FORMATIVE EVALUATION OF BUSINESS MODEL REPRESENTATIONS - THE SERVICE BUSINESS MODEL CANVAS

Drivers like global competition, advances in technology, and new attractive market opportunities foster a process of servitization and thus the search for innovative service business models. To facilitate this process, different methods and tools for the development of new business models have emerged. Nevertheless, business model approaches are missing that enable the representation of co-creation as one of the most important service-characteristics. Rooted in a cumulative research design that seeks to advance extant business model representations, this goal is to be closed by the Service Business Model Canvas (SBMC). This contribution comprises the application of thinking-aloud protocols for the formative evaluation of the SBMC. With help of industry experts and academics with experience in the service sector and business models, the usability is tested and implications for its further development derived. Furthermore, this study provides empirically based insights for the design of service business model representation that can facilitate the development of future business models

Business model optimization plan for S.F. Group's fresh e-commerce business

Nowadays, the market is increasingly fierce, so many companies seek new growth points through business diversification. However, logistics companies have not succeeded in integrating business in the e-commerce industry. In order to answer the failure of logistics enterprises in the field of E-commerce, this paper chooses S.F. BEST as the research object. Case study is conducted on JD.com FRESH and MISSHFRESH to explore their successful experience in business model and the diversity of the industry. After that, we proposed feasible suggestions on the problems existing in S.F. Group. The study of this project found that fresh e-commerce not only needs to provide customers with quality products and delivery services but also needs to establish a good relationship with customers through platforms and channels. However, S.F. Group lacked the ability of platform and channel management, and its market positioning was obviously wrong, so it suffered from business failure and financial losses. Aiming at the shortcomings of S.F. Group's business model in market positioning accuracy and resource utilisation ability, this project proposes improvement suggestions and a development plan. By improving the implementation of the plan, we hope to help S.F. Group reshapes its business model and business operation process, and help the company achieve business diversification and vertical integration.Na actualidade, o mercado está cada vez mais feroz, levando a que muitas empresas procurem novas vias de crescimento através da diversificação dos negócios. No entanto, as companhias de logística não conseguiram desenvolver os seus negócios no sector de comércio electrónico. A fim de dar conta do fracasso das referidas companhias no domínio do comércio electrónico, o presente trabalho tem o S.F. BEST como objecto de investigação. O estudo de caso é conduzido para explorar a experiência bem-sucedida do modelo de negócios e a diversidade do setor. Em seguida, propusemos sugestões viáveis sobre os problemas existentes no S.F. Grupo. O estudo do presente trabalho constatou que o comércio electrónico actual não apenas necessita de oferecer aos clientes produtos de qualidade elevada e prestar serviços de entrega eficaz, mas também precisa de estabelecer um bom relacionamento com os clientes através de várias plataformas e canais. No entanto, o S.F. Grupo não possuía a capacidade de gestão de plataforma e canal, com um posicionamento obviamente errado no mercado, por consequência, sofreu de fracasso nos negócios e perdas financeiras. O presente trabalho propõe sugestões de melhoria e um plano de desenvolvimento, focando nas deficiências do modelo de negócios do S.F. Grupo de negócios acerca da imprecisão de posicionamento no mercado e incapacidade de utilização de recursos. Através de melhorar a implementação do plano, esperamos ajudar o S.F. Grupo na reestruturação do modelo de negócios e do processo de operação de negócios, ajuda a empresa a alcançar a diversificação de negócios e integração vertical

The impact of PSD2 : What are the challenges and potential solutions for established banks regarding FinTech companies and digital platforms?

Master's thesis Business Administration BE501 - University of Agder 2019The European Union has revised the original Payment Service Directive1. The new Payment Service Directive 2(PSD2)forces the banks to implement Application Programming Interface (API), making it possible for third-party providersto gain access to the bank’scustomer datawithout approval (given the customer’s consent).The European financial market is quickly changing with new customer needs and new innovative technologies emerging from FinTech startups, targeting each part inthe value chain of traditional bank-service providers.PSD2 enhances the innovation of the financial industry, forcing banks to make a digital transformation of their business model. However, not everybody viewsFinTechcompaniesas a threat. Some view them as a challengebutwith an understanding that they couldbecome a potential partnerwith great opportunities.Some of the largest companies in the world, such as Alibaba, Alphabet (Googel), and Amazon are all based on a digital platform model.Such companies can all bepotential threats to the banking industry, where Facebook already has a banking license. We have found that many banks are reluctant to make changes in their business model. This is especially true for smaller savings banks. Larger banksare more aware of the need for a digital transformation and invest heavily in developing their business model.In this thesis we investigate the banks business modelsand suggest that the larger banks transform into a platform-based business model, while smaller banks should become niche banks by specializing in targeting particular customersegments

Transition to omni-channel approach: the case of Italian retailers

Addressing consumers’ needs and expectations is one of the main retailers’ concerns. More and more of these expectations have been driven by consumers’ constant use of their mobile devices for almost any aspect of their lives. Therefore, we build on the argument that digitalization is affecting how retailers are operating and how they re-organize their channels so as to meet those expectations. Many argue that the common approach retailers embrace is adopting omni-channel strategy. In their endeavor to fully integrate the channels into an omnichannel model, retailers need to pass several milestones, such as successful customer engagement, effective logistics management, and integrated analytics systems. This paper is concerned with current state of channel integration and further development of channel integration towards omni-channel approach. We collected data by surveying and interviewing thirteen Italian retailers operating in three sectors: fashion, bookstores and media, and consumer electronics. Moreover, we also analyzed results of panel discussion at which nine retailers participated. The results of this explorative study show current state of retail industry in Italy and their activities towards channel integration. We highlight state of the art research and use a thematic bottom-up approach to draw propositions for future research areas

Business model for the optimization of energy consumption by VAC equipment in service sector buildings

Electricity consumption has been growing in recent decades, and it is estimated that air conditioning accounts for 30% of a building’s total electricity consumption. However, in hot climates this percentage may be even higher, which has led to the development of energy management techniques aimed at reducing the high electric bills paid by end users. This article proposes a business model for the commercialization of intelligent solutions for the optimization of electricity consumption by air conditioning equipment (VAC) in service sector buildings. The study used the Canvas methodology to validate the proposed model, in combination with other techniques such as SCAMPER, interviews, and discussion groups, among others, to validate the proposed business model aimed at the introduction of new techniques for the commercialization of air conditioning. Service-sector buildings exposed to the climate conditions of the Colombian Caribbean region were used as case study. The results summarize the characteristics of the business model, including the respective validations of the nine “Canvas” modules, which enabled reviewing two possible scenarios offering different alternatives for implementation of this initiative

Expand reality in-company project: A proximity technology business model research in support of healthcare management

The in-company project takes place in the 20s pandemic atmosphere, where the Customer-Journey has undergone various modifications, and investigates how the proximity-digital technology, proposed differently after 8 years1 of existence, could take off yet again in a new industry, in support of the healthcare one. Accordingly, this prospect of re-proposing proximity technology channels in the market raises a range of challenges to be faced, such as the citizen’s scepticism about the probable storage and theft of personal data. Yet, it offers unique stimulating opportunities for the project success, in terms of Customer Service, Administrative and Building Management – multiple types of studies to establish a definitive strategy aimed at disrupting and enhancing the market. For instance, leveraging the new Tech-Customer path may be complex on one hand, but it may also be a source of new value development on the other. Finally, the research will be mean for shaping a strategic Business Model Canvas for ExpandReality®. As a result, the Final Research aims to assist the start-up in understanding how the launch of the Beacons-based products and platform can work and be marketed, as well as ensuring an overcome of initial consumer’s scepticism. In conclusion the investigation will outbreak in an ultimate Business Model Canvas for the start-up, first analysed by a group of professionals and then re-shaped. “The innovation and entrepreneurship journey is about turning ideas into value propositions that customers care about and business models that can scale”. (Osterwalder, 2020)O projeto in-company ocorre na atmosfera pandémica do ano de 2020 e seguintes, em que o “Customer Journey” sofreu algumas alterações, e desta forma investiga como a tecnologia digital de proximidade, proposta de maneira diferente depois de 8 anos2 de existência, pode desenvolver-se mais uma vez numa nova indústria e numa nova realidade. Nesse sentido, a possível proposta de canais de tecnologia de proximidade no mercado, levanta alguns desafios. Como por exemplo, o ceticismo do cidadão quanto ao provável armazenamento e roubo de dados pessoais. Ainda assim, oferece possibilidades estimulantes de sucesso do projecto, em apoio ao cliente, gestão administrativa e arquitetónica - diferentes tipos de estudos direcionados no sentido de desenvolver uma estratégia com o objetivo de agitar o mercado e lucrar com ele. Por exemplo, pode ser arriscado explorar o novo caminho do cliente técnico, mas ao mesmo tempo pode ser uma possibilidade de criação de novo valor. Finalmente, a própria pesquisa será um meio para a intenção final de moldar um Modelo de Negócios estratégico para a start-up ExpandReality®. Desta forma, a Pesquisa Final tem como objetivo ajudar os conselheiros a perceber como o lançamento de produtos baseados em Beacons pode funcionar e como estes podem ser comercializados, com um uso seguro dos dados extraídos.. Concluindo a investigação surgirá no formato de um plano de modelo de negócios final para a start-up, primeiramente analisado por um grupo de profissionais e posteriormente reformulado. “Inovação e empreendedorismo consiste em transformar ideias em propostas de valor com as quais os clientes se preocupam, e modelos de negócios que podem ser escalados”. (Osterwalder, 2020

Comparison of Health and Wellbeing Living Lab Business Models : Preliminary result based on Business Model Canvas Evaluation

The most popular thematic focus area among ENoLL members is the health and wellbeing, which covers nearly a half of all the certified Living Labs. However, the studies evaluating Living Lab (LL) business models in general and especially those focusing on health and wellbeing Living Labs are rare. Therefore, the aim of this study is to assess industry standard Business Model Canvas (BMC) usefulness to compare LL business models. The business models among 12 Baltic Sea Region Health and Wellbeing LLs were described and compared. After the recoding process, the original 241 different BMC attribute spellings were reduced to 87 different attributes. On the average 26.7 attributes were used to describe the LL business model. As an example, two network illustrations are presented to showcase the different Living Lab business models. As a result of the assessment, the need to develop LL specific business modelling tool based on fixed a set of valued attributes was recognized

Adopting a customer-centric approach in the financial sector - entrepreneurship & innovation field lab

In the 21st century, powerful forces are impacting the banking industry. The technological and digital transformation, the entrance of non-traditional and innovative players, new regulations and the adverse economic factors are changing customer expectations. These forces are driving customer-centric innovation to rise, increasing customer requirements in terms of accessibility, ease of use, personalization and convenience. To cope with these changes, retail banks need to generate innovative customer-centric business models and strategies to better respond to the challenges ahead and thrive in the future. The aim of this Work Project is to develop a concept creating value for customers by meeting their changing expectations. A solution is proposed, the creation of kids’ first digital bank: Kick Bank

London Creative and Digital Fusion

date-added: 2015-03-24 04:16:59 +0000 date-modified: 2015-03-24 04:16:59 +0000date-added: 2015-03-24 04:16:59 +0000 date-modified: 2015-03-24 04:16:59 +0000The London Creative and Digital Fusion programme of interactive, tailored and in-depth support was designed to support the UK capital’s creative and digital companies to collaborate, innovate and grow. London is a globally recognised hub for technology, design and creative genius. While many cities around the world can claim to be hubs for technology entrepreneurship, London’s distinctive potential lies in the successful fusion of world-leading technology with world-leading design and creativity. As innovation thrives at the edge, where better to innovate than across the boundaries of these two clusters and cultures? This booklet tells the story of Fusion’s innovation journey, its partners and its unique business support. Most importantly of all it tells stories of companies that, having worked with London Fusion, have innovated and grown. We hope that it will inspire others to follow and build on our beginnings.European Regional Development Fund 2007-13

Big data reduction framework for value creation in sustainable enterprises

Value creation is a major sustainability factor for enterprises, in addition to profit maximization and revenue generation. Modern enterprises collect big data from various inbound and outbound data sources. The inbound data sources handle data generated from the results of business operations, such as manufacturing, supply chain management, marketing, and human resource management, among others. Outbound data sources handle customer-generated data which are acquired directly or indirectly from customers, market analysis, surveys, product reviews, and transactional histories. However, cloud service utilization costs increase because of big data analytics and value creation activities for enterprises and customers. This article presents a novel concept of big data reduction at the customer end in which early data reduction operations are performed to achieve multiple objectives, such as a) lowering the service utilization cost, b) enhancing the trust between customers and enterprises, c) preserving privacy of customers, d) enabling secure data sharing, and e) delegating data sharing control to customers. We also propose a framework for early data reduction at customer end and present a business model for end-to-end data reduction in enterprise applications. The article further presents a business model canvas and maps the future application areas with its nine components. Finally, the article discusses the technology adoption challenges for value creation through big data reduction in enterprise applications