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Business Model Design - Science topic

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Dear peers,
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!
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Yes, we need entrepreneurship for new technologies in construction. Construction is one of the booming sectors in the economy. Activation of entrepreneurship in the construction sector is an important element of social and economic policy. Yes, we need entrepreneurship for new technologies in construction, especially in the field of green construction technologies, creating new pro-environmental construction technologies, new types of energy-saving building materials in order to develop sustainable construction.
Best regards,
Dariusz Prokopowicz
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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!
Peace,
Amy
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Prezada Amy,
Meu mestrado e doutorado é em gestão da inovação no segmento de serviços e Inovação e Empreendedorismo Social são objetos de minha pesquisa. Vou lhe deixar algumas referências para pesquisa:
1 - O livro Gestão da Inovação de Tidd e Bessan , disponível na intenet para dowload, possui um capítulo apenas para inovação social onde aborda a questão da ética.
2 - A Endeavor no Brasil possui uma trajetória bem definida em inovação social. https://endeavor.org.br/
3- A empresa de uns amigos que trabalham com empreendedorismo social - http://caosfocado.com.br/
Espero ter lhe ajudado.
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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
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Thanks Raouf! appreciate.
I found in the meantime also a HEFCE funded report done by PACEC.
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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.
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Dear @Henrik, how about this resource?
This study seeks to build a definition of business model innovation, and to provide a measurement index for the extent of innovativeness of a firm’s changed business model...
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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.
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Hello,
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,
Kind regard
Christel Kleipoel
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Thanks for all the responses. At the moment I also have contact with the CIW in the Netherlands and The Netherlands Trade promotion council. They both have a network what will help me answering the main question.
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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?
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The literature indicates that customer involvement tends to prefer incremental innovations (van der Panne et al., 2003), while radical or disruptive innovation may face resistance from customers (Christensen, 1997).
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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!
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Dear Nicole,
I presented a paper on BM typologies and taxonomies at a conference in 2012 (Kamprath, M. & Halecker, B. (2012) A Systematic Approach for Business Model Taxonomy – How to operationalize and compare large Quantities of Business Models?, ISPIM Symposium, Seoul, Korea.). The results from the literature review are presented in a downloadable PDF here: http://www.varietyofinnovation.org/?p=473
A week ago our results from a research project is published in the Spinger publishing house. It contains the results from the conference paper but adds a an empirical research on BM types. The chapter is in German. If you don't have access, let me know. http://link.springer.com/chapter/10.1007/978-3-658-08403-5_8
A very recent typology is made by Kesting, Günzel-Jensen (forthcoming), "SMEs and new ventures need business model sophistication", Business Horizons, doi:10.1016/j.bushor.2015.01.002.
About Gassmanm's book its a nice collection of blueprints. But you find nearly the same here: Abdelkafi, Nizar, Sergiy Makhotin, and Thorsten Posselt. "Business Model Innovations For Electric Mobility—What Can Be Learned From Existing Business Model Patterns?." International Journal of Innovation Management 17.01 (2013) and in the sources they quote.
I know some people working on the BM pattern corner.
But as Florian mentioned, there are several BM types mostly from an industry specific viewpoint. After my research on this topic I have to say that it is really difficult to group BMs in general or abstract them as icons for other BMs. Because BMs are systems with different components and relations between them, mapping out all entities of the components AND finding similaties between the relations is very challenging and can lead to misinterpretation.
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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.
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So you agree: whereas validation is out of reach counter examples can still be used to disprove models.
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I am looking for research papers and case studies to demonstrate use of system dynamics modeling and simulation in business process design and reengineering. 
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The process perspective and the systems perspective are very different. System dynamics modelling is appropriate for situations that are too complex and too dynamic to model as processes. Nevertheless, there have been some papers that attempt to apply system dynamics in BPR, e.g. Ashayeri, J., R. Keij, and A. Bröker. "Global business process re-engineering: a system dynamics-based approach." International Journal of Operations & Production Management 18.9/10 (1998): 817-831.
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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).
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also one bad market study can influence the marketing plan of the farm
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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.
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If you wish to keep the mutation/adaptation metaphor, you definitely need the help of a biologist. Otherwise, your model is doomed to be criticized for too loose adherence to and understanding of the biological processes. I would also encourage you to reassess whether these metaphors of mutation and adaptation are really relevant to your model, and whether you should use them at all. If your model works for its intended purpose and is useful in its context (management), then using "catchy" but conceptually flawed references to evolution and adaptation does not make the model more appealing but only damages its credibility.
A formulation like your point 1 ("Adaptation, is a purposeful ‘process’ ") will not go down well with biologists. Adaptation does increase the fitness of an organism, but is not purposeful. Evolution does not always lead to greater adaptation (extinction is a frequent alternative outcome). In certain conditions, selection acts in a specific direction for an extended time, and this process is analyzed, for instance, by theoretical concepts like the adaptive landscape. However, there is no such thing as an evolutionary goal, purpose or long-term plan.
Likewise, "adaptive mutation" is a highly questionable formulation, since mutation is random and non-adaptive. Most mutations are neutral or deleterious, a few mutations turn out to be adaptive in a specific context by sheer chance, and that is where selection comes into play. The same mutations, in another organism or another situation, very likely would be neutral or deleterious.
Metaphors of selection and evolution are used in other fields, for instance genetic algorithms. These techniques incorporate the equivalent of mutation, gene recombination and selection. These techniques are useful to solve problems where the direct computation of a solution is impossible or undesirable. However, genetic algorithms are not an accurate model of biological evolution, and they are not meant to be. Nonetheless, they are based on a correct understanding of the basic concepts of biological evolution, without which they would simply not work.
For a long time, humans have purposefully interfered with evolution and selection in animal and plant husbandry, using the evolutionary mechanisms (often without understanding them) for specific purposes. Perhaps your management model has more to do with this type of purposeful selection than with natural selection and evolution.
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Looking on how to calculate the worth of a Porter Value Stream in an Enterprise
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Such a formula actually is the holy grail in supply chain managemenet, business process management, and the like. The problem to find such a formula is to account for the dynamics that evolve in a value chain (may it be a porter chain or any network of business processes).
Moreover, to find an answer to your question you might want to more precisely define what value you want to account for. How do you define worth?
If you define worth in terms of money or cash, the most straightforward thing to do is to identify all major resource flows in the activity chain and assign these resoruce flows a monetary value. These resource flows comprise resources used or consumed for production and service delivery, as well as resources ontained from customers or other parties.
So, instead of having a formular you may want to resort to flowcharts in which you model a network of resource flows and associated activities (i.e. the process model is the actual formula). Evaluating a "worth" of a process or a whole value stream is then relatively easy. In my research I developed and refined a method to evaluate processes with regard to cahs flow measures based on process models. If you are interested in this work I would be happy to send you some of my work.