30,543 research outputs found
Challenging the Enterprises' Business Model: helping entrepreneurs to understand and interpret opportunities and threats
Christopher Brown, Diane Morrad, âChallenging the Enterprises' Business Model: helping entrepreneurs to understand and interpret opportunities and threatsâ, paper presented at the 15th Annual Edineb Conference, Malaga, Spain, 15-18 June, 2008.Enterprises are presented with ever increasing challenges regarding marketplace uncertainty and ambiguity. They face competitive pressures from local and international sources, their competitors are constantly tweaking products and services to jostle ahead of them, and their customers expect responsiveness and innovativeness to their expressed and latent needs. The enterprisesâ very success, and survival, depends on their ability to change their business, market and product strategies to fit these challenges. Underlying these business, market and product strategies is the enterprisesâ business model. Simply, business models are an organisationâs understanding and interpretation of how they currently, and in the future, achieve their revenue and profit streams. These business models, used by the senior management and employees, are often based on outdated perspectives of both how the marketplace works and the changing business and customer values expected by their demanding stakeholders. In SMEs the creation, development and creative deconstruction of business models is most often driven by the founding entrepreneur, or subsequent corporate entrepreneurs brought in to provide professional management of these rapidly growing businesses. Interestingly, more recent research has strongly linked entrepreneursâ mindset, or mental models (Zahra, Korri et al. 2005), associated with the challenges to the enterprise, with their drivers for innovation and changes in their enterprisesâ business models. Certainly research has identified the potential value changes, business and customer, that can often facilitate the construction and deconstruction of business value-based innovations (Munive-Hernandez, Dewhurst et al. 2004), and then reflecting these in their overall business processes. This paper discusses the research study, undertaken by the authors, to explore the link between entrepreneursâ understanding and interpretation of business opportunities and threats, and the potential influence in challenging their mindset business model. The paper begins by discussing the two broad approaches to modelling enterprise strategies and the resulting integrated business models: innovation and process orientations.Peer reviewedSubmitted Versio
Never On A Sunday: The Sabbath And The Christian Academic Library - Part 1
The article will appear in two parts. Part One examines the biblical basis for the positions taken and makes a general application. Part Two, in the next issue, will look at the application of Scripture to the world of Christian higher education and its libraries
Third-age Entrepreneurs Propensity to Engage in New Venture Creation and Development
Christopher Brown, Diane Morrad, âThird-age Entrepreneurs Propensity to Engage in New Venture Creation and Developmentâ, paper presented at the 4th European Conference on Entrepreneurship and Innovation (ECEI), Antwerp, Belgium, 10-12 September, 2009.Increasingly the issues of entrepreneurship and new venture creation have become two of the most important drivers for future success of the UK economy, especially in the current climate of economic turbulence and uncertainty. The creation of an enterprise culture, one that depends on entrepreneurs, is one of the strategic goals of the UK Governmentâs action plan for micro- and small-enterprises. The development of these enterprise cultures will naturally create a marketplace âchurnâ, one that stimulates both continuous and radical innovations, and as a consequence of this contribute to the overall UKâs overall productivity and sustained economic performance. Yet research on entrepreneurs, and particularly third-age entrepreneurs, their abilities and motivation to start-up new enterprises within the environmental good and services sector is limited.Our research study utilizes qualitative data collection and analysis. We have engaged with 12 small enterprise entrepreneurs who are currently, or have already started-up a new enterprise in the EGS sector. Our research studies on how opportunities and threats influence third-age enterpreneursâ values, attitudes and practices suggested that both, sector-wide values and practices, as well as the strength of sector-based systems of innovations, significantly influence the effective prediction of venture creation, development and creative destruction practices. It is these third- age entrepreneurs mindset Business Models (BMs), how they perceive they can generate business value and align their business practices around EGS sector opportunities and threats, that both determines their propensity to create new ventures, and their motivation and success in driving new venture creation and development oportunities. A framework is proposed based on our limited entrepreneurial mindset analysis that links their values, vision and actions with a more substantial evaluation of their overall mindset business model.Peer reviewe
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Segmenting Publics
This research synthesis was commissioned by the National Co-ordinating Centre for Public Engagement (NCCPE) and the Economic and Social Research Council (ESRC) to examine audience segmentation methods and tools in the area of public engagement. It provides resources for assessing the ways in which segmentation tools might be used to enhance the various activities through which models of public engagement in higher education are implemented. Understanding the opinions, values, and motivations of members of the public is a crucial feature of successful engagement. Segmentation methods can offer potential resources to help understand the complex set of interests and attitudes that the public have towards higher education.
Key findings:
There exist a number of existing segmentations which address many of the areas of activity found in Universities and HEIs. These include segmentations which inform strategic planning of communications; segmentations which inform the design of collaborative engagement activities by museums, galleries, and libraries; and segmentations that are used to identify under-represented users and consumers.
Segmentation is, on its own, only a tool, used in different ways in different contexts. The broader strategic rationale shaping the application and design of segmentation methods is a crucial factor in determining the utility of segmentation tools.
Four issues emerged of particular importance:
1. Segmentation exercises are costly and technically complex. Undertaking segmentations therefore requires significant commitment of financial and professional resources by HEIs; the appropriate interpretation, analysis, and application of segmentation exercises also require high levels of professional capacity and expertise
2. Undertaking a segmentation exercise has implications for the internal organisational operations of HEIs, not only for how they engage with external publics and stakeholders
3. Segmentation tools are adopted to inform interventions of various sorts, and superficially to differentiate and sometime discriminate between how groups of people are addressed and engaged.
4. For HEIs, the ethical issues and reputational risks which have been identified in this Research Synthesis as endemic to the application of segmentation methods for public purposes are particularly relevant
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Potentialities of customer relationship management in the building of government reputation
"How May I Help You?": Modeling Twitter Customer Service Conversations Using Fine-Grained Dialogue Acts
Given the increasing popularity of customer service dialogue on Twitter,
analysis of conversation data is essential to understand trends in customer and
agent behavior for the purpose of automating customer service interactions. In
this work, we develop a novel taxonomy of fine-grained "dialogue acts"
frequently observed in customer service, showcasing acts that are more suited
to the domain than the more generic existing taxonomies. Using a sequential
SVM-HMM model, we model conversation flow, predicting the dialogue act of a
given turn in real-time. We characterize differences between customer and agent
behavior in Twitter customer service conversations, and investigate the effect
of testing our system on different customer service industries. Finally, we use
a data-driven approach to predict important conversation outcomes: customer
satisfaction, customer frustration, and overall problem resolution. We show
that the type and location of certain dialogue acts in a conversation have a
significant effect on the probability of desirable and undesirable outcomes,
and present actionable rules based on our findings. The patterns and rules we
derive can be used as guidelines for outcome-driven automated customer service
platforms.Comment: 13 pages, 6 figures, IUI 201
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Multichannel in a complex world
The proliferation of devices and channels has brought new challenges to just about every
organisation in delivering consistently good customer experiences and effectively joining up
service provision with marketing activity, data and content. A good multichannel strategy and
execution is increasingly becoming essential to marketers and customer experience
professionals from every sector. This report seeks to identify the key issues, challenges and opportunities that surround
multichannel and provide some best practice insight and principles on the elements that are
key to multichannel success. As part of the research for this report, we spoke to six
experienced customer experience and marketing practitioners from large organisations
across different sectors.
In Multichannel Marketing: Metrics and Methods for On and Offline Success, Akin Arikan
(2008) said:
âBecause customers are multichannel beings and demand relevant, consistent experiences
across all channels, businesses need to adopt a multichannel mind-set when listening to
their customers.â
It was clear from the companies interviewed for this report that it remains challenging for
many organisations to maintain consistency across so many customer touchpoints. Not only
that, but the ability to balance consistency with the capability to fully exploit the unique
attributes of each channel remains an aspiration for many.
The proliferation of devices and digital channels has added complexity to customer journeys,
making issues around the joining up of customer experience and the attribution of value of
key importance to many. Whilst senior leaders within the organisations spoken to seem to be
bought in to multichannel, this buy-in was not always replicated across the rest of the
organisation and did not always translate into a cohesive multichannel strategy. A number of companies were undertaking work around customer journey mapping and
customer segmentation, using a variety of passive and actively collected data in order to
identify specific areas of poor customer experience and create action plans for improvement.
Others were undertaking projects using sophisticated tracking and tagging technologies to
develop an understanding of the value and role of specific channels and to provide better
intelligence to the business on attribution that might be used to inform future investment
decisions.
A consistent barrier to improving customer experience is the ability to join up many different
legacy systems and data in order to provide a single customer view and form the basis for
delivery of a more consistent and cohesive multichannel approach.
Whilst there remain significant challenges around multichannel, there are some useful
technologies allowing businesses to develop better insight into customer motivation and
activity. Nonetheless, delivery of seamless multichannel experience remains a work-inprogress
for many
Human Resource and Employment Practices in Telecommunications Services, 1980-1998
[Excerpt] In the academic literature on manufacturing, much research and debate have focused on whether firms are adopting some form of âhigh-performanceâ or âhigh-involvementâ work organization based on such practices as employee participation, teams, and increased discretion, skills, and training for frontline workers (Ichniowski et al., 1996; Kochan and Osterman, 1994; MacDuffie, 1995). Whereas many firms in the telecommunications industry flirted with these ideas in the 1980s, they did not prove to be a lasting source of inspiration for the redesign of work and employment practices. Rather, work restructuring in telecommunications services has been driven by the ability of firms to leverage network and information technologies to reduce labor costs and create customer segmentation strategies. âGood jobsâ versus âbad jobs,â or higher versus lower wage jobs, do not vary according to whether firms adopt a high- involvement model. They vary along two other dimensions: (1) within firms and occupations, by the value-added of the customer segment that an employee group serves; and (2) across firms, by union and nonunion status.
We believe that this customer segmentation strategy is becoming a more general model for employment practices in large-scale service | operations; telecommunications services firms may be somewhat more | advanced than other service firms in adopting this strategy because of certain unique industry characteristics. The scale economies of network technology are such that once a company builds the network infrastructure to a customerâs specifications, the cost of additional services is essentially zero. As a result, and notwithstanding technological uncertainty, all of the industryâs major players are attempting to take advantage of system economies inherent in the nature of the product market and technology to provide customized packages of multimedia products to identified market segments. They have organized into market-driven business units providing differentiated services to large businesses and institutions, small businesses, and residential customers. They have used information technologies and process reengineering to customize specific services to different segments according to customer needs and ability to pay. Variation in work and employment practices, or labor market segmentation, follows product market segmentation. As a result, much of the variation in employment practices in this industry is within firms and within occupations according to market segment rather than across firms.
In addition, despite market deregulation beginning in 1984 and opportunities for new entrants, a tightly led oligopoly structure is replacing the regulated Bell System monopoly. Former Bell System companies, the giants of the regulated period, continue to dominate market share in the post-1984 period. Older players and new entrants alike are merging and consolidating in order to have access to multimedia markets. What is striking in this industry, therefore, is the relative lack of variation in management and employment practices across firms after more than a decade of experience with deregulation. We attribute this lack of variation to three major sources. (1) Technological advances and network economics provide incentives for mergers, organizational consolidation, and, as indicated above, similar business strategies. (2) The former Bell System companies have deep institutional ties, and they continue to benchmark against and imitate each other so that ideas about restructuring have diffused quickly among them. (3) Despite overall deunionization in the industry, they continue to have high unionization rates; de facto pattern bargaining within the Bell system has remained quite strong. Therefore, similar employment practices based on inherited collective bargaining agreements continue to exist across former Bell System firms
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