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Business model

About: Business model is a research topic. Over the lifetime, 31509 publications have been published within this topic receiving 599504 citations.


Papers
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Journal ArticleDOI
TL;DR: In this paper, the authors report the findings of a survey on European airlines often categorized as low-cost carriers to see to which extent they have changed their business model towards a hybrid strategy, adopting features of full service network airlines.

138 citations

Journal ArticleDOI
TL;DR: This study offers the first circular business model typology within the agricultural domain, revealing the interconnectedness of the six different business model types and providing options for managers in positioning and adapting their business strategies.

138 citations

Journal ArticleDOI
01 Mar 2018
TL;DR: It is shown that service aspect-specific sentiment indicators drive the decision to recommend an airline and that these factors can be incorporated in a predictive model using data mining techniques.
Abstract: Consumer recommendations of products and services are important performance indicators for organizations to gain feedback on their offerings. Furthermore, they are important for prospective customers to learn from prior consumer experiences. In this study, we focus on user-generated content, in particular online reviews, to investigate which service aspects are evaluated by consumers and how these factors explain a consumer's recommendation. Further, we investigate how recommendations can be predicted automatically based on such user-driven responses. We disentangle the recommendation decision by performing explanatory and predictive analyses focusing on a sample of airline reviews. We identify core and augmented service aspects expressed in the online review. We then show that service aspect-specific sentiment indicators drive the decision to recommend an airline and that these factors can be incorporated in a predictive model using data mining techniques. We also find that the business model of an airline being reviewed, whether low cost or full service, is also an applicable consideration. Our results are highly relevant for practitioners to analyze and act on consumer feedback in a prompt manner, along with the ability of gaining a deeper understanding of the service from multiple aspects. Also, potential travelers can benefit from this approach by getting an aggregated view on service quality.

138 citations

Journal Article
TL;DR: The authors of as discussed by the authors found that many managers were fearful about venturing into an entirely new type of innovation process, and they maintain that open innovation is rooted in classic innovation principles such as idea generation and selection.
Abstract: As innovation becomes more democratic, many of the best ideas for new products and services no longer originate in well-financed corporate and government laboratories. How can companies tap into distributed knowledge and diverse skills? Increasingly, organizations are considering using an open-innovation process, but many are finding that making open innovation work can be more complicated than it looks. The authors research suggests that executives in numerous industries face the same fundamental decisions when exploring open innovation: (1) whether to open the idea-generation process, (2) whether to open the idea-selection process or (3) whether to open both. The key to success, the authors argue, is careful consideration of what to open, how to open it and how to manage the new problems created by the openness. Although the authors found that many managers were fearful about venturing into an entirely new type of innovation process, they maintain that open innovation is rooted in classic innovation principles such as idea generation and selection. The first benefit of open innovation is the number of ideas that become available. Statistically, the more ideas generated, the better the quality of the best one is likely to be. A second, lesser-known advantage of open innovation is that the value of the best idea generally increases with the variability of the ideas received. There are advantages to casting the net widely enough to access ideas of diverse quality: The quality of the average idea may fall, but the best idea is more likely to be spectacular. While managers are often apprehensive about idea creation through open innovation, many are completely unfamiliar with the possibilities offered by opening idea selection. They assume that only company employees can make good choices about which ideas are best. Yet the authors found that outsiders provide distinctive expertise and perspectives, which enable companies to pick winning ideas and generate significant value. This is particularly true with products that can be used in many ways, or when fashions or requirements change quickly. A potential problem in open innovation, the authors point out, relates to how companies contract with idea generators. A second challenge in managing open innovation is caused by a shift in who bears the cost (and risk) of idea generation. With open innovation, the company pays for a design only after it has been completed. This means that the idea generator bears both the cost and the risk of developing a design. Opening up the selection process has its own perils. Managers need to consider whether outsiders have unique knowledge about customer needs. If managers conclude that an outside perspective is useful in the selection process, they should ask themselves whether they can align the incentives of the outside selectors with the company's goals. When both idea development and selection are done by outsiders, the authors say, a new business model is usually needed to capture value.

138 citations

Journal ArticleDOI
TL;DR: An integrated framework for the after-sales network performance measurement is proposed, and an empirical application to two automotive case companies and their official service network shows that performance measurement systems of different supply chain actors should be aligned in order to achieve strategic consistency.

138 citations


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Performance
Metrics
No. of papers in the topic in previous years
YearPapers
2023667
20221,426
20212,136
20202,389
20192,358
20182,266