Background: For a stress-management app to be persuasive and impactful, designers and developers shouldobtain a clear perspective of the value proposition according to key stakeholders before development. However,this is often not the case. In order to increase the chance of creating an impact by means of the ResilienceNavigator app, this study aims to identify key stakeholders and work with them to gain an in-depth understandingof the value proposition of this stress-management app.Methods: The approach used in this study builds on the approaches taken by Van Limburg et al. and Van Woeziket al. An initial list of stakeholders was identified by means of a literature scan. Stakeholders on this initial list tookan online survey to identify key stakeholders with a ranking system. Semi-structured interviews were conductedwith a subset of key stakeholders to identify the value proposition using the value proposition canvas as aframework for data collection. Finally, the value proposition was validated by key stakeholders during focus groups.Results: The key stakeholders identified included employees, employers, participation councils within organisations,HR advisors, product owners, company doctors, and business analysts. The interviews produced a list ofapproximately one hundred values from which fifteen core values were distilled. One example is to take intoaccount time constraints experienced by users during stress periods. In general, the Resilience Navigator app’s maingoal is to increase awareness of personal stress levels and causes of stress. In addition, the sub-goal is to increaseskills for effective stress management. The focus groups validated the idea that the most important values werereflected in the value proposition and had been appropriately translated into design elements, according to keystakeholders.Conclusions: A thorough, bottom-up identification and validation of the value proposition for the ResilienceNavigator app was obtained, reflecting key stakeholders’ varying ideas on this piece of eHealth technology. Theresults will facilitate the continued development of the Resilience Navigator app from the value specification phaseto the design phase. In the design phase, the remaining assumptions regarding the app’s value proposition shouldbe tested using rapid prototyping.
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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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This article aims to uncover the processes of developing sustainable business models in innovation ecosystems. Innovation ecosystems with sustainability goals often consist of cross-sector partners and need to manage three tensions: the tension of value creation versus value capture, the tension of mutual value versus individual value, and the tension of gaining value versus losing value. The fact that these tensions affect all actors differently makes the process of developing a sustainable business model challenging. Based on a study of four sustainably innovative cross-sector collaborations, we propose that innovation ecosystems that develop a sustainable business model engage in a process of valuing value in which they search for a result that satisfies all actors. We find two different patterns of valuing value: collective orchestration and continuous search. We describe these patterns and the conditions that give rise to them. The identification of the two patterns opens up a research agenda that can shed further light on the conditions that need to be in place in order for an innovation ecosystem to develop effective sustainable business models. For practice, our findings show how cross-sector actors in innovation ecosystems may collaborate when developing a business model around emerging sustainability-oriented innovations.
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Evaluatie van ontwerp en implementatie van het leerarrangement (innovatiewerkplaats, living lab) Value in the Valley, een samenwerkingsverband tussen twee hbo-, twee mbo-instellingen, bedrijven en overheden.
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Aims: identify and explain purchasing-oriented patterns in Small and Medium Sized Enterprises (SMEs) via case study research.Scope: Using a conceptual framework and empirical research this article proposes a series of purchasing-oriented patterns in SMEs. These patterns align activities to achieve the SMEs proposed value proposition towards customers and activities to purchase resources needed for realizing the value proposition.Structure: This paper introduces the research topic. It discusses a conceptual framework and theory. It then continues with the methodology to collect and analyse case study data and describes empirical finding. It discusses these findings related to the framework and literature and ends with summarizing first conclusions.Conclusion: The SMEs in the dataset use four types of purchasing-oriented patterns related to their customer value propositions These SMEs can strive for low transaction costs can but invest in extrinsic product attributes to realize their value proposition. Both the transaction cost theory and the resource based view help to explain the purchasing-oriented patterns. Further research is needed to strengthen and validate findings.
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Business model innovations emerge over time and are influenced by managerial interaction with stakeholders. Especially with regard to business model innovation for sustainability, manager-stakeholder interaction can radically change a company’s business model and underlying logic. However, the majority of the literature shows how manager–stakeholder interaction may limit business model innovation when stakeholders reinforce existing managerial cognitions. In this chapter we study how stakeholders can also stimulate business model innovation by affecting managerial cognitive change. Through three case studies, we find that this can occur through three shaping processes: market approach shaping, product/service offering shaping, and credibility shaping. We also find that the impact of new or latent stakeholders is greater than that of existing stakeholders. We end the chapter by sketching a research agenda to further unravel the role of stakeholders affecting managerial cognition around business model innovation for sustainability.
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In the psychological field, a lot of progress has been made in values theory. In marketing theory, however, the use of values has been undervalued. Despite the widespread managerial use of brand values, attention has remained focused on the brand personality concept. This book intends to provide a new perspective to marketing science, by proposing a system of brand values that takes into account the developments in values theory. Values were tested in a number of rounds among a total of more than 3,000 respondents in the Netherlands and several other countries including Germany, Italy, and China.In this study, values that motivate consumer behavior were demonstrated to relate to each other as a consistent value system, labelled here as the Value Compass. We showed that the values with which brands profile themselves can be organized according to a similar structure as the human value system, which opens additional insights into the use of values to position brands, or to predict brand choice. The cross-cultural validation included in this book showed a high degree of equivalence of the Value Compass. This validation provided insight in the cross-cultural similarities in the structure of the value system, but it also emphasized the cross-cultural differences in priorities that individuals attach to certain values.
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Purpose: To present a new Value Adding Management model in order to support decision makers in identifying appropriate interventions to add value to the organisation, to manage its implementation, and to measure the output and outcomes.Theory: The paper builds on value adding management theories and models including the triplet input-throughput-output, a distinction between output, outcome and added value, the Plan-Do-Act-Check cycle, change management and performance measurement.Design/methodology/approach: Literature review and a cross-chapter analysis of a forthcoming book, where authors from different European countries present a state of the art of theory and research on 12 value parameters, how to manage and measure each value, and to discuss the costs and benefits of typical FM and CREM interventions to enhance satisfaction, image, culture, health and safety, productivity, adaptability, innovation, risk, cost, value of assets, sustainability and Corporate Social Responsibility.Findings: The new Value Adding Management model follows the steps from the well-known Plan-Do-Check-Act cycle. The four steps are supported by various tools that were found in the literature or came to the fore in the state-of-the-art sections of the 12 value parameters. Furthermore an overview is presented of ways to measure the 12 value parameters and related Key Performance Indicators.Originality/value: Much has been written about adding value by FM and CREM. This paper presents a new Value Adding Management model that opens the black box of input-throughput-output-outcome and which is supported by various management and measurement tools.
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Abstract: Electronic and electrical waste (e-waste) is growing fast. The purpose of this study is to examine young consumers’ purchase intention of refurbished electronic devices (REDs) such as laptop, tablet, mobile phone and game console. From literature review the factors that influence young consumers’ purchase intention were identified as ‘environmental awareness’, ‘social acceptance’, ‘seller/brand reputation and availability’, and ‘affordability and value’. For each factor a few statements were developed and used as independent variables in a questionnaire. One statement was added about purchase intention as dependent variable. A Pearson correlation coefficient test us showed a clear positive correlation of ‘environmental awareness’ and ‘affordability and value’ with the intention to purchase REDs, but not for the other two factors. This analysis contributes to knowledge on young consumers’ perceptions of refurbished electronic devices and can inform the design of innovative value propositions and new business models for REDs that contribute to a circular economy
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The BMT provides the building blocks to develop a logic for a business model. In such a model the nature of value creation, how value creation is organized, and how transactions are taking shape are operationalized so that they meet the proposition. Practice shows that at present business models aimed at capturing multiple value creation can be divided into three major categories: (1) platform business models, (2) community-based (or collective) business models, and (3) circular business models. The three archetypes differ mainly in the way in which they create value, as well as the objective, the mechanism through which value creation takes place, and the infrastructural and technological requirements. When using the BMT, it is useful to consider at an early stage which business model archetype is dominant in the realization of the intended value proposition. Choosing a business model archetype might look straightforward, but it can be quite a tricky task.
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