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Objective: In this article, the methods used to simplify the business modelling and founding of new companies are presented and critically reflected. Furthermore, it is discussed to what extent a specific method is advantageous, disadvantageous, applicable, not applicable, or even contradictory.
Methodology: The theoretical analysis is underpinned by a qualitative interview study asking company founders about applying the methods mentioned above. The work is based on scientific papers and books and is complemented by the data originating from a specially designed study.
Findings: The results conclude that business model founding instruments provide strategic guidelines favouring entrepreneurs, yet they turn out to be minor in its real-life significance as numerous factors rooted in different fields of expertise play in.
Value Added: The added value of this paper is in the elaboration of efficiency bringing and risk-minimizing components of the methods, respectively. Accordingly, managers and entrepreneurs of all industries are intended to be equipped with sufficient information content that eases the decision for or against one of the methods as realistic expectations considering the application are likely to emerge.
Recommendations: The limitations of this study are rooted in the chosen qualitative research since every interviewee is a subject to their individual perception.
Purpose: In this article, the canvas used to simplify business modeling of a platform and its visual depiction are put into the entrepreneurial context, and critically reflected accordingly. Furthermore, it is discussed to what extent the canvas is advantageous, disadvantageous, applicable, not applicable, or even contradictory.
Methodology: The analysis is based on theoretical research. Additionally, qualitative interviews with business founders were conducted.
Results: The results conclude that the canvas employed to ease the business model sharpening process supplies founders with essential aspects to cover, yet they are part of a large set of factors that play in.
Conclusion: The limitations of this study are rooted in the chosen research design based on the conceptual review.
The following paper aims to find out consumers' expectations and attitudes towards the innovation "Metaverse". It will also be explored which role the Meta Group plays in mass adaption and how the company influences consumers' possible use and opinion on the project. These results are connected to the fashion industry, further exploring new types of products and a possible distribution channel. Therefore, this study is useful to developers of Metaverses and AR/VR products, the Meta Group, and fashion companies. The main results of this research are: Meta and the Metaverse are seen as critical, the required technology has not yet reached mainstream use, but interest is present. Digital fashion had participants divided, some not willing to spend any money and some already having spent over 100€, although the Metaverse's influence on future purchases is little. The Metaverse could serve as a new distribution channel for clothing products. To conduct this research Google Forms was used. The research is classified as survey-based. The biggest limitation is the nonexistence of the Metaverse as envisioned by Meta, making it hard for participants to answer some of the questions asked.
Unternehmen verlassen sich bei der Entwicklung von Software und Lösungen häufig auf das Know-How externer Dienstleister. Moderne Arbeits- und Kollaborationsformen verändern gleichzeitig die Entwicklung von Produkten und Dienstleistungen. Wie beeinflussen diese Trends die Zusammenarbeit und Kooperation zwischen Unternehmen und ihren externen agilen Dienstleistern? Ziel dieser wissenschaftlichen Arbeit ist es herauszufinden, welche Schritte unternehmen müssen, um agiles Arbeiten und die Zusammenarbeit mit externen Dienstleistern umzusetzen. Daher wurde anhand einer Fallstudie inklusive einer qualitativen Befragung herausgefunden und aufgezeigt, welche Maßnahmen und Handlungen Unternehmen ergreifen müssen, um das Ziel einer effektiven Umsetzung einer agilen Zusammenarbeit und Kooperation zu erreichen. Drei Kernthemen wurden identifiziert, auf deren Grundlage die Forschungsfragen zu den Maßnahmen beantwortet werden: Erstens, welche Möglichkeiten Unternehmen haben, ein internes agiles Setup zu implementieren, um mit agilen Dienstleistern auf Augenhöhe zusammenzuarbeiten. Zweitens, welche Vertragsvarianten die agile Zusammenarbeit unterstützen und verbessern können und drittens, welche agilen Techniken und Methoden in der agilen Zusammenarbeit eingesetzt werden sollten. Die Ergebnisse der Fallstudien bestätigen die Annahme, dass die drei identifizierten Kernthemen für eine effektive Zusammenarbeit im agilen Umfeld essenziell sind. Während einerseits nachgewiesen wurde, dass sich die Vertragsanforderungen hinsichtlich ihrer Flexibilität und Anpassungsfähigkeit veränderten, wurde andererseits auch nachgewiesen, dass das interne Setup agile Treiber, Techniken und Methoden erfordert, um eine effektive Zusammenarbeit mit agilen Dienstleistern zu ermöglichen. Dieser Artikel gibt einen Überblick über die wichtigsten Inhalte innerhalb der drei genannten Kernthemen und gibt Unternehmen zudem Hinweise, wie sie eine Basis für eine effektive Zusammenarbeit schaffen können.
In 2019 at IBM, it was found that there is a strong dependence on a few large banks in bank sales, and the growth targets of the sales division cannot be achieved due to the existing business with these same customers. To counteract this dependency, an NCA-specific sales team for the banking industry was established to support small and medium-sized banks with personal commitment and expertise and to develop them into long-term business partners of IBM. This research focuses on the development of a performance measurement system for NCA-Sales teams. It postulates the hypothesis that more effective and better-suited performance measurement systems can be developed for NCA-Sales of information technology towards financial institutions. Authors use the methodology of expert interviews and Mayrings qualitative content analysis to gain insights into the relevant factors that need to be considered when evaluating the performance of such sales teams. The paper identifies stakeholders, challenges, and goals that should be integrated into a performance measurement system as well as KPIs to measure them. The results are being consolidated into a conceptual sketch for an NCA-sales optimized PMS. The paper distinguishes itself from other research through an approach that gives detailed guidance for the practical implementation of its findings. The research was conducted with professionals in the IT sector; however, all of them were working for the same company, and the data was collected in the short span of one week as it was part of a research. The outcome can be used for further studies on how to effectively measure performance in NCA-Sales teams.