Digital platform business models are disrupting traditional business processes and reveal a new way of creating value. Current validation processes for business models are designed to assess pipeline business models. They cannot grasp the logic of digital platforms, which increasingly integrate Artificial Intelligence (AI) to ensure success. This study developed a new validation process for early market validation of digital platform business models by following the Design Science Research methodology. The designed process, the Smart Platform Experiment Cycle (SPEC), is created by combining the Four-Step Iterative Cycle of business experiments, the Customer Development Process, and the Build-Measure-Learn feedback loop of the Lean Startup approach and enriching it with the knowledge of digital platforms. It consists of five iterative steps showing the startup how to design their platform business model and corresponding experiments and how to run, measure, analyze, and learn from the outcomes and results. To assess its efficacy, applicability, and validity, SPEC was applied in the German startup GassiAlarm, a service marketplace business model. The application of SPEC revealed shortcomings in the pricing strategy and highlighted to what extent their current business model would be successful. SPEC reduces the risk of building a product or service the market deems redundant and gives insights into its success rate. More applications of the SPEC are needed to validate its robustness further and to extend it to other types of digital platform business models for improved generalization.
Cross-border cooperation in the early stages of a start-up might be one way of developing a sustainable and scalable business model for young enterprises. Thus, this paper is anchored at the intersection of the research areas of international Entrepreneurship and business model innovation. Its intention is to open up diverse perspectives for researchers in the field of cross-border Entrepreneurship. For this complex approach of cross-national cooperation, a theoretical framework with helpful knowledge has been developed. This work is considered relevant in view of the possible future developments in the fields of Innovation and Entrepreneurship. Global developments, such as the rapid growth of digitization, have a strong impact on the global economic situation as well as the field of Entrepreneurship (Kollmann et al. 2017). While on the one hand many people in Europe fear falling behind China and the USA when it comes to innovation, the associated potential for new, globally applicable business models is often neglected even though start-ups might have the courage to address them. However, they usually lack the resources and market access they need to implement their objectives. Therefore, this paper offers a new perspective on Transnational Entrepreneurship (TE) and demonstrates an approach for a cooperative possibility, how young companies can successfully discover cross-border market opportunities together with other start-ups and implement new business models successfully, providing a new perspective and first practical implications from action research-based pilot projects for Transnational Entrepreneurship. Furthermore, first practical implications were implemented through a university project in the challenging environment of resource constraints and cross-border communication. Keywords: transnational, entrepreneurship, cooperation, business model,
In times of a complex, uncertain and dynamic world with increasingly faster product life cycles agile approaches in the early phase of product development are demanded in small and medium sized enterprises (SME’s). Despite the high demand, there is still no generally valid and need-specific solution concept for the integration of agile approaches due to different company specific requirements such as the level of maturity, experience and application purposes. Within this research, the question about the actual needs as well as the corresponding design of a concept for integrating agile approaches in product development for SME requirements is tackled. In order to identify existing challenges in the field of agile product development an empirical study with eleven mechanical engineering companies is conducted and analyzed. By using agglomerative-hierarchical clustering, three distinct types of SME’s with similar needs are structured. As a result, this research proposes a systematic procedure, enabling SME’s to be clustered by their needs and enable the integration of agile approaches through a problem-oriented roadmap with specified recommendation of actions. Enhancing the integration and application of agile approaches effectively in product development projects, the level of agility appropriate to the situation and needs must be identified and introduced. Therefore, the potential that arises from the process-oriented support of the product development teams in the early phase of innovation projects will be outlined. Keywords: agile approaches, needs analysis, small and medium sized enterprises, clustering, product development, mechanical engineering
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