The 4I-framework of business model innovation: a structured view on process phases and challenges

Frankenberger, Karolin; Weiblen, Tobias; Csik, Michaela; Gassmann, Oliver

doi:10.1504/ijpd.2013.055012

Cited by 304 publications

(346 citation statements)

References 43 publications

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“…Mentink [11] (p. 34) used a similar approach to the business model as Frankenberger et al [75], and outlined the changes of business model components needed for developing a more circular service model, such as: (1) Sales model-a shift from selling volumes of products towards selling services and retrieving products after first life from customers (2) Product design/material composition-the change concerns the way products are designed and engineered to maximize high quality reuse of product, its components and materials (3) IT/data management-in order to enable resource optimization a key competence is required, which is the ability to keep track of products, components and material data (4) Supply loops-turning towards the maximization of the recovery of own assets where profitable and to maximization of the use of recycled materials/used components in order to gain additional value from product, component and material flows (5) Strategic sourcing for own operations-building trusted partnerships and long-term relationships with suppliers and customers, including co-creation (6) HR/incentives-a shift needs adequate culture adaptation and development of capabilities, enhanced by training programs and rewards…”

Section: Componentsmentioning

confidence: 99%

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Designing the Business Models for Circular Economy—Towards the Conceptual Framework

2016

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Switching from the current linear model of economy to a circular one has recently attracted increased attention from major global companies e.g., Google, Unilever, Renault, and policymakers attending the World Economic Forum. The reasons for this are the huge financial, social and environmental benefits. However, the global shift from one model of economy to another also concerns smaller companies on a micro-level. Thus, comprehensive knowledge on designing circular business models is needed to stimulate and foster implementation of the circular economy. Existing business models for the circular economy have limited transferability and there is no comprehensive framework supporting every kind of company in designing a circular business model. This study employs a literature review to identify and classify the circular economy characteristics according to a business model structure. The investigation in the eight sub-domains of research on circular business models was used to redefine the components of the business model canvas in the context of the circular economy. Two new components-the take-back system and adoption factors-have been identified, thereby leading to the conceptualization of an extended framework for the circular business model canvas. Additionally, the triple fit challenge has been recognized as an enabler of the transition towards a circular business model. Some directions for further research have been outlined, as well.

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Section: Componentsmentioning

confidence: 99%

“…There are quite many conceptual frameworks of business models in general [75,[77][78][79][80][81][82]. Thus, a further systematization became a reasonable direction of research.…”

Section: Conceptual Modelsmentioning

confidence: 99%

Designing the Business Models for Circular Economy—Towards the Conceptual Framework

2016

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“…The success of certain business models based on new ways of SCP, give a glimpse at the opportunities for new business models in different industries [78].…”

Section: Discussion and Limitations Of The Studymentioning

confidence: 99%

Studies and Investigation about the Attitude towards Sustainable Production, Consumption and Waste Generation in Line with Circular Economy in Romania

et al. 2018

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With a rapidly growing world population and the need to address the issue of consumption of global resource and its associated environmental impacts and other social and economic issues, the demand for a responsible consumption, production and prevention of waste generation become increasingly crucial. With this broad characterization of Sustainable Consumption and Production (SCP), businesses based on circular economy should become the norm. With this goal in mind, an online questionnaire survey was performed on a nationwide scale, to explore consumers' behaviors and attitudes. It was distributed in all four of Romania's macro-regions and reached 642 respondents. The purpose of the study has been to better understand consumers' behavior regarding sustainable consumption and production and examine whether generations play a role in responsible consumer attitudes toward the products. Three generations (X, Y, and Z) have been examined and compared. The results show that what extent those three generation agree with the environment and the benefits of reducing resource consumption, also waste generation, selective collection, recycling and reuse. However, most of them have not adopted and do not intend to adopt consumer patterns based on the circular economy. The findings provide empirical evidence and directions that could help marketers identify their consumer's characteristics and market segments and develop consumer empowerment strategies on the Romanian market.

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“…Since then, the notion has attracted a growing interest both in scientific and managerial debate (Casadesus-Masanell and Zhou, 2013;Enev and Liao, 2014;Frankenberger et al, 2013;Girotra and Netessine, 2014;Zott et al, 2011). Currently, it is possible to state that, from a scientific point of view, the notion of BM has become a mainstream topic in different research streams (Wirtz et al, 2016).…”

Section: The Notion Of Business Model (Bm)mentioning

confidence: 99%

“…This can result in delivering value in a new way, to go beyond single-function strategies and to change use of technologies (Frankenberger et al, 2013). Accordingly, it is important to distinguish business model innovation from product, service or technological innovation (Baden-Fuller and Haefliger, 2013).…”

Section: The Notion Of Business Model Innovation (Bmi)mentioning

confidence: 99%

The business model prism: managing and innovating business models of arts and cultural organisations

Schiuma

Lerro

2017

Journal of Open Innovation: Technology, Market, and Complexity

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Purpose: This paper introduces and analyses the Business Model Prism (BMP) for the arts and cultural organizations as multidimensional framework to map the "as is" structure and the logic of their business model as well as to drive the design of innovation initiatives, i.e. the "as should be" business model. The framework can be used both for descriptive and normative purposes and comprises seven facets organized and represented with a tri-dimensional prism which defines the key business components of arts and cultural organisations.Design/methodology/approach: The research design and methodology are based on a literature review on the themes of business models and business models innovation with a focus on the characteristics and features of the arts and cultural organisations. This paper has a conceptual nature and it is based on a literature review. This includes also a desk research investigation of some key examples of arts and cultural organisations that have adopted innovations to transform the way how they work and deliver value to audience. The development of the novel framework builds the foundation for applying operatively and testing it in arts and cultural organisations and supports them in mapping and transforming effectively their business model. Originality/value: Traditionally great attention the studies on business model innovation have been focused on businesses and public organisations, while rather limited attention has been paid to the investigation of how arts and cultural organisations can develop and manage their business models. Most of the attempts in this direction are aimed at contextualising, in the cultural sector, frameworks that have been devised for the business sector. Although acknowledging the relevance of these contributions, they present weaknesses related to the capacity to take into account the specific characteristics and features of the arts and cultural organisations. The originality and the value of this paper resides, then, in the attempt to fill this gap, providing a new and industry-specific framework able to effectively support the management and the innovation of the business models in the arts and cultural sector. Practical implications: The proposed framework can support arts and cultural managers to understand the key dimensions characterising the business model of their organizations. In addition, it provides guidelines to map and design managerial initiatives to develop and transform the business model of arts and cultural organisations.

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The 4I-framework of business model innovation: a structured view on process phases and challenges

Cited by 304 publications

References 43 publications

Designing the Business Models for Circular Economy—Towards the Conceptual Framework

Designing the Business Models for Circular Economy—Towards the Conceptual Framework

Studies and Investigation about the Attitude towards Sustainable Production, Consumption and Waste Generation in Line with Circular Economy in Romania

The business model prism: managing and innovating business models of arts and cultural organisations

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