countries showed that some 81% thought that firms have responsibilities going (far) beyond creating shareholder value, with 31% thinking that firms should change the way they operate to align with greater social and environmental needs (Cone Communications/Echo 2013).
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Amidst escalating environmental and social challenges, this study explores regenerative business models’ definition and characteristics. While sustainable models have made considerable strides in research, policy, and practice, the advent of regenerative business models offers a progressive leap forward. Regenerative business models aspire to contribute to ecological restoration and societal well-being. The regenerative business model concept is, however, still in its infancy and lacks a comprehensive definition. Our study aims to expand this knowledge, using a Delphi-inspired approach that builds on the knowledge of academic and business experts. Our approach includes three rounds of surveys: an open-ended survey, a survey for rating and ranking the earlier responses of all participants, and a final survey to select key characteristics. We investigate patterns and distinctions among regenerative, regenerative business, and regenerative business models, and analyze their positioning vis-a-vis circular and net-positive models. Findings underscore that organizations adopting regenerative business models focus on planetary health and societal well-being. They generate value across multiple stakeholder levels, including nature, societies, customers, suppliers, shareholders, and employees. Despite overlapping with circular and net-positive models, regenerative business models also emphasize interdependencies between humans and nature, and provide a more holistic approach, centered on restoration rather than mere mitigation.
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In our in-depth case study on two circular business models we found important roles for material scouts and networks. These key partners are essential for establishing circular business models and circular flow of materials. Besides, we diagnose that companies are having difficulties to develop viable value propositions and circular strategies. The paper was presented at NBM Nijmegen 2020 and will be published at a later date
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IntroductionThe growing availability of data offers plenty of opportunities for data-driven innovation of business models. This certainly applies to interactive mediacompanies. Interactive media companies are engaged in the development, provisioning, and exploitation of interactive media services and applications.Through the service interactions, they may collect large amounts of data which can be used to enhance applications or even define new propositions and business models. According to Lippell (2016), media companies can publish content in more sophisticated ways. They can build a deeper and more engaging customer relationship based on a deeper understanding of their users. Indeed, research from Weill & Woerner (2015) suggests that companies involved in the digitalecosystem that better understand their customers than their average competitor have significantly higher profit margins than their industry averages. Moreover, the same research suggests that businesses need to think more broadly about their position in the ecosystem. Open innovation and collaboration are essential for new growth, for example combining data within and across industries (Parmar et al., 2014). However, according to (Mathis and Köbler, 2016), these opportunities remain largely untapped as especially SMEs lack the knowledge and processes to translate data into attractive propositions and design viable data driven business models (DDBM). In this paper, we investigate how interactive media companies can structurally gain more insight and value from data and how they can develop DDBM. We define a DDBM as a business model relying on data as a key resource (Hartmann et al., 2016).
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The building and construction industry, which is responsible for 39% of global carbon emissions, is far off track in achieving its net-zero emission targets. Product-service system (PSS) business models are one of the instruments used by the industry in the transition toward reaching these targets. A PSS business model is designed around an end-of-life solution that minimizes material usage and maximizes energy efficiency. It is provided to customers as a marketable set of products and services, jointly capable of fulfilling a customer’s needs. There are signals from practice however, that suggest that the implementation of this type of business model is falling behind. This study investigates this and seeks to identify key challenges and opportunities for sustainable PSS business models in the built environment. Using a grounded theory approach, data from 13 semi-structured interviews across five companies is used to identify challenges and opportunities that suppliers are facing in selling their products through PSS business models. Our preliminary data analysis points to nine challenges and opportunities for PSS business models. We discuss these in the context of the current economic transition toward a sustainable and circular built environment and provide suggestions for further research that could help to overcome resistance toward the implementation of PSS business models. The contribution of this research to researchers and practitioners is that it provides insights into the adoption of new business models in fragmented and competitive business environments.
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Inaugural address of Frederike Praasterink, Professor Future Food Systems 22 February 2018. Three important principles contribute to the transformation of food systems: - Redesign food systems from ‘less bad’ to ‘net positive’ - Reconnect consumers, producers, youth - Revalue food through true cost accounting and new business models
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In dit rapport is verslag gedaan van explorerend onderzoek naar de geldigheid van de opleidingscompetenties van Commercieel Management, bij een overgang van lineair naar circulair economisch model. Daarbij is vooral gezocht naar de eventuele gevolgen op het gebied van de marketingfunctie (marketing, marketingonderzoek en marketingcommunicatie) binnen bedrijven in een circulair economisch systeem.
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