Business model patterns of sustainability pioneers - Analyzing cases across the smartphone life cycle

Zufall, Julia; Norris, Simon; Schaltegger, Stefan; Revellio, Ferdinand; Hansen, Erik G.

doi:10.1016/j.jclepro.2019.118651

Cited by 47 publications

(41 citation statements)

References 62 publications

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“…We focus on product circularity, which goes beyond traditional waste management approaches by covering slowing strategies for product life extension (repair, reuse, remanufacture) and closing strategies for material recovery (i.e., recycling) (Bocken, de Pauw, Bakker, & van der Grinten, 2016; Bocken, Olivetti, Cullen, Potting, & Lifset, 2017; Lüdeke‐Freund, Gold, & Bocken, 2018; Stahel, 2010). Taking a systems perspective, it spans diverse actors, organizations, and life cycle stages (EMF 2012; Geissdoerfer, Savaget, Bocken, & Hultink, 2017; Stahel, 1984), transcending the narrow product focus toward a product‐service orientation and new business models (Hansen, Große‐Dunker, & Reichwald, 2009; Lüdeke‐Freund etal., 2018; Stahel, 2010; Tukker, 2015; Zufall, Norris, Schaltegger, Revellio, & Hansen, 2020).…”

Section: Introductionmentioning

confidence: 99%

Circular value creation architectures: Make, ally, buy, or laissez‐faire

Hansen

Revellio

2020

J of Industrial Ecology

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Slowing and closing product and related material loops in a circular economy (CE) requires circular service operations such as take‐back, repair, and recycling. However, it remains open whether these are coordinated by OEMs, retailers, or third‐party loop operators (e.g., refurbishers). Literature rooted in the classic make‐or‐buy concept proposes four generic coordination mechanisms and related value creation architectures: vertical integration, network, outsourcing, or doing nothing (laissez‐faire). For each of these existing architectures, we conducted an embedded case study in the domain of smartphones with the aim to better understand how central coordinators align with actors in the value chain to offer voluntary circular service operations. Based on the above coordination mechanisms, our central contribution is the development of a typology of circular value creation architectures (CVCAs) and its elaboration regarding circular coordination, loop configuration, and ambition levels. We find that firms following slowing strategies (i.e., repair, reuse, and remanufacturing) pursue higher degrees of vertical integration than those following closing strategies (i.e., recycling) because of the specificity of the assets involved and their greater strategic relevance. The typology also shows that higher degrees of vertical integration enable higher degrees of loop closure (i.e., from open to closed loops) and better feedbacks into product design. Furthermore, we differentiate the understanding on third‐party actors by distinguishing between independent and autonomous loop operators. Overall, we strengthen the actor perspective in product circularity literature by clarifying the actor set, their interrelationships, and how they form value creation architectures.

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Section: Introductionmentioning

confidence: 99%

Circular value creation architectures: Make, ally, buy, or laissez‐faire

Hansen

Revellio

2020

J of Industrial Ecology

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“…are also supported by the Sustainable Business Strategy book of [74]. Sustainable business model and strategy are also addressed in a study on smart phone business [75] to cover the life cycle of the products and emphasized on a combination of pattern, value creation, delivery etc. So, the current study on energy efficient light bulbs would definitely enhance the insight on the sustainable business strategy model encompassing profit, low cost and low waste.…”

Section: Overall Discussion and Future Researchmentioning

confidence: 99%

Sustainable Strategy to Sustainable Business: An Empirical Analysis on Energy-Efficient Light Bulb

Zahan

2021

Sustainability

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Energy Efficiency is one of the key elements of the Environment-Economic aspect of the three spheres of sustainability. To make any business sustainable in the light bulb industry, it could be applied as a strategy to gain competitive advantage in the functional level. This paper investigates the market awareness of environmentally friendly products such as the energy efficient light bulb (or energy bulb) and its market availability, demand, quality and brightness, low waste (e-waste), sustainable consumption (durability), warranty, commission rate, and profitability. It also finds that energy efficiency and low waste are valuable strategies to create market demand for energy bulbs to make sustainable profit and product stewardship eventually to contribute to the e-waste management. A 500 sample survey is conducted in Bangladesh to analyze the energy bulb buyers’ and sellers’ view about this product locally. After the results and interpretation through descriptive statistics and regression of the variables, this study finally draws a pathway model to show that sustainable energy definitely leads to sustainable business. From the buyers’ point of view, sustainable consumption and low waste as well as from the sellers’ point of view profit and sustainable product both support sustainable business backed by sustainable strategy, energy efficiency being the key. To make the competitive advantage enduring, ensure profitability and profit growth for the shareholders of the corporate world, especially the electrical and electronics industry; with the energy bulb in particular, an energy efficiency strategy could be implemented in businesses worldwide. As the COP26 (The 2021 United Nations Conference on Climate Change) limits the global warming rise by 1.5%, energy bulb has been the pioneer in promoting sustainable products to adopt the sustainable strategy to limit carbon emissions globally.

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“…In a similar vein, scholars have called for the development of sustainable business model pattern languages. A shared language can be used to communicate, experiment and support the identification of potential business solutions for sustainability challenges by providing a 'tool box' of opportunities (Lüdeke-Freund et al, 2019;Zufall et al, 2019). Our research adopts these perspectives and is the first study that introduces a typology of business model tools available to manage marine plastic.…”

Section: Business Models and Innovationmentioning

confidence: 99%

In the business of dirty oceans: Overview of startups and entrepreneurs managing marine plastic

Dijkstra

Beukering

Brouwer

2021

Marine Pollution Bulletin

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Plastic pollution, especially in marine environments, is a global problem that is currently inadequately managed. Solutions for marine plastic can occur through policy, behavior change and infrastructure improvements, but also through entrepreneurial ventures and technological innovations. Currently, information about these ventures and innovations is scattered and lacks coherence. This study presents the first comprehensive overview of entrepreneurial and SME led solutions for marine plastic by analyzing a database of 105 SMEs categorized into four functions: prevention, collection, transformation and monitoring. We find that small businesses are successfully commercializing goods and services to reduce the damage of plastics on the marine environment through innovative business models, with a steep growth of startups founded between 2016 and 2019. However, efforts to manage marine plastic are still underdeveloped in many areas, including microplastic management and monitoring. Practitioners, policymakers and researchers can utilize the database to identify solutions, best practices, synergies and avenues for further research, such as quantifying the environmental impacts of this industry.

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Business model patterns of sustainability pioneers - Analyzing cases across the smartphone life cycle

Cited by 47 publications

References 62 publications

Circular value creation architectures: Make, ally, buy, or laissez‐faire

Circular value creation architectures: Make, ally, buy, or laissez‐faire

Sustainable Strategy to Sustainable Business: An Empirical Analysis on Energy-Efficient Light Bulb

In the business of dirty oceans: Overview of startups and entrepreneurs managing marine plastic

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