Questions related to Business Model Design
we are all aware of inefficiencies and waste (time, material, talent) in the Architecture, Engineering and Construction (AEC) sector. We also do know that we need to increase overall productivity and quality while reducing costs. But is it possible in the "status quo", using existing processes, materials and tools?
New technologies have demonstrated technical feasibility in R&D (both in Academia and Industry). Yet, there seems little demand from the market itself. How is that - are we lacking appropriate business model design, technology transfer capabilities or modes of open innovation?
Do we need entrepreneurship for these new technologies in construction?
Happy to hear your opinion!
As I research the interplay between the sport for development industry and social business, a question that has come up for me is the extent to which ethical considerations are accounted for when attempting business model design.
It is clear that there are a number of dangers inherent in the sport for development field, such as the exclusionary potential of sport. I wonder about initiatives that aim to use this field for social business endeavors - do they consider some of the ramifications that can result from SFD? How do they account for these when brainstorming program design?
These questions encouraged me to look to other sectors within the social business arena. A common framework for social business development is the social business model canvas, which contains a series of practical questions to guide business design. However, a question tugging at me now is how ethical considerations coincide with these. Any thoughts on the subject are greatly appreciated!
I am interested in research findings or statistics on how many students actually continue any start-ups founded while studying, and how many start a second or third one - and sometimes only stick with the third one
why do students close start-ups? after graduation and before?
Many many thanks
We are currently doing research on business model innovation (BMI), and we are now searching for empirical research that operationalize and measure BMI. The closest thing we have found so far is a paper by Zott and Amit (2007), where they use a 13-item scale that measures novelty in business model design. However, does anyone know about other publications measuring BMI? Basically, we are looking for developed and preferably validated measures or scales that we can use in our own research. We are thankful for any advice on this matter.
By user, I mean free users.
By customers, I mean paid users.
By optimal ratio, I mean the number of free users you need to make the business viable, given a certain conversion rate.
Or, not necessarily a number even, I'm interested in how you could analytically model this.
I am a master student and looking for primary and secondary information that might help answering this question. I also looking for persons who I can interview who are active in the water management industry in India. I already emailed a lot of organizations but I am still waiting for response.
All the help is welcome since I want to finish my master thesis this summer,
In which context settings and scenarios they will likely to occur?
Existing literature suggests that business model innovation can have a dark side - somewhat negative consequences and/or unintended outcomes. Can anyone help me to identify in which context-setting the negative consequences and/or outcomes will likely to occur? What are the scenarios?
I'm looking for literature that reflects on differences and similarities of prominent business model schemata such as narratives, archetypes, graphical frameworks, or meta-models of leading researchers in the business model domain.
Thank you in advance!
Validation of analysis models depends on what is known of the business domains, and such knowledge is by nature partial and specific, if not hypothetical. Nonetheless, even if general proofs are out of reach, the truth of models can still be disproved by counter examples found among the instances under consideration.
I would like some feedback on that approach.
I am looking for research papers and case studies to demonstrate use of system dynamics modeling and simulation in business process design and reengineering.
I would appreciate it if someone could give some examples of similar situations (when a well known company was not able to implement marketing plans or the marketing activity was unsuccessful due to brand).
What are the 'transformation' activities that can be considered adaptation but not mutation and vice versa?
I am currently developing a theory for the business model evolution. I am considering recalling the generic structure of the evolution theory to the paradigm of entrepreneurial firms evolution. The purpose of this question is metaphorical and not merely to enhance the conceptualization of my theory but more importantly I will support my theory with a full fledged differential equation modeling simulation. Hence I am intending to follow the generic mathematical definition of the evolution processes. Below in the comments you will find full details about the context in which I am using the evolution theory, and full description for the notions that I want to match it with evolution theory.