ZoekresultatenZoekresultaten
Volg ons op
Volg ons op
Types
0Instelling
24Bestandstype
9Taal
5Publicatiejaar
12Thema's
14Producttype
14Publicaties met bestand / URL
2Projectstatus
3In het licht van fundamentele ontwikkelingen, zoals digitalisering, verduurzaming en globalisering, is het belangrijk dat ondernemingen voortdurend werken aan hun business model. Voor mkb-bedrijven is dat vaak lastig, er ontbreekt capaciteit en urgentie. In het programma Business Booster van de HR Business School hebben studenten een impuls gegeven aan het business model innovatie bij 55 mkb-bedrijven. In dit paper wordt daar verslag van gedaan. De opbrengst aan nieuwe business proposities in het programma is beperkt, de opbrengst in termen van leren innoveren is groter.
DOCUMENT
Deze handleiding “Evidence-based ontwikkelen van business modellen voor het valoriseren van innovatieve sensortechnologie” kunnen studenten tijdens hun stage- of afstudeerproject kunnen gebruiken om onderbouwde business modellen te ontwikkelen. Deze handleiding is ontwikkeld in het kader van het ID3AS-project.
De handleiding is geïnspireerd op meerdere afstudeer-onderzoeken aan de Hanzehogeschool Groningen waarin een business model ontwikkeld is voor de toepassing van innovatieve technologie. Het eindproduct was steeds een relevant een business model dat mede gebaseerd is op actuele ondernemersinitiatieven, expertise en inzichten uit de praktijk.
In de instructieparagrafen van deze handleiding staat daarom centraal hoe de studenten een projectconsortium kunnen informeren en laten meedenken, adviseren en meebeslissen in alle fasen van business model development. De studenten worden, als eerste doelgroep van deze handleiding, daarom aangesproken in hun rol als business developer voor een projectconsortium.
Terwijl dit bedoeld is om de relevantie voor een projectconsortium van het business model te vergroten, hebben de studenten echter ook te maken met eisen van methodologische grondigheid van hun business model.
Aan de Hanzehogeschool ontwikkelen veel studenten een business model voor bijvoorbeeld een ID3AS-project als stage- of afstudeeropdracht. Aangezien zij dan aan kwaliteitscriteria uit de methodologie van toegepast praktijkgericht onderzoek moeten voldoen, beschrijven de paragrafen met theoretische uitleg welke theorieën, modellen, methoden, begrippen en criteria relevant zijn per fase van business model development.
Deze handleiding beoogt daarom de studenten te leren hoe zij in hun business model ontwikkeling kunnen voldoen aan zowel “relevance and rigour”. De rapportage over het business model moet twee doelgroepen kunnen bedienen: projectconsortia van bedrijven die op zoek zijn naar een kansrijk business model in de praktijk, en docenten en beoordelaars vanuit de Hanzehogeschool die eisen stellen
aan het eindproduct, de onderbouwing en rapportage van een business model als produkt waarmee getoetst kan worden of studenten bepaalde competenties bezitten, zoals onderzoekend vermogen, creativiteit en innovativiteit.
DOCUMENT
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?
DOCUMENT
Business rule models are widely applied, standalone and embedded in smart objects. They have become segregated from information technology and they are now a valuable asset in their own right. As more business rule models are becoming assets, business models to monetize these assets are designed. The goal of this work is to present a step towards business model classification for organizations for which its value position is characterized by business rule models. Based on a survey we propose a business model categorization that is aligned to different types of assets and business model archetypes. The results show five main categories of business models: The value adding business rule model, the ‘create me a business rule model’ business model, the KAAS business model, the bait and hook business model and the market place business model.
DOCUMENT
Purpose: To facilitate the design of viable business models by proposing a novel business model design framework for viability.
Design: A design science research method is adopted to develop a business model design framework for viability. The business model design framework for viability is demonstrated by using it to design a business model for an energy enterprise. The aforementioned framework is validated in theory by using expert opinion.
Findings: It is difficult to design viable business models because of the changing market conditions, and competing interests of stakeholders in a business ecosystem setting. Although the literature on business models provides guidance on designing viable business models, the languages (business model ontologies) used to design business models largely ignore such guidelines. Therefore, we propose a business model design framework for viability to overcome the identified shortcomings. The theoretical validation of the business model design framework for viability indicates that it is able to successfully bridge the identified shortcomings, and it is able to facilitate the design of viable business models. Moreover, the validation of the framework in practice is currently underway.
Originality / value: Several business model ontologies are used to conceptualise and evaluate business models. However, their rote application will not lead to viable business models, because they largely ignore vital design elements, such as design principles, configuration techniques, business rules, design choices, and assumptions. Therefore, we propose and validate a novel business model design framework for viability that overcomes the aforementioned shortcomings.
DOCUMENT
A major challenge associated with the implementation of CL initiatives lies with their economic and financial long-term success. In this context, the business model concept can support assessing the business side of stakeholders’ decision-making processes as major determinants for such success. The purpose of this work is to overcome the shortcomings of the business model approach applied to CL systems. To this end, a conceptual model is built from a role-based business ecosystem modelling approach to provide a business model representation of the CL business ecosystem, able to identify and explore the components of the system and their dynamics.
DOCUMENT
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.
DOCUMENT
Nieuwe tool en webapplicatie op BusinessModelLab.nl voor gebruik van het Business Model Template
DOCUMENT
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
DOCUMENT
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.
DOCUMENT
