The power of business models

Shafer, Scott M.; Smith, Hilda; Linder, Jane C.

doi:10.1016/j.bushor.2004.10.014

Cited by 1,213 publications

(959 citation statements)

References 7 publications

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“…All the arguments above call for a shift of the Chinese truck manufacturer's business model towards a sustainable service-based business model. The business model includes how the firm creates, delivers value to its customers and captures value for itself (Shafer et al, 2005;Teece, 2010). A sustainable business model should meet the triple bottom line and provides social, environmental and economic gains for the company and the society (De Medeiros et al, 2014).…”

Section: Sustainable Service-based Business Models and Chinamentioning

confidence: 99%

Review of sustainable service-based business models in the Chinese truck sector

Pallaro

Subramanian

Abdulrahman

et al. 2017

Sustainable Production and Consumption

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The version presented here may differ from the published version or from the version of record. If you wish to cite this item you are advised to consult the publisher's version. Please see the repository url above for details on accessing the published version and note that access may require a subscription. AbstractGrowth of global sales of new trucks in emerging economies is substantial however, in China the growth of sales is expected to be only 1% for 2014-2024. The limited sales growth forecast and an intense market competition make it imperative for truck manufacturers in China to diversify their revenue earnings through service-based business models for the Chinese market.Typically, Chinese service based business model need to be sustainable by considering environmental and social factors in the manufacturer's business model. This paper reviews existing product-service systems (PSS) and service-based business models in the automotive sector to identify how truck manufacturers could reorient their current business model with respect to the Chinese context to enhance customer satisfaction, profitability and sustainability.The analysis indicates that most of the studies in the automotive sector have focused on product-oriented or use-oriented business models with respect to car segment specifically in the developed markets. Besides, sustainability issues related to vehicle end-of-life management are rarely considered. Our findings suggest that the Chinese truck sector needs an integrated result-oriented PSS business models which could be implemented in other developing countries.

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Section: Sustainable Service-based Business Models and Chinamentioning

confidence: 99%

Review of sustainable service-based business models in the Chinese truck sector

Pallaro

Subramanian

Abdulrahman

et al. 2017

Sustainable Production and Consumption

View full text Add to dashboard Cite

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“…This ambiguity is the same when it comes to BM components. Reference [9] finds 42 BM components in literature and proposes that they can be combined to form 20 distinguished components in an attempt to find BM components. A later attempt extending the research of reference [9] finds 26 diverse BM components in 48 related definitions and claims that only 5 components occurs in more than 50% of definitions [10].…”

Section: A Bm Definition and Componentsmentioning

confidence: 99%

“…Reference [9] finds 42 BM components in literature and proposes that they can be combined to form 20 distinguished components in an attempt to find BM components. A later attempt extending the research of reference [9] finds 26 diverse BM components in 48 related definitions and claims that only 5 components occurs in more than 50% of definitions [10]. In order to be comprehensive and concrete, we searched for a well-established BM components framework with the below selection criteria; 1) a framework that comprehensively define components with constituent elements, 2) a framework that has evolved with time but maintaining the consistency on definitions and specifications, 3) a framework that has been published and well cited.…”

Section: A Bm Definition and Componentsmentioning

confidence: 99%

Effect of Business Model Complexity on Supply Chain Management: A Case Study of Apparel Value Networks

Gunawardhana¹,

Suzuki²,

Enkawa³

2015

JOEBM

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Abstract-Focusing on the impact of business model (BM) on supply chain management (SCM), the paper takes a case study approach with six global apparel value networks to quantify the complexity created by the BM of a value network and to assess how SCM orientations differ among value networks owing to internal and external BM complexities. Results reveal a clear distinction among value networks in terms of BM complexities. Further, there are significant differences in areas of focus in SCM between high complex and less complex group proving that BM complexity matters significantly to SCM.Index Terms-Business model complexity, supply chain, apparel case study, value networks.

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“…Yunus et al (2010) describe first-hand experiences with a few Grameen companies from a 'social business model' perspective, but this is less linked to the generic literature on the topic and several details (for example on funding and profitability) are far from clear. We therefore searched for additional, older publications as well for frameworks that might be helpful to discuss the type of companies, issues and locations covered in this study, which also included Morris et al (2005) and Shafer et al (2005). Eyring et al (2011) turned out to be less applicable in view of its starting point of competition on either differentiation or price.…”

Section: Business Model Perspectivesmentioning

confidence: 99%

In search of viable business models for development: sustainable energy in developing countries

Kolk

Buuse

2012

Corporate Governance

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Purpose -Although the crucial role of business, and of business-based approaches, in development is increasingly emphasised by academics and practitioners, we lack insight into the 'whether and how' of viable business models, in environmental, social and economical terms. This article analyses private-sector involvement in development, including a business perspective of firm-level factors, taking the case of sustainable energy in developing countries. Design/methodology/approach -In the framework of the international business and development debate, we examine the 'state of the art' on sustainable energy and business involvement, and present our own research on illustrative cases from local companies involved in renewable, off-grid rural electrification. Implications are discussed, viewed from the broader perspective of business models. Findings -Existing studies on sustainable energy take macro-economic and/or policy-oriented approaches, containing specific case studies of rural electrification and/or recommended financing/delivery models. We categorize them on two dimensions (levels of subsidies and public/private involvement) and conclude that market-based models operating without subsidies do hardly exist in theory -and also not in practice, as our study shows that companies can at best have part of their portfolio non-subsidized based on customer segmentation or require socially-oriented investors/funders. Research limitations/applications -This exploratory study can be a starting point for further indepth analyses. Practical implications -The article outlines challenges faced by companies/entrepreneurs when aiming for viable business models, and provides insights to policy-makers who want to further the role of business in sustainable (energy) development. Societal implications -Sustainable energy and development are crucial and interlinked issues highly relevant to global society, as exemplified by the UN year of Sustainable Energy for All and Rio+20. Originality/value -The article contributes new dimensions and perspectives that have been left unexplored, and that are crucial for reducing poverty and stimulating sustainable (energy) development. Keywords -access to energy; business models; developing countries; electricity; off-grid; poverty; renewables; rural electrification; sustainable development; sustainable energy ACKNOWLEDGEMENT This article is one of the publications resulting from a longer-term research programme on business and development, and on partnerships. A part of the latter line of research (related to partnerships for sustainable development) has been carried out together with the Partnerships Resource Centre (see Pinkse, 2010a, 2010b;Van den Buuse et al., 2012).

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The power of business models

Cited by 1,213 publications

References 7 publications

Review of sustainable service-based business models in the Chinese truck sector

Review of sustainable service-based business models in the Chinese truck sector

Effect of Business Model Complexity on Supply Chain Management: A Case Study of Apparel Value Networks

In search of viable business models for development: sustainable energy in developing countries

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