Week 8 Flashcards
(25 cards)
Business model canvas components
- Value creation
- Value delivery
- Value proposition
- Value capture
Value creation and delivery
how firm creates and delivers value to consumers:
Key partners, key activities, key resources, customer relationships, customer segmnents, channels
Value proposition
What the firm delivers to customers
Value capture
how the firm generates revenue and profit
Business model innovation
Change in the configuration of the business model, parts or the whole
Sustainable Business Model
Value creation can also be in people, planet instead of only profit
Proactive multi stakeholder engagement
Time horizon is long term
Main subcategories SBM
Circular business model
Social enterprise
Bottom of pyramid
Product service system
trade offs
going more sustainable must also look at rebound effects
Degrowth
Scaling down production, difference in low and high income countries.
Technological SBMI
Maximizing energy and meterial efficiency
Creating value form waste
Substitute with renewables and natural processes
Social SBMI
Deliver functionality rather than ownership
Adopt stewardship style (generates brand value and premium pricing)
Encourage sufficiency
Organizational SBMI
Repurpose for society/environment
Develop/scale solution
Configurations of SBMI
Social startup
SBM transformation
SBM Diversification
SBM acquisition
Social startup
new SBM is created
+ can build from scratch and disruptive innovation is easier
- lacking resources and legitimacy
SBM transformation
changed SBM of business
+ has resources and ligitimacy
- organizational inertia
SBM diversification
current BM remains, SBM is added
+ no change needed
- risk of greenwashing and that the core philosohpy is not changed
SBM acquisition
SBM acquired and integrated in an organization
+ may secure survival
- could prevent organization from doing even more for the market
Khmara 7 categories
- Alternative understanding of business
- Form business activity to activism and social movement
- Collaborative value creation
- Democratic governance
- Corporate leaders’ commitment to company values in personal life
- Reduction of environmental impacts at all stages of product/service life-cycle
- Making products that last and are repairable
dimensions of proximity
cognitive
organizational
social
institutional
geographical
cognitive proximity
understanding each other
problems: risk of competency trap, involuntary spillover
organizational proximity
inter: relation of similarity
intra: relation of membership
Problems: lock in, hold up, lack of freedom, flexibility
Social proximity
trust based, kinship and experience
problems: long term commitment, underestimation of opportunistic behavior
institutional proximity
formal: laws, rules
informal: norms, values
problems: lock in, institutional inertia
Geopgraphical proximity
spatial or physical distance between actors
problem: spatial lock in
