The sites and practices of business models

Mason, Katy; Spring, Martin

doi:10.1016/j.indmarman.2011.06.032

Cited by 210 publications

(203 citation statements)

References 72 publications

(84 reference statements)

Supporting

Mentioning

196

Contrasting

Unclassified

Order By: Relevance

“…Cost structure and revenue streams Numerous conceptualizations adopt a similar structural approach with a limited number of business model elements (cf., e.g., Zott, 2001, 2010;Bohnsack et al, 2014;Boons and Lüdeke-Freund, 2013;Mason and Spring, 2011;Zott and Amit, 2010). This similarity, among other things, opens up the possibility of analyzing changes in the elements and understanding the interactions between them (Bohnsack et al, 2014), as well as making it useful as a structuring framework.…”

Section: Value Capturementioning

confidence: 97%

Local and regional energy companies offering energy services: Key activities and implications for the business model

Kindström

Ottosson

2016

Applied Energy

View full text Add to dashboard Cite

Energy services play a key role in increasing energy efficiency in the industry. The key actors in these services are the local and regional energy companies that are increasingly implementing energy services as part of their market offering and developing service portfolios. Although expectations for energy services have been high, progress has so far been limited, and many companies offering energy services, including energy companies, are experiencing difficulties in implementing energy services and providing them to the market.Overall, this research examines what is needed for local and regional energy companies to successfully implement energy services (and consequently provide them to the market). In doing this, a two-stage process is used: first, we identify key activities for the successful implementation of energy services, and second, we aggregate the findings to the business model level. This research demonstrates that to succeed in implementing energy services, an energy company may need to renew parts or all of its existing product-based business model, formulate a new business model, or develop coexisting multiple business models. By discussing two distinct business model innovation processes, this research demonstrates that there can be different paths to success.

show abstract

Section: Value Capturementioning

confidence: 97%

Local and regional energy companies offering energy services: Key activities and implications for the business model

Kindström

Ottosson

2016

Applied Energy

View full text Add to dashboard Cite

show abstract

“…In fact, research around outcome-based contract arrangements emphasizes the value of co-creation and the embeddedness of firms within a network of interactions and relationships (Leek and Mason, 2009, Mason and Spring, 2011, Mouzas et al, 2008; it is therefore well placed to offer insights into the implementation of sustainability goals. In particular, we build on academic research which argues that 'umbrella agreements' can facilitate the management of relationships within business networks (Mouzas, 2006).…”

Section: Sustainability Goals and Performance-based Contractingmentioning

confidence: 99%

The Role of Umbrella Agreements in Achieving Sustainability Goals: Energy Efficiency at the Empire State Building

Dahlmann¹,

Veal²

2016

Journal of Green Building

View full text Add to dashboard Cite

In this paper we investigate whether innovative and flexible contractual arrangements can support the process of achieving ambitious sustainability goals. We explore this question through an analysis of the role of umbrella agreements in driving energy savings in the building sector. Drawing on a case study of the iconic Empire State building, we examine the typical challenges faced by clients and contractors in devising suitable agreements that facilitate managing contractual and performance risks, as well as the sharing of responsibilities and cooperation between multiple project stakeholders. We find that the project arrangements appear to exhibit the adoption of the key characteristics commonly found in umbrella agreements which incorporate sustainability measures that maximize income through efficient delivery of outcomes. Specifically, this means that they need to enable stakeholders to manage repeated review cycles, complex perceptions and expectations, and different tacit assumptions and codes of behaviour, as well as managing and communicating in networks and obtaining agreement also from non-contractual parties. Moreover, we demonstrate that umbrella agreements can facilitate a network perspective of business relationships by emphasizing value co-creation and the embeddedness of firms within a network of interactions.

show abstract

“…Majority of definitions for BM identifies BM as architecture or a structure composing of actors or partners that work on creating and capturing value. This implies that BM has systemic characteristics [2] and further BM evolves with time proving that BM has characteristics of a system [3], [22]. Complexity in the management stream considers about the structural complexity that inherits due to system architecture.…”

Section: Business Model Complexitymentioning

confidence: 99%

“…BM pillars product and customer interface are factors that have more direct impact from customers than the infrastructure pillar. Although value networks offer value propositions, customers (consumers) perform the value appropriation [11], [22]. The feedback from the customers after value appropriation results in modifying and tailoring the value proposition offered.…”

Section: Business Model Complexitymentioning

confidence: 99%

Effect of Business Model Complexity on Supply Chain Management: A Case Study of Apparel Value Networks

Gunawardhana¹,

Suzuki²,

Enkawa³

2015

JOEBM

View full text Add to dashboard Cite

Abstract-Focusing on the impact of business model (BM) on supply chain management (SCM), the paper takes a case study approach with six global apparel value networks to quantify the complexity created by the BM of a value network and to assess how SCM orientations differ among value networks owing to internal and external BM complexities. Results reveal a clear distinction among value networks in terms of BM complexities. Further, there are significant differences in areas of focus in SCM between high complex and less complex group proving that BM complexity matters significantly to SCM.Index Terms-Business model complexity, supply chain, apparel case study, value networks.

show abstract

The sites and practices of business models

Cited by 210 publications

References 72 publications

Local and regional energy companies offering energy services: Key activities and implications for the business model

Local and regional energy companies offering energy services: Key activities and implications for the business model

The Role of Umbrella Agreements in Achieving Sustainability Goals: Energy Efficiency at the Empire State Building

Effect of Business Model Complexity on Supply Chain Management: A Case Study of Apparel Value Networks

Contact Info

Product

Resources

About