Business model life cycle assessment: A method for analysing the environmental performance of business

Böckin, Daniel; Goffetti, Giulia; Baumann, Henrikke; Tillman, Anne‐Marie; Zobel, Thomas

doi:10.1016/j.spc.2022.04.014

Cited by 17 publications

(10 citation statements)

References 47 publications

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“…The novel findings were made possible by the fundamental methodological difference between LCA and BM‐LCA: BM‐LCA integrates the monetary flows of a BM and the physical life cycle flows of the product through a profit‐based functional unit (Böckin et al, 2022). Conventional LCA lacks this methodological feature.…”

Section: Discussionmentioning

confidence: 99%

“…The BM-LCA method, presented in Böckin et al (2022), aims to assess and compare the environmental impacts of (at least) two BMs. The BMs themselves are taken as the object of analysis, and their economic performance is taken as the basis of comparison, since the purpose of a BM is to make money (Böckin et al, 2022). In LCA terms, this means using an economic indicator as a functional unit (the unit of comparison in LCA), such as profit or rate of return, instead of product functionality as in conventional LCA (Baumann et al, 2022).…”

Section: The Bm-lca Methodsmentioning

confidence: 99%

“…The BM‐LCA method, presented in Böckin et al (2022), aims to assess and compare the environmental impacts of (at least) two BMs. The BMs themselves are taken as the object of analysis, and their economic performance is taken as the basis of comparison, since the purpose of a BM is to make money (Böckin et al, 2022).…”

Section: Methodsmentioning

confidence: 99%

“…Thus, companies seeking to enhance sustainability could find BM‐LCA useful for design and innovation of more sustainable BMs based on quantitative environmental results and evidence. The methodology of BM‐LCA is presented in a separate article (Böckin et al, 2022).…”

Section: Introductionmentioning

confidence: 99%

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Towards sustainable business models with a novel life cycle assessment method

et al. 2022

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Business model (BM) innovation for sustainability is hampered by a lack of tools for environmental assessment and guidance at the BM level. Conventional life cycle assessment (LCA) neglects the economic and socio-technical mechanisms within a BM, and tools based on the BM canvas (BMC) cannot provide recommendations substantiated by environmental data. Here, a new method, BM-LCA, is applied to a case comparing the selling and renting of jackets, using profit as basis of comparison.Results identify how business parameters influence environmental performance, permitting analysis for decoupling within a business practice. This is made possible by the unique way the method links physical life cycle and the monetary flows of a BM. Usefulness of BM-LCA is discussed relative to BM innovation, business strategy and similar tools. BM-LCA provides insights into a broad range of BM elements and emerges as useful for business strategy. By measuring BM environmental performance, it helps determine what BM to compete with and support critical analysis of business against greenwashing. BM-LCA also enables identification of BM elements in greatest need of environmental innovation. BM-LCA appears as a promising tool for guiding business companies towards sustainability, filling a space between LCA and BMC. The method offers a practical way for business and LCA experts to merge their respective knowledge.

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Section: Discussionmentioning

confidence: 99%

Section: The Bm-lca Methodsmentioning

confidence: 99%

Section: Methodsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Towards sustainable business models with a novel life cycle assessment method

et al. 2022

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“…Recovering and valorizing olive oil by-products in a circular perspective require radical and systemic changes to overcome cultural, technological, market, and regulatory barriers (Kirchherr et al, 2017) at all stages of the olive oil supply chain. Therefore, firms are seen as crucial actors in pushing the transition toward CE at the micro-economic level (Vermunt et al, 2019;Donner et al, 2022), because they often must transform radically their operational patterns (Urbinati et al, 2017) by adopting and bringing eco-innovations to the market (De Jesus et al, 2018;Böckin et al, 2022). From a businessdriven transition perspective, designing new business models plays a key role in implementing the paradigmatic shift into CE (Geissdoerfer et al, 2020).…”

Section: Background Business Model Innovation For Circular Transitionmentioning

confidence: 99%

Toward the circular economy into the olive oil supply chain: A case study analysis of a vertically integrated firm

Stempfle

Roselli

Carlucci

et al. 2022

Front. Sustain. Food Syst.

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While the paradigm of circular economy (CE) and the processes of socio-technical transition have been broadly investigated at the theoretical level, understanding how the transition toward circular models can be implemented in practice is still limited. This contribution aims to provide in-depth and evidence-based insights on an emerging pathway for the operability of CE into the olive oil supply chain. A case study from the Apulia region (the leading olive oil producing area in Italy) is presented to show how an existing business model can be transformed into a circular one, and to what extent it can be replicated. The study focuses on a vertically integrated firm, in which a new industrial process has been introduced to manage olive pomace, which is one of the most important by-products obtained from olive oil extraction. The empirical analysis is built on the Circular Business Model Canvas (CBMC), which is conceived as a suitable theoretical and methodological tool to speed up the transition process toward CE at a micro-economic level. This analytical framework allows us to identify the interplaying elements that the firm combines to capture, create, and deliver value, as well as the relationships with the broader economic system. Particular attention is paid to two distinctive components of CBMC: material loops and adoption factors. Also, internal and external factors affecting the adoption of the new circular business model have been discussed by separating drivers and barriers of the transition process.

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