The Business Model of a Start-up Company

• Autorzy: Anna Ujwary-Gil
• Języki publikacji: EN

Abstrakty

EN

The article focuses on issues related to the business model of a company at a very early stage of its development. In this case of key importance is the business concept itself and the way it is organized, i.e., how it creates value for the customer and market competitiveness. Business Model Canvas presented here, is a framework for the analysis of its key components. This approach is static, offering a photograph of the status quo of the business model that can be developed into a more dynamic approach taking into account the factors of time and change. The aim of this case study is to present an innovative business model of the company X, whose products are ecological bamboo bikes as the company follows the mainstream social responsibility of business. (original abstract)

Słowa kluczowe

EN

Business models; Enterprise competitiveness; Value to customer; Bicycles market

PL

Modele biznesowe; Konkurencyjność przedsiębiorstwa; Wartość dla klienta; Rynek rowerów

• Czasopismo: Business and Non-profit Organizations Facing Increased Competition and Growing Customers' Demands
• Rocznik: 2015
• Tom: 14
• Strony: 111--122

Twórcy

autor

Anna Ujwary-Gil

• Wyższa Szkoła Biznesu - National Louis University, Poland

Bibliografia

• Afuah, A. (2003). Business Models: A Strategic Management Approach (1st edition). New York: McGraw-Hill/Irwin.
• Freiling, J. (ed.) (2015). Business model innovation - a concept between organizational renewal and industry transformation. Journal of Entrepreneurship, Management and Innovation, (1)11.
• Jasieński, M., Candi, M., Rzeźnik, M. (2015). Bridging the academia-industry gap while innovating: Two example projects. In: M. Wirkus (Ed.), Processes and Project Management (pp. 61-69). Gdańsk: Wydawnictwo Politechniki Gdańskiej.
• Jasieński, M., Rzeźnik, M. (2014). Business models rethought: applying the heuristic methods of Altshuller and Osborn to improve an organization's fitness in a variable environment. In: B. Domańska-Szaruga, T. Stefaniuk (Eds.), Organization in changing environment. Conditions, methods and management practices (pp. 100-109). Warsaw: Wydawnictwo Studio Emka.
• Jasieński, M., (2013). Citation analysis as a practical tool for managers and entrepreneurs: selected scientometric concepts relevant for business model improvement. Zeszyty Naukowe Wyższej Szkoły Bankowej w Poznaniu, 51, 151-167.
• Jasieński, M., Rzeźnik, M., Candi, M. (2013). Understanding and innovating business models: Some basic methodological issues. In: R. Knosala (Ed.), Innovations in Management and Production Engineering (pp. 51-58). Opole: Oficyna Wydawnicza Polskiego Towarzystwa Zarządzania Produkcją.
• Magretta, J. (2002). Why business models matter. Harvard Business Review, 80(5), 86-92, 133.
• Osterwalder, A., & Pigneur, Y. (2010). Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers (1st edition). Hoboken, NJ: John Wiley and Sons.
• Teece, D. J. (2010). Business Models, Business Strategy and Innovation. Long Range Planning, 43(2-3), 172-194. http://doi.org/10.1016/j.lrp.2009.07.003
• Ujwary-Gil A. (2015). Analyzing Business Model and Intellectual Capital Components. In: A. Garlatti, M. Massaro (Eds.), The Proccedings of 16th European Conference on Knowledge Management (pp.790-796). Italy: University of Udine, 3-4 September.
• Ujwary-Gil, A. (2014a). Modele biznesowe a kapitał intelektualny przedsiębiorstwa. Marketing i Rynek, 5, 648-653.
• Ujwary-Gil A., Candi, M. (2014b). Analyzing business model components using the sensitivity model. In: A. Ujwary-Gil, A. Nalepka (Eds.), Business and Non-Profit Organizations Facing Increased Competition and Growing Customers' Demands (pp. 84-102), Volume 13. Nowy Sącz: Wyższa Szkoła Biznesu - National Louis University.
• Wirtz, B. W., Pistoia, A., Ullrich, S., & Göttel, V. (2015). Business Models: Origin, Development and Future Research Perspectives. Long Range Planning (in press).