Enter the Shark Tank: The Impact of Business Models on Early Stage Financing

Böttcher, Timo Phillip; Bootz, Valentin; Zubko, Tetiana; Weking, Jörg; Böhm, Markus; Krcmar, Helmut

doi:10.1007/978-3-030-86800-0_20

Cited by 14 publications

(5 citation statements)

References 44 publications

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“…However, the recent consolidation in startup funding supports the BM element of efficiency as identified by Amit and Zott (2001). Startups are now expected to create scalably but profitable BMs that can sustain without external funding (Ogrean & Herciu, 2020), even though received funding is often used both as a measure of success (e.g., Böttcher et al, 2021) and a source of success (e.g., Forti et al, 2020).…”

Section: Success Factors Of Startupsmentioning

confidence: 99%

Balancing on the Triple-Bottom-Line: Tensions in the Success Factors of Digital Business Models for Sustainability

Böttcher,

Petry,

Weking

et al. 2023

Proceedings of the Annual Hawaii International Conference on System Sciences

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We need innovations that enable sustainable economies and sustainable private consumption to meet the grand challenges of the UN Sustainable Development Goals. As an essential source of innovation, startups play a crucial role in improving sustainability by creating innovative and sustainable products and services as part of their business models (BMs). Since BMs are at a firm's core, BMs are a decisive factor that influences whether startups fail or thrive; we analyze the success factors of sustainable BMs. We interviewed 16 experts from 15 startups implementing sustainable BMs based on digital technologies and one incubator specializing in sustainability. We identify six success factors representing tensions in digital BM design that entrepreneurs need to address. Our analysis shows how the design of sustainable digital BMs differs from regular digital BMs and how the tensions affect the success of startups. For established firms, the results guide BM design and technology use.

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Section: Success Factors Of Startupsmentioning

confidence: 99%

Balancing on the Triple-Bottom-Line: Tensions in the Success Factors of Digital Business Models for Sustainability

Böttcher,

Petry,

Weking

et al. 2023

Proceedings of the Annual Hawaii International Conference on System Sciences

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“…Fintechs are usually quicker and more agile in providing digital services for customers. In addition, fintechs provide solutions to improve the banks' potential for digital technologies, which is why they attract new customers (Böttcher, Al Attrach, Bauer, Weking, Böhm & Krcmar, 2021). In the literature, attention is paid to the limited access of SMEs to financing via traditional channels (Vasilescu, 2014).…”

Section: Competence and Experience In The Real Market And Sme's Finan...mentioning

confidence: 99%

An analytical framework for strategic alliance formation between a cooperative bank and a fintech start-up: An Italian case study

Bartolacci¹,

Cardoni²,

Łasak³

et al. 2022

JEMI

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PURPOSE: The paper aims to identify the characteristics of the entities involved, the motivations and the processes of forming strategic alliances between a small cooperative bank and a fintech start-up. The paper bridges the research gap in the literature and explains the success factors of strategic alliance between considered entities. METHODOLOGY: We applied a typical qualitative research approach that consists of two steps. The first step was to develop an analytical framework to understand the critical success factors for the strategic alliance formation between banks and fintech start-ups. In the second step, we applied the analytical framework for a case study analysis, considering the strategic alliance between the Banca Popolare di Cortona and the NetFintech start-up. FINDINGS: Our research shows that there are different motives for strategic alliance formation for banks and fintech start-ups. From a theoretical point of view, banks’ motivations are based on outsourcing, innovation, the evolution of the business model, competitive advantage, saving costs, improving service quality, and learning. The main motives for fintechs include access to customers, loans, banking license, economies of scale, trust, and credibility. In the empirical part, we found that the crucial success factors are strategic alignment and hybridization, competence and experience, cultural value and territorial closeness, and professionalism. IMPLICATIONS: The results develop the knowledge about the best conditions for cooperative banks and fintech start-ups strategic alliances. The main limitation is that the paper is based only on one case study and it is related to cooperative banks and does not embrace other groups of banks. For this reason, it can be a basis for further research in this area. The described case study can be a good example to compare other cases of such alliances. Cooperative banks and fintech start-ups involved in a strategic alliance should share the commitment at the governance level. Critical are also the procedures of the alliance formation. ORIGINALITY AND VALUE: This article provides two main contributions to the literature on the technology-driven transformations of the banking sector. First, we elaborated a theoretical framework of the critical success factors for the bank and fintech start-up strategic alliance formation. Second, we applied the framework with the bank–fintech start-up cooperation in the local market in Italy. Contrary to previous research, which focuses mainly on commercial banks, this article presents the relationship between cooperative banks and fintech start-ups.

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“…Relevant BM literature mainly focused on financial institutions, but it also generated research on BMs in general in times of crisis. The BM influences a firm's performance before, during, and after a crisis (Böttcher, Bootz, et al, 2021;Curi et al, 2015;Hryckiewicz & Kozłowski, 2017;Weking et al, 2019). Along with the focus on financial performance, BM resilience emerged.…”

Section: Business Models During Economic Crisesmentioning

confidence: 99%

35 th Bled eConference Digital Restructuring and Human (Re)action

2022

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There is widespread recognition that, during the process of digitalisation, much greater care is necessary in relation to the needs of individuals and society. One key area in which tensions exist is identity management. People think that their identities are intrinsic to themselves. Yet organisations represent themselves as 'provisioning' people with their 'identities'. In addition, the model of identity that organisations typically use evidences some important deficiencies. A fresh approach is needed to the model that underpins organisations' management of their relationships with people. This needs to be based on a deeper appreciation by designers of the nature of the phenomena that they seek to document and to exercise control over. A model of those phenomena is needed that is pragmatic, in the sense of fulfilling the needs of information systems (IS) practitioners and organisations, but also of the people whose data the organisation handles. It also needs to reflect metatheoretic insights. This paper presents such a model. It commences by drawing on ontology, epistemology and axiology in order to establish an outline metatheoretic model. The model is articulated, at the conceptual level and at the data modelling level. Initially, a relatively simple model is established, sufficient for inanimate objects and artefacts. The more complex requirements of humans are then addressed. It is contended that the resulting model provides a robust framework for identification and authentication in IS. 2 35 TH BLED ECONFERENCE DIGITAL RESTRUCTURING AND HUMAN (RE)ACTION R. Clarke: A Reconsideration of the Foundations of Identity Management 3 6 35 TH BLED ECONFERENCE DIGITAL RESTRUCTURING AND HUMAN (RE)ACTION EpistemologyThis section summarises analysis in Clarke ( 2021). Epistemology is the study of knowledge. Two contrasting conceptions of knowledge exist. The proposition of the first, 'empiricism', is that knowledge is derived from sensory experience, and is a body of facts and principles accumulated by humankind over the course of time, that are capable of being stored in the equivalent of a warehouse. This works well in circumstances where the Things represented by Entities are real rather than imaginary, and are inanimate, and their handling is largely mechanical. Examples include aircraft guidance systems and robotic production-lines.The other, 'apriorist' view is that that knowledge is internal and personal, and the concept is not applicable outside the mind of an individual human. Within this school of thought, knowledge is the matrix of impressions within which an individual situates newly acquired information.In order to cater for these two extremes, the term 'Knowledge' is best avoided, except when qualified by one of two adjectives:

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Enter the Shark Tank: The Impact of Business Models on Early Stage Financing

Cited by 14 publications

References 44 publications

Balancing on the Triple-Bottom-Line: Tensions in the Success Factors of Digital Business Models for Sustainability

Balancing on the Triple-Bottom-Line: Tensions in the Success Factors of Digital Business Models for Sustainability

An analytical framework for strategic alliance formation between a cooperative bank and a fintech start-up: An Italian case study

35 th Bled eConference Digital Restructuring and Human (Re)action

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