Organizational Business Model of State Franchising

Abstract

The development of entrepreneurship in any country is inextricably linked with the participation of the state, without the intervention and support of which it is impossible to create a friendly institutional environment conducive to the development of entrepreneurial initiatives and entrepreneurial activity of the population. Small and medium entrepreneurship is the main driving force of the country's economic development throughout the world. The development strategy of the Russian Federation for 2018-2024 includes seven strategic priorities, some of which relate to the development of entrepreneurship and support for civic entrepreneurial initiative, the creation of a competitive economy in which government policy will be aimed at partnership with private business and reducing the direct participation of the state in the economy, and support of such socially important areas as health, education, social sphere, etc. In this connection, there is a need for s forms of the partnership of state and business structures in socially important sectors in order to attract small and medium-sized businesses. At the same time, a mechanism is needed to implement such a partnership, which should be based on a business model that will allow you to clearly understand the logical links and relationships. This paper describes the author's version of the configuration (template) of the business model of state franchising as a form of partnership between business and government. The basis is the canvas of the classic business models of Osterwalder-Pigneur and Ash Maurya. Special attention is paid to unfair (non-market) competitive advantage, which business receives. The described business model makes it possible to cover the partnership in general, concentrate on the main things, discover bottlenecks and interdependencies, contradictions and alternatives. Work within the framework of this business model gives a chance to significantly increase the efficiency of partners and to support socially significant areas of business.

User-driven business model innovation: an ethnographic inquiry into Toutiao in the Chinese context

“…It can be viewed as the integration of IO (industrial organization theory) and RBT (resources-based theory) (Mitani 2015). This combination can be created from the four elements of customer value proposition, profit formula, key resources, and key process (Gellweiler and Krishnamurthi 2020) or the three elements of adding novel activities, linking activities and new activity system governance (Jost 2020), or the nine elements of customer segments, value proposition, channels, customer relationship, revenue streams, key resources, key activities, partnerships and cost structure (Baldina and Masyuk 2020).…”