Conceptualizing a "Sustainability Business Model"
Stubbs, W., & Cocklin, C. (2008). Conceptualizing a "Sustainability Business Model." Organization & Environment, 103-127.
There are many new pressures in the modern global business environment that require firms to think about sustainability in new ways. The authors of this article believe to quell these pressures organizations will have to literally transform the paradigms that they are operating under. Furthermore, the authors believe that the dominant neoclassical model cannot be supplemented with new addendums or additions that will be adequate in regards to building sustainable business. That is, a new system, new metrics, and new ways to collaborate with deeply rooted culturally capabilities must be introduced on the firm level to truly achieve sustainability. The article uses two case studies to support the hypothesizes and this review will discuss the authors' claims as well as these case studies.
Article Review
The business world operated under the premise that the primary objective of all business activities was to maximize the profits and corresponding returns to the firm's investors. Typically, the consideration of any social or environmental objectives would be secondary at best unless they were required by regulations or laws, but even then they were often overlooked....
Doing so helped it in various ways, not least not to endanger its resources whilst testing and promoting its success before moving forward. However, companies have to adjust to the times, and DEC being unable to was, gradually overcome by its rivals. DEC can teach us various lessons but one such lesson is that of Trialability - namely, that new ideas that are broken up in installments will more readily be
" The foremost risk involved with implementation of the innovation is its rejection and for that matter, its failure. What if it does not work? What if it is not accepted? What if a better alternative is available? What if it is not cost efficient? What would be the correct and most suitable time to make the innovation public? There are many such questions associated with the implementation of innovation process. The risks involved are, namely,
6. Business Model Evolution As the company's 2008 annual report points out, the company's business model is focused on ensuring the appropriate instruments that can help the consumers "capture, store, process, share, print and view" information. From that perspective, one can understand the core of the HP business model. However, in its medium and long-term strategy, it also needs to consider an additional factor that is likely to have an impact on
Of all future directions, the communications hub seems to make the most sense. Summary What makes Google such a powerful business model is its ability to translate customers' needs into technology that can be used to generate advertising revenue. Google's highly unique business model resists competition and being treated as a commodity as a result. What Google does very well is listen to customers, no matter how they choose to communicate
Taken together, all these factors influenced by the stage a product is in relative to the industry lifecycle; influence the business model's profitability. Overall this factor influencing a business modes' profitability is the stage in the product lifecycle a product is relative to the industry. Another significant series of factors are the extent of the supply chain integration, supply chain management and supply chain planning the company has engaged in.
The lifecycle model is well-attuned to those product areas that have rapid product lifecycles and the need to continually bring new innovation into key markets. The lifecycle model of creating new ventures looks to capitalize on factors that will force a business to ascend or grow quickly over time. This is the case with Internet start-ups and the rise of e-commerce for example (Shi, Manning, 2009). The learning model
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