Following the operational paradigms proposed by Industry 4.0, the last years have been characterized by the rapid growth of technology-based firms increasingly adopting sustainable business models. ...In particular, an increasing number of Fintech enterprises have started to launch new services in order to avoid the organizational barriers that impact negatively on the voluntary adoption of sustainable business models by SMEs. However, research is still scarce in systematizing the efforts and identifying the facilitating factors for such a transition. Drawing on a diverse set of companies, case studies linking Fintech application and circular economy (CE) in diverse industries and contexts are analyzed and discussed. The findings of the qualitative analysis suggest that Fintech, an example of sectors developed under the influence of Industry 4.0, can play a relevant role in the transition of SMEs toward a more sustainable business model leading to better integration of circular economy practices. A conceptual framework using the ReSOLVE model is then presented with relevant implications for both research and practice.
This paper investigates the role of Fintech as a facilitator to the transition toward sustainable business models for small and medium enterprises (SMEs) through the lens of the sustainable business model canvas. Drawing on a diverse set of companies, case studies linking Fintech application and circular economy in diverse industries and contexts are analyzed and discussed. The paper suggests that Fintech, an example of sectors developed under the influence of Industry 4.0, can play a relevant role in the transition of SMEs toward a more sustainable business model. The results of the study are used to develop a sustainable business model canvas that takes into account the role of Fintech in the circular economy. Display omitted
•The paper discusses the enabling role covered by Fintech on sustainable development.•A sustainable business model canvas for small and medium enterprises was developed.•Case studies linking Fintech and the circular economy were analyzed and discussed.•A critical reflection on how Fintech can advance the realization of a circular economy was presented.
The ‘Clean Energy for All Europeans’ legislative package places citizens and communities at the heart of the European energy policy by promoting local energy generation, consumption and trading. As ...only recently energy communities were formally defined in the European regulatory framework, the literature on energy community business models is still scattered and a clear systematization of community arrangements is missing. This paper aims to provide a comprehensive view of the prevailing and emergent energy communities business models, focusing on the value proposition offered by these initiatives. Community projects across Europe are analyzed and eight community business model archetypes are identified having the current European regulatory framework as background. The Business Model Canvas and the Lean Canvas frameworks are used to characterize and compare these archetypes. The main differences between business models are examined to highlight the most relevant strengths and barriers for energy community development. This analysis revealed the dominance of traditional self-consumption place-based communities, while business models involving differentiated services as demand flexibility, aggregation, energy efficiency and electric mobility are still scarce. However, the research around novel business models must be strengthened as they are expected to become crucial in upholding energy communities as key players in the energy transition and foster the regulatory framework evolution.
•A comprehensive review of energy community business models is presented.•Eight business model archetypes are identified based on energy community drivers.•The Business Model Canvas and Lean Canvas are used to characterize business models.•The internal electricity market directive offers an attractive setting for novel business models.
The Triple Layered Business Model Canvas is a tool for exploring sustainability-oriented business model innovation. It extends the original business model canvas by adding two layers: an ...environmental layer based on a lifecycle perspective and a social layer based on a stakeholder perspective. When taken together, the three layers of the business model make more explicit how an organization generates multiple types of value – economic, environmental and social. Visually representing a business model through this canvas tool supports developing and communicating a more holistic and integrated view of a business model; which also supports creatively innovating towards more sustainable business models. This paper presents the triple layer business model canvas tool and describes its key features through a re-analysis of the Nestlé Nespresso business model. This new tool contributes to sustainable business model research by providing a design tool which structures sustainability issues in business model innovation. Also, it creates two new dynamics for analysis: horizontal coherence and vertical coherence.
•Triple Layered Business Model Canvas supports sustainable business model innovation.•Visualizing horizontal and vertical coherence enhances business models.•Triple Layered Canvas visualizes and validates business models.
PT XYZ is an agribusiness company. Currently, its potential is still not optimized. To support sustainable and competitive agricultural development and the sustainability of the industry in running a ...business, professional and efficient business plans and strategies are needed to achieve the business targets that have been set. This study aims to 1) analyze the business model run by PT XYZ, 2) analyze the internal and external conditions of PT XYZ, and 3) formulate an improvement plan for the business model of PT XYZ. The data used in this study are primary data and secondary data. Primary data was obtained through field observations, in-depth interviews with informants (purposive sampling), and distributing questionnaires. In contrast, secondary data came from various kinds of literature, both from books and the internet, regarding the results of data publications from relevant institutions and agencies relevant to the research. The method of analysis with research objectives are Business Model Canvas (BMC), SWOT (Strength, Weakness, Opportunity, and Threat) analysis, and qualitative and quantitative descriptive. The results of the Business Model (BMC) mapping at PT XYZ show that there is still a need for changes in business strategy because there are still potential customer segments to be developed. After using the SWOT analysis, there are several formulations of strategy development, namely a new alternative strategy focusing on several operational support components to reach broader consumers, integration between products and services, and a sound marketing management system.
The use of renewable energy resources is rapidly growing around the world. However, several barriers may hinder the diffusion of distributed energy solutions. This paper aims to identify the main ...inhibiting factors using a literature review methodology. To overcome these barriers and adapt to changing environmental conditions, companies operating in the distributed energy market need to develop innovative business model solutions. We therefore investigated the evolution of photovoltaic business models using the Business Model Canvas to determine how the obstacles to distributed energy deployment can be addressed. Finally, we applied the Lean Canvas to show the main differences between the models analysed and describe the benefits of the community-shared model compared with the alternatives, host-owned and third-party-owned solutions.
Public agencies have a strong interest in artificial intelligence (AI) systems. However, many public agencies lack tools and frameworks to articulate a viable business model and evaluate public value ...as they consider investing in AI systems. The business model canvas used extensively in the private sector offers us a foundation for designing a public AI canvas (PAIC). Employing a design science approach, this study reports on the design and evaluation of PAIC. The PAIC comprises three distinctive layers: (1) the public value-oriented AI-enablement layer; (2) the public value logic layer; and (3) the public value-oriented social guidance layer. PAIC offers guidance on innovating the business models of public agencies to create and capture AI-enabled value. For practitioners, PAIC presents a validated tool to guide AI deployment in public agencies.
•We design an artifact (Public AI Canvas) grounded on business model canvas for public agencies.•Business models of public agencies require renovation for use of AI systems.•Public agencies use public value logic to deploy AI systems.•Social guidance impacts the creation and capture of public value.•We validate the artifact through practitioners' interviews.
Zeolite stone is a natural material that exists in the world, and in Indonesia, zeolite stone has not been massively
exploited. Zeolite stone is widely used as a construction material as tiles and ...paving stones, which are generally used for
architectural building walls, pool walls and pool floors. As a result of this production, there are small irregular pieces of
zeolite that are not utilized so that these become waste. Due to the presence of this waste, it is important that this research
aims to analyze the feasibility of a new business, namely processing zeolite stone waste into zeolite powder as a small and
medium community enterprise (MSMEs). A combination of quantitative and qualitative methods is used for business
feasibility analysis. Data collection uses a survey method to identify the readiness of raw materials, production equipment,
markets, and resource requirements, as a basis for analyzing the feasibility of running a zeolite powder production business.
Furthermore, an analysis of the cost requirements and feasibility benefits of running a business is carried out using the
business model canvas (BMC) method. The survey results show that the raw material for zeolite stone in one mine can
provide raw materials for 30 years, hammer mill machines are available on the market as production tools, the market for
zeolite powder in Indonesia is quite low, but consumers in ASEAN countries are very high. The results of this business plan
analysis are profitable, so the zeolite powder production business is declared feasible to run.
The phenomenon of increasing airline business model convergence implies attempts for improvement and poses the questions, whether the airline market can be divided into new clusters, in contrast to ...the established distinction between low-cost and full-service network carriers. The objective of the paper is to determine airline clusters, which go beyond the two well-established low-cost and full-service network carrier models and facilitate a better understanding of the factors distinguishing different business models. The Business Model Canvas approach is applied to a set of 42 currently operating airlines to identify key factors for a subsequent, multidimensional two-step cluster analysis. Two of the seven resulting clusters are selected for a more detailed analysis to identify regularities within each clusters' key factor characteristics.
•Airline business models show tendencies to gravitate towards each other.•The Business Model Canvas approach can be applied to airline business models.•A two-step cluster analysis was applied to a set of 42 airlines.•Cluster analysis results present a set of seven different airline clusters.
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