Na het luisteren naar enige STER blokken op de radio kun je de voorzichtige conclusie trekken dat het internetadres van veel bedrijven het in de Consumer to Business (C2B) marktcommunicatie inmiddels vaak wint van het telefoonnummer. De mogelijkheden van het Internet voor C2B krijgen dan ook veel aandacht. Maar wat betekent de “ver-internetting” voor samenwerking van ondernemingen (B2B) en voor de interne inrichting van de onderneming? Zit daar een patroon in? Daar wil ik het in deze bijdrage met u over hebben.
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The Internet is changing the way we organize work. It is shifting the requirements for what we call the “schedule push” and the hierarchical organization that it implies, and therefore it is removing the type of control that is conventionally used to match resources to tasks, and customer demand to supplies and services. Organizational hierarchies have become too expensive to sustain, and in many cases their style of coordination is simply no longer necessary. The cost complexity of the industrial complex starts to outweigh the benefits, and the Internet is making it redundant. The question I put forward in this Article, after a short description of how I envision “the change,” is what new requirements should be met by software in order to meet the requirements of the networked economy. Business will develop from Business-to-Consumer (B2C) to Consumer-to- Business (C2B) to People-to-People (P2P), customers more and more taking control over business activities, overhead being replaced by customer focus. This is also a new reality for the software world.
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Combining electric cars with utility services seems to be a natural fit and holds the promise to tackle various mobility as well as electricity challenges at the same time. So far no viable business model for vehicle-to-grid technology has emerged, raising the question which characteristics a vehicle-to-grid business model should have. Drawing on an exploratory study amongst 189 Dutch consumers this study seeks to understand consumer preferences in vehicle-to-grid business models using conjoint analysis, factor analysis and cluster analysis. The results suggest that consumers prefer private ownership of an EV and a bidirectional charger instead of community ownership of bidirectional charger, they prefer utility companies instead of car companies as the aggregator and they require home and public charging. The most salient attributes in a V2G business model seem to be functional rather than financial or social. The customer segment with the highest willingness to adopt V2G prefers functional attributes. Based on the findings, the study proposes a business model that incorporates the derived preferences
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High-tech horticulture production methods (such as vertical farming, hydroponics and other related technology possibilities), combined with evolving market side possibilities (consumer’s willingness to pay for variety, food safety and security), are opening new ways to create and deliver value. In this paper we present four emerging business models and attempt to understand the conditions under which each business model is able to create positive market value and sustained business advantage. The first of these four models is the case of a vertically integrated production to retail operation. The second model is the case of a production model with assured retail/distribution side commitment. The third model deals with a marketing/branding driven production model with differentiated market positioning. Finally, the forth is a production model with direct delivery to the end-consumer based upon the leveraging of wide spread digital technology in the consumer market. To demonstrate these four business models, we analyze practical case studies and analyze their market approach and impact. Using this analysis, we create a framework that enables entrepreneurs and businesses to adopt a business model that matches their capabilities with market opportunities.
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In this article, van der Reep argues the need for a new architectural priciple when desgining software systems. The Internet and its capacity to provide social media technology is creating a new P2P networked economy. An economy based around people working together and which will have a major impact on the corporate structure and its business models. However, most of the current software, e.g. ERP or supply chain management systems, support organizational fragmentation where poeple are treated just like 'nuts and bolts'. This will have no future and a shift should be made to a more human centric architecture where 'lean and mean'is replaced by 'lean and meaningful'. Van der Reep calls this architectural principle 'Recursion', where any subset of the system contains all the functionality of the complete system.
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New Dutch agrifood business models are emerging in response to economic, social and ecological pressures: new players arrive, new logistical pathways come to the fore and innovative consumer and farmer relationships – food coöperatives – are forged. How do new business models relate to reconfiguring the Dutch agrifood system? Our research combines future exploration (backcasting) and analysis of new business models. We developed three agrifood transition scenarios with various groups of stakeholders. For each scenario, we then analysed a specific, representative business model to explore the different roles of business models in agrifood transition. Business models in the “Added value in and with the countryside” already exist and occupy a niche in the market. However, a breakthrough of these business models require large-scale institutional and behavioural change. Business models in the “New products, specific markets” exist but are rare. They usually concern high-value specialist products that could result in widespread market change, but might require little institutional change. The “Sustainable production methods” most resembles the current system. Some associated business models become successful, but they have difficulty distinguishing themselves from conventional produce, which raises questions about whether business models are able to drive a transition in this direction. Thus, our results lend credence to the hypothesis that different transition pathways offer specific potential for and requirements of new business models.
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Paper presented at the International Sustainability Transitions conference 2018 (12-14 june) Manchester, UK. The Dutch agrifood regime is grinding to a halt. International economic pressures force Dutch farmers to further scale up and intensify their businesses, while food scandals and calamities as well as many and varied negative environmental impacts have led to an all-time low societal acceptance of the agrifood regime as well as a host of legislative measures to stifle further growth. Such a situation, in which regime pressures increasingly undermine the regime, represents a strong call for transition of the Dutch agrifood system.At the same time, new business models emerge: new players arrive, new logistical pathways come to the fore and innovative consumer and farmer relationships – food co-operatives – are forged. In a sense, the transition is already under way (cf. Hermans et al., 2010), with new business models forming an important backbone. However, the way forward is still a matter of great uncertainty and controversy: How do new business models relate to reconfiguring the Dutch agrifood system? We explore the hypothesis that different transition pathways put specific demands on the role of new business models. We studied various new business models in the Dutch agrifood system and their relations to three different transition pathways. Our research combines future exploration (backcasting) and analysis of new business models. In this research, we approach this question from two angles. First, we introduce a transition-oriented business model concept, in order to effectively link new business models to transition. Then we shortly touch upon the transition pathway typology introduced by Geels et al. (2016) and describe three different transition pathways for the Dutch agrifood system. We report on XX business models in each of these transition pathways. The paper ends with a discussion of the role of business models for different types of transition pathways.
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Pressure on natural resources, unsustainable production and consumption, inequality and a growing global population lie at the base of the big challenges that people face. This chapter investigates how businesses can take responsibility in dealing with these challenges by means of frugal business model innovation. The notion of ‘frugal innovation’ was first introduced in the context of emerging markets, giving non-affluent customers opportunities to consume affordable products and services suited to their needs. Business modelling with a frugal mindset opens up a path that provides significant value while minimizing the use of resources such as energy, capital and time. Business models require intentional design if they are to deliver aspired sustainability impacts. Diminish or simplify resources can be described as the means to remove or reduce features, resources, required activities and/or waste streams. Decompose can be described as the removal of resources from the commercial value proposition and replacing them with resources the user/consumer already can access or uses. This is an Accepted Manuscript of a book chapter published by Routledge/CRC Press in Circular Economy : Challenges and Opportunities for Ethical and Sustainable Business on 2021, available online: https://doi.org/10.4324/9780367816650
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It’s clear that the e$ective management of design is a commercial necessity. It enables a company or organization to innovate, to stay in line with or ahead of the market, and to identify and cater to consumer needs. When design becomes an explicit part of the management process, it can have a greater impact on business performance and help secure a market position for the long term. However, there is growing concern that most European small and medium-size businesses (SMEs) lack su#cient grasp of the role of design and that their focus on its management is still underdeveloped. With the exception of a few small-scale case studies, there has been no substantial research into how European companies handle design. To what extent do they succeed in integrating design into their operational management? What design management skills do they actually have?
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Technological developments go fast and are interrelated and multi-interpretable. As consumer needs change, the technological possibilities to meet those needs are constantly evolving and new technology providers introduce new disruptive business models. This makes it difficult to predict what the world of tomorrow will look like for an organization and that makes the risks for organizations substantial. In this context, it is difficult for organizations to determine what constitutes a good strategy to adopt digital developments. This paper describes a first step of a study with the objective to design a method for organizations to formulate a future-proof strategy in a rapidly changing, complex and ambiguous context. More specifically, this paper describes the results of a sequence of three focus groups that were held with a group of eight experts, with extensive experience as members of the decision making unit in organizations. The objectives of these sessions were to determine possible solutions for the outlined challenge in order to provide direction for continuation and scoping of the following research phases.
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