Business model

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

Cocreating business's new social compact.

Abstract: Moving beyond decades of mutual distrust and animosity, corporations and nongovernmental organizations (NGOs) are learning to cooperate with each other. Realizing that their interests are converging, the two sides are working together to create innovative business models that are helping to grow new markets and accelerate the eradication of poverty. The path to convergence has proceeded in three stages. In the initial be-responsible stage, companies and NGOs, realizing that they had to coexist, started to look for ways to influence each other through joint social responsibility projects. This experience paved the way for the get-into-business stage, in which NGOs and companies sought to serve the poor by setting up successful businesses. In the process, NGOs learned business discipline from the private sector, while corporations gained an appreciation for the local knowledge, low-cost business models, and community-based marketing techniques that the NGOs have mastered. Increased success on both sides has laid the foundation for the cocreate-business stage, in which companies and NGOs become key parts of each other's capacity to deliver value. When BP sought to market a duel-fuel portable stove in India, it set up one such cocreation system with three Indian NGOs. The system allowed BP to bring the innovative stove to a geographically dispersed market through myriad local distributors without incurring distribution costs so high that the product would become unaffordable. The company sold its stoves profitably, the NGOs gained access to a lucrative revenue stream that could fund other projects, and consumers got more than the ability to sit down to a hot meal-they got the opportunity to earn incomes as the local distributors and thus to gain economic and social influence.

A review of demand side management business models in the electricity market

Abstract: Demand side management (DSM) can be defined as modifications in the demand side energy consumption pattern to foster better efficiency and operations in electrical energy systems. DSM activities, which are classified into “energy efficiency (EE)” and “demand response (DR)” are becoming more popular due to technological advances in smart grids and electricity market deregulation. However, it can be argued that ensuring DSM sustainability requires creating suitable business models. Business models are influenced by different factors such as electricity market regulation, mechanisms, power system characteristics and infrastructure. The proliferation of smart grid infrastructure, distributed generation, intermittent renewable energy resources and energy storage devices has affected DSM business models considerably. Therefore, in this paper, possible business models for EE and DR providers in different electricity market segments are analyzed and reviewed. The analysis covers three types of characteristics: DSM transaction characteristics, renewable energy correlation and DSM load control characteristics. In DSM transaction characteristics, the value proposition of DSM such as added value offered to the DSM purchaser and transaction triggers are discussed. In renewable energy correlation, the effect of increased renewable energy penetration on the business model is evaluated. In DSM load control characteristics, load control and aggregation aspects such as response speed, duration, advance notice, location sensitivity and actual usage frequency are analyzed.

Sustainable Business Models: A Review

Abstract: During the past two decades of e-commerce growth, the concept of a business model has become increasingly popular. More recently, the research on this realm has grown rapidly, with diverse research activity covering a wide range of application areas. Considering the sustainable development goals, the innovative business models have brought a competitive advantage to improve the sustainability performance of organizations. The concept of the sustainable business model describes the rationale of how an organization creates, delivers, and captures value, in economic, social, cultural, or other contexts, in a sustainable way. The process of sustainable business model construction forms an innovative part of a business strategy. Different industries and businesses have utilized sustainable business models’ concept to satisfy their economic, environmental, and social goals simultaneously. However, the success, popularity, and progress of sustainable business models in different application domains are not clear. To explore this issue, this research provides a comprehensive review of sustainable business models literature in various application areas. Notable sustainable business models are identified and further classified in fourteen unique categories, and in every category, the progress -either failure or success- has been reviewed, and the research gaps are discussed. Taxonomy of the applications includes innovation, management and marketing, entrepreneurship, energy, fashion, healthcare, agri-food, supply chain management, circular economy, developing countries, engineering, construction and real estate, mobility and transportation, and hospitality. The key contribution of this study is that it provides an insight into the state of the art of sustainable business models in various application areas and future research directions. This paper concludes that popularity and the success rate of sustainable business models in all application domains have been increased along with the increasing use of advanced technologies.