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Journal articles on the topic 'Évolution de business model'

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Author: Grafiati

Published: 21 September 2024

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1

Krémer, Florence, and Catherine Lapassouse-Madrid. "Pédagogie transmissive et pédagogie active : une analyse systémique via le Business Model." Projectics / Proyéctica / Projectique 38, no. 2 (June 24, 2024): 103–20. http://dx.doi.org/10.3917/proj.038.0103.

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L’enseignement supérieur universitaire français fait face à des tendances émergentes qui rendent son environnement plus complexe et favorisent l’adoption de pédagogies actives. Notre question de recherche consiste à prendre en compte la pluralité de ces flux pour déterminer en quoi cette évolution pédagogique dépasserait l’interaction enseignant/étudiants. L’originalité de notre approche est double. D’une part, nous utilisons le Business Model comme outil de visualisation des échanges de valeur. D’autre part, notre article est nourri par des travaux issus des sciences de l’éducation. Les résultats révèlent que les enjeux d’un glissement d’une pédagogie transmissive vers une pédagogie d’accompagnement vont bien au-delà du seul choix de l’enseignant et de sa pratique. L’analyse comparée et systémique des deux modèles pédagogiques, nourrie des travaux en sciences de l’éducation, soulève des interrogations et des paradoxes qui, en conclusion, éclairent la conduite du changement d’un collectif.

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Chaudhuri, Basudeb. "L’innovation en Inde : évolution des produits et processus vers des « business models »." Outre-Terre N° 54-55, no. 1 (2018): 159. http://dx.doi.org/10.3917/oute2.054.0159.

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3

Chabanet, Didier, Simon Bichon, Jean-Yves Hamiot, and Mohamed Karim Kefi. "Quel avenir pour le business model des pharmacies indépendantes en Italie ?" Question(s) de management 44, no. 3 (July 12, 2023): 129–37. http://dx.doi.org/10.3917/qdm.224.0129.

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Cet article analyse la façon dont les pharmaciens indépendants en Italie font face aux évolutions du marché, marqué notamment depuis une vingtaine d’années par le déclin de leur business model (BM) historique, à savoir la vente de médicaments. Pour savoir comment et dans quelle mesure ils s’adaptent et évoluent, 28 entretiens semi-directifs avec des pharmaciens ont été réalisés. La grande majorité des officines sont des entreprises familiales de petite taille, qui subissent de plein fouet la montée de la concurrence, la baisse du prix des médicaments et une série de mesures prises par les pouvoirs publics pour faire baisser les dépenses de santé. Dans un contexte de plus en plus morose, la plupart des pharmaciens procèdent à des ajustements limités de BM. Certains s’orientent cependant vers un modèle radicalement nouveau, qui consiste non plus tant à vendre des médicaments qu’à assurer des services thérapeutiques. Les mutations en cours nécessitent des investissements souvent très lourds, au moment même où le législateur ouvre le capital des pharmacies à des non-pharmaciens. L’avenir des petites pharmacies indépendantes s’inscrit donc en pointillé.

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4

Leroux, Isabelle, Paul Muller, Béatrice Plottu, and Caroline Widehem. "Innovation ouverte et évolution des business models dans les pôles de compétitivité : le rôle des intermédiaires dans la création variétale végéta." Revue d'économie industrielle, no. 146 (May 15, 2014): 115–51. http://dx.doi.org/10.4000/rei.5812.

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5

Mirimi, Nadia, and Mohamed Mhamdi. "La digitalisation : Un levier de développement du secteur de la microfinance." International Journal of Economic Studies and Management (IJESM) 2, no. 1 (May 19, 2022): 49–57. http://dx.doi.org/10.52502/ijesm.v2i1.258.

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La transformation digitale est sur toutes les lèvres, c’est le concept qui « buzz » en ce moment comme en témoignent les échanges du dernier African Digital Summit. Dans l'univers digital actuel, la finance se doit d’être plus agile. Toutes les branches de la finance ont subi ou subissent une transformation digitale. Cette vague disruptive n’a pas manqué de rattraper aujourd’hui la microfinance. Un secteur qui compte à ce jour plus de 6,7 milliards de DH d’encours pour un total de 938.000 bénéficiaires, considérant la forte composante sociale que recèle l’activité du microcrédit. Cette digitalisation peut impliquer plusieurs défis pour le secteur qui peuvent être résumés en deux volets : la nécessaire évolution institutionnelle pour exploiter le potentiel existant d’une part, et d’autre part, l’exploitation des opportunités qu’offre le digital. En cela, les acteurs du secteur, à savoir les institutions de microfinance, devront prendre le tournant de la finance digitale en développant le bon business model. Ce dernier doit intégrer évidemment des problématiques technologiques, mais également opérationnelles, réglementaires et d’expérience client. L’objectif de cet article est de mettre en relief la relation entre la digitalisation et le développement des institutions de microfinance qui sont amenées à repenser leurs processus, leurs modes de fonctionnement, leurs pratiques managériales voire même leur culture d’entreprise et donc miser sur le canal digital comme nouveau levier de distribution de leurs produits et services.

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6

Casarosa, Federica. "Online Auction Sites: An Example of Regulation in Electronic Communities?" European Review of Private Law 17, Issue 1 (February 1, 2009): 1–23. http://dx.doi.org/10.54648/erpl2009001.

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Abstract: The development of new technologies has allowed the digitalisation of a traditional negotiation process, whose proliferation is now clearly perceivable in electronic commerce. In point of fact, the model of the auction sale which concludes with a contract is not entirely new, either to economic actors, or to lawyers; however, the manner in which the electronic marketplace affects this kind of negotiation process can modify its traditional characteristics so that they adapt to a virtual environment. When a community of customers, or more generally of users, interact within an electronic platform developed to provide an auction service two main concerns surface: first, is the platform capable of providing a level of protection corresponding to that of the traditional auction model? Secondly, is it possible for the members of the community to define, control, and even enforce the rules that are applicable to the negotiation process? In order to give a clearer answer to the above–mentioned questions, the present analysis will make use of the example provided by one of the best known online auction websites, eBay, whose business activity not only is carried out in trans–national markets, from the U.S. to Europe to Asia, but also presents an organisational structure which involves both issues concerning the protection of its users’ rights and the creation of a self–regulatory environment. Résumé: Le développement de nouvelles technologies a permis la digitalisation d’un processus de négociation traditionnel dont la prolifération est évidente dans le commerce électronique. En fait, le modèle de vente aux enchères n’est pas du tout nouveau, ni pour les acteurs économiques, ni pour les acteurs du droit; même si la façon dont le marché électronique affecte ce type de processus de négociation peut conduire à une évolution de ses caractéristiques traditionnelles en vue d’une adaptation à un environnement virtuel. Quand une communauté de clients ou, plus en général, d’utilisateurs interagissent dans le cadre d’une plate–forme électronique qui fournit un service de vente aux enchères, il a deux questions principales. Tout d’abord la plate–forme est–elle capable de fournir un niveau de protection correspondant à celui existant dans le modèle d’enchères traditionnel? Deuxièmement, est–il possible pour les membres de la communauté de définir, de contrôler et, éventuellement, de faire respecter les règles qui sont applicables au processus de négociation? Afin de préciser plus clairement ces questions, cette contribution partira de l’exemple d’un des site d’enchères en ligne le plus connu: eBay, qui non seulement réalise son activité sur un marché transnational, des Etats–Unis à l’Europe, à l’Asie; mais qui présente également une structure organisationnelle qui touche autant la protection des droits des utilisateurs, que la création d’un environnement d’autorégulation. Zusammenfassung: Die Entwicklung neuer Technologien hat zu einer Digitalisierung des Verhandlungsprozesses geführt. Dieses ist insbesondere deutlich im elektronischen Geschäftsverkehr zu sehen. Das Model einer Verkaufsauktion, die mit einem Vertragsabschluss endet, ist weder für die Wirtschaftsbeteiligten noch für Rechtsanwälte etwas Neuartiges

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7

Gaudin, Thierry. "Technique et société : l’irrésistible évolution." Futuribles N° 419, no. 4 (2017): 45. http://dx.doi.org/10.3917/futur.419.0045.

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8

Thelisson, Anne-Sophie, and Olivier Meier. "Évolution du business modèle d’une PME : quelques enseignements tirés d’un cas." Recherches en Sciences de Gestion N° 149, no. 2 (September 21, 2022): 31–60. http://dx.doi.org/10.3917/resg.149.0031.

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9

Roux, Guillaume. "Quelle évolution de la xénophobie en France ?" Futuribles, no. 319 (May 2006): 19–42. http://dx.doi.org/10.1051/futur:200631919.

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10

Nicolas, Nadine, and Richard Soparnot. "Relations constructeurs automobiles et distributeurs : évolution, enjeux et perspectives." Market Management 7, no. 1 (2007): 60. http://dx.doi.org/10.3917/mama.041.0060.

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11

Moscarini, Giuseppe, and Fabien Postel-Vinay. "On the Job Search and Business Cycles." Revue économique Vol. 51, no. 1 (February 27, 2024): 73–112. http://dx.doi.org/10.3917/reco.751.0073.

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Nous proposons une analyse simple du cycle économique dans un modèle où les travailleurs employés comme les chômeurs cherchent des emplois en présence de frictions d’appariement. Une hiérarchie des emplois découle de leurs productivités hétérogènes. Les entreprises se font concurrence à la Bertrand pour attirer les travailleurs, suivant le protocole d’enchères séquentielles de Postel-Vinay et Robin [2002]. La recherche en emploi (REE) amplifie et propage les chocs agrégés par trois voies : 1) une plus grande élasticité de la fonction d’appariement en présence de REE ; 2) une différence de rendements à l’embauche entre chômeurs et employés, dont les proportions varient naturellement au cours du cycle ; 3) la lente réallocation des travailleurs par REE vers des emplois plus productifs, qui engendre une évolution endogène des rendements à l’embauche .

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12

Maurin, Eric, and Catherine Chambaz. "La persistance dans la pauvreté et son évolution." Économie & prévision 122, no. 1 (1996): 133–52. http://dx.doi.org/10.3406/ecop.1996.5782.

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13

Chaze-Magnan, Ludivine, Émilie Hoareau, and Blandine Ageron. "Compétences des managers en logistique et SCM." Revue Française de Gestion 46, no. 290 (June 2020): 31–45. http://dx.doi.org/10.3166/rfg.2020.00457.

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Les nombreux défis que doit relever la supply chain (SC) induisent une évolution des métiers, missions et compétences associés. Dans ce contexte, cette recherche prolonge et enrichit la seule étude longitudinale menée en France sur les compétences en logistique et SCM (Bironneau et Le Roy, 2007, 2009 ; Bironneau et al., 2015) par une enquête menée en 2018 auprès de 156 supply chain (SC) managers. Les résultats confirment l’importance des compétences humaines, indiquent une évolution par rapport aux précédentes études et soulignent l’existence d’un socle de compétences indispensables à la réalisation des missions liées à la logistique et au SCM.

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14

Benabdallah, Mounia. "Business model." La Revue des Sciences de Gestion 278-279, no. 2 (2016): 117. http://dx.doi.org/10.3917/rsg.278.0117.

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15

Mikhalkina, Tatiana, and Laure Cabantous. "Business model innovation: How iconic business model emerges." Academy of Management Proceedings 2015, no. 1 (January 2015): 12761. http://dx.doi.org/10.5465/ambpp.2015.12761abstract.

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16

Walliser, Björn. "Recherche en parrainage. quelle évolution et quels résultats ?" Revue française de gestion 32, no. 163 (April 1, 2006): 45–58. http://dx.doi.org/10.3166/rfg.163.45-58.

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17

Bréchon, Pierre. "Europe : des valeurs en évolution mais toujours aussi clivées." Futuribles N° 443, no. 4 (June 14, 2021): 5–23. http://dx.doi.org/10.3917/futur.443.0005.

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18

BEYER, KAROLINA. "BUSINESS MODEL AND BUSINESS STRATEGY." sj-economics scientific journal 32, no. 1 (March 30, 2019): 16–26. http://dx.doi.org/10.58246/sjeconomics.v32i1.22.

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The aim of the article is to present the essence of business model concept as well as discussion about its position in relation to the company's strategy. To this end, a review of the subject literature was conducted, based on which different approaches to the category of the business model were highlighted. The article presents selected definitions of the discussed concept, indicating the lack of unanimity in the definition. In the following part of the article, the analysis of the position and role of the business model to the company's strategy was undertaken. Various approaches have been pointed out, but they assume the view that the business model and enterprise strategy are different concepts but are significantly related to each other. These concepts complement each other and are nowadays complementary tools for planning and strategic management in enterprises.

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19

Bouis, Romain. "Niveau et évolution de la concurrence sectorielle en France." Économie & prévision 185, no. 4 (2008): 141. http://dx.doi.org/10.3917/ecop.185.0141.

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20

Hajiheydari, Nastaran, Mojtaba Talafidaryani, SeyedHossein Khabiri, and Masoud Salehi. "Business model analytics: technically review business model research domain." foresight 21, no. 6 (November 11, 2019): 654–79. http://dx.doi.org/10.1108/fs-01-2019-0002.

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Purpose Although the business model field of study has been a focus of attention for both researchers and practitioners within the past two decades, it still suffers from concern about its identity. Accordingly, this paper aims to clarify the intellectual structure of business model through identifying the research clusters and their sub-clusters, the prominent relations and the dominant research trends. Design/methodology/approach This paper uses some common text mining methods including co-word analysis, burst analysis, timeline analysis and topic modeling to analyze and mine the title, abstract and keywords of 14,081 research documents related to the domain of business model. Findings The results revealed that the business model field of study consists of three main research areas including electronic business model, business model innovation and sustainable business model, each of which has some sub-areas and has been more evident in some particular industries. Additionally, from the time perspective, research issues in the domain of sustainable development are considered as the hot and emerging topics in this field. In addition, the results confirmed that information technology has been one of the most important drivers, influencing the appearance of different study topics in the various periods. Originality/value The contribution of this study is to quantitatively uncover the dominant knowledge structure and prominent research trends in the business model field of study, considering a broad range of scholarly publications and using some promising and reliable text mining techniques.

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21

Lindgren, Peter, and Jesper Bandsholm. "Business Model Innovation from an Business Model Ecosystem Perspective." Journal of Multi Business Model Innovation and Technology 4, no. 2 (2016): 51–70. http://dx.doi.org/10.13052/jmbmit2245-456x.422.

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22

Raiman, Jacques. "Brève histoire de GSI et évolution des prestations d'infogérance." Entreprises et histoire 40, no. 3 (2005): 49. http://dx.doi.org/10.3917/eh.040.0049.

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23

Shang, Yufei. "Tencent’s Business Model and Business Strategy." Frontiers in Business, Economics and Management 4, no. 2 (June 30, 2022): 29–33. http://dx.doi.org/10.54097/fbem.v4i2.631.

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In the competitive practice, a set of practical and unique corporate business models is the key to superiority in the market competition. Nevertheless, since the different perspectives of the researchers, resulting in the lack of unified understanding of the basic concept, structural system, and theoretical scope of business models, the research on enterprise business models has not formed a unified theoretical framework yet. Based on that, to better guide Chinese enterprises in successful enterprise business models, this paper explores the strategies for the design and innovation of enterprise business models, and attempts to provide ideas for the change of existing business models. Through the basic science research of Tencent's official, it could be found that the official operation model is roughly divided into three parts: Internet technology value-added services, mobile communication value-added services, and Internet advertising. The sales market began to be occupied by the official QQ of Tencent, and a large number of visitors were attracted, resulting in a fixed customer base. By maintaining a high number of hits and popularity, further development of other regions was carried out to gain profits. Tencent officials know their customer base well enough to provide them with a satisfactory service, no matter where the customer is. Most of Tencent's official business processes are aimed at the younger demographic. Taking advantage of customers' blind comparisons, curiosity, and other psychology, they deduct specific fees from various Unicom value-added services to gain profits.

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Bellier, Annie, and Abdoulkarim Idi Cheffou. "Évolution des critères d’investissement des business angels : de la présélection des projets à l’investissement final." Revue internationale P.M.E.: Économie et gestion de la petite et moyenne entreprise 33, no. 3-4 (2020): 169. http://dx.doi.org/10.7202/1074813ar.

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25

Ahmed, Mohammed R. "Simplified Business Model." International Journal of Business Administration 12, no. 3 (April 1, 2021): 36. http://dx.doi.org/10.5430/ijba.v12n3p36.

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The purpose of this paper is to introduce the concept of business model to small, medium, and as well to large businesses in a simple framework. The paper presents the conceptual framework for the business model grounded with the quantitative business model that emphasizes profit motives. The quantitative business model, which has been in existence from the inception of business and commerce, refers to revenues minus costs and expenses equal to profits. The business model is created with the understanding of the quantitative model that is, and it shows how revenues are generated, profits are made, and costs are managed. The paper presents a simplified framework for developing a business model in a three-step process. In the three-step process for creating a business model, all participants' profit motives are considered critical for the success of the business process. The simple procedure for creating a business model presented in the paper would help both small and large businesses improve the business model creation processes to generate more value for both the customers and the companies.

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Muhammad Diaudin and Nasikh. "Business Model Canvas." Media Wisata 20, no. 1 (January 24, 2022): 88–101. http://dx.doi.org/10.36276/mws.v20i1.326.

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Business Model Canvas: Strategy Planning For The Development Of Karangsari Star Agro-Tourism In Blitar City During The Covid-19 Pandemic. This study aims to determine a strategic plan for the development of Karangsari Starfruit Agrotourism during the COVID-19 pandemic. The method in this research is descriptive qualitative with a Business Model Canvas approach and SWOT analysis. The results of this study are an overview of the current Business Model Canvas from Karangsari Belimbing Agrotourism and a development strategy plan that is prepared based on a SWOT analysis on each Business Model Canvas block. The resulting strategic plan is to expand the target audience, add photo spot facilities and rest areas, add new social media for marketing, utilize social media to establish good relations with visitors, manage social media content consistently, increase collaboration, utilize empty areas and improve quality. HR, reducing variable costs according to priority needs, and increasing income from existing sources.

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Rajković-Borisavljević, Jelena, and Milinko Veličković. "Canvas business model." Serbian Journal of Engineering Management 4, no. 1 (2019): 53–59. http://dx.doi.org/10.5937/sjem1901053r.

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28

Babich, I. V. "Ecosystem business model." Economic Development Research Journal, no. 6 (2022): 54–58. http://dx.doi.org/10.54092/25420208_2022_6_54.

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Wirtz, Bernd W., and Vincent Göttel. "Business Model Innovation." WiSt - Wirtschaftswissenschaftliches Studium 43, no. 10 (2014): 529–35. http://dx.doi.org/10.15358/0340-1650_2014_10_529.

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Pels, Jaqueline, and Tomás Andrés Kidd. "Business model innovation." International Journal of Pharmaceutical and Healthcare Marketing 9, no. 3 (September 7, 2015): 200–218. http://dx.doi.org/10.1108/ijphm-02-2014-0011.

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Purpose – The purpose of this paper is to develop a framework that expands business model innovation literature by including a social goal, the emerging markets (EMs) environmental characteristics and adopting a bottom-up perspective. Design/methodology/approach – This paper draws on a single-case study. Sistema Ser/CEGIN (SER–CEGIN) is an Argentine social business that offers high-quality medical healthcare to BOP users. Findings – The paper presents a new conceptualization on business model innovation that includes three dimensions: firm-centric, environment and customer-centric. The framework incorporates to the traditional framework on business model innovation, the social profit equation, the general and task environment and the end-user, as well as the dynamics between them. Research limitations/implications – While the authors acknowledge the importance of studying the components of the business model operating levels (economic, operational and strategic) to determine the type of business model innovation (revenue, enterprise and industrial), the framework incoporates the environment and customer-centric dimension. The suggested framework opens new streams of research both for the innovation business model literature as well as for the EMs – bottom of the pyramid (BOP) literature. Practical implications – To achieve economic and social goals, particularly in the BOP, firms need to adopt a bottom-up approach to understand the components of their business model that need to be modified. Originality/value – The paper proposes a novel business model innovation conceptualization which is useful for both researches to better study business models in the BOP and for firms to successfully operate in the BOP.

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TREMBLAY, JEAN-FRANÇOIS. "VIWA’S BUSINESS MODEL." Chemical & Engineering News 87, no. 32 (August 10, 2009): 22. http://dx.doi.org/10.1021/cen-v087n032.p022.

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Mustafa, Rozeia. "Business model innovation." Journal of Strategy and Management 8, no. 4 (November 16, 2015): 342–67. http://dx.doi.org/10.1108/jsma-06-2014-0054.

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Wakefield, Julie. "Complexity's Business Model." Scientific American 284, no. 1 (January 2001): 31–34. http://dx.doi.org/10.1038/scientificamerican0101-31.

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Euchner, Jim. "Business Model Innovation." Research-Technology Management 59, no. 3 (April 25, 2016): 10–11. http://dx.doi.org/10.1080/08956308.2016.1161396.

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Osterwalder, Alex, and Jim Euchner. "Business Model Innovation." Research-Technology Management 62, no. 4 (June 26, 2019): 12–18. http://dx.doi.org/10.1080/08956308.2019.1613114.

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Setiawan, Setiawan. "BUSINESS MODEL CANVAS." Jurnal Kajian Budaya dan Humaniora 5, no. 2 (June 7, 2023): 199–216. http://dx.doi.org/10.61296/jkbh.v5i2.158.

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model bisnis berfokus pada akuisisi nilai, sementara strategi bisnis menekankan pada pelestarian keunggulan bersaing yang lebih luas. Di perusahaan, model bisnis merupakan arsitektur pengubahan inovasi menjadi nilai ekonomi, sementara strategi bisnis tidak hanya berhenti pada nilai ekonomi perusahaan, tetapi juga pemegang saham. Selanjutnya, walaupun model bisnis juga dipengaruhi oleh dinamika lingkungan eksternal dan internal organisasi, namun organisasi menggunakan strategi bisnis untuk menanggapi dinamika lingkungan industri dan makro, serta memutuskan posisi bersaing yang akan dipertahankan atau melakukan aksi agresif untuk menyerang pemimpin pasar. Tujuan dari konsep model bisnis telah didefinisikan dengan menekankan penciptaan nilai sebagai bagian dari mengelola pengembangan teknologi. Model bisnis demikian dipahami sebagai alat yang berfokus untuk menengahi antara pengembangan teknologi dan penciptaan nilai ekonomi. Metode penerapan model bisnis di perusahaan memiliki beberapa manfaat. Pertama, terkait dengan komponen-komponennya, model bisnis memudahkan para perencana dan pengambil keputusan di perusahaan melihat hubungan logis antara komponen-komponen dalam bisnisnya, sehingga dapat dihasilkan nilai bagi pelanggan dan perusahaan. Kedua, model bisnis dapat dipakai untuk menguji konsistensi hubungan antar komponennya. Ketiga, model bisnis dapat digunakan untuk menguji pasar dan asumsi yang digunakan ketika mengembangkan bisnis. Keempat, model bisnis dapat dipakai untuk menunjukkan seberapa radikal suatu perubahan dilakukan dan konsekuensinya. Hasil bagi perusahaan kecil, model bisnis didesain untuk kompetensi internal sehingga menghasilkan keuntungan kompetensi bagi perusahaan kecil. Simpulan, Hal ini konsisten dengan resourced- based theory, yang melihat bahwa perusahaan kecil sebagai kumpulan dari berbagai sumber daya dan kapabilitas). Keuntungan kompetitif dapat muncul dari keputusan yang baik atas aktivitas biasa (misalnya: produksi), koordinasi yang baik antara berbagai aktivitas-aktivitas tersebut (misalnya: proses pengembangan produk), manajemen yang baik (misalnya: supply chain management). Saran, Inovasi model bisnis canvas dapat membuat peluang yang besar dalam periode pertumbuhan ekonomi yang cepat. Namun, pemilihan model bisnis yang tepat bagi perusahaan merupakan hal yang sangat krusial karena akan memengaruhi atmosfer ekonomi dan peluang pasar.

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Klimanov, Denis, and Olga Tretyak. "LINKING BUSINESS MODEL AND MARKETING RESEARCH FOR SUCCESSFUL BUSINESS MODEL INNOVATION." Global Fashion Management Conference 2018 (July 30, 2018): 930–34. http://dx.doi.org/10.15444/gmc2018.08.05.01.

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Wulf, Johann-Peter, and Tessa Christina Flatten. "Business Model Orientation: Exploring the ‘Meta-Capability’ for Business Model Change." Academy of Management Proceedings 2015, no. 1 (January 2015): 18783. http://dx.doi.org/10.5465/ambpp.2015.18783abstract.

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Hasanudin, Muhaimin, Dedy Prasetya Kristiadi, and Budi Haryanto. "E-business Startup Model using Canvas Business Model (case study: SiJasPro)." IJISTECH (International Journal of Information System & Technology) 5, no. 2 (August 30, 2021): 127. http://dx.doi.org/10.30645/ijistech.v5i2.123.

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With the rapid development of information technology today, more and more businesses are using the internet as a medium to disseminate information and choose the right business model in order to survive and develop. This study aims to determine the business model of a startup in the Project Services Information System (sijaspro) by conducting analysis and evaluation to determine the strengths, weaknesses, opportunities, and threats so that they can design a business model. The research method used is a qualitative method. This study uses the theory of the business model canvas and SWOT analysis. The results show that the company's business model requires several additional factors in each element of the e-business model in order to grow and develop better by providing building project features and services and applications to users

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Romero, María Camila, Paola Lara, and Jorge Villalobos. "Evolution of the Business Model: Arriving at Open Business Model Dynamics." Journal of Open Innovation: Technology, Market, and Complexity 7, no. 1 (March 5, 2021): 86. http://dx.doi.org/10.3390/joitmc7010086.

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The business is an abstraction of the way in which value is created and delivered. The concrete representation is the business model, expressed by a group of artifacts built with different languages. It serves to describe, explain, analyze, design, and evaluate the business. The set of concepts, construction rules, artifacts, and languages required to express it, are defined by a Meta-Business Model (MBM). Multiple authors have proposed different MBMs, each one with a specific motivation and objective. Some of these MBMs are widely recognized and have been applied in contexts like innovation and entrepreneurship. Due to new challenges, such as sustainability, being faced by businesses and given new ways of producing and delivering value, like the sharing economy, Novel Complex Businesses (NCBs) are emerging. NCBs are businesses characterized by circular structures made out of numerous inter-related components, and by creating value out of the product/service schema. While existing MBMs fulfill certain purposes, they do not have the expressiveness required to describe NCBs precisely enough to describe and analyze them. This paper introduces an MBM with the concepts, construction rules, and graphical notation needed to represent NCBs. We also illustrate an NCB and present the results of the validation for our MBM.

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Spieth, Patrick, and Sabrina Schneider. "Business model innovativeness: designing a formative measure for business model innovation." Journal of Business Economics 86, no. 6 (November 27, 2015): 671–96. http://dx.doi.org/10.1007/s11573-015-0794-0.

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Gomes, Leonardo Augusto de Vasconcelos, Fabio Emanuel Farago, Ana Lucia Figueiredo Facin, Ximena Alejandra Flechas, and Lucas Emmanuel Nascimento Silva. "From open business model to ecosystem business model: A processes view." Technological Forecasting and Social Change 194 (September 2023): 122668. http://dx.doi.org/10.1016/j.techfore.2023.122668.

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Murtafia, Murtafia, and Nur Indah Sari. "BUSINESS DEVELOPMENT MODEL USING BUSINESS MODEL CANVAS AT EPARGNE THRIFT SHOP." Jurnal Administrasi Bisnis 2, no. 2 (November 30, 2022): 98–103. http://dx.doi.org/10.31294/jab.v2i2.1663.

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Model bisnis berkembang mengikuti perkembangan teknologi, begitupun bisnis penjualan baju bekas. Penelitian ini bertujuan untuk menggambarkan model pengembangan usaha menggunakan Model Bisnis Kanvas pada usaha mikro Thrift Shop di Makassar. Penelitian ini menggunakan metode penelitian kualitatif yaitu pengumpulan dan pengambilan data melalui wawancara dengan semua pihak yang tergabung pada Epargne Thrift Shop, melalui observasi dan telaah dokumen. Hasil penelitian ini menunjukkan tiga elemen terkuat dari Business Model Canvas pada Epargne Thrift Shop. Pertama, key partnership yang menggambarkan hubungan saling menguntungkan antara Epargne Thrift Shop dengan rekan bisnisnya. Kedua, value proposition menunjukkan bagaimana konsumen memperoleh manfaat dengan membeli barang bekas tersebut. Ketiga, key activities yang menggambarkan aktivitas utama usaha penjualan baju bekas. penelitian ini juga menggunakan matriks SWOT dalam menganalisis dan menghasilkan rekomendasi model bisnis dalam pengembagan usaha Epargne Thrift Shop. Penelitian ini merekomendasikan pengembangan usaha pada Eparge Thrift Shop dengan dua model bisnis yang dapat dijalankan secara bersamaan. Kata Kunci: Pengembangan usaha, model bisnis kanvas, pakaian bekas

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Ivanova, I., and U. Matveeva. "BRINGING THE BUSINESS TO SUSTAINABLE BUSINESS MODEL." Transport Business of Russia, no. 2 (2022): 120–21. http://dx.doi.org/10.52375/20728689_2022_2_120.

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Shi, Yuwei, and Tom Manning. "Understanding Business Models and Business Model Risks." Journal of Private Equity 12, no. 2 (February 28, 2009): 49–59. http://dx.doi.org/10.3905/jpe.2009.12.2.049.

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Pekkarinen, Olli, Markus Piironen, and Risto T. Salminen. "BOOT business model in industrial solution business." International Journal of Business Innovation and Research 6, no. 6 (2012): 653. http://dx.doi.org/10.1504/ijbir.2012.049490.

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Alhidayatullah, Alhidayatullah, Muhammad Khairul Amal, Tina Kartini, and Ade Sudarma. "Business Model Innovation Through MSME Sister Business." International Journal of Law Policy and Governance 1, no. 2 (December 16, 2022): 69–77. http://dx.doi.org/10.54099/ijlpg.v1i2.422.

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This study aims to determine the effectiveness of the MSME sister business model related to production, marketing, and quality control. This MSME sister business model begins with conducting field observations first, to get Pioneer MSMEs and Assisted MSMEs. Business model innovation is a very important foundation for MSME players. This type of research is descriptive with a qualitative approach with interview methods and field observations of 4 Pioneer MSMEs and 50 Assisted MSMEs. From the results of field observation, 4 Pioneer MSMEs were obtained, namely food, mushroom cultivation, bamboo handcraft, wooden handcraft, and 50 Assisted MSMEs. After that, the equalization of perceptions regarding the MSME sister business model was carried out, training, workshops, and then business cooperation (matching business) was carried out. The contribution of this research is the resolution of the problems faced by MSMEs so far, especially the pros. The plan is to form Pioneer MSMEs and other Assisted MSMEs, to produce better economic growth in Sukabumi Regency in particular and Indonesia in general.

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Wierzbiński, Marcin. "Revenue Model in Designing Business Model." Zeszyty Naukowe Uniwersytetu Szczecińskiego Finanse Rynki Finansowe Ubezpieczenia 79 (2016): 851–68. http://dx.doi.org/10.18276/frfu.2016.79-67.

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Deveaux, Laurent, and Corina Paraschiv. "Le rôle des agents intelligents sur l'internet. Révolution ou évolution commerciale ?" Revue française de gestion 30, no. 152 (October 1, 2004): 7–34. http://dx.doi.org/10.3166/rfg.152.7-34.

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Asmaraningtyas, Lussy Widia, Imelda Dian Rahmawati, and Hadiah Fitriyah. "Green Business Innovation: Sustainable Business Model Development through Integration of Business Model Canvas, Design Thinking, and Islamic Business Ethics." Golden Ratio of Marketing and Applied Psychology of Business 4, no. 1 (January 30, 2024): 57–74. http://dx.doi.org/10.52970/grmapb.v4i1.337.

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This research aims to analyze the integration of Business Model Canvas (BMC), Design Thinking, and Islamic Business Ethics in the development of sustainable green business models. Through a qualitative approach using Computer-Assisted Qualitative Data Analysis Software (CAQDAS) and secondary data, this research highlights the potential of integrating these three concepts in creating a business model that is not only competitive but also ecologically, socially, and economically sustainable. The results show that BMC integration provides a structural foundation, Design Thinking facilitates creative innovation in the context of sustainability, and Islamic Business Ethics provides a strong moral framework to support the implementation and sustainability of such business models. Thus, this research provides an innovative contribution to fill the existing knowledge gap and blaze new trails in designing green business models that integrate sustainability and Islamic business ethics values.

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