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How Can Sustainable Business Models and Innovative Value Chains Accelerate the Transformation of Electric Vehicles?
... Par exemple, des hypothèses ont été faite sur l'électrification des véhicules électriques. Aujourd'hui, l'accès à ceux-ci est encore limité, que ce soit en termes de coûts [272] ou en termes d'infrastructures. De même, pour une utilisation massive des transports en commun, des aménagements importants devront être faits. ...
The aim of this thesis is to study an island electricity network moving towards energy self-sufficiency, and the impact on it of the integration of hydrogen. The research carried out is applied to the case study of Reunion Island, a territory that was 88 % energy dependent in 2021.
The first stage of the work involved studying the current electricity network and gathering the data describing it so that it coulb be modeled, simulated and later optimized. Once this work had been completed, the region's energy self-sufficiency was studied, in particular the transition in the mobility sector. In particular, the use of hydrogen as a fuel in vehicles or as a reagent in the production of alternative fuels for the aviation and maritime sectors was modelled. The sizing of the various technologies required (electrolysers, hydrogen storage) and the overall impact on the electricity grid were assessed.
In order to assess the relevance of hydrogen for the case study, a technical, economic and environmental comparison was made between battery-electric and hydrogen-powered vehicles for a network of coaches. The results obtained show a limited use of hydrogen compared with battery electric solutions. While the maritime sector could initiate a renewable transition locally using e-ammonia, more resources will need to be put in place to decarbonise the aviation sector using e-kerosene.
Hydrogen as a means of storing electricity on the grid over long periods was finally incorporated into the model, and various economic, environmental and geographical criteria were analysed using a multi-objective optimisation. In the case of optimum economic conditions, the need for long-term storage is limited and only arises in very specific weather conditions. However, further research will be needed to identify the most appropriate storage solutions.Overall, the region's energy self-sufficiency will require a reduction in consumption and maximum development of local resources.
... En este sentido, Dimitropoulos et Gerencia, Año 29 No. 107. julio-septiembre, 2024 al, (2023) menciona que las Cadenas de Valor Globales pese a las interrupciones del COVID-19 y las tensiones socioeconómicas pueden integrar un contexto de la sostenibilidad corporativa (Ajide, 2023), cabe considerar que el cambio climático y las dinámicas de movilidad urbana están transformando el comportamiento de la población lo que implican otras dinámicas como los modelos de negocio sostenibles, y a su vez integran aspectos económicos, ambientales y sociales (Schnee et al, 2023;Utama et al, 2023;Siregar et al, 2023;Williamsson y Sandoff, 2023). ...
Este estudio se centra en analizar la cadena de valor en las pequeñas medianas
empresas (PYMES) de la Comuna 12 en Dosquebradas explorando la implementación de la Teoría de Cadena de Valor Sostenible (TCVS), por lo que esta investigación vincula la Economía Circular y la TCV, proponiendo un marco teórico integral que integra aspectos ambientales, sociales y económicos. Se destaca la importancia de la Gestión Sostenible de la Cadena de Suministro en un contexto de alta demanda y recursos limitados. Se identifican desafíos como la falta de compromiso de la alta dirección y la escasez de incentivos financieros. La metodología incluye un diseño experimental y la aplicación de un cuestionario basado en la Responsabilidad Social Empresarial (RSE), ahora bien, los resultados muestran que las PYMES en la Comuna 12 tienen capacidades ambientales y sociales, pero se debe fortalecer la gobernanza, entonces los clientes del
Barrio Guadalupe demuestran características de consumidores conscientes. Además, el modelo de cadena de valor sostenible destaca la importancia de la planeación y la integración de políticas con una visión de sostenibilidad.
The accelerated expansion of the market for new energy vehicles (NEVs) is encountering obstacles. We aim to provide empirical evidence for optimizing policies and promoting the sustainable development of NEVs. Using monthly sales and market share data of NEVs in China from 2015 to 2023, this study employs vector autoregression and vector error correction models to assess the long-term and short-term effects of factors associated with government, consumers, and manufacturers on NEV adoption. The results indicate that governments and manufacturers play a key role in NEV promotion compared with consumers While manufacturer advertising temporarily boosts NEV presence, long-term market share gains hinge on their R&D. Delayed effects from consumer satisfaction highlight the need for manufacturer responsiveness. Post-subsidy, the government focus should pivot from consumer to manufacturer support. These findings have the potential to enhance our understanding of NEV development from the perspective of stakeholders and to offer valuable insights for the future development of NEVs.
Die Automobilbranche ist massiv in Bewegung. Aktuell addieren sich Herausforderungen und Dynamik: Klimawandel, Digitalisierung und geopolitische Verwerfungen in den Lieferketten erfordern von Unternehmen, Gewerkschaften und Politik Entscheidungen unter hohem Zeitdruck. Das Working Paper gibt dafür Wasserstandsmeldungen zu allen relevanten Entwicklungen in der Branche.
Although the need for more environmentally friendly vehicles was recognized some decades ago, this new market has not yet established itself. Consumer behavior needs to be studied to ascertain when people will decide to purchase hybrid or electric vehicles rather than conventional ones. An in-depth review of the state-of-the-art has identified existing deficiencies and these are addressed in this paper, proposing a new approach that is applied to the case of Santander in Spain. Emphasis is placed on the role of citizens in researching the local market and their requirements with respect to such vehicles; our model assumes variability in user preferences, an utmost requirement as concluded from the literature review. Results suggest that the highest demand for cleaner vehicles would be achieved in two ways: firstly, by penalizing conventional vehicles in terms of costs/km; secondly, by providing incentives directed at lowering the purchasing price of hybrid and electric vehicles. Finally, as demand becomes more elastic, the preferred strategy should initially focus on hybrid vehicles.
Sustainability has become one of the key factors for long-term business success. Recent research and practice show that business model innovation is a promising approach for improving sustainability in manufacturing firms. To date business models have been examined mostly from the perspectives of value proposition, value capture, value creation and delivery. There is a need for a more comprehensive understanding of value in order to promote sustainability. This paper proposes value uncaptured as a new perspective for sustainable business model innovation, and develops four forms of value uncaptured: value surplus, value absence, value missed and value destroyed. This paper also proposes a framework of using value uncaptured for sustainable business model innovation. This framework has been validated in case studies in six product-service systems firms with advanced manufacturing technologies. The empirical studies identify 26 main sources of value uncaptured throughout the product life cycle. The findings show that (a) the new perspective of value uncaptured can help manufacturing firms understand the negative aspects of their business models; (b) the four forms and 26 sources can assist firms in identifying value uncaptured in a structured way; and (c) the identified value uncaptured can trigger the discovery of new value opportunities which lead to new business models with higher sustainable value. This paper extends the existing studies on business models from the perspectives of value proposition, capture, creation and delivery, to value uncaptured. The proposed framework has helped firms identify value opportunities that trigger the innovation of sustainable business models. Therefore, this paper contributes to both theory and practice in the field of sustainable business models innovation.
A considerable body of literature deals with the creation of economic value while increasing corporate environmental and social performance. Some publications even focus on the business case for sustainability which aims at increasing corporate economic value through environmental or social measures. The existence of a business case for sustainability is, however, mostly seen as an ad hoc measure, a supplement to the core business, or simply a coincidence. As a contrast, this paper argues that business model innovations may be required to support a systematic, ongoing creation of business cases for sustainability. A framework for business model innovation is proposed as a means to strategically create business cases on a regular basis as an inherent, deeply integrated element of business activities.
According to one perspective, organizations will only be sustainable if the dominant neoclassical model of the firm is transformed, rather than supplemented, by social and environmental priorities. This article seeks to develop a "sustainability business model" (SBM)-a model where sustainability concepts shape the driving force of the firm and its decision making. The SBM is drawn from two case studies of organizations considered to be leaders in operationalizing sustainability and is informed by the ecological modernization perspective of sustainability. The analysis reveals that organizations adopting a SBM must develop internal structural and cultural capabilities to achieve firm-level sustainability and collaborate with key stakeholders to achieve sustainability for the system that an organization is part of.
This paper applies global value chain analysis to study recent trends in the global automotive industry. The authors pay special attention to the effects of the recent economic crisis on the industry in developing countries. The principal finding is that the crisis has accelerated pre-crisis trends toward greater importance of the industry in the South. More rapid growth of car ownership is the impetus, but the co-location and close interaction of suppliers and lead firms in this industry is an important catalyst. Opportunities to move up in the value chain for suppliers in emerging economies have proliferated and are likely to become even stronger now that an increasing number of new models are developed specifically for markets in developing countries. The co-location of assembly and parts plants in national and regional production systems has largely confined the impact of sales declines during the crisis to each country/region. In addition, the different development strategies followed by countries like Mexico, China, and India are slowly converging as their industries gain size and independence.
This paper aims to clarifyi the concept of business models, its usages, and its roles in the Information Systems domain. A review of the literature shows a broad diversity of understandings, usages, and places in the firm. The paper identifies the terminology or ontology used to describe a business model, and compares this terminology with previous work. Then the general usages, roles and potential of the concept are outlined. Finally, the connection between the business model concept and Information Systems is described in the form of eight propositions to be analyzed in future work.
The growing literature on Sustainable Business Model Innovation has received much attention, not of academicians only but practitioners also. The concept and the theoretical rationalisation of its components still need more elaboration. So far, more should be known about its philosophy of existence, which obstructs its development towards its literature. This study attempts to bridge this gap by revealing the derived philosophy of Sustainable Business Model Innovation. It assesses the inclusion of Business Model components in Sustainable Business Model Innovation by identifying related 61 research papers and qualitatively anatomise them. The study attempts to connect the analogy of Sustainable Business Model Innovation with Business Model Innovation and Sustainable Business Model. The results identified analogies between Business Model, Business Model Innovation, Sustainable Business Model, and Sustainable Business Model Innovation, and configures Sustainable Business Model Innovation based on sustainable value innovation. The research gap and questions have been identified. Based on the analysis, the research has proposed Sustainable Business Model Innovation components comprised of Sustainable Value Proposition Innovation, Sustainable Value Creation and Delivery Innovation, and Sustainable Value Capture Innovation. This study contributes to the Sustainable Business Model Innovation theoretical literature and would help the practitioner and researcher to develop concise and comprehensive sub-components and metrics for Sustainable Business Model Innovation.
We examine how a buyer can use a full-control strategy and cost sharing to develop the sustainable quality capabilities of his tier-1 and tier-2 suppliers. In particular, we consider how the buyer’s development decisions and the suppliers’ sustainable quality decisions are impacted by consumers’ demand sensitivity to sustainable quality and the division of the supply chain margin. Two quality-demand models are studied – the overall quality of the supply chain equals either (i) the sum of or (ii) the minimum between the suppliers’ quality levels. We find that when the suppliers’ sustainable quality levels are additive, even if the low-margin supplier has a positive net profit return from improved quality, she may still choose to free ride on the high-margin supplier’s quality investment. Interestingly, the buyer can cause the free riding with his cost-sharing decisions. When instead, the overall sustainable quality is determined by the minimum between the suppliers’ quality levels, the buyer’s strategy is often to focus only on developing the low-margin supplier. Nevertheless, when the buyer’s market gain from improved quality is large and the suppliers’ gains are comparable to one another, the buyer can justify sharing costs with both suppliers and raising the overall sustainable quality of the supply chain to a level neither supplier can achieve without development support.
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 organizations 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.
While a consensus appears to have evolved among many sustainability researchers and practitioners that sustainable development at the societal level is not very likely without the sustainable development of organizations, the business model as a key initiating component of corporate sustainability has only recently moved into the focus of sustainability management research. Apparently, the usual approaches to sustainable development of philanthropy, corporate social responsibility, and technological process and product innovation are insufficient to create the necessary radical transformation of organizations, industries, and societies toward genuine, substantive sustainable development. More in-depth research is needed on whether both modified and completely new business models can help develop integrative and competitive solutions by either radically reducing negative and/or creating positive external effects for the natural environment and society.
We have many useful frameworks for formulating business strategy, i.e., devising a theory of how to compete. Frameworks for strategy execution are comparatively fragmented and idiosyncratic.
This paper proposes a business model framework to link the firm's theory about how to compete to its execution. The framework captures previous ideas about business models in a simple logical structure that reflects current thinking in strategy.
The framework is a useful tool for the strategist, for teaching, and for research on business models in strategy.
Copyright © 2008 John Wiley & Sons, Ltd.
We highlight business model innovation as a way for general managers and entrepreneurs to create and appropriate value, especially in times of economic change. Business model innovation, which involves designing a modified or new activity system, relies on recombining the existing resources of a firm and its partners, and it does not require significant investments in R&D. We offer managers and researchers a conceptual primer on business model innovation, emphasizing the importance of system-level thinking.
Editor's Note: John Elkington's new book, Cannibals with Forks: The Triple Bottom Line of 21st-Century Business, has been hailed as “practical, compassionate and deeply informed, a brilliant synthesis of his genius for cutting through the thicket of tough issues–in the world of business and sustainability–and producing elegant solutions that can be applied today” (Paul Hawken). We are pleased to have the opportunity to publish a selection from this award-winning book. In this discussion of partnerships, Elkington explores how effective, long-term partnerships will be crucial for companies making the transition to sustainability and offers approaches and examples of keen interest. Special thanks to Capstone Publishers, U.K., for their gracious cooperation.
Companies commercialize new ideas and technologies through their business models. While companies may have extensive investments and processes for exploring new ideas and technologies, they often have little if any ability to innovate the business models through which these inputs will pass. This matters - the same idea or technology taken to market through two different business models will yield two different economic outcomes. So it makes good business sense for companies to develop the capability to innovate their business models.This paper explores the barriers to business model innovation, which previous academic research has identified as including conflicts with existing assets and business models, as well as cognition in understanding these barriers. Processes of experimentation and effectuation, and the successful leadership of organizational change must be brought to bear in order to overcome these barriers. Some examples of business model innovation are provided to underline its importance, in hopes of inspiring managers and academics to take these challenges on.
Whenever a business enterprise is established, it either explicitly or implicitly employs a particular business model that describes the design or architecture of the value creation, delivery, and capture mechanisms it employs. The essence of a business model is in defining the manner by which the enterprise delivers value to customers, entices customers to pay for value, and converts those payments to profit. It thus reflects management's hypothesis about what customers want, how they want it, and how the enterprise can organize to best meet those needs, get paid for doing so, and make a profit. The purpose of this article is to understand the significance of business models and explore their connections with business strategy, innovation management, and economic theory.
We explore the theoretical foundations of value creation in e-business by examining how 59 American and European e-businesses that have recently become publicly traded corporations create value. We observe that in e-business new value can be created by the ways in which transactions are enabled. Grounded in the rich data obtained from case study analyses and in the received theory in entrepreneurship and strategic management, we develop a model of the sources of value creation. The model suggests that the value creation potential of e-businesses hinges on four interdependent dimensions, namely: efficiency, complementarities, lock-in, and novelty. Our findings suggest that no single entrepreneurship or strategic management theory can fully explain the value creation potential of e-business. Rather, an integration of the received theoretical perspectives on value creation is needed. To enable such an integration, we offer the business model construct as a unit of analysis for future research on value creation in e-business. A business model depicts the design of transaction content, structure, and governance so as to create value through the exploitation of business opportunities. We propose that a firm's business model is an important locus of innovation and a crucial source of value creation for the firm and its suppliers, partners and customers.
"Business model" was one of the great buzz-words of the Internet boom. A company didn't need a strategy, a special competence, or even any customers--all it needed was a Web-based business model that promised wild profits in some distant, ill-defined future. Many people--investors, entrepreneurs, and executives alike--fell for the fantasy and got burned. And as the inevitable counterreaction played out, the concept of the business model fell out of fashion nearly as quickly as the .com appendage itself. That's a shame. As Joan Magretta explains, a good business model remains essential to every successful organization, whether it's a new venture or an established player. To help managers apply the concept successfully, she defines what a business model is and how it complements a smart competitive strategy. Business models are, at heart, stories that explain how enterprises work. Like a good story, a robust business model contains precisely delineated characters, plausible motivations, and a plot that turns on an insight about value. It answers certain questions: Who is the customer? How do we make money? What underlying economic logic explains how we can deliver value to customers at an appropriate cost? Every viable organization is built on a sound business model, but a business model isn't a strategy, even though many people use the terms interchangeably. Business models describe, as a system, how the pieces of a business fit together. But they don't factor in one critical dimension of performance: competition. That's the job of strategy. Illustrated with examples from companies like American Express, EuroDisney, WalMart, and Dell Computer, this article clarifies the concepts of business models and strategy, which are fundamental to every company's performance.
This paper explores the role of the business model in capturing value from early stage technology. A successful business model creates a heuristic logic that connects technical potential with the realization of economic value. The business model unlocks latent value from a technology, but its logic constrains the subsequent search for new, alternative models for other technologies later on--an implicit cognitive dimension overlooked in most discourse on the topic. We explore the intellectual roots of the concept, offer a working definition and show how the Xerox Corporation arose by employing an effective business model to commercialize a technology rejected by other leading companies of the day. We then show the long shadow that this model cast upon Xerox's later management of selected spin-off companies from Xerox PARC. Xerox evaluated the technical potential of these spin-offs through its own business model, while those spin-offs that became successful did so through evolving business models that came to differ substantially from that of Xerox. The search and learning for an effective business model in failed ventures, by contrast, were quite limited. Copyright 2002, Oxford University Press.
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Strukturwandel in der Automobilindustrie-wirkt die Pandemie als Beschleuniger?
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