The QuickScan CBM (Circular Business Model) offers an approach to develop a circular business model. It focuses primarily on the manufacturing industry, even though it can be used in other sectors. It consists of three parts: (1) an introduction with an explanation of backgrounds and central concepts, (2) knowledge maps of seven business models that together form a classification and (3) the actual QuickScan.An interactive application can be found at Business Model Lab. This last version is bilingual (Dutch and English). Regardless of the version, it can be used to develop a new CBM or adapt an existing business model based on a qualitative approach. The starting point is that better design and organisation of a CBM contributes to the transformation and transition towards a sustainable and circular economy.
MULTIFILE
Organisations operate in an increasingly dynamic environment. Consequently, the business models span several organisations, dealing with multiple stakeholders and their competing interests. As a result, the enterprise information systems supporting this new market setting are highly distributed, and their components are owned and managed by different stakeholders. For successful businesses to exist it is crucial that their enterprise architectures are derived from and aligned with viable business models. Business model ontologies (BMOs) are effective tools for designing and evaluating business models. However, the viability perspective has been largely neglected. In this paper, current BMOs have been assessed on their capabilities to support the design and evaluation of viable business models. As such, a list of criteria is derived from literature to evaluate BMOs from a viability perspective. These criteria are subsequently applied to six well-established BMOs, to identify a BMO best suited for design and evaluation of viable business models. The analysis reveals that, although none of the BMOs satisfy all the criteria, e3-value is the most appropriate BMO for designing and evaluating business models from a viability perspective. Furthermore, the identified deficits provide clear areas for enhancing the assessed BMOs from a viability perspective.
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.
The transition towards an economy of wellbeing is complex, systemic, dynamic and uncertain. Individuals and organizations struggle to connect with and embrace their changing context. They need to create a mindset for the emergence of a culture of economic well-being. This requires a paradigm shift in the way reality is constructed. This emergence begins with the mindset of each individual, starting bottom-up. A mindset of economic well-being is built using agency, freedom, and responsibility to understand personal values, the multi-identity self, the mental models, and the individual context. A culture is created by waving individual mindsets together and allowing shared values, and new stories for their joint context to emerge. It is from this place of connection with the self and the other, that individuals' intrinsic motivation to act is found to engage in the transitions towards an economy of well-being. This project explores this theoretical framework further. Businesses play a key role in the transition toward an economy of well-being; they are instrumental in generating multiple types of value and redefining growth. They are key in the creation of the resilient world needed to respond to the complex and uncertain of our era. Varta-Valorisatielab, De-Kleine-Aarde, and Het Groene Brein are frontrunner organizations that understand their impact and influence. They are making bold strategic choices to lead their organizations towards an economy of well-being. Unfortunately, they often experience resistance from stakeholders. To address this resistance, the consortium in the proposal seeks to answer the research question: How can individuals who connect with their multi-identity-self, (via personal values, mental models, and personal context) develop a mindset of well-being that enables them to better connect with their stakeholders (the other) and together address the transitional needs of their collective context for the emergence of a culture of the economy of wellbeing?
In order to achieve much-needed transitions in energy and health, systemic changes are required that are firmly based on the principles of regard for others and community values, while at the same time operating in market conditions. Social entrepreneurship and community entrepreneurship (SCE) hold the promise to catalyze such transitions, as they combine bottom-up social initiatives with a focus on financially viable business models. SCE requires a facilitating ecosystem in order to be able to fully realize its potential. As yet it is unclear in which way the entrepreneurial ecosystem for social and community entrepreneurship facilitates or hinders the flourishing and scaling of such entrepreneurship. It is also unclear how exactly entrepreneurs and stakeholders influence their ecosystem to become more facilitative. This research programme addresses these questions. Conceptually it integrates entrepreneurial ecosystem frameworks with upcoming theories on civic wealth creation, collaborative governance, participative learning and collective action frameworks.This multidisciplinary research project capitalizes on a unique consortium: the Dutch City Deal ‘Impact Ondernemen’. In this collaborative research, we enhance and expand current data collection efforts and adopt a living-lab setting centered on nine local and regional cases for collaborative learning through experimenting with innovative financial and business models. We develop meaningful, participatory design and evaluation methods and state-of-the-art digital tools to increase the effectiveness of impact measurement and management. Educational modules for professionals are developed to boost the abovementioned transition. The project’s learnings on mechanisms and processes can easily be adapted and translated to a broad range of impact areas.
Mode heeft een cruciale functie in de samenleving: zij maakt diversiteit en inclusiviteit mogelijk en is een middel voor individuen om zich uit te drukken. Desalniettemin is mode ook een raadsel op het gebied van duurzaamheid, zowel aan de sociale als aan de milieukant. Er bestaan echter alternatieven voor de huidige praktijken in de mode. Dit project heeft tot doel de ontwikkeling van een van die initiatieven te ondersteunen. In samenwerking met twee Nederlandse MKB bedrijven in de mode-industrie, willen we een of meer business modellen co-designen voor het vermarkten van circulair ontworpen laser geprinte T-shirts. Door lasertechnologie te introduceren in plaats van traditionele inktopties, kunnen de T- shirts hun CO2 voetafdruk verder verkleinen en een verstandig alternatief zijn voor individuen, die op zoek zijn naar duurzame modekeuzes. Maar hoewel de technologische haalbaarheid vaststaat, vereist het vermarkten sterke, schaalbare, bedrijfsmodellen. Via een haalbaarheidsstudie willen we dergelijke businessmodellen ontwikkelen en de commercialisering van deze producten ondersteunen. Wij zijn van plan de reacties van de consument op een dergelijke innovatie te bestuderen, evenals de belemmeringen en stimulansen vanuit het oogpunt van de consument, en de inkoop-, toeleveringsketen- en financiële kwesties die kunnen voortvloeien uit de schaalbaarheid van een potentieel bedrijfsmodel. Om praktische relevantie voor de bredere industrie te verzekeren, streven we ernaar om de resultaten te presenteren op evenementen georganiseerd door een van de consortiumpartners (in 2023), als ook om een teaching case en een wetenschappelijk artikel te ontwikkelen op basis van de resultaten van het project.
