Catálogo de publicaciones - libros

In this chapter, we introduce the purpose and scope of the book. We discuss the problem of sustainability in business and the need for sustainable business model innovations. In doing so, we shed light on three drivers for smarter and more sustainable business models. Thereby, we point forward to the RESTART framework outlined in Part II of the book and the implications for practice and research that are discussed in Part III of the book. We provide an overview of the methodological approach of the book and an outline of how the remainder of the book is structured.

In this chapter, we give a brief overview of the seven components of the RESTART framework that are developed further in Part II of the book. We introduce this overview by discussing the three drivers of new business models introduced in Chap. —the sustainability problem, digitalization and the fourth industrial revolution and changing consumer preferences and lifestyles. By giving a brief introduction to the seven components of the RESTART framework, we introduce the topics for the coming chapters.

In this chapter, we discuss the what, why, how and so what of the RESTART framework. We introduce the distinction between responsibility and opportunities for more sustainable business models. Thereby, we discuss the role of positive and negative externalities in business models. We furthermore introduce the challenge of aligning sustainability performance and financial performance in companies’ business models. Finally, we discuss sustainability as the harmony of financial, environmental and social bottom lines and elaborate on the nature of the three types of performance associated with each of them.

In this chapter, we provide a very brief overview of Part II and its introduction of each of the seven components of the RESTART framework. Here, we give the first overview of these seven components—redesign, experimentation, service-logic, the circular economy, alliances, results and three-dimensionality—and their role in the framework.

In this chapter, we discuss the need for redesign of business models. Companies that aim to be both sustainable and profitable must redesign their business models. It implies changing how companies create, deliver and capture value in a manner that reduces the shadow they cast on society and the environment, doing it in such a way that the companies shed more light on their surroundings, and doing it in a way that promotes their ability to be competitive in the markets in which they operate.

In this chapter, we discuss the role of experimentation on the path toward new business models. Redesigning a business model is not done overnight, and it is wise not to risk everything on one endeavor. To succeed with business model innovations, companies need to conduct controlled experiments on their business models, in order to uncover what works and why. In that way, they can increase the likelihood that the business model will be successful when it is finally implemented in the entire market.

In this chapter, we discuss the role of service-logic in more sustainable business models. Companies conduct services for their customers, whether they do so by means of physical products or not. Sustainable business can be furthered by companies embracing a service-logic across all types of products. This implies thinking in terms of access over ownership, whether we are talking about sharing services, streaming services or leasing-like payment models. By building business models based on service-logic, companies can contribute to improved capacity utilization and less resource waste.

In this chapter, we discuss the role of circular thinking in more sustainable business models. To become more sustainable, companies need to go from traditional, linear business models based on “take, make and dispose” to circular business models based on reuse, resource efficiency, the sharing economy and closed loops. This can counteract resource depletion, reduce pollution and be a source of cost reductions, new revenue streams and better risk management for companies.

In this chapter, we discuss the role of alliances in more sustainable business models. No single organization can solve the big problems alone. Collaboration is therefore important for companies that want to develop sustainable and profitable solutions, and it is becoming more widespread, both within and across markets and sectors. To assess the sustainability efforts of companies properly, we must look at entire ecosystems of companies and their collaborative efforts for doing business more sustainably. Such collaboration requires that they are willing to open up their business models to each other, and work together in ways that make the whole more than the sum of its constituent parts

In this chapter, we discuss the importance of prioritizing the right kinds of results when implementing more sustainable business models. The important thing is to solve the problems we face—not who does it or what looks good. In order to address the important issues properly, prioritization is key. This means giving priority to material sustainability issues, which in turn requires fruitful communication with the company’s stakeholders in a way that convinces them that the company are taking appropriate and effective steps toward more sustainable business models.