Syllabus New Business Models EU3 · Syllabus(! New!Business!Models!acrossEurope!...
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Syllabus New Business Models across Europe A database with briefs of current cases This syllabus contains 231 presentday cases of New Business Models. It is based on input of casematerial collected by research teams in Austria, Croatia, France, Germany, Ireland, Lithuania, The Netherlands, Poland, Portugal, Switzerland and Turkey. They where collected and described during Spring 2013 and presented at the EU Conference on New Business Models on June the 14 th at the Campus of the Radboud University Nijmegen (The Netherlands). Jan Jonker (eds.) Research Document Nijmegen School of Management Radboud University Nijmegen 2013
Transcript of Syllabus New Business Models EU3 · Syllabus(! New!Business!Models!acrossEurope!...
Syllabus
New Business Models across Europe
A database with briefs of current cases
This syllabus contains 231 present-‐day cases of New Business Models. It is
based on input of case-‐material collected by research teams in Austria,
Croatia, France, Germany, Ireland, Lithuania, The Netherlands, Poland,
Portugal, Switzerland and Turkey. They where collected and described
during Spring 2013 and presented at the EU Conference on New Business
Models on June the 14th at the Campus of the Radboud University
Nijmegen (The Netherlands).
Jan Jonker (eds.)
Research Document
Nijmegen School of Management
Radboud University Nijmegen
2013
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Summary
This syllabus contains 231 present-‐day cases of New Business Models. It is based
on input of case-‐material collected by research teams in Austria, Croatia, France,
Germany, Ireland, Lithuania, The Netherlands, Poland, Portugal, Switzerland and
Turkey. They where collected and described during Spring 2013.
This research and its output is part of an on-‐going project that was initiated at
the Radboud University Nijmegen in 2011. Aim of this project is to look for ways
how to translate sustainability in day-‐today transaction. Central assumption is
that if we do not embed sustainability in those of transactions it will always
remain an add-‐on. The research tries to trace and explore transaction models
that try to make this happen. Based on a common research protocol 12 teams in
11 countries collected cases using a snow-‐ball method. Each case was quickly
assessed on its suitability. Once accepted a one-‐hour interview was held with the
‘owner’s’ of a model. These interviews where transcribed and summarised into
briefs.
The material in this syllabus formed part of the input for the EU Research
Conference on New Business Models that took place on June the 14th at the
Campus of the Radboud University Nijmegen (The Netherlands).
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Table of Contents
Introduction ........................................................................................................... 12
1. Austria ......................................................................................................................... 15
University of Graz ........................................................................................... 15
1.1 BAN http://www.ban.at ........................................................................ 15
1.2 ContainMe http://www.containme.at .................................................... 15
1.3 e-‐Lugitsch http://www.e-‐lugitsch.at/index.php ....................................... 15
1.4 FGM-‐AMOR http://fgm.at ..................................................................... 15
1.5 Four Elements (4E) http://fourelements.at ............................................. 16
1.6 Gärtnerei Ochsenherz http://www.ochsenherz.at ................................... 16
1.7 Gemüsewerkstatt http://www.gemuesewerkstatt.at .............................. 16
1.8 HOLZWÄRME STROBL AM WOLFGANGSEE http://www.strobl.salzburg.at/system/web/zusatzseite.aspx?menuonr=218812657&detailonr=217446514 .................................................................................... 16
1.9 INTERVac Austria http://www.intervac.at ............................................... 17
1.10 KAESCH http://www.kaesch.at .............................................................. 17
1.11 OMEGA http://www.omega-‐graz.at/index.shtml ..................................... 17
1.12 RUK Rund ums Kind .............................................................................. 17
1.13 TalenteTausch http://www.talentetauschgraz.at .................................... 17
1.14 Top Swap http://www.topswap.at ......................................................... 18
2. Croatia ........................................................................................................... 19
University College of Economics, Entrepreneurship and Management ‘Nikola Subic
Zrinski’ Zagreb ...................................................................................................................... 19
2.1 Gredica Varaždin http://gredica.wordpress.com .................................... 19
2.2 Hub Zagreb -‐ http://www.hubzagreb.net ................................................ 19
2.3 Rudan http://www.rudan.com .............................................................. 20
2.4 Student Business Incubator Zrinski -‐ http://www.zrinski.org/en ............... 20
2.5 Coworking Croatia -‐ http://coworking.hr/en ........................................... 21
2.6 CO2cut http://www.co2cut.com ............................................................ 21
2.7 Genius Croatia http://en.genius-‐croatia.com/#all/1/list ........................... 21
2.8 Pametna špica https://www.facebook.com/PametnaSpica?fref=ts .......... 22
2.9 Badel 1862 http://www.badel1862.hr/en-‐GB/Homepage.html ................ 22
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3. France (pilot study) ......................................................................................... 23
ESC Business School Toulouse ............................................................................................... 23
3.1 CRAPAUD (Canada), http://www.crapaud.uqam.ca ................................. 23
3.2 Ecoemprenedors (Spain), http://www.ecoemprenedors.cat .................... 23
3.3 Emmaüs Défi (France), http://emmaus-‐defi.org/ ..................................... 23
3.4 Glovico (Germany), http://www.glovico.org ........................................... 24
3.5 Kindsstoff (Germany), https://www.kindsstoff.de ................................... 24
3.6 La ruche qui dit oui (France), http://www.laruchequiditoui.fr ................... 24
3.7 La Serre (France), http://www.la-‐serre.org ............................................. 24
3.8 MicroDon (France), http://www.microdon.org ....................................... 24
3.9 Mobilib‘ (France), http://www.mobilib.fr ............................................... 25
3.10 PatiensLikeMe (United States), http://www.patientslikeme.com .............. 25
3.11 Quirky (United States), http://www.quirky.com ...................................... 25
3.12 Rushey Green Time Bank (England), http://www.rgtb.org.uk ................... 25
3.13 Terracycle (United States), http://www.terracycle.com ........................... 25
4. Germany (2x) .................................................................................................. 27
FOM Hochschule Cologne ..................................................................................................... 27
4.1 2050 ideas http://www.indiegogo.com/projects/2050ideas-‐green-‐economy-‐ innovation-‐hub ............................................................................................... 27
4.2 Colabor http://www.colabor-‐koeln.de ................................................... 27
4.3 Foodsharing http://foodsharing.de ....................................................... 27
4.4 Betahaus http://koeln.betahaus.de ........................................................ 28
4.5 Offener Bücherschrank http://www.buergerstiftung-‐bonn.de/projekte/offene-‐buecherschraenke/ .................................................... 28
4.6 Hostacamper http://www.hostacamper.org ........................................... 28
4.7 Austauschhafen http://austauschhafen.de ............................................. 29
FOM Hochschule Cologne ................................................................................ 29
4.8 Biodeals http://www.biodeals.de, http://www.greenest-‐green.de .......... 29
4.9 Frents http://www.frents.com ............................................................... 30
4.10 Lebenskleidung http://www.lebenskleidung.com .................................... 30
4.11 Max 30.1 http://www.max30-‐1.de ..................................................... 30
4.12 Munavis http://www.munavis.de .......................................................... 30
4.13 Quartiermeister http://www.quartiermeister.org ................................... 30
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4.14 Polarstern http://www.polartstern-‐energie.de ....................................... 30
4.15 TerraCycle http://www.terracycle.de ................................................. 31
4.16 Meine Ernte http://www.meine-‐ernte.de ........................................... 31
5. Ireland ........................................................................................................... 32
Kemmy Business School, University of Limerick ..................................................................... 32
5.1 Autogas Ireland http://www.autogasireland.ie ....................................... 32
5.2 Carambola Kidz http://www.carambola.ie .............................................. 32
5.3 Chawke Industrial Solutions http://www.chawkeindustrial.ie .................. 33
5.4 Crossfit Limerick http://www.crossfitlimerick.com ................................. 33
5.5 Crunch Food Company http://www.facebook.com/CrunchFoodCompany34
5.6 CWSI http://www.cwsi.ie ...................................................................... 34
5.7 East way Fitness and training Centre http://www.eastwayfitnessclub.com 35
5.8 Eirebloc http://www.eirebloc.com ......................................................... 35
5.9 Glenilen Farm http://www.glenilenfarm.com ......................................... 36
5.10 Goatsbridge Trout Farm http://www.goatsbridgetrout.ie ..................... 36
5.11 Gocar http://www.gocar.ie .................................................................. 37
5.12 iQutech-‐Solutions http://www.iqutech.com .......................................... 37
5.13 Joe.ie http://www.joe.ie ...................................................................... 38
5.14 Linked Finance http://www.linkedfinance.com .................................... 38
5.15 Mamukko http://www.mamukko.ie ...................................................... 39
5.16 Murphy’s Ice-‐cream Killarney ............................................................. 39
5.17 O'Connors Bakery http://www.oconnorsbakery.com .............................. 39
5.18 Pinergy http://www.pinergy.ie ........................................................... 39
5.19 Ring of Kerry Quality Lamb http://www.ringofkerryqualitylamb.ie ........ 40
5.20 rx3 http://www.rx3.ie ....................................................................... 41
5.21 Smile Exchange http://www.smileexchange.ie ........................................ 41
5.22 The Zip Yard http://www.thezipyard.ie .................................................. 41
5.23 Tony Enright http://www.iconniteclub.com ............................................ 41
5.24 Toonbridge Dairy http://www.therealoliveco.com/toonsbridge ............... 42
5.25 Tradefirst, Ireland's Business to Business Trade Exchange http://www.tradefirst.ie .................................................................................. 43
6. Lithuania ........................................................................................................ 44
Kaunas University of Technology ........................................................................................... 44
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6.1 ICECO http://www.iceco.lt ................................................................... 44
6.2 Gudobele http://www.gudobele.lt/index.php?id,109 .............................. 44
6.3 „Miko ir Tado spaustuve“ http://www.mtlprint.lt .................................... 45
6.4 UAB „Druka“ http://www.druka.lt ......................................................... 45
6.5 UAB „Omniteksas“ http://www.omniteksas.eu ....................................... 45
6.6 UAB „Aleta“ http://www.aleta.lt ............................................................ 46
6.7 UAB „Roku keramika“ http://www.rokukeramika.lt ................................. 46
6.8 UAB „Intervilza http://www.intervilza.lt ................................................. 47
6.9 Fornestas http://www.fornestas.lt ......................................................... 47
6.10 Pietu spektras http://pietuspektras.lt ..................................................... 47
6.11 UAB “Interjero erdvė” http://www.interjeroerdve.lt ............................... 48
6.12 UAB „Steel trade“http://www.steeltrade.lt/en/about-‐us ......................... 48
6.13 Grand Partners http://www.grandpartners.lt ......................................... 49
6.14 Dzukijos vandenys http://www.vandenys.lt ............................................ 49
6.15 Utenos trikotažas http://www.ut.lt/en .................................................. 49
6.16 UAB “Traidenis” http://www.traidenis.lt ................................................ 50
7. The Netherlands ............................................................................................. 51
Radboud University Nijmegen School of Management ........................................................... 51
7.1 Tijdorekening (Time account) ................................................................ 51
7.2 Film by the sea http://www.filmbythesea.nl ........................................... 51
7.3 My Wheels http://www.mywheels.nl ..................................................... 52
7.4 Recover E ............................................................................................. 52
7.5 Lease a Jeans www.leaseajeans.com ...................................................... 52
7.6 The BeeBox http://www.beebox.nl ........................................................ 53
7.7 Co Green http://www.volgcogreen.nl .................................................... 53
7.8 FLOOW2 http://www.floow2.com ......................................................... 53
7.9 Het Broodfonds (The Bread fund) http://www.broodfonds.nl .................. 54
7.10 Women on Wings http://www.womenonwings.nl ................................... 54
7.11 Talent Beyond Limits http://www.talentbeyondlimits.nl .......................... 54
7.12 Timor Square Community http://www.timorpleincommunity.nl ............... 54
7.13 ESCo http://www.strukton-‐gebouwen.nl/ESCo/ ...................................... 55
7.14 Upgrading of organic waste to create sustainable feed ingredients using insects http://www.jagran.nl ............................................................................ 55
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7.15 Peerby http://www.peerby.com ............................................................ 55
7.16 GEEF Cafe (GIVE Cafe) http://www.geefcafe.nl ....................................... 55
7.17 GreenFox http://www.green-‐fox.nl ....................................................... 56
7.18 Good and Durable ................................................................................ 56
7.19 Circle of trust http://www.duurzom.nl ................................................ 56
7.20 The Click, Biomass Do-‐It-‐Yourself http://www.biomassadhz.nl ................. 57
7.21 Thuisafgehaald (take away from home) http://www.thuisafgehaald.nl ..... 57
7.22 Greencrowd Foundation http://www.greencrowd.nl ............................... 58
7.23 Keigoed Geregeld (Sorted Out Very Well) ............................................ 58
7.24 The HUB http://www.the-‐hub.net ......................................................... 58
7.25 Zero energy bill renovation http://www.energiesprong.nl .................... 59
7.26 Algae food and fuel http://www.algaefoodfuel.com ............................ 59
7.27 Groen WitGoed (Green White ware) ...................................................... 60
7.28 Powerhive http://www.powerhive.com ................................................. 60
Radboud University Nijmegen School of Management ........................................................... 61
7.29 Terratrada (Great Britain) https://www.terratrada.net ........................ 61
7.30 Mijnruilwinkel (The Netherlands) http://www.mijnruilwinkel.nl/ .......... 61
7.31 Makkie (The Netherlands) http://www.makkie.cc .................................. 61
7.32 Barter your Business (The Netherlands) http://www.barteryourbusiness.nl ................................................................... 62
7.33 Time/Bank (Europe) http://e-‐flux.com/timebank/about .......................... 62
7.34 Accorderie (France) http://www.accorderie.fr ....................................... 62
7.35 Film By The Sea (The Netherlands) http://www.filmbythesea.nl ............... 62
7.36 Noppes (The Netherlands) http://www.noppes.nl ................................... 63
7.37 Mu by Peugeot (Great Britain) http://www.mu.peugeot.co.uk/how-‐does-‐it-‐work 63
7.38 Wehelpen (The Netherlands) http://www.wehelpen.nl ........................ 63
7.39 GiffGaff (Great Britain) http://www.giffgaff.com ................................. 64
7.40 Spice (Great Britain) http://www.justaddspice.org .................................. 64
7.41 Covertcandy (Great Britain) http://www.covertcandy.co.uk ..................... 64
7.42 Gardenweb, (Great Britain) http://www.uk.gardenweb.com .................... 64
7.43 Creciclando (Spain) http://www.creciclando.com .................................... 65
7.44 Ryck (The Netherlands) http://www.ryck.nl ............................................ 65
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7.45 Rouleerdekleer (The Netherlands) http://www.rouleerdekleer.nl ............. 65
7.46 Spaarlamp voor een Spar (The Netherlands) http://www.duurzaameindhoven.nl/projecten/spaarlamp-‐voor-‐een-‐spar ........... 65
7.47 Zorgflorijnen (The Netherlands) http://www.nieuweoudedag.nl/Zorgflorijnen.pdf .............................................. 66
7.48 Ecofabs (The Netherlands) http://ecofabs.nl/about-‐ecofabs ................. 66
7.49 Swop (The Netherlands) http://www.swopteam.nl ................................. 66
7.50 Tradefirst (Ireland) http://www.tradefirst.ie ........................................... 66
7.51 Tauschticket (Germany) http://www.tauschticket.de/tauschen ................ 67
7.52 Lovehoney (Great Britain) http://www.lovehoney.co.uk ...................... 67
7.53 Hubculture (Great Britain) http://www.hubculture.com .......................... 67
7.54 Swapshop (Great Britain) http://swapshop.co.uk .................................... 67
7.55 Bolster (The Netherlands) http://www.bolster.cc/wat-‐is-‐het .................... 68
7.56 Rushey Green time bank (Great-‐Britain) http://www.rgtb.org.uk/about_us.html ............................................................ 68
8. Poland ........................................................................................................... 69
University of Łódź, Faculty of Management, Łódź ................................................................... 69
8.1 Spółdzielnia socjalna ISSA http://www.lagranda.pl .................................. 69
8.2 Slogan http://www.not-‐a-‐slogan.com .................................................... 69
8.3 Spółdzielnia socjalna Spóła Działa http://www.spoladziala.pl ................... 70
8.4 Stowarzyszenie Obywatele Obywatelom (brand: Kooperatywa.org) soo.org.pl/; kooperatywa.org ........................................................................... 70
8.5 Competita s.c., Katarzyna Bieńkiewicz, Maciej Bieńkiewicz http://www.competita.com ............................................................................. 71
8.6 Notjustshop http://www.notjustshop.com ............................................. 71
8.7 Spółdzielnia socjalna „Kreatywni” http://www.kreatywni.com.pl ............. 72
8.8 Spółdzielnia socjalna W te pędy http://wtepedy.blogspot.com ................. 72
8.9 Ho-‐lo Studio http://ho-‐lo.pl ................................................................... 73
8.10 Haloart s.c. http://www.haloart.pl ..................................................... 73
8.11 Wielobranżowa Spółdzielnia Socjalna Gniazdko http://www.gniazdko.org 74
8.12 Pracownia Panato http://panato.org .................................................. 74
8.13 Pan Zielonka http://www.panzielonka.com ......................................... 74
8.14 Training Center and Hotel KŁOS http://www.klos.org.pl ....................... 75
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8.15 ZieloneDomy.pl http://zielonedomy.pl ............................................... 75
8.16 Mentor przedsiębiorstwo społeczne http://www.mentoring.pl/index.php?option=com_content&task=view&id=349&Itemid=197 76
8.17 Laboratorium Cogito http://laboratoriumcogito.pl .............................. 76
9. Portugal ......................................................................................................... 77
ISMAI – Maia High Education Institute ................................................................................... 77
9.1 Critical Manufacturing http://www.criticalmanufacturing.com ................. 77
9.2 Stufa http://stufaconcept.com .............................................................. 77
9.3 Vigie Solutions http://vigiesolutions.com ................................................ 78
9.4 Wishareit http://www.wishareit.com ..................................................... 78
9.5 Addega http://www.adegga.com ........................................................... 79
9.6 José Gourmet http://www.josegourmet.com .......................................... 79
9.7 Uniplaces https://www.facebook.com/uniplaces.pt ............................... 80
9.8 Runway-‐MAG https://www.facebook.com/pages/In%C3%AAs-‐Soares-‐Runway_MAG/206100502813867 .................................................................... 80
9.9 Gbliss, Lda http://www.gbliss.pt ............................................................ 81
9.10 Jason Associates http://jasonassociates.com/pt ...................................... 81
9.11 Opo Lab http://www.facebook.com/opofablab ....................................... 82
9.12 Azoria, Alves Bandeira e Petroibérica (joint venture) http://www.alvesbandeira.pt , http://www.petroiberica.pt, http://www.azoria.pt 82
9.13 NetCarExchange.com http://netcarexchange.com ................................... 83
9.14 Playvest http://playvest.com ............................................................. 84
9.15 Thema Hotels http://www.themahotels.pt ............................................. 84
9.16 Socialis http://socialis.no.sapo.pt/index.html .......................................... 85
9.17 CrescerSer http://www.crescerser.org ................................................... 85
9.18 Nomeiodonada http://www.nomeiodonada.pt ................................... 85
9.19 SAOM http://www.saom.pt .................................................................. 86
9.20 C.V.P. em Matosinhos http://matosinhos.cruzvermelha.pt ...................... 86
9.21 Santa Casa da Misericórdia do Porto http://www.scmp.pt ....................... 86
9.22 Mundos de Vida http://www.mundosdevida.pt ..................................... 87
9.23 Percurso das Memórias http://www.facebook.com/percursodasmemorias 87
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9.24 Recriar http://www.misericordiadamaia.com/Default.aspx?tabid=955 .... 88
9.25 Coração da Cidade http://ccidade.no.sapo.pt ......................................... 88
10. Switzerland ................................................................................................. 89
University of Applied Sciences North-‐western Switzerland ..................................................... 89
10.1 Tropenhaus Frutigen http://www.tropenhaus-‐frutigen.ch .................... 89
10.2 Solafrica http://solafrica.ch ................................................................... 89
10.3 RRRevolve http://rrrevolve.ch ............................................................... 89
10.4 Mahler & Co. http://www.mahlerundco.ch ............................................ 90
10.5 COOP http://www.coop.ch .................................................................... 90
10.6 Revamp IT http://www.revamp-‐it.ch ...................................................... 90
10.7 Mr. Green http://www.mr-‐green.ch ....................................................... 91
10.8 Hub Zürich http://www.zurich.the-‐hub.net ............................................. 91
10.9 Eaternity http://www.eaternity.ch ........................................................ 91
10.10 Designwerk GmbH http://www.design-‐werk.ch ................................... 92
10.11 EcaVert Sarl http://www.ecavert.ch ................................................... 92
10.12 Alpha-‐Innotec Schweiz AG http://www.alpha-‐innotec.ch .................... 92
10.13 Taboobreaker GmbH http://www.taboobreaker.com .......................... 92
10.14 Kaskad-‐E GmbH http://www.kaskad-‐e.ch ........................................... 93
10.15 Ortoloco http://www.ortoloco.ch ...................................................... 93
10.16 Lee-‐light http://www.lee-‐light.com ................................................... 93
10.17 Bcomp http://www.bcomp.ch ........................................................... 94
10.18 Label Vert http://www.label-‐vert.ch ................................................... 94
10.19 Royal Blush http://www.royalblush.ch ................................................ 94
10.20 I.C.E. AG http://www.iceag.com ....................................................... 94
10.21 Green-‐cube.org http://green-‐cube.org ............................................... 95
10.22 Podspital http://www.macworks.ch/macworks ................................... 95
10.23 Orphanbiotec http://www.orphanbiotec-‐foundation.com .................... 95
10.24 weACT http://www.weact.ch/en ........................................................ 95
10.25 Zwischenraume http://www.zraeume.ch ........................................... 96
11. Turkey ........................................................................................................ 97
Yasar University ................................................................................................................... 97
11.1 Turkcell İletişim Hizmetleri A.Ş. http://www.turkcell.com.tr ..................... 97
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11.2 Mondi Tire Kutsan http://www.mondigroup.com.tr ................................ 98
11.3 TARİŞ Zeytin A.Ş. http://www.ta-‐ze.com.tr .......................................... 98
11.4 Petkim Petrokimya Holding A.Ş. http://www.petkim.com.tr ..................... 99
11.5 Altensis Danışmanlık http://www.altensis.com .................................... 99
11.6 Mazars http://www.mazarsdenge.com.tr ............................................. 100
11.7 Greenway Solar http://www.greenway.com.tr ...................................... 100
11.8 Rixos http://www.rixos.com ............................................................... 101
11.9 Japan Tobacco International (MNC) http://www.jti.com .................... 101
11.10 Bey Metal Alüminyum Ltd. Şti http://www.beymetal.com.tr .............. 101
11.11 Green Lojistik Danışmanlık http://www.greenlojistik.com.tr ............... 102
11.12 Ekantinci.com http://www.ekantinci.com ......................................... 102
11.13 Ohannesburger http://www.ohannesburger.com .............................. 102
11.14 Litum http://www.litum.com.tr ....................................................... 103
11.15 Sel Sulama Sistemleri http://www.selsulamasistemleri.com/ .............. 103
Appendix I ........................................................................................................... 104
Interview Protocol International Research Project ................................................... 104
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Introduction
This European database of New Business Model cases is part of a research
project that explores emerging ‘new’ business models. It was initiated in 2011 by
at the Nijmegen School of Management (NSM), Radboud University Nijmegen
(The Netherlands). The initial research led to the discovery of three basic
patterns (swap, exchange and create). It also helped to identify seven
characteristics of NBMs (for more information see the working paper that
supports this research project). The outcomes of this initial research where
presented at a seminar on June 1st 2012 in Nijmegen.
Some theoretical backgrounds
Central to the idea of ‘new’ business models are three intertwined notions:
multiple, shared and collective value creation. Multiple value creation refers to
the idea that sustainability implies the organisation of more than one value
namely environmental (ecological), social (societal) and economic (or financial)
value. Elkington brought the idea of multiple value creation forward in his 1997
book entitled ‘Cannibal with forks’. Over the last decade this idea of multiple
value has expended leading to a broad spectrum of possible values including
values such as silence, space, care, attention, or energy. Creating shared value is
based on the Porter and Kramer (2011) idea that when organising activities that
create value the scope of who benefits from those values goes well beyond the
boundary of the organisational initiator. This ‘sharing’ shows the changing
character of transactions between the constituents involved. Finally, the notion
of collective value creation refers to the assumption that multiple value creation
can only come about when different constituencies intentionally collaborate.
Those three notions about value creation are still ‘young’ and therefore lack
‘solid’ empirically grounded proof of their meaning – or even a decent debate
about and the nature of their meaning – is hardly present. What is also lacking is
research, which specifically examines the way in which these three notions are
linked together. This research is set-‐up to stimulate this debate across Europe
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and initially better understand their (theoretical) nature.
Participating institutions
The research is replicated and elaborated in The Netherlands at the Radboud
University Nijmegen during the academic year 2012–2013. During this year, the
same research is conducted in 10 countries and 11 institutes including: Portugal
(ISMAI – Instituto Superior da Maia), France (ESC Toulouse Business School),
Poland (University of Lodz, Faculty of Management), Switzerland (University of
Applied Sciences and Arts North-‐western Switzerland, School of Business),
Austria (University of Graz -‐ Institut für Systemwissenschaften, Innovations-‐ &
Nachhaltigkeitsforschung), Germany (Universität Kassel –
Wirtschaftswissenschaften -‐ Nachhaltige Unternehmensführung), Germany
(FOM University of Applied Sciences, Hochschule für Oekonomie & Management
gemeinnützige GmbH, KompetenzCentrum for Corporate Social Responsibility),
Ireland (University of Limerick, Kemmy Business School, Department of
Accounting & Finance), Lithuania (Kaunas University of Technology, Faculty of
Economics and Management, Department of Business Economics), Croatia
(University College of Economics, Entrepreneurship and Management ‘Nikola
Subic Zrinski’ Zagreb) and Turkey (Yasar University, School of Economics and
Administrative Sciences).
Database
All of the selected cases in these countries have been interviewed in their native
language and for this database been summarized and translated into English.
This way a rich and promising overview of emerging business models in Europe is
made.
Working Papers
The results of each new country-‐based research (with the exception of the pilot
study at ESC Business School in Toulouse – France) will lead in due course to
14
country-‐based separate working paper (sometimes first written in the country
language of origin and then translated into English). Depending on the outcomes,
the overall results (and cases) may be used to edit a book. The feasibility of such
a book-‐plan will be determined once all the research is carried out and after
discussing the results at the research seminar in Nijmegen.
Seminar: June 14th 2013
The results of the different ‘national’ research efforts have been presented and
discussed at a one-‐day research seminar that took place at the Campus of the
Radboud University Nijmegen (The Netherlands) on Friday June 14th, 2013.
15
1. Austria
University of Graz
The cases below were identified in the research study regarding New Business
Models that was conducted during Winter 2012/13 by national and international
students studying in Graz at the Institute of Systems Sciences, Innovation and
Sustainability Research. All situations represent business cases in Austria. A
report based upon these cases will be available by April 2013 upon request.
Please direct all correspondence to Jan Jonker (em: [email protected]) and
Romana Rauter (em: romana.rauter@uni-‐graz.at)
1.1 BAN http://www.ban.at
BAN is a social enterprise based in Graz (Austria) which began its
operations 30 years ago. The base of the business model is the selling of
second hand goods and employing long-‐term unemployed people. BAN
collects furniture and other goods that have been discarded or given
away and repairs and fine tunes them before reselling them.
1.2 ContainMe http://www.containme.at
“ContainMe!” will be the first company that produces ISO container
houses in a zero energy standard. They would like to build the container
houses for long-‐time usage rather than just for a short-‐time application.
1.3 e-‐Lugitsch http://www.e-‐lugitsch.at/index.php
Of specific interest are the new business models that the company has
created which introduced public funding of photovoltaic plants owned by
the company. With this model, the company is not only producing green
energy but also generates value in and for the region and for the people
who reside there.
1.4 FGM-‐AMOR http://fgm.at
The business case of FGM-‐AMOR focuses on the organizational aspect of
the company, its multiple value creations through the focus on
16
sustainability with regard to sustainable transportation and mobility
management.
1.5 Four Elements (4E) http://fourelements.at
Four Elements is based in Graz. It is an association developing and
promoting hip hop and urban culture with an extensive network of
creative professionals, promoters, social and youth workers and artists
working together in different teams on different projects.
1.6 Gärtnerei Ochsenherz http://www.ochsenherz.at
The business model of Gärtnerhof Ochsenherz, also known as “Gela –
Gemeinsam landwirtschaften, is a certain type of community supported
agriculture (CSA) whereby a community cooperates and shares risks and
benefits working in a farm environment. The community is also involved
in the planning and decision making of the farm.
1.7 Gemüsewerkstatt http://www.gemuesewerkstatt.at
The Gemüsewerkstatt is a commercial association that creates a platform
and network for organic farmers in Graz and the surrounding areas of
Graz. The platform assists the farmers in selling their organic products
and the customers in buying healthy organic foodstuffs concurrently at a
fair price.
1.8 HOLZWÄRME STROBL AM WOLFGANGSEE
http://www.strobl.salzburg.at/system/web/zusatzseite.aspx?menuonr
=218812657&detailonr=217446514
HW Strobl is a wood heating plant. It consists of 38 collaborators and
provides heat to approximately 80 buildings, i.e. households,
compartments and public buildings. What is special about this enterprise
is the fact that the farmers who provide wood can choose to not receive
money as compensation for their sale but instead receive a credit note
whereby they will receive the amount of heat equivalent to, in terms of
money, the amount of the sale.
17
1.9 INTERVac Austria http://www.intervac.at
INTERVAC Austria is an organization or, more precisely, a civil-‐law
partnership, which is in charge of coordinating the online database
(platform) for home exchange/swapping in Austria. It provides home
offers and contact information to members.
1.10 KAESCH http://www.kaesch.at
KAESCH is an exchange system. Within such networks, which work like a
type of forum, people can swap and trade all types of material things and
services, for example, mowing a lawn in exchange for help with the
computer or hair cutting in exchange for self-‐made socks.
1.11 OMEGA http://www.omega-‐graz.at/index.shtml
This is an interdisciplinary and intercultural team with doctors,
psychologists, teachers, translators, therapists and social workers. The
idea behind this Transcultural Centre for Mental and Physical Health and
Integration is to build a trauma centre for helping immigrants and
refugees.
1.12 RUK Rund ums Kind
Its product line ranges from second-‐hand clothes, toys and shoes for
children to baby buggies and other children’s furniture. Approximately
80% of the clothes are brand-‐named. RUK is specific because of the focus
on children’s clothing and the opportunity to receive coupons for your
second-‐hand products that you send back.
1.13 TalenteTausch http://www.talentetauschgraz.at
TalenteTausch is a form of exchange platform where people from
different areas can exchange their talents. In doing so, they are primarily
able to save money, and the job will be completed. This can be
accomplished in their own free time. This association accounts for around
200 registered members.
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1.14 Top Swap http://www.topswap.at
The business model of TopSwap is in its early stages and is based on 2-‐day
events which facilitate the swapping of unwanted and unneeded clothing
and accessories.
19
2. Croatia
University College of Economics, Entrepreneurship and Management ‘Nikola
Subic Zrinski’ Zagreb
The cases presented below are a component of the European Research Project
2013 regarding New Business Models conducted during spring 2013 by Vedran
Šmitlehner and Dora Stanković under the supervision of Ivona Pavelić and
Martina Ferk who are all connected to the University College of Economics,
Entrepreneurship and Management ‘Nikola Subic Zrinski’ Zagreb (Croatia).
Materials were gathered through interviews with representatives of the models
during spring 2013. A report based on these cases (internal use only!) will be
available as of fall 2013 upon request. Please direct all general correspondence
to the initiator of this project, Prof. Jan Jonker ([email protected]) and all
questions regarding to these cases to the coordinator Ivona Pavelić
2.1 Gredica Varaždin http://gredica.wordpress.com
Gredica Varaždin is an association in Varaždin. Its main goal is the
promotion of a sustainable way of living. Through practical and concrete
solutions, it encourages sustainability and self-‐sufficiency of the local
society in meeting the basic needs of life. Association Gredica rents a
50m2 large parcel to its users (gardeners) for the symbolic sum of 100
HRK (Croatian currency Kuna) per year where gardeners can grow, care
for, and maintain their own plot. All of the money that is amalgamated
from membership fees is being reinvested into the acquisition and
reparation of all of the necessary tools and for other supplies required to
maintain the gardens.
2.2 Hub Zagreb -‐ http://www.hubzagreb.net
Hub Zagreb is an association in Zagreb that offers its customers a service
of a co-‐working basis whereby an open type of office provides a complete
20
infrastructure for an entrepreneurs' business. In addition, the association
provides its customers an inclusion in the network of contacts and
opportunities for partnership. This friendly environment encourages
entrepreneurial spirit and the development of ideas and projects. All of
the extra profit that is generated is invested in the development of the
programs and services offered by Hub.
2.3 Rudan http://www.rudan.com
Rudan is a company located in Žminj (Istria region) that offers a water
savings service for companies in the market. It is the first company in
Croatia initiating the application of the water savings model and offering
the service to other companies. The model charges fees based on the
amount of savings that is achieved. Rudan guarantees that it will reduce
water consumption which will subsequently lead to saving water. The
water savings project is usually carried out over three to four years.
Savings can be detected with the difference between water bills before
Rudan enters the project and water bills during the months after joining
the project. Rudan receives a portion of the savings, reciprocating with
the maintenance of the water supply system, an improved water supply
system, and control over sending water to the company investing in the
model.
2.4 Student Business Incubator Zrinski -‐ http://www.zrinski.org/en
Student Business Incubator is a model that allows students of the
University College of Economics, Entrepreneurship and Management
"Nikola Šubić Zrinski" (UCEEM-‐NSZ) to work in an authentic company
under the guidance of mentors. Students initially learn a theoretical basis
after which mentoring occurs with lecturers -‐ mentors assisting and
guiding students through the entire entrepreneurial process beginning
with choosing the name for a company, registration of the company, and
other issues related to bringing the company to fruition. Working within
21
the company under the mentorship follows thereafter. If students are
interested in taking over the company after their graduation, they can do
so at no cost and continue to employ the mentoring services of the
Incubator.
2.5 Coworking Croatia -‐ http://coworking.hr/en
Coworking Croatia is an Association located in Zagreb. It allows
conducting business that people truly love in a quality and affordable
manner either by initiating their own business or facilitating existing
business activities. This is made possible with lower costs for office space
and supporting equipment with a variety of benefits such as face-‐to-‐face
networking, informal education, exchange of ideas and opinions,
increasing the quality of life, etc. The association opens access to various
users, networks them, creates new business opportunities and
cooperation, exchanges knowledge and skills and reduces costs through
shared workspace. It also contributes to the overall quality of life.
2.6 CO2cut http://www.co2cut.com
CO2cut is a company located in Zagreb. It is a web service that connects
online "retail" with a market for the reduction of carbon emissions. Every
service and product enrolled in CO2cut has neutralized their carbon
footprint (the amount of CO2 emissions) at prices identical to the major
services. The model offers the user, when purchasing via e-‐travel and e-‐
shopping, a free-‐of-‐charge service to assist in choosing the manner in
which they neutralize CO2 emissions through projects of their own choice
(e.g., in their region or country). Projects must be transparent, genuine,
and beneficially contribute to the communities in which they are
organized, and they must be traceable "24/7" online.
2.7 Genius Croatia http://en.genius-‐croatia.com/#all/1/list
Genius Croatia is a project (it is still not registered as a company) in
Rijeka. Goals of the project include connecting the creative potential of
22
Croatia (individual innovators and companies) with capital (investors),
with companies that are searching for innovative solutions (open
innovation model), and with the public. Another goal is also to raise
awareness regarding the importance of innovation and about the
significance of the protection of intellectual property in Croatia.
2.8 Pametna špica https://www.facebook.com/PametnaSpica?fref=ts
Pametna špica is an association located in Zagreb. Its goal is for young
people, especially students, to gain knowledge and information that
cannot be obtained in customary ways such as standard education or
media that serve specific pieces of information. In addition, there are
lecturers who learn from students sharing opinions about the knowledge
they transfer. The association encompasses several areas of activity
including event management, projects, education, and the Web.
2.9 Badel 1862 http://www.badel1862.hr/en-‐GB/Homepage.html
Badel 1862 is a company located in Zagreb. It has evolved into a model in
which one segment of business activities is oriented to the exchange of
products between two or more companies. In times of crisis, it was
required to find an alternative way of doing business which was
accomplished by exchanging goods and services rather than cash. When
the need and demand of certain companies for goods and services is
determined, they are subsequently entered into a partnership and,
according to the agreement, exchange goods and services without cash
transactions. Means of payment for services or goods are accomplished
by reciprocating services or goods depending on the case.
23
3. France (pilot study)
ESC Business School Toulouse
The cases presented below are components of the pilot study regarding New
Business Models that was conducted during autumn 2012 by international
students of the ESC Business School in Toulouse (France). Students have selected
cases from various countries, including their own. A report based upon these
cases (internal use only!) is available as of May 2013 upon request. Please direct
all correspondence to Jan Jonker (em: [email protected])
3.1 CRAPAUD (Canada), http://www.crapaud.uqam.ca
CRAPAUD is a self-‐management urban gardening project in Montreal
under the guidance of students and members of the community. Their
main activity is the research, experimentation and teaching of efficient
urban agriculture techniques to grow food, increase biodiversity and
teach about nature.
3.2 Ecoemprenedors (Spain), http://www.ecoemprenedors.cat
Ecoemprenedors is a business association to enhance sustainable thinking
and activities in the region of Catalonia, Spain. The companies in this
organization share their resources and networks to foster projects of eco-‐
innovation and sustainability that they would have been unable to design
and develop on their own.
3.3 Emmaüs Défi (France), http://emmaus-‐defi.org/
Emmaüs Défi is, technically, a for profit organization created by the
charity movement “Emmaüs” which fights against exclusion of those
people in society who are less fortunate. Emmaüs Défi provides
employment and develops the skills of these people in order to run a
system of shops where they collect and resell furniture and clothes, which
also contributes to the reduction of waste.
24
3.4 Glovico (Germany), http://www.glovico.org
Glovico is the first fair-‐trade online language school. It provides a
platform for teachers from developing nations to sell their services to
western students at a fair price for both parties. By linking them, Glovico
also fosters opportunities of further collaborations for charity projects or
business development.
3.5 Kindsstoff (Germany), https://www.kindsstoff.de
Kindsstoff is a cradle-‐to-‐cradle system which produces children clothing in
Germany. It targets the creation of a market of organic, fashionable,
affordable and "100% made in Germany” clothing and involves a second
hand system and recycling system of worn clothing.
3.6 La ruche qui dit oui (France), http://www.laruchequiditoui.fr
La ruche qui dit oui is a local food hub connecting farmers and consumers
for a more local, fair and aware food supply. It empowers consumers
within the supply chain and allows better remuneration of the producers.
3.7 La Serre (France), http://www.la-‐serre.org
La Serre is a project of a collaborative and sustainable work environment
in Toulouse for various professionals: eco-‐designers and craftsmen,
freelance and services providers of all types La Serre intends to be an
answer for permanent residents in regard to punctual or time limited
projects.
3.8 MicroDon (France), http://www.microdon.org
MicroDon is company which supplies innovative ways of funding for
various charities and local initiatives. It organizes “rounding-‐up”
donations from individuals through purchases in large French retailers
and through their monthly wages with their employer. It is an auto-‐
financing system that allows 100% of the donation to actually reach the
beneficiary.
25
3.9 Mobilib‘ (France), http://www.mobilib.fr
Mobilib is a car-‐sharing service cooperative company in Toulouse. It is a
private company with strong support from the city council. It has been
implemented by integrating several experimentation results of various
municipalities in Europe to reduce traffic jam and free parking spots while
reducing car using costs both for the city council and for the users.
3.10 PatiensLikeMe (United States), http://www.patientslikeme.com
PatientsLikeMe is a social network and data sharing platform to share
illness and therapy related information among the users. It gathers
patients as well as medical professionals from around the world that are
all willing to gather and share knowledge and experiences regarding more
than 1200 health conditions. It is a powerful tool for researchers and a
way to break isolation and fear for patients.
3.11 Quirky (United States), http://www.quirky.com
Quirky is a New-‐York industrial design company based on the idea of a
social network. Users submit and rate ideas of innovative inventions
which are then produced by Quirky and sold in their online shop and
retailing network (more than 300 retailers). Inventors first receive an
assessment of their idea and the possibility to rapidly earn money for
their creation.
3.12 Rushey Green Time Bank (England), http://www.rgtb.org.uk
Rushey Green Time Bank is the largest time bank in England. It is a
community development tool which works by facilitating a money-‐free
exchange of skills and experience within the community. It operates from
a health center in Catford, London, on a daily basis and organizes events
to broaden the number of beneficiaries, much like the “Bring and Fix” fair.
3.13 Terracycle (United States), http://www.terracycle.com
TerraCycle is a worldwide company with a presence felt in more than 21
countries and a turnover rate of more than 40 million dollars. The
26
organization is specialized in the collection and recycling of formerly
unrecyclable waste. Its model relies on benevolent collecting brigades
and on the creativity of their research labs to up cycle and recycle
products that are then sold in conventional markets.
27
4. Germany (2x)
FOM Hochschule Cologne
The cases presented below are a component of the European Research Project
2013 regarding New Business Models conducted during spring 2013 by Nina
Marsh under the supervision of Linda O’Riordan both at the FOM Hochschule in
Cologne and the KompetenzCentrum for Corporate Social Responsibility (KCC)
(Germany). A report based on these cases (internal use only!) will be available as
of May 2013 upon request. Please direct all correspondence to the initiator of
this project, Prof. Jan Jonker, from the Radboud University Nijmegen (The
Netherlands) (em: [email protected])
4.1 2050 ideas http://www.indiegogo.com/projects/2050ideas-‐green-‐
economy-‐ innovation-‐hub
2050 ideas is an open innovation intermediary based in Duisburg,
Germany. A key concept in the business plan is: ‘Mass ideation for
sustainable innovation’ concerning forming a hub for the monumental
generation of new concepts. Therefore, their main purpose is to provide
an intermediary between providers of (sustainable) solutions and the
creators of problems.
4.2 Colabor http://www.colabor-‐koeln.de
The Colabor in Cologne is a co-‐working space specialized with co-‐workers
who are engaged in the concepts of sustainability which they express
either through their occupations and/or their private way of life. Selection
for appointment to work at the Colabor is not open to everyone; the
management team carefully selects the co-‐workers who are granted
admission. This innovative business model connects co-‐working, leasing a
work space, and the sense of caring within the community.
4.3 Foodsharing http://foodsharing.de
Foodsharing is a company located in Cologne, Germany, which provides
an internet-‐based platform where people can offer their food surpluses at
28
no cost instead of discarding them. With 12.000€ raised from a crowd-‐
funding initiative, a solid foundation was established on which the
business model could be generated which mainly consisted of having the
website professionally programmed. Since the company’s launch in
December 2012, 4.327,11 kilograms of food have been ‘saved’ from being
thrown away. Additionally, which the company claims as their main
purpose, a substantial awareness has been raised regarding this issue in,
for example, multinational companies as well as in politics.
4.4 Betahaus http://koeln.betahaus.de
The Betahaus is a co-‐working site in Cologne with the innovative feature
of flexibility regarding the duration of the lease of working space. The
focus on individuals, the social structure, and the leisure environment
within the Betahaus makes co-‐creation possible. Furthermore, it
combines the three pillars of renting a desk, events and a café/restaurant.
4.5 Offener Bücherschrank http://www.buergerstiftung-‐
bonn.de/projekte/offene-‐buecherschraenke/
The project ‘Offener Bücherschrank’ was initiated by the civilian
foundation in Bonn in 2002 and consists of bookcases standing in the
middle of the city in public places whereby citizens can provide books
they have already read while other people can choose any book out of
the bookcase at any time. It is a business model which works without
continuous observation from the foundation. The foundation supervises
each bookcase until its first installation. Afterwards, the public,
surprisingly, operates and assumes responsibility for it.
4.6 Hostacamper http://www.hostacamper.org
Hostacamper can be described as a platform for, and an intermediary
between, campers and farmers. Farmers offer free camping space and
obtain the opportunity to sell their regional (organic) products to campers
who, subsequently, open up a new and broader customer base for the
29
farmer. Farmyard shops also gain the opportunity to become connected
through mutually benefiting each other. Currently, Hostacamper has not
yet launched, however, it will be completed soon in such a way that the
products can be marketed.
4.7 Austauschhafen http://austauschhafen.de
The Austauschhafen’ is a project established in Cologne in order to bring
people together from different facets and conditions in life. The purpose
of the project is the exchanging of ideas and experiences in a series of
events which then provides a platform for sharing knowledge and
people’s life experiences. The intention is to preserve, pass along and
increase knowledge, raise interests for new topics and to create an
understanding of other people in different conditions of life.
FOM Hochschule Cologne
The cases presented below are a component of the European Research Project
2013 regarding New Business Models conducted during Spring 2013 by Julia
Mayer and Martin Junghans under the supervision of Rüdiger Hahn all at the
Universität Kassel, Wirtschaftswissenschaften especially Nachhaltige
Unternehmensführung (Germany). Please direct all correspondence to the
initiator of this project, Prof. Jan Jonker, from the Radboud University Nijmegen
(The Netherlands) (em: [email protected])
4.8 Biodeals http://www.biodeals.de, http://www.greenest-‐green.de
Biodeals is an Online Platform introducing sustainable companies and
their products. By increasing the publicity and attractiveness of these
companies, Biodeals attempts to urge the sustainable change of the
economy.
30
4.9 Frents http://www.frents.com
Frents is an Online Platform for borrowing and buying second hand
products of people in the neighborhood. The goal is to increase the
service life of products.
4.10 Lebenskleidung http://www.lebenskleidung.com
Lebenskleidung is a textile agency which distributes organic and fair-‐trade
fabrics and clothing. In offering collective orders, Lebenskleidung
attempts to enable young designers to procure small amounts of these
fabrics.
4.11 Max 30.1 http://www.max30-‐1.de
Max 30.1 is a co-‐working space bringing various people together in order
to combine their skills and knowledge for more efficient productivity and
to create innovative ideas.
4.12 Munavis http://www.munavis.de
Munavis is a cooperative that brings companies, designers and sheltered
workshops together in order to involve disabled persons in the
conventional world of employment.
4.13 Quartiermeister http://www.quartiermeister.org
Quartiermeister sells social beer and shares the “social profit” with the
neighborhood. The concept is to strengthen the local economy by selling
simple consumer products.
4.14 Polarstern http://www.polartstern-‐energie.de
Polarstern provides energy consisting of 100% green power and green gas
to private households and connects this offer with direct development
assistance. With each new customer, Polarstern provides clean energy for
one family in a developing country. The idea is to inspire people regarding
the global energy turnaround and facilitate the shift to renewable
energies.
31
4.15 TerraCycle http://www.terracycle.de
TerraCycle collects items which are difficult to reprocess and recycles
them into useful products. For each piece of packaging waste or used
product, people collect points which they can redeem for charitable
purposes. The concept is to eliminate waste by reusing as much as
possible through re-‐ and up cycling programs.
4.16 Meine Ernte http://www.meine-‐ernte.de
Meine Ernte offers seasonal gardens for rent in urban areas. The idea is to
increase self-‐sufficiency in urban households in the provision of food by
providing them with prepared gardens and specialist advice from regional
farmers.
32
5. Ireland
Kemmy Business School, University of Limerick
The cases presented below are a component of the European Research Project
2013 regarding New Business Models conducted during Spring 2013 by Katie
Brennan, Darragh Murphy, Francis Ryan under the supervision of Sheila Killian all
connected to the Kemmy Business School, University of Limerick, Ireland. A
report based on these cases (internal use only!) will be available as of fall 2013
upon request. Please direct all general correspondence to the initiator of this
project, Prof. Jan Jonker, from the Radboud University Nijmegen (The
Netherlands) (em: [email protected])
5.1 Autogas Ireland http://www.autogasireland.ie
Is a small business set up in the south of Ireland in Cork city, which
converts petrol cars to run on Liquefied Petroleum Gas (LPG). With over
10,000 LPG vehicles across Europe it seems to be catching on throughout
Ireland with a number of conversions centres set up in the last two years.
This sector first started in Ireland back in the 80's, but went into decline
as the savings were not as strong as nowadays and the technology was
inefficient. Autogas Ireland met a gap in the market helping people to
make the change to a more affordable form of transport. It converts cars
for €1000 and with the LPG costing roughly 50% less than petrol; it's a
yearly saving of €850 for the average motorist who drives 16 km a year.
5.2 Carambola Kidz http://www.carambola.ie
Carambola Kidz is a Limerick based company founded in 2003 by Colm
O’Brien and his wife Aileen, which supplies school lunches to thousands
of school children across Ireland on a daily basis. The company operates
from a premise in Annacotty and employees in the region of 100 people.
Much of their business is generated from the DEIS program which caters
for disadvantaged schools. Carambola’s business model is focused on
offering healthy school lunch options. They also use the access that this
33
gives them to schools to promote awareness among children of healthy
lifestyle choices, engaging children through two company characters
“Cara” and “Bola” around which a nutritional and health based board
game has been designed. They give talks on nutrition to schools, and
engage with them to promote healthy options. Their products are all
sourced in Ireland and thus creates spin-‐off employment and demands
for other companies.
5.3 Chawke Industrial Solutions http://www.chawkeindustrial.ie
This business manufactures washing systems for empty plastic drums so
that they can be readily shredded and recycled – this is a very useful
service in aiding recycling of materials, and helps other businesses to
engage in recycling. The company specialises in the design, manufacture
and supply of custom-‐designed solutions and equipment that provide
industry with cost effective systems for triple rinsing of empty plastic
drums for disposal in compliance with environmental regulations. Their
systems transform plastic chemical drums from a costly hazardous waste
to plastic that is ready for recycling.
5.4 Crossfit Limerick http://www.crossfitlimerick.com
Conor Crowley and Derek Cremin are two close friends with a common
love for all things fitness. Although both men soldiered together on the
soccer field for their home town of Mallow in County Cork, it was not
until they discovered CrossFit that their shared appetite for a challenge
that they have embraced the most aggressive and proven fundamentals
of sport science, exercise physiology, nutrition and athletic training
protocols to the point where they not only want to participate in the
fastest growing health and wellness phenomenon around the globe, but
they want to share the sense of place and community they have received
from CrossFit with others in their newly opened CrossFit centre in
Limerick. The innovative part of their business model is that the centre is
34
not a 9-‐5 setup with the members coming and going as they please, it
opens twice a day for an hour each time, the members can pay monthly
or by the class, they feel this gives better value for the customer as they
pay as they go and it removes the guilt for not using unused membership
thus sustaining longer membership which has contributed to the social
and economic growth in this area.
5.5 Crunch Food Company
http://www.facebook.com/CrunchFoodCompany
Crunch Food Company is based in west county Cork. The company
believes that working out is one half of a healthy life style. To reach your
goals whether they be to bulk up and build muscle, or tone up and lose
weight they are set up to supply you with the right healthy, tasty meals to
help you reach your goals. Crunch is a mobile food company supplying
gyms, fitness centres and the people of Cork with healthy organic protein
based "food on the go". All of crunches recipes are low in fat, low in sugar
and high in flavour. The aim of their products is to reshape your Appetite
and Fuel your Fitness with their wholesome protein-‐based, on-‐the-‐go
meals and snacks made with organic ingredients. The innovation in their
business model is that their delivery of a high-‐quality but locally-‐sourced
product allows for less packaging and means their products travel far less
distances than they would if supplied via a mainstream retailer.
5.6 CWSI http://www.cwsi.ie
In 2010 CWSI began to address the growing requirement for Enterprises
to facilitate user demand for IOS and Android operating systems.
Providing best in class solutions in the areas of Mobile IT, including
Mobile Device Management (MDM), Mobile File Management (MFM) and
delivery of Enterprise Mobility Solutions and Policies. Its goal is to help
larger firms understand the mobile devices their staffs currently uses and
to bridge the technical bridges of communications, control roaming and
35
national costs while allowing staff members to operate both Android, IOS
etc. The biggest cost reducer is not having to supply staff with new
devices by breaking down the garden wall these systems have and
achieve cross software communication. They create shared value for
smaller firms because they tap into devices already in use by the
employees, minimising redundancy and the learning curve associated
with switching to a new platform.
5.7 East way Fitness and training Centre
http://www.eastwayfitnessclub.com
This group, employing five staff, is owned by Blue Shinners a world class
body builder and Jason Kenny who is a martial arts and pressure points
expert. Both are trained body guards and teach non aggressive self-‐
defence methods. It is a multi-‐disciplinary centre, using quid pro quo to
finance operations and exchanging membership for trade work been
carried out on the centre. The centre provides a space for martial artists
of many disciplines to come together and train, it also brings artists from
around to world to teach and talk, from kick boxers such a big foot
Wallace who trained Chuck Norris and pressure point specialists. 15
charity white collar boxing fights are held 2 and 3 times a year, this helps
pay bills while the boxers on the night raise funds for a charity of their
choice. It is a self-‐financed operation that is currently developing its NBM.
5.8 Eirebloc http://www.eirebloc.com
This is a pallet block company based in Macroom using waste wood.
More than simply a recycling company, it specialises in the conversion of
"waste" wood into a new saleable, added value product. The activities
are "closed loop" as the end product is itself recyclable. A highly
advanced cleaning system is used which allows them to optimise the
yields of wood suitable for recycling, this gives both environmental and
efficiency benefits.
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5.9 Glenilen Farm http://www.glenilenfarm.com
This is a family run dairy farm that is situated in Drimoleague co. Cork. In
1997 Valerie (joint owner) began using the milk from their cows to make
homemade cheesecakes for the local country market. Her cheesecakes,
made with fresh, simple ingredients, quickly gained popularity and from
that small beginning Glenilen Farm began. What started as a hobby
continued to grow, and in doing so transformed their small farm into a
hive of activity. All Glenilen’s produce is 100% organic and thus is high
nutritional for their customers. The family pride themselves on treating
their cows with the highest levels of care and never over milk them. The
company is currently generating hydropower from the river Ilen which
flows alongside their farm. This coupled with the 40 solar panels that lie
on the roof of their shed means that the company is extremely energy
efficient. Furthermore the company uses minimal packaging on all of it
products.
5.10 Goatsbridge Trout Farm http://www.goatsbridgetrout.ie Established in 1961 in the Irish countryside close to Thomastown, Co.
Kilkenny, Goatsbridge Trout Farm is now a thriving family business where
they take huge pride in producing farm fresh, premium quality Irish trout.
The business is currently in its 2nd generation of the family. They are one
of the few trout farms that produce truly local products from start to
finish; they grow their own fish through their whole lifecycle from tiny
eggs to fully adult fish. Also they are passionate about the philosophy of
'farm to fork' to ensure their customers can enjoy a taste & freshness that
is second to none. Moreover their packaging is far less than competitors
and they provides unique “easy to prepare recipes” for their customers.
Their confidence in their operations is clear to see as they are continually
inviting customers to come and see their eco-‐friendly working
environment and try their premium fresh and smoked trout. They are
open throughout the year and encourage people to call and arrange a
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visit, building a tourist attraction that also benefits neighbouring
businesses.
5.11 Gocar http://www.gocar.ie
This is a very-‐short-‐term car rental business, established in two Irish
cities, Dublin and Cork. It operates on a basis similar to that of the rent a
bike system used in most cities and its users are non-‐car and van owners
who may need a vehicle a number of times in a month but can't afford
the costs of a owning a car. The customer is issued with a Gocard and will
collect the car in a self-‐automated way, cutting out the time consuming
red tape and paper work for go centres around their local area. They are
billed at the end of the month and through regular usage become familiar
with the system and see the cost saving benefits and so far this is proving
to be true and trouble free rather than using the traditional more
expensive, slower car rental service. The added value is in reducing costs
to the users, and helping the environment as people can take public
transport to visit the cities and then use a Gocar during their time.
Congestion is reduced because the cars are driven for the minimum
period.
5.12 iQutech-‐Solutions http://www.iqutech.com
This is an innovative reverse Logistics company established in Limerick
with bases across Europe. It provides services to major entities such as
Dell, and minimise the waste these entities produce. Parts that would
otherwise be disposed of, are repaired by iQutech and returned to the
manufacturer/customer, therefore waste is minimised. They also offer
"piece-‐part harvesting" where high value parts are removed and reused.
This pulls every last bit of revenue from the product and recycles the
parts. Overall this company extends the life cycle of many products,
reduces transport costs and minimises waste.
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5.13 Joe.ie http://www.joe.ie This is a niche online business, Ireland’s only online men’s magazine. The
owners are Niall Mcgarry who has a strong back ground in marketing and
owned Impact Media for 8 years before selling up to start Joe.ie and Jerry
Flannery who is a former international rugby player. The company was
set up in Galway, and because of the online nature of the work is able to
employ 15 people there. In the last 12 months they have expanded
significantly, using a new business model exchanging advertising for
goods and services in order to finance the day to day operations to build
the brand. The site went from 500,000 visitors a month to over 1 million
monthly visitors currently.
5.14 Linked Finance http://www.linkedfinance.com
This is an organisation that offers trustworthy small businesses an
alternative to borrowing from the banks. Normal, everyday people can
lend small amounts to Irish businesses at attractive interest rates. This is
a form of Crown Funding. There is complete transparency for both the
lender and borrower and the current problems linked with the banks
refusals to lend are avoided. Basically the business applies for a loan
online and provides detailed information relating to the business plan and
the financial history. Experienced underwriters working for Linked
Finance carry out identity and credit checks before the loan application
gets approval to appear on the website. The lenders register with the site
and may then browse the various businesses looking for funding and
decide what business they will lend to. They are allowed to engage with
the business directly and can ask for additional details so that an
informed decision may be made. The lender is free to choose how much
they wish to lend and what interest rate they will charge (5% -‐ 15%).
Lenders can specify that they want to support local businesses and the
relevant entities seeking funding in their area will appear, this leads to
closer community ties and social value is created.
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5.15 Mamukko http://www.mamukko.ie
This operation makes bags from up cycled sail cloths from boats and
marine canvas. All the fabrics used are waste: either offcuts of new
materials (sailcloth, PVC) or used items people no longer want. The
business got help from the SMILE exchange programme outlined below
when it was starting up.
5.16 Murphy’s Ice-‐cream Killarney
Murphy’s Ice-‐cream have three stores in Ireland; dingle, Dublin and
Killarney. The beauty of their products is that they are all handmade; this
includes the Ice-‐cream and other products such as chocolate chips etc.
The milk used to produce their Ice-‐cream is organic and is sourced locally
and comes only from the rare breed of “Kerry Cow”. This means the
customers are receiving a product that is fresh, local and produced to a
high standard. A unique characteristic to the business is their ability to
give extra value to their customers. They do this by supplying them with
recipes, and presentation ideas free of charge. Moreover the company is
a huge contributor of sponsorships to teams situated around their
headquarters in Dingle.
5.17 O'Connors Bakery http://www.oconnorsbakery.com This business is exceptionally good at minimising waste in their business,
including their main bakery plus several shops/cafes. The manager has
established her own set of Formal Food Safety Standards within
O'Connor's bakery in line with modern food company business models.
5.18 Pinergy http://www.pinergy.ie
PINERGY is an Irish-‐owned company, offering consumers a simple, yet
effective way of managing their utility bills to avoid unexpected bills – a
useful service in the current recession. Water Power Engineering (WPE)
has been generating and supplying electricity to businesses and local
authorities for nearly a decade under the PINERGY brand. Recently, with
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energy costs spiralling higher and higher, and more and more people
getting into serious debt problems, Pinergy began to supply on a pay-‐as-‐
you-‐go basis, allowing its customers to use and pay for electricity as they
need it. A technician comes to the house and installs a device next to the
current meter. The display on the device shows the customers how much
energy is been used and when they need to top up. This is the only such
commercial system in Ireland. Before Pinergy, the state owned Electricity
Company would install such meters only once your credit rating was
damaged. Pinergy aims to help people from falling into this category
while making them more aware of how much energy they actually use.
5.19 Ring of Kerry Quality Lamb http://www.ringofkerryqualitylamb.ie
This business is comprised of a group of over 30 sheep farmers who live
around the Ring of Kerry. Motivated by a common commitment to quality
and a drive to keep their enterprises sustainable. In 2009 they came
together as a group and marketed their lamb directly. They have
partnered with local butchers, and together can guarantee their
customers the highest quality product from an environmental and
welfare perspective on farm, to processing, packaging and transport
further down the chain. The farmers involved realized that drastic action
had to be taken to avoid the disappearance of the hill farming and
shepherding traditions, and to remain in business. They now produce
lamb 12 months of the year to meet the year-‐round demand for 'spring'
lamb. The advantages of Ring of Kerry quality lamb is traceability of the
food from the field all the way to the fork. The business use innovative
packaging that is far less than competitors in the same industry.
Moreover deliveries are made directly to the customer’s door via
refrigerated van/courier, thus reducing transport mileage delivering the
products to larger retailers and subsequently delivering to the customer.
The telescoping of the supply chain creates shared value for farmer and
butcher alike.
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5.20 rx3 http://www.rx3.ie
This is a Department of the Environment, Heritage & Local Government
initiative aimed at developing new markets for recycled materials in
Ireland. It has three objectives: Technical Initiatives, to develop standards
of quality control, Communications Initiatives, to overcome barriers due
to lack of awareness of the benefits of recycled materials and Economic
Incentives, support innovation and cross-‐sectorial initiatives between
those managing the waste and those creating new products. Rx3 stands
for Rethink, Recycle, and Remake.
5.21 Smile Exchange http://www.smileexchange.ie
This is a free service for businesses that encourages the exchanging of
resources between its members in order to save money, reduce waste
going to landfill and to develop new business opportunities. Potential
exchanges are identified through networking events, an online exchange
facility and a support team for assistance throughout. Businesses can
identify resources they would like to exchange such as reusable items, by-‐
products and surplus products. Resources are offered free or below
market value.
5.22 The Zip Yard http://www.thezipyard.ie
The zip yard is a father daughter operation run by Caroline and Dom
Wallace. It employs 4 core staff members with the numbers rising to
about 150 throughout the 18 nationwide stores. It’s a franchise style
alterations and clothes repair business that has expanded trough out the
country at a rapid rate winning new business awards while motivating
people to re-‐use their old clothes to restyle and modernise them rather
than buying new clothes.
5.23 Tony Enright http://www.iconniteclub.com
Tony Enright is the owner of 4 pubs, a night club and 3 restaurants. In the
current recession, he has developed a NBM to keep his operations going
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here in Limerick while other similar businesses are closing down weekly,
while sharing both risk and profit with entertainment professionals. One
innovation is the profit-‐sharing model he uses for live music. Seven nights
a week he has live music in his venues, and shares the door takings with
the band. This allows them to share both risk and reward, and makes it
easier for him to showcase new talent as the bands work hard through
word of mouth and social media to get customers through the door.
5.24 Toonbridge Dairy http://www.therealoliveco.com/toonsbridge
The Toonsbridge Dairy is Ireland’s only dairy farm of buffalos, producing
high-‐quality buffalo-‐milk products, such as buffalo mozzarella. It is a
collaboration between the Real Olive Company founder, who runs a
business selling in open-‐air markets throughout Ireland, and a local
farmer. Buffalos were imported from Italy, and special precautions are
taken to keep them healthy in the cooler, damper climate of Ireland. The
innovative element is not only going against the industry norm to
produce a new product in Ireland, but the way in which the product is
easily distributed through the farmers’ markets in Ireland. This move has
created employment in their locality and they supply the Irish market
with mozzarella cheese thus reducing importing costs and transporting
costs of sourcing similar products from competitors situated abroad.
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5.25 Tradefirst, Ireland's Business to Business Trade Exchange
http://www.tradefirst.ie
Established in 2003, Tradefirst is Irelands business to business Trade
Exchange with offices in Dublin and Limerick and a client base of over 600
businesses spanning almost every sector of Irish Industry. As a trade
exchange, Tradefirst is effectively a contemporary barter exchange for
businesses which has been tailored to fit in with modern business
processes and to be both tax compliant and efficient. Tradefirst offers its
members the unique facility of being able to buy a wide range of needs
now and pay later with their own products or services over time in the
form of marginal sales to other Tradefirst members. The primary benefits
are: Significantly reduced dependency on cash, hence better cash flow
and reduced costs by paying with your products.
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6. Lithuania
Kaunas University of Technology
The cases below were identified in the research study regarding New Business
Models that was conducted during spring 2013 by students studying the M.Sc. in
Cleaner Production and Environmental Management in Kaunas University of
Technology, Lithuania. All situations represent business cases in Lithuania. Please
direct all correspondence to Jan Jonker; email: [email protected] and Zaneta
Stasiskiene; email: [email protected]
6.1 ICECO http://www.iceco.lt
ICECO began its activities in 2011. The company strives to provide their
customers with ecologically friendly and healthy food products. ICECO
produces a wide range of ice-‐cream and fish products and supplies them
to retailers, restaurants and, individuals (via their own shop network). The
company’s goal is to reduce impact on the environment while
continuously increasing quality and sustainability requirements for the
raw materials suppliers. ICECO initiates social responsibility actions and
actively supports healthy food traditions and related knowledge sharing
and family policy. It is also focused on becoming a customer reliable
company in all sustainability areas.
6.2 Gudobele http://www.gudobele.lt/index.php?id,109
Gudobele is a bakery committed to environmentally friendly business
practices and sustainability by sourcing their ingredients locally
whenever possible and recycling paper and other office related waste as a
means of ensuring “green office” activities. The company also creates
employment locally and provides significant stimulation to the regional
economy. The company’s business model is based on a triple bottom line
approach, i.e., Gudobele seeks integrate environmental, economic, and
social benefits by employing biodegradable, recycled, and recyclable
materials for purposes ranging from building improvements, product
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packaging, and staff uniforms to purchasing and maintaining energy-‐
efficient equipment and reducing waste.
6.3 „Miko ir Tado spaustuve“ http://www.mtlprint.lt
“Miko ir Tado spaustuve” are the most modern and rapidly growing
printing houses in the entire Baltic region. This is the only company of
cardboard packages in the Baltic region able to provide comprehensive
servicing and professional consultations for its customers. The printing
house states that, during daily work, they are inspired by nature and, for
this reason, the goal to preserve it and work in accordance with principles
of longevity were included in the business model.
6.4 UAB „Druka“ http://www.druka.lt
Druka is one of the largest sheet fed press offset printing companies in
Western Lithuania and the first printing house in Lithuania that has
installed the environmental management system (ISO 14001). The
company indicates that environmental protection and corporate
responsibility principles have become fundamental both within the
company and in communications with their clients, i.e., an innovative
view to business led them to create new products and find new markets.
Therefore, the Druka business model is based on saving the environment
and conservation issues.
6.5 UAB „Omniteksas“ http://www.omniteksas.eu
OMNITEKSAS is one of the most prominent jersey manufacturers in
Lithuania and has a long history. However, it should be noted that the
company’s business model had changed several times due to different
circumstances and conditions. To compete in the very intensive world of
textile marketing, Omniteksas introduced new products produced from
bamboo, merino wool, milk proteins, and organic cotton which are only a
small segment from the wide range of fabrics for soft, comfortable, and
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appealing collections. For these products, the company employs
innovative silk proteins and aloe vera finishing.
6.6 UAB „Aleta“ http://www.aleta.lt
The company, “ALETA natural lifestyle“, was created in 1991 in Lithuania.
From the beginning, the foundation stone of the firm’s philosophy was to
deliver extraordinarily beautiful and authentic natural products created
from linen fibres. The close cooperation with many partners from the
different Lithuanian regions allowed for the company to create various
specialized collections from natural environmentally friendly products for
the entire house and also clothing for people who appreciate linen
quality. In 2007, the company modified its business model from solely
trading to producing and trading in an exploration to establish links
between economic and educational tradition preservation. One of the
strengths of the model is to maintain long-‐term partnerships with unique
craftsmen.
6.7 UAB „Roku keramika“ http://www.rokukeramika.lt
Rokų Keramika AB has manufactured ceramic wall and partition units in
various sizes since 1903. Its business model was modified several times
due to economic and political circumstances. Beginning in 2011, the
company has applied the concepts of both material and energy
sustainability to manufacturing processes which also include material
recycling. The Roku keramika business model is based on:
• Quarry recovery and quality management of raw material extraction;
• The manufacturing process in regard to air emissions, water emissions,
and energy efficiency;
• Specific raw material control such as certain metals are not to be added;
• Packaging (up to 80 per cent recycled)
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6.8 UAB „Intervilza http://www.intervilza.lt
This innovative manufacturer of plastic-‐wood composite goods developed
a business model based on responsible business philosophy and carbon
footprint reduction. The innovative energy and material efficient
technologies have been installed in all production processes of the new
product, Inowood, which looks as natural as wood and possesses
aesthetic and exploitation features of natural wood. Subsequently,
natural wood material is preserved. The company is collecting PVC waste
and, following processing, employs it as a raw material in production. This
leads to waste reduction and material efficiency.
6.9 Fornestas http://www.fornestas.lt Fornestas is a natural wood furniture producer of which the main
material is oak. (70 percent). The company is employing only locally-‐
sourced materials toward achieving a goal of reducing their carbon
footprint. The company has taken significant steps to ensure the products
they offer use less material and can be more easily updated, thus
extending the product life and reducing the amount of energy utilized
during the manufacturing process. Fornestas applies a "design for the
environment" (DFE) approach to the design and manufacturing process.
6.10 Pietu spektras http://pietuspektras.lt
Pietu spektras is a producer of doors and windows committed to building
an energy efficient product that delivers long-‐term performance and
environmental sustainability. One of the important statements in the
company’s policy is attempting to leave the planet much the same as they
found it. Therefore, all materials—wood, fiberglass, steel or composites—
are engineered and selected for lasting durability. Also recognizing that
transporting products consume energy, Pietu spektras precisely optimizes
the transporting routes, therefore, minimizing the amount of travel
necessary to provide their customers with their products. The company is
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employing retired and highly experienced professionals and offering them
a valuable opportunity as well as employing their invaluable experience.
6.11 UAB “Interjero erdvė” http://www.interjeroerdve.lt
This furniture company began to rejuvenate its business model by
connecting innovative and creative designers with furniture producers.
The company began its activities as a retailer and producer. Interjero
erdves provides space, tools, and connections to the young designers and
companies in the field. They also ensure that these designers are linked to
sustainability or become related to sustainability when they receive their
support from the industrial producers.
6.12 UAB „Steel trade“http://www.steeltrade.lt/en/about-‐us
The company initiated its activities in 2011 as a trade and production
company providing both wholesale and retail ferrous metal products,
high quality services of metal sheet cutting with CNC plasma/oxy
machines, and production of reinforcement products including
reinforcement meshes, frameworks and other standard or non-‐ standard
reinforcement products. The company’s business model is based on five
pillars of sustainability for the global and European steel industry:
• Long-‐term investment in plants and workers
• Employment security and safety
• Environmental modernization and social responsibility
• A trade policy working for workers
• Active routes for worker participation
The company seeks to develop, manage, and promote technological
processes regarding social activities related to sustainability and
corporate responsibility. The company also strives to implement energy
and material efficient steel cutting processes and meet consumer
requirements while taking into consideration energy and material
efficiency indicators.
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6.13 Grand Partners http://www.grandpartners.lt Grand Partners began their activities in 2004. The mission of the company
is to support organizations and consumers in developing and
implementing eco-‐friendly initiatives in order to reduce environmental
impact, resource consumption, and waste while maximizing efficiency
within business and home environments. Presently, this company is one
of the largest training and consulting companies in Lithuania. The
company’s vision is based on understanding sustainability risks and
opportunities while ensuring leadership and the long-‐term survival of the
company. The company itself is implementing the green office concept
and closely collaborates with universities and scientific institutions.
6.14 Dzukijos vandenys http://www.vandenys.lt
This company is the main supplier of drinking water and wastewater
treatment facilities in South Lithuania. Dzukijos vandenys initiated its
new business model in 2009 by certifying its processes with ISO 14001.
From an environmental perspective, the company seeks to protect
sources of drinking waterby applying the separate treatment of the
concentrated flows of industrial wastewater and sludge treatment
effluent which has been proven to be more cost-‐efficient and area and
energy efficient than a traditional combined treatment process
6.15 Utenos trikotažas http://www.ut.lt/en
Utenos trikotazas is one of the largest knitted textile producers in the
Baltic States. The company is awarded with the European “EU flower“ and
OE certificated production. The company’s applied business model allows
for distinguishing its products by minimal negative impact on the
environment and ensuring effective exploitation of natural resources. The
term “ecological” is strictly regulated in the company. The company’s
vision toward ecology extends far beyond the current trends of green
living. This is Utenos trikotazas’ continual philosophy. The company is
working consciously with an awareness that children will be living within
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the environment that remains after the present generation. This is why it
is so important to Utenos trikotazas to decrease the negative impact to
the environment related to the production processes to a minimum.
6.16 UAB “Traidenis” http://www.traidenis.lt
Traidenis is the first producer of wastewater treatment equipment from
glass-‐reinforced plastic (GRP) in Lithuania and was established in 1996.
Products of Traidenis are produced in modern molding and assembly
workshops applying the most advanced production technologies. A new
workshop is built, and the most advanced technological Filament Winding
System is installed. The Filament Winding System has increased working
efficiency several times. The company seeks to improve the business
model by increasing a community’s ability to respond to changes in
demand and supply, improving capital efficiency, increasing disaster
resiliency, reducing the impact on natural systems, and maintaining the
potential to complement and be enhanced by the growing utilization of
on-‐site energy generation systems.
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7. The Netherlands
Radboud University Nijmegen School of Management
The cases presented below are a component of the European Research Project
2013 regarding New Business Models. This study is conducted during Spring 2013
by students/junior researchers of the Radboud University Nijmegen School of
Management. These cases are selected from the 175 applications from the
website www.nieuwebusinessmodellen.info, applied between January and June
2013. These interviews are used within the Working Paper that will be presented
the 28th of June in Nijmegen. Please direct all correspondence to the initiator of
this project, Prof. Jan Jonker, from the Radboud University Nijmegen (The
Netherlands) (em: [email protected])
7.1 Tijdorekening (Time account)
Current pension saving consists of a financial savings aspect only.
Tijdorekening (time account) is a way of pension saving in the form of
hours, and serves as a supplement to the financial savings system. The
hours are saved by doing work for others. The system leads to greater
social equality as no distinction is made in the level of the activities; an
hour is an hour. Should you later need assistance yourself, you can draw
from your account. This account is linked with a citizen service number,
which every Dutch citizen has. The amount saved could also be spent on
elements such as childcare or healthcare.
7.2 Film by the sea http://www.filmbythesea.nl
In the new and innovative plan of Film by the Sea, care for culture is
paramount. The commitment of volunteers is appreciated via the
awarding of points. The points gained by the volunteer are credited to a
special credit card and are valid as means of payment for culture in
Zealand. It is a win-‐win situation for both the healthcare sector and the
cultural sector, which are both under pressure due to cutbacks. This year,
a pilot version will start at the Film by the Sea festival.
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7.3 My Wheels http://www.mywheels.nl
The goal of MyWheels is to link people to one another, so that they can
jointly use a car. The use of a car is central here, rather than the
possession. People can register their car via the website. MyWheels also
has its own car fleet. For each journey, an initial fee is paid to My Wheels;
the owner of the car is reimbursed for every kilometre driven. For certain
activities, alternative means of exchange are used. Washing a car, for
example, will earn you extra kilometres. Keywords are social,
environment and space.
7.4 Recover E
This is a new ICT life cycle management model that starts with the
registration of the equipment by the ICT business user, and which tracks
equipment throughout the entire life cycle until end of life. The objective
is the secured, checked and optimised use of hardware and optimised
recycling and recovery of materials. The Recover E Program by Royal
HaskoningDHV and Siso enables ICT users to make an essential
contribution to the circular economy.
7.5 Lease a Jeans www.leaseajeans.com
The Lease a Jeans concept means that people can lease a pair of jeans for
a fixed monthly amount. The collection is presented under the MUD
Jeans label. The use of the jeans is central here, rather than the
possession. The jeans are made of organic cotton and recycled material.
No pesticides are used during the growing of organic cotton, and, through
recycling; an enormous amount of water is saved. After one year, the
jeans can be swapped for a different model, or they may be purchased.
Even when the jeans are bought, they can be handed in again at MUD
Jeans after a period of time. Keywords: circular, sustainable.
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7.6 The BeeBox http://www.beebox.nl
Started in 2012. Farmer: subscribers receive a box containing seasonal
vegetables, but also organic meat and cheese (or even organic wine). It is
now local (i.e. from the Netherlands). It is a lifestyle concept: farmers are
closer to the consumer; a better, fairer price for the farmers, and pure
taste for the buyer. There is a newsletter for customers with tips and
recipes. There are activities (cuddling lambs, for example). The goal is to
bring the consumer closer to the farmer. There are now 400 customers.
Most franchisers (distribution from the house) are based in the
Amersfoort/Utrecht area. Keywords: multiple value creation, continuity
and sustainability. A franchiser can start once there are 20 subscribers.
7.7 Co Green http://www.volgcogreen.nl
The business model is focused on achieving co-‐operation in the
fragmented construction chain: by letting the client and the contractors
buy a 'share' in the project, as it were, by means of depositing their
profits and risks, an environment is created in which people have a
financial incentive to address one another with regard to good conduct as
well as to think outside the box.
7.8 FLOOW2 http://www.floow2.com
FLOOW2 World’s Reset Button, is the first business-‐to-‐business
marketplace where companies and institutions can lease or rent
machinery, but also knowledge and expertise of employees amongst
themselves. FLOOW2 connects demand and supply and makes visible
who has what available, where, when and for how long. Registration is
free and the transaction is facilitated entirely by FLOOW2. This results in
less waste. The primary value is to make a profit. The long-‐term value is
social connection and fewer unnecessary materials.
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7.9 Het Broodfonds (The Bread fund) http://www.broodfonds.nl
An accessible, affordable, transparent, collective disability provision for
and by entrepreneurs (up to 50 per group). The initiator wants to
promote and facilitate collectives of entrepreneurs as well as
entrepreneurship itself, and share out of personal power and self-‐
determination. Participants pay a monthly amount, and, in the event of
the prolonged sickness of one of the participants, an amount is paid out.
7.10 Women on Wings http://www.womenonwings.nl
Impressed with the power and energy of women in rural India, Women
on Wings developed a job-‐creating business model in order to promote
the economic activities of these women. With the help of western
professionals, knowledge is made available to the Indian clients:
companies that create employment for women in rural areas. There is a
clear objective: the creation of one million jobs.
7.11 Talent Beyond Limits http://www.talentbeyondlimits.nl
Talent Beyond Limits aims to connect talents in the Netherlands and
Africa on the basis of sustainable and reciprocal partnership. These
talents are Dutch industry professionals as well as professionals from a
local developmental organisation in Ghana. They are working on a social
business case. Working and learning from synergy, pushing personal and
cultural boundaries. Creating new perspectives together along the way.
That’s what it’s about at Talent Beyond Limits.
7.12 Timor Square Community http://www.timorpleincommunity.nl
Timor Square Community: a network of, and for, entrepreneurs and
enterprising residents in the ‘Indische Buurt’ (‘Indies Neighbourhood’) in
East Amsterdam. The network originated in 2008, and promotes the
importance of their input for neighbourhood and district, but, above all, it
employs and calls on the entrepreneurial potential of the local economy,
for the benefit of the social cohesion of that district.
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7.13 ESCo http://www.strukton-‐gebouwen.nl/ESCo/
An Energy Service Company (ESCo) tackles maintenance and
management of buildings, and ensures that healthcare institutions,
swimming pools and offices, for example, become more modern, energy-‐
efficient and comfortable. An ESCo combines the renovation of building
installations with long-‐term maintenance, management and an
improvement of the energy performance, and it also takes care of the
financing for this.
7.14 Upgrading of organic waste to create sustainable feed ingredients using
insects http://www.jagran.nl
At Jagran B.V., a concept has been developed whereby organic waste is
upgraded into a high-‐protein material with the help of insects. This
material is highly suitable for processing in feeds for pigs, poultry, farmed
fish and pets. By breeding insects on the basis of organic waste streams,
two social problems are tackled at once. The amount of waste decreases
and the insects supply high-‐quality protein that can be used in the animal
feed sector.
7.15 Peerby http://www.peerby.com
Peerby aims to bring people into contact so that they can borrow
materials and items from each other. A call is placed for a specific product
via the website or via an app. People from the area of the caller are
subsequently approached and asked if they have this product, and if they
wish to lend it out. A positive result is that this leads to increased social
cohesion locally. In addition, it is beneficial for the planet, as fewer things
need to be produced. Peerby offers a good alternative to the throwaway
culture here.
7.16 GEEF Cafe (GIVE Cafe) http://www.geefcafe.nl
The GEEF Cafe uses the ‘pay as you can’ principle, which means that the
customer determines the price of a booked meal. There are three
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methods of payment: the customer may choose to pay the target price,
to pay a little less than the target price when they have little to spend, or
to pay a little more than the target price. The amounts paid by customers
on top of the target price are used to give other people a meal. In
addition, it is possible to pay with time: the price of a healthy meal is
offset by an hour of voluntary work. The GEEF Cafe uses local products
and tries to counter waste of food by clever purchasing and variable
portions. Keywords: food, time as means of payment, social.
7.17 GreenFox http://www.green-‐fox.nl
The core activity of Greenfox is the renovation of existing light fittings, so
that new energy-‐saving light bulbs can be used. The adaptations are
carried out by people from social workshops. Old lamps and materials are
disposed of in an environmentally friendly way. ABN Amro can provide a
budget-‐neutral investment: the bank pays the investment, while the
client subsequently uses part of the money saved for the repayment of
the investment. Keywords: social, energy savings, environment.
7.18 Good and Durable
Breaking the deadlock in public housing by investing in sustainable energy
generation. This generates a continuous flow of money, as a result of
which houses are improved together with improvements for the
occupants, according to the Turntoo principle. Occupants, housing
associations, the construction industry and the government are involved
in the project. Additional ‘good’ and 'durable’ goals are establishing of a
district company and the coaching of occupants.
7.19 Circle of trust http://www.duurzom.nl
Circle of trust is a programme developed by Duurzom. A circle of trust
starts with an initial conversation with an entrepreneur to determine
whether a company/entrepreneur is intrinsically motivated to work on
sustainability. Subsequently a sustainability diary is prepared with the
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entrepreneur, with the help of a conceptual framework. On the basis of
the prepared diary, the entrepreneur is then brought into contact with
other entrepreneurs who are of a like mind (the circle of trust). All
entrepreneurs have a personal sustainability diary. Duurzom acts as a
facilitator within the circle of trust, so that all those involved can work
with their sustainability diary. This procedure involves the use of
catalysts. The entrepreneur pays an annual contribution. In return, the
entrepreneur is individually coached twice a year (twice on any given part
of the day). Four times a year, a circle of trust is organised with like-‐
minded entrepreneurs. Six times a year, a thematic meeting is held for all
affiliated participants.
7.20 The Click, Biomass Do-‐It-‐Yourself http://www.biomassadhz.nl Biomass Do-‐It-‐Yourself is a platform/website that serves to make biomass
easy to find for parties, so that this can be used as raw material for bio-‐
based products or sustainable energy. As demand and supply are
registered time and again, relatively expensive long-‐term contracts do not
need to be concluded. Registered demand and supply are indicated on a
map, and ordered in a limited number of categories. The map is displayed
on the homepage. A conscious choice was made to include a search
function via a map, as Biomass Do-‐It-‐Yourself wants to promote local
recycling in order to minimise transport distances. Do-‐it-‐yourself stands
for direct contact between buyer and supplier, as well as for the personal
handling of the delivery. In order to be able to use the platform, buyers
and suppliers of biomass must subscribe for a year. In addition, the
platform offers the opportunity for buyers and suppliers to post a wanted
notice or an offer once, in which case the platform charges a single fee.
7.21 Thuisafgehaald (take away from home) http://www.thuisafgehaald.nl
Thuisafgehaald aims to bring together people and combat the wasting of
food. People from the same neighbourhood contact each other via the
website and share meals. Thuisafgehaald was founded in 2012; that year
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73,000 meals were collected via 45,000 meetings. In addition, local
activities have been organised around the core theme of Thuisafgehaald:
social interaction via food sharing.
7.22 Greencrowd Foundation http://www.greencrowd.nl
The Greencrowd foundation was established in 2012 by the founders of
project developer Greenspread. Greencrowd aims to accelerate the
development of sustainable energy projects. Financially, this can happen
in three ways: financing, investing and donating. Greencrowd offers a
platform that facilitates all these routes. Greencrowd distinguishes itself
from other crowd funding platforms via the re-‐financing of existing
projects, rather than the financing of projects that are still to be
developed. The platform is offered both on the website of the foundation
and as white label, for instance on the website of a municipality.
Greencrowd exclusively focuses on facilitating the financing of sustainable
energy projects.
7.23 Keigoed Geregeld (Sorted Out Very Well)
The idea for keigoed geregeld emerged in 2012 and is still being
developed. The model is supposed to properly take care of all things
involved in the passing of a person or their moving to a smaller home, in
all respects! An intermediary monitors the actions, the budget and the
invoicing. The development of the business model is currently halfway
there; all kinds of stakeholders or suppliers have been found and there is
sufficient cause for enthusiasm as well as the demand to establish that
there is a need for this service. However, an earnings model still has to be
created, and a choice has to be made regarding whether the prospective
‘client’ will be a private individual (B2C) or an organisation (B2B).
7.24 The HUB http://www.the-‐hub.net The hub is a place for social entrepreneurship, and is focused on people
who are preoccupied with the future, and who wish to innovate in the
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world in a positive way. The HUB was designed for the creation of
sustainable impact through the facilitation of co-‐operation between
companies and people. The Hub aims to strengthen innovation and
entrepreneurship through the creation of collaborations. The Hub brings
together a trusted community, an innovation lab, a business incubator
and a homely feeling in order to let innovation projects grow, thereby
creating sustainable impact. It offers a local and global infrastructure to
develop new ideas and initiatives in the social sphere.
7.25 Zero energy bill renovation http://www.energiesprong.nl
The objective of the programme is to create large-‐scale supply and
demand for buildings without energy bills: houses, offices, shops and care
institution buildings. To this end, Energiesprong encourages the market
and exploits opportunities it sees arising in the market in order to make a
transition. The starting point is that, in the processes and the working
method of construction in particular, change is required: other requests,
better supply, more financial opportunities, adapted laws and
regulations, and a different outlook. Energiesprong stimulates innovation,
first of all by searching, selecting and supporting specific projects (via an
appeal). In addition, Energiesprong is committed to removing
organisational hurdles in the market via consultation, counselling and
agreements.
7.26 Algae food and fuel http://www.algaefoodfuel.com
Algae Food & Fuel develops, builds, sells, installs and manages
bioreactors for the production of algae. The use of innovative technology
in the field of lighting, process and harvesting systems results in an
increased and cost-‐efficient output, productivity and stability of algae
growing processes. Algae Food and Fuel creates cycles by using sources of
nutrients, CO2, energy and warmth that are already present. These
sources, which would normally be residual streams, thus form the input
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of a process that yields a new product. This makes algae cultivation
eminently durable: a valuable product is created without using valuable
sources.
7.27 Groen WitGoed (Green White ware)
The business model of Groen Witgoed is focused on the use of A+++-‐label
white ware by occupants of social housing units, through inclusion of the
lease price of this equipment in the rental price of the property in
question. The objective is to try and decrease the total amount of housing
expenses (rent and energy costs) for the tenant. It is a collaboration
between a housing corporation, a tenant of the property, a white ware
producer, a waste processor and a financing company. The business
model is based on the supplying of a comfort service such as washing,
drying, cooling etc.
7.28 Powerhive http://www.powerhive.com
Powerhive has developed technology that makes it possible to remotely
manage off-‐grid solar powered energy plants using software. It can be
used to generate energy de-‐centrally at community level, which can then
be directly sold to end users, who have access to energy this way, without
the necessity for a large personal investment. The organisation focuses on
the 1.3 billion people in developing countries who do not have access to
electricity. Powerhive is currently active in Kenya and Indonesia.
61
Radboud University Nijmegen School of Management
Alternative currencies in New Business Models
By Rik Niesink
7.29 Terratrada (Great Britain) https://www.terratrada.net
Terratrada claims to be an online community and a new way of trading.
The goal of Terratrada is to be a certain type of marketplace where
participants pay with so-‐called Terra’s. For every invited friend, the
participant receives 50 Terra’s that can be spent to purchase goods on
the website. However, in order to buy, participants must also be a seller.
The founder created Terratrada to be less dependent on the existing
financial systems: “The time has come for us to take our power back from
the International bankers, and I have designed Terratrada to help us do
exactly that.” – Gary Bate CEO / MD Terratrada Ltd.
7.30 Mijnruilwinkel (The Netherlands) http://www.mijnruilwinkel.nl/
The purpose of Mijnruilwinkel is to exchange certain items for different
items. This signifies that the currency in this system is not money but,
instead, items of value that are offered for exchange. It is also possible to
list items at no cost. The entire concept is much the same as any other
marketplace, with the exception of not employing money to purchase the
items. It is also possible to establish an individualized store where a list of
goods can be posted.
7.31 Makkie (The Netherlands) http://www.makkie.cc
The concept of Makkie is targeted at the Indian neighbourhood in
Amsterdam. Organizations in this neighbourhood reward people with so-‐
called Makkies when they complete odd jobs for others participating in
the program. The website is also an exchange platform of services where
it is possible to offer assistance and to also request assistance. All services
are paid with Makkies that can be redeemed at several stores in exchange
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for discounts and offers. The ultimate goal is to build a cohesive
community within this neighbourhood.
7.32 Barter your Business (The Netherlands)
http://www.barteryourbusiness.nl
Barter Your Business is a community of businesses that are engaged in
trading between each other. This trade does not necessary need to occur
on a 1 to 1 basis as any excess or deficit is paid for with the Barter Euro.
The most significant advantage is that the value remains within the
community. Because of this community, the possibilities increase for
businesses to support each other. It is also possible to retain a debit on
your account.
7.33 Time/Bank (Europe) http://e-‐flux.com/timebank/about
The concept of this time bank is that people pay, request, and offer
services with ‘Hour Notes’. These Hour Notes equal 1 hour of service and
can be saved or given away to others. These Hour Notes are also not
geographically bound; they can be employed worldwide. The advantage
of this system is that no money is exchanged. The founders hope to
create some type of micro-‐economy for the cultural community.
7.34 Accorderie (France) http://www.accorderie.fr
This project, originated in France, is a time bank that focuses on the
exchange of services. This concept differentiates itself in the sense that
every service is equal to another service. According to the website, this
improves the quality of life of the members of the community and fights
social exclusion.
7.35 Film By The Sea (The Netherlands) http://www.filmbythesea.nl
Film By The Sea is a film festival that connects volunteers and community
work with cultural activities. This is accomplished by rewarding volunteers
with ‘Luctors’, the alternative currency of the festival. Luctors can be
spent for cultural activities. The purpose of this model is not to compete
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with the business environment but can be perceived instead as a trade:
voluntary work in exchange for tickets and discounts for cultural
activities.
7.36 Noppes (The Netherlands) http://www.noppes.nl
Noppes is a community of people who trade among each other, not in
Euro’s, but in an alternative currency, the Nop. The founders state that
trading is accomplished more easily because, when buying something, the
seller can be compensated at a later time or someone else within the
network can be compensated instead. Also, the focus is not on the
account balance but on the turnover. This is achieved by not giving rent
over the account balance; it is not rewarding to save up the credits so
people have to spend it. Another aspect of importance in this situation is
the construction of a network to improve trading and the reusing of
certain goods.
7.37 Mu by Peugeot (Great Britain) http://www.mu.peugeot.co.uk/how-‐
does-‐it-‐work
Mu, a concept created by Peugeot, presents itself as the ultimate mobility
solution. Purchasing Mu credits provides the opportunity to ‘buy
mobility’. This translates into hiring a car, scooter, or some other form of
transportation at a local Peugeot dealer. The website lists the vehicles
that can be rented.
7.38 Wehelpen (The Netherlands) http://www.wehelpen.nl
Wehelpen functions as a marketplace for services or aid. One hour equals
6 credits. When someone receives assistance, credits are used to
compensate the person who has performed the service. The credits can
also be given away to people who are more in need of them and can be
redeemed for discounts. Wehelpen is attempting to establish a network
of informal care as, due to the increase in the number of elderly people,
significant pressure has been placed the formal care system.
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7.39 GiffGaff (Great Britain) http://www.giffgaff.com
Giffgaff is a mobile phone network that is based on a community of
people helping each other. By helping other people or bringing friends
into the community, Payback points are earned. Network services are still
paid for using regular pounds however, but Payback points can be
redeemed for actual money or calling credit. Furthermore, it is also
possible to donate these points to a good cause.
7.40 Spice (Great Britain) http://www.justaddspice.org
Justaddspice is a social community in which members receive credits for
time spent in the community. These credits can be employed to visit
events or training days. It is also possible to trade these credits.
Transaction costs are minimal because everything is arranged within the
community, and people are rewarded with unused tickets for events, etc.
7.41 Covertcandy (Great Britain) http://www.covertcandy.co.uk
CovertCandy is a socially interactive marketplace wherein a significant
number of goods are traded. There is no genuine money exchange, but an
alternative currency is used for purchase called the CoventCandy credit.
Items can be placed for sale for a certain amount of credits. When an
item is sold, these credits can only be spent at the website for other items
that are on sale there. In this manner, the value remains in the system,
and certain goods that people do not need are reused by other people.
7.42 Gardenweb, (Great Britain) http://www.uk.gardenweb.com
Gardenweb is a marketplace where plants and seeds are exchanged.
Participants are not allowed to purchase or sell for money. The exchange
occurs when one participant would like to exchange a plant or seed that
they currently possess for a different plant or seed that is being offered
by another participant. This is a worldwide project, and I have used the
Europe section.
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7.43 Creciclando (Spain) http://www.creciclando.com
Creciclando is a Spanish marketplace for baby and child goods. The goal
of the website is to allow other people to reuse the items that you are no
longer in need of by exchanging them. The website contains a credit
system, but purchases can also be paid for in Euros. Points are received
by bringing people into the network. Logically, participants are then able
to buy items on the website with these points.
7.44 Ryck (The Netherlands) http://www.ryck.nl
The purpose of this concept is to collect garbage in the town of Pijnacker-‐
Nootdorp, the Netherlands. The people who bring garbage receive a
certain amount of money on a special card called the Rijckaart. These
people can keep the money or donate it to a good cause. This results in
garbage getting separated and stimulating good causes.
7.45 Rouleerdekleer (The Netherlands) http://www.rouleerdekleer.nl
Rouleerdekleer is a trading website where people can trade clothing with
closed wallets. Participants take pictures of clothing they no longer wear
and receive points depending on the quality. These points can then be
employed to purchase clothing from other participants. Again, certain
unused objects of value (clothing, in this case) are being reused.
7.46 Spaarlamp voor een Spar (The Netherlands)
http://www.duurzaameindhoven.nl/projecten/spaarlamp-‐voor-‐een-‐
spar
In this project, Christmas trees are collected and traded for a low energy
light bulb. These trees are then utilized to create green energy and,
subsequently, the low energy light bulbs contribute to a better
environment and lower energy costs for consumers. This project is
restrained to Eindhoven, the Netherlands.
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7.47 Zorgflorijnen (The Netherlands)
http://www.nieuweoudedag.nl/Zorgflorijnen.pdf
Zorgflorijnen is a non-‐monetary trading system for home care. The
members of the system provide the care and are relatives of the patients,
meaning that relatives of, for example, patient A, can also assist patient B.
By doing so, they receive Zorgflorijen which can be used to pay other
people to help patient A. The concept is based on a time bank system
where 1 Zorgflorijn is equivalent to 1 hour and is not dependent of the
quality of the service. This allows disabled people to also contribute to
the system by doing what they can still do well.
7.48 Ecofabs (The Netherlands) http://ecofabs.nl/about-‐ecofabs
Ecofabs works toward combining sustainability with trendiness. The
organization has several professional stylists who evaluate the clothing
that people contribute. They reward the clothing, depending on the style
and trendiness, with ecodots. With these ecodots, people can then buy
new, stylish clothing which is for sale on the website.
7.49 Swop (The Netherlands) http://www.swopteam.nl
Central to Swop is the exchange of all sorts of items related to summer.
You can bring those things that you no longer need to the Swopteam and
receive swoppies in return. The received Swoppies can be used to buy the
goods that other people have brought. These teams are situated
outdoors; therefore, you must be physically at the site.
7.50 Tradefirst (Ireland) http://www.tradefirst.ie
Tradefirst is a B2B trade exchange whereby trade is facilitated between
businesses. The Trade Euro is employed in this model as alternative
currency which is equivalent to the Euro. A significant aspect is that
businesses trade with their individually produced goods. This increases
profit because the trade does not occur at the market price but, instead,
at the production price. It is also a type of network where businesses that
67
participate are able to generate additional customers through the
network.
7.51 Tauschticket (Germany) http://www.tauschticket.de/tauschen
Tauschticket is a trading platform where participants can exchange
games, books, music, and films. Tickets are used in this model as an
alternative medium of exchange. Payment is made with tickets for
purchased goods, and tickets are received when selling. This is the same
concept as with all of the other marketplaces, only different items are
exchanged.
7.52 Lovehoney (Great Britain) http://www.lovehoney.co.uk
On this website, participants can send in old sex toys instead of throwing
them away. For toys sent, participants receive Oh! Points that can be
employed to purchase new sex toys. Of course, the sex toys are not sold
second hand but are recycled. Delivery of the sex toys is completely free
and for each recycled toy, the firm donates some of the money to a good
cause.
7.53 Hubculture (Great Britain) http://www.hubculture.com
Hubculture is a network of several hubs in different cities all over the
world. The aim is to connect people and share knowledge which will,
subsequently, create value. In this model, the Ven currency is employed
which is a so-‐called knowledge currency used to value knowledge. The
Ven is priced in real time against the markets with a combination of
currencies, commodities, and carbon futures creating the value.
7.54 Swapshop (Great Britain) http://swapshop.co.uk
Swapshop is another marketplace where a wide array of goods is traded.
The concept is quite the same as most of the other marketplaces in that
goods are presented for sale, payment is in an alternative currency (in
this case the swap), and this currency can be spent to purchase other
goods from the site.
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7.55 Bolster (The Netherlands) http://www.bolster.cc/wat-‐is-‐het
Bolster is a service trade program in the town of Julianadorp, the
Netherlands. Credits that are provided by several organizations in the
area are awarded when someone assists someone else with odd jobs. It is
also possible to give the credits to other people who are most in need. If a
participant does not want to the credits but only wants to act as a
volunteer, the credits can be given to a certain fund that will redistribute
the credits to people who are more in need of the credits.
7.56 Rushey Green time bank (Great-‐Britain)
http://www.rgtb.org.uk/about_us.html
In this time bank, time is traded with credits. Each credit is worth one
hour. These transactions are done via a broker who keeps all the accounts
and matches people who want help, with someone who can help them. If
you need something done, other people can do this for you and you give
them credits in return. It is also possible to help other people, and earn
credits yourself.
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8. Poland
University of Łódź, Faculty of Management, Łódź
The cases below were identified in the research study regarding New Business
Models that was conducted during spring 2013 by the staff of Faculty of
Management, University of Łódź and students associated in the Responsible
Business League, Warsaw (studying M.Sc. in different Polish universities). All
situations represent business cases in Poland. A report based upon these cases is
in preparation and will be available upon request. Please direct all
correspondence to Jan Jonker; email: [email protected] and Janusz Reichel;
email: [email protected].
8.1 Spółdzielnia socjalna ISSA http://www.lagranda.pl
A social cooperative is a type of organization that is defined in the Act on
Social Cooperatives (2006). The social cooperative ISSA leads Hostel
LaGranda and the café club, Granda, in the Lodz city centre. The hostel
currently offers 25 places to sleep, leases a room for training activities
and, in the near future, the café club, Granda, will be serving vegan dishes
(including catering services). This economic activity is enriched with social
activities that created a community of people and organizations within
this environment. Everyone cooperates in leading social campaigns and
organizing various social and cultural events. The café club is available at
no charge for social activities. The cooperative is concerned about the
segregation of wastes, using biodegradable cleaning products and striving
to ensure that their suppliers are also social enterprises, local companies,
family businesses, etc. The organization is looking for suppliers of
FairTrade products (coffee, chocolate, tea, cola Ubuntu, and others) and
are attempting to avoid employing and serving products of animal origin.
8.2 Slogan http://www.not-‐a-‐slogan.com
Slogan is a company that offers ecological lines of clothing. The company
prepares its fashion collections employing ecological cotton (organic or
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bio), bamboo, or recycled polyester to create a unique artistic design.
Additionally, efforts are made to increase costumers' ecological
consciousness. “Searching for such producing solutions which burden the
natural and social environments as little as possible” is their priority. It
denotes high ecological and labor standards and responsible
management practices. That is why, for example, they only employ
subcontractors (sewing factories and workshops) from Poland.
8.3 Spółdzielnia socjalna Spóła Działa http://www.spoladziala.pl
Spóła Działa is a social cooperative (5 members/artists working together).
It can, therefore, be also indicated as a type of association of artists. The
range of services is quite broad and includes a photographic studio; the
furniture studio (furniture restoration) services; interior design; art
courses (that prepare students for exams at the academy of art and is just
for art lovers); illustration, graphics and design studio (e.g., children have
their own line of clothing). Social and environmental aspects of the
company activities occupy an important place in the organization
manifested in simple activities such as waste separation and processing
old and damaged items to employ in art projects and to produce new
things, such as furniture, for example. Environmental sensitivity is a
characteristic of each of the members of the cooperative and, in such a
spirit, they attempt to work every day. The organization cooperates with
other cultural institutions in giving access to its studio for exhibitions and
other cultural events.
8.4 Stowarzyszenie Obywatele Obywatelom (brand: Kooperatywa.org)
soo.org.pl/; kooperatywa.org
The association Obywatele Obywatelom (Citizens to Citizens) and its
economic brand Kooperatywa is a very interesting, multisided platform in
which the same resources are employed to create values to various
groups of stakeholders. The association leads a business activity and
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offers paid services for public benefit. The entire model of the
organization consists of three pillars: charity activities of the association
(social activism); publishing the magazine “Nowy obywatel”; and
coordinating an economic activity (Kooperatywa). Kooperatywa operates
in the printing and graphic services market for NGOs and public
administration and is a very significant participant there. It attempts to
assist non-‐governmental organizations while selling its services. The
economic activity is accomplished in the scope and scale necessary to
achieve the social goals of the organization (100% of the profit is used
toward achieving the statutory aims of the organization).
8.5 Competita s.c., Katarzyna Bieńkiewicz, Maciej Bieńkiewicz
http://www.competita.com
A civil partnership the is a legal form of this small company established in
2009. The company has two main sources of income: full support service
for projects in the field of marketing communications (PR) and (currently
a minor) advisory services in the field of CSR and business consulting
(business plans, feasibility studies, and project applications for external
funding). The intention of the organization is to be distinctive from other
companies with the competence in the field of PR and project
management which allows providing comprehensive support for CSR
projects. The organization disseminates good practices while working
with clients. It also cooperates with the public sector, NGOs, and
universities to promote CSR in attempting to find a balance between
business and public benefit activities (“The knowledge is our capital, we
can share it with the public”).
8.6 Notjustshop http://www.notjustshop.com
Notjustshop is a business which offers its own line of clothing and
handmade blankets, jewellery, and other accessories. They are extremely
concerned about the high quality of their products (materials come from
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Poland). The idea of the model is social activity in which customers are
actively involved. A customer can present their own design (for example,
for a t-‐shirt) which is then subject to a voting process over a two week
duration. The creator promotes and advertises his/her artwork among
friends. If the project wins the vote, it is printed on a T-‐shirt and
subsequently sold, and the customer earns money. The idea behind the
store is not just selling the t-‐shirts and other products but also to create a
community of designers and people who like to wear interesting and
original items. Another contribution of this business is to help
disadvantaged children with fundraising that donated by customers of the
shop.
8.7 Spółdzielnia socjalna „Kreatywni” http://www.kreatywni.com.pl
The social cooperative, “Kreatywni” (“Creatives”), offers a wide range of
services including, for example, catering, repairs, cleaning, gardening,
trainings in ecological topics, and, among others, acts as an advisory to
other social enterprises. They are also pioneers of complex care for the
elderly. This diversity of services provides them with significant
opportunities to achieve their main goal. The main reason that the
company exists is to assist disabled people in the labor market. The broad
spectrum of services makes it possible to hire disabled people with
different competences. There are approximately 50 members of the
cooperative and over 90% are disabled. The members make the
“Kreatywni” cooperative a model example of a cooperative type of social
enterprise.
8.8 Spółdzielnia socjalna W te pędy http://wtepedy.blogspot.com
This social cooperative “W te pędy” is a very young and dynamic initiative
from Łódź that was established in 2012 by five women. They converted
their passion for health cuisine into a business proposition that includes a
vegetarian/vegan restaurant, a shop with products created with local and
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recycled resources, and catering services for training and workshops. For
example, the product line named "Upcycled", which is available in the
shop, is entirely made of recycled materials, the quality of which
corresponds to entirely new products. Their intention is to create a very
friendly place in the restaurant for various initiatives. The founders of the
cooperative are also active in environmental awareness and support this
through conducting workshops for families.
8.9 Ho-‐lo Studio http://ho-‐lo.pl
Ho Lo is a company that employs old banners to produce bags (up
cycling). It began operating in 2004. This is the first Polish project in which
old advertising banners and tarpaulins are modified into items that are
used daily. Workers produce bags, backpacks, baskets, purses, pencil
cases, and covers for notebooks. They perceive massive advertisements
and overproduction as useless, therefore, they treat their activity as a
sort of manifest against it.
8.10 Haloart s.c. http://www.haloart.pl
Haloart was founded by Beata Kurek and Julia Bronowicka as a form of a
civil partnership. Haloart is a gallery-‐shop which exhibits and retails the
work of young artists and designers (paintings, drawings, sculptures,
photographs, graphics, recycling art, and handmade gifts). The brick and
mortar business and the online shop and gallery include clothing,
jewellery, handbags and other products designed by over 200 designers.
The company exports its products to Germany, France, Spain, Austria, and
Sweden and had designed clothes for popular brands, however, the
owners eventually decided to concentrate on only short series and even
individual models (“Unique without exception” is now the motto of the
company). The new department in the shop presents Recycling Art.
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8.11 Wielobranżowa Spółdzielnia Socjalna Gniazdko
http://www.gniazdko.org
Gniazdko was established by a group of women who conceptualized
joining sustainability and business. The main idea for their social
enterprise is to create a unique place where ecology and environmental
protection are core issues of their activities. The company organizes art
classes, recycling workshops, and integration meetings for adults and
children. Most of the projects performed by the organization are related
to topics such as ecology, recycling, up cycling, health food, and
education for environmental protection.
8.12 Pracownia Panato http://panato.org
Pracownia Panato was established in April 2012 in Wrocław. The main
goal of the company is “to create a recognizable local brand associated
with high quality of service and unique design”. The founders of the social
enterprise are people from disadvantaged groups. The organization
promotes common values such as the local nature of the cooperative,
fresh and unique ideas, social responsibility and commitment, honesty
with clients, colleagues and themselves. They offer 3D printing, gadgets,
office decorations and interior design, photography, demonstrations, and
workshops. Their activity “is based on the local art market and ecological
manufacture”.
8.13 Pan Zielonka http://www.panzielonka.com
Pan Zielonka is an eco-‐friendly store in Krakow operating since 2010. The
idea formed when the founders filled the gap of there not being a store in
the neighborhood with ecological, organic and FairTrade food products.
They began to cooperate with farmers to supply fruit and vegetables to
the store. A promotion of vegetarianism and veganism is an important
issue, and they also engage in campaigns to support the Polish rural
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areas. The founders of the shop organize meetings, hold various
workshops on healthy eating, and conduct cooking demonstrations.
8.14 Training Center and Hotel KŁOS http://www.klos.org.pl
One interesting example of social enterprise from the Lodzkie region is
the Training Center and Hotel KŁOS which was developed within the
framework of the Community Initiative EQUAL (realized from November
2004 to March 2008). The project was led by The Friends of Disabled
Society and a broad partnership of various organizations from different
sectors. The main objective of the partnership of the social enterprise is a
preparing people to return on the labor market after long-‐term
unemployed and or mentally ill people from rural areas. This is a model
example of a social enterprise guided by a non-‐governmental
organization. The economic activity based on the training centre and
hotel services are employed as a tool of occupational readaptation and
concurrent employment for the previously mentioned beneficiaries. The
organization is also active in supporting other NGOs in establishing of
social enterprises.
8.15 ZieloneDomy.pl http://zielonedomy.pl
This company would like to change the image of a typical house. The
business idea is based on unique design solutions that combine
functionality with aesthetics and take into consideration the cost of living
in the future facility. This can be achieved, inter alia, through the
exploitation of high quality materials, construction, and installation of
energy-‐efficient heat derived from renewable natural sources of energy.
The company offers design services, implementation of construction
projects, energy audits, and consulting. They offer passive buildings, self-‐
sufficient solar systems, and heat pumps.
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8.16 Mentor przedsiębiorstwo społeczne
http://www.mentoring.pl/index.php?option=com_content&task=view
&id=349&Itemid=197
Social Enterprise Mentor is a limited liability company. It was founded by
Fundacja Edukacji i Twórczości (the Foundation for Education and
Creativity) in 2011. The Foundation has a 100% stake in the company. Its
commercial and economic activity (cleaning buildings and outdoor areas,
leasing rooms and training rooms) does not have just a commercial
character. Profits are used exclusively for activities of public benefit. The
main aim is re-‐integration of people at risk of social exclusion. The
enterprise employs people who have problems in the labor market (long-‐
term unemployment, refugees, etc.).
8.17 Laboratorium Cogito http://laboratoriumcogito.pl
This social enterprise, Laboratorium Cogito, was established in 2005 (in
the legal form of a limited liability company) in Kraków. The principle
social aim of the company is social and vocational rehabilitation of the
mentally ill experiencing particular difficulties in the labor market
(creating job places, internships and apprenticeships) and to provide
assistance to these mentally ill people. In order to fulfil its mission, the
Laboratorium Cogito conducts business and activities for public benefit.
The market offer of the company includes hotel, restaurant and catering
services, renting rooms for conference purposes and renting bicycles. The
company received the title of the Social Entrepreneurship Leader of
Małopolska 2012.
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9. Portugal
ISMAI – Maia High Education Institute
The cases presented below regarding New Business Models are a component of
the European Research Project 2013 conducted during spring 2013 by three
assistant researchers (Agostinho Ferreira, Edgar Novo and Nuno Silva) under the
supervision of João M. S. Carvalho and Célio A. A. Sousa, both lecturers at ISMAI
(Maia High Education Institute) in Porto, Portugal. A report based on these cases
(internal use only!) will be available as of June 2013 upon request. Please direct
all correspondence to the initiator of this project, Prof. Jan Jonker, from the
Radboud University Nijmegen (The Netherlands) (em: [email protected])
9.1 Critical Manufacturing http://www.criticalmanufacturing.com
Critical Manufacturing creates software such as semiconductors, solar
cells, electronics, and medical devices for the industrial area of high-‐tech
organizations. This company, on the one hand, develops specialized
services for certain companies and, on the other hand, carries a product
line of production management systems (MES – Manufacturing Executing
Systems) which are sold throughout the world. Its business model is
based on three pillars, specifically, knowledge and creation, partnerships,
and customer adaptation. Critical Manufacturing is significantly
concerned about financial sustainability in their business model. From the
standpoint of social and ecological, albeit less relevant, it is possible to
note some examples such as the use of renewable energies. They also
employ partnerships with universities and research institutes in order to
sustain value creation.
9.2 Stufa http://stufaconcept.com
Stufa holds a new position in sales channels and markets whereby seeds,
cookbooks and information about the processes in gardening are
completely dispersed via technical books and the internet. Stufa has
demonstrated a more creative way to sell this type of information. They
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create a product in a gourmet or gift channel for customers who have
never been involved in gardening. Books or other information are
directed toward those who have never gardened but would like to begin
the adventure and have their own vegetable garden window ledge or
balcony. Stufa has culminated all of this information into an easily read
book in which someone can learn the process of gardening beginning
from seeds through to the cooking stage in an easy manner.
9.3 Vigie Solutions http://vigiesolutions.com
Vigie Solutions is, basically, a software house that is specialized in systems
for continuous monitoring of plant equipment. The organization
developed a software platform capable of collecting data from various
sources including through existing protocols in terms of communication
within industry. Their platform connects to these devices, collects
information, and then provides a set of services such as real-‐time and
continuous visualization, a schedule for sending alerts by SMS and email
in the event of deviations, automatic generation of customized reports,
etc. This works both for customers who already own equipment for
gathering information and for those who do not. In this case, they create
the integration software design as well as install the equipment. The
innovation was to integrate all needs for monitoring on a single software
platform, 24/7, sending alerts and customization capabilities to meet
customer needs.
9.4 Wishareit http://www.wishareit.com
The project Wishareit is a specialized social network that presents various
paradigms for shopping online and offline. Their goal is to assist people in
finding, giving and receiving nicer gifts. In practice, they link people in
their platform around the concept of desire. They do not offer products
or logistics but are merely an aggregator of people, intelligence, collective
memory, desires and the whole panoply of online retailers that exist
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worldwide. The organization functions as a hub, using crowd intelligence
principles where everyone benefits, including the shops.
9.5 Addega http://www.adegga.com
Adegga works in the wine industry and was created with the goal of
allowing people to be able to share opinions among each other about the
wines that they will consume or have consumed. They can replace the
wine guides that already exist in the market that were written by one
person but impractical to transport. With this platform, participants are
able to reach everyone in a very accessible way. Essentially, this is a social
network with about 25, 000 users who are not required to be registered.
Allied to this was the realization that there was a need for people to taste
the wines and know what is involved in their production. Thus, they
created a concept named Adegga Wine Market which combines
producers across the country and the users of the platform, creating a
more informal environment and providing an opportunity for users and
producers to discuss wines.
9.6 José Gourmet http://www.josegourmet.com
The idea of José Gourmet was to create a trading of Portuguese products
and gaining the ability to export them. The nature of this business is
clearly buying and selling products because the company believes that, in
Portugal, there are products that have the potential to be sold at a more
expensive price and with added value. They seek to create an appealing
brand for the products. The company also supports ecological
sustainability and seeks that all products are of a craft production with
organic certification. They also attempt to encourage sustainable fishing.
There is also a concern in terms of social sustainability by encouraging
and providing visibility to national products and through the promotion of
fair trade. They strive to be a business incubator and, accordingly, are
working on new collaborations to support them in selling their products
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abroad with added value. The process is simple. José Gourmet possesses
a set of skills that other companies require in order to sell the products
and vice versa, therefore, they attempt to collaborate and develop those
products together.
9.7 Uniplaces https://www.facebook.com/uniplaces.pt
The Uniplaces is a platform that acts as an aggregator of all of the ads for
university homes in order to facilitate the mobility of students. They are a
market place using a Freemium model for university accommodation that
enables landlords to create the ad themselves. Their mission is to simplify
the process of locating and choosing accommodation internationally
regardless of the origin and destination of the student. They already
partner with 25 universities and student associations, and they are
quickly growing. They deliver social value because universities do not
want to manage this process as there is a fear of recommending a home
that does not exist nor has a bad landlord. This platform can encapsulate
the interests of students, universities and landlords.
9.8 Runway-‐MAG https://www.facebook.com/pages/In%C3%AAs-‐Soares-‐
Runway_MAG/206100502813867
Runwaymag Fashion Communication is a company dedicated to fashion
communication that produces journalistic content. It operates a fashion
portal that is continuously updated with new articles. The Runwaymag
features as a magazine and as a platform for Portuguese fashion wherein
information is aggregated from the major parades such as Lisbon Portugal
fashion, interviews with top designers and new talents. The Runwaymag
features objects, people or anything else that otherwise would not be
seen and, in doing so, they enhance value. They also promote workshops
about fashion and image which are sold to fashion brands that
subsequently offer or sell to their clients.
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9.9 Gbliss, Lda http://www.gbliss.pt
Gbliss offers workshops such as Protocol and Service, Technical Sales, and
Feel the City focused on the concept of tourism. The organization
conducts numerous Citytours where legends and mysteries of Porto are
unveiled to visitors. They have been exhibiting the disappeared city of
Porto through their thematic itineraries organized in partnership with the
Facebook page “Missing Porto” including “Hospital Antigos do Porto”
("The Porto Old Hospitals"); “Os Judeus e as Judiarias do Porto “("The
Jews and the Jewish quarters of Porto"); and “Os Antigos Botequins e
Cafés do Porto” ("The Old taverns and cafes of Porto"). Gbliss has created
synergies and partnerships with various entities, and this principle is
considered as a key element of its success. The slogan of Gbliss is "Follow
Your Bliss" and is demonstrated in the manner in which they share
experiences and knowledge with passion, which is this same feeling that
they hope to project onto anyone who employs this service.
9.10 Jason Associates http://jasonassociates.com/pt
Jason Associates is comprised of a team of skilled employees in various
areas of people development, human resources consulting,
communication, as well as people search and assessment who provide
services tailored to each business partner. The consolidated experience of
Jason Associates in domestic and international markets enable the
organization to provide a wide range of services geared to the specificities
of each sector. Based on the concept of gross national happiness, they
attempt to learn how this concept could be implemented in organizations
to transform them into happy businesses. They consider that happiness +
engagement equals productivity and results. Thus, they developed a
project that aims to bring this concept into organizations.
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9.11 Opo Lab http://www.facebook.com/opofablab
Opo Lab is a multidisciplinary center dedicated to thinking and creative
exploration of the application of innovative technologies in architecture,
construction, design and other creative fields. Offering an industrial
building equipped with modern design technologies and computer-‐aided
manufacturing (CAD/Cam), the Opo Lab offers a set of modern services
oriented to anyone who requires designing and realizing innovative work
within their production and creative areas. The Opo Lab’s goal is to be the
solution for a wide community of students, professionals, inventors and
creators who desire an enjoyable space that can be employed as an
experimental laboratory, a place where testing and developing a project
is achieved with the assistance of technical support and creative and
advanced technology. It is also a center dedicated to the concept of co-‐
working, workshops, conferences and other events converging academic,
professional, business and industrial knowledge.
9.12 Azoria, Alves Bandeira e Petroibérica (joint venture)
http://www.alvesbandeira.pt , http://www.petroiberica.pt,
http://www.azoria.pt
This is a joint venture of 3 fuel retail companies that, beginning in 2010,
began exploring and improving national and international markets
sharing the same product. Network, technology and micro credit are the
three elements that define the nature of this economically and socially
based business. The business of direct customers was typically driven by
industrial customers who controlled the technology, stock control and
card management, however, this situation has changed due to the
economic and financial crises. Therefore, with the new business card,
everyone can receive fuel anytime and anywhere within the network.
They required a network of filling stations as broad as possible and, as
such, relied on a partnership between two direct competitors. One of the
partners holds one of the largest networks of filling stations in Portugal.
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The other is very specialized with direct customers who had international
fleets and had already made a partnership with an independent company
which had a network of independent international cards. The two
companies agreed that one would provide the component of the
technological infrastructure, and the other would provide the
international relationship. Thus, the network of fifteen stations increased
to a network of one hundred and eighty. This allowed them to gain
economy of scale and win bargaining power in relation to the supplier of
fuel. Moreover, with all of the cards combined, the company culminates
four hundred stations in the network. Their relationship with Cepsa,
which is connected to a multinational subcontracting, provides them with
a national and international position with more than four thousand
outlets in Portugal and three thousand in Europe.
9.13 NetCarExchange.com http://netcarexchange.com
NetCarExchange.com is the first web solution developed by i-‐Sigma and,
as an independent e-‐marketplace, aims to revolutionize the car buying
experience. Through an innovative business model, the organization
brings transparency, solves market inefficiencies, and enables more
reflected and structured buying decisions. Someone who wants to buy a
car enters the site, selects the car brand, model, version, color and
preferred added extras. The negotiation process is subsequently launched
and, from that point, the process enters the system. What the program
then does is select certain car vendors in that geographical area and
begins a reverse auction. This type of auction is relatively rigid with a
fixed time frame. The auction lasts seven calendar days which contains
advantages and disadvantages. In addition to being a rigid process,
bidding is comprised of phases that must be followed by dealers. This
whole process occurs in the time frame of seven days because, often, the
business has car recoveries that need to be assessed and must also be
certified.
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9.14 Playvest http://playvest.com
Playvest is a component of an industrial group with extensive experience
in the textile business. Their clients are at the center of what Playvest
does, i.e., meeting clients’ needs and expectations through a tailored
adaptation of all products. Playvest is dedicated to focusing on the best
interests of the clients, maintaining reliable and long term relationships,
and pursuing their main objective: to add real value for the clients and
their businesses. This business is innovative as it employs raw materials in
circular textile machinery with clear gains in terms of time which results
in a significant and competitive advantage in terms of productivity and
price. Clothing is produced without sewing and labels. It is an innovative
concept that is working on the market and has a very significant potential.
The company is able to work with recycled raw materials, polyesters, raw
bio, organic cottons, wools, etc. All of the aforementioned components
and wires become environmentally friendly.
9.15 Thema Hotels http://www.themahotels.pt
Thema Hotels are the result of a merger between two companies. The
oldest was established nearly one hundred years ago and the other more
than sixty years. They have gained some scale and dimension that have
allowed them to improve profitability and have allowed the possibility to
accomplish things that were impossible to achieve individually in the
market. The idea is to create new hotel units in accordance with the
synergies of the partners. They generate sharing experiences: in each
company, there are qualified people in certain areas, and people of the
other company benefit from this knowledge. Examples of this are sharing
chefs or administration and finance people. This type of sharing and
synergy generates various levels of value.
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9.16 Socialis http://socialis.no.sapo.pt/index.html
Socialis is a registered nonprofit charity with the status of public utility,
and they are developing an innovative activity with a fringe of the
population that has been actually socially "forgotten" – adolescents.
Innovation is effectively working with pregnant teens and teenage
mothers (not necessarily single) and also in supporting the integration of
immigrants into Portuguese society. Their ATL (Free Time Activities) has
always been directed toward teens, encompassing ages up to 30 years.
This has contributed to the innovation because, prior to the
establishment of Socialis, institutions were solely comprised of children
only up to 4 years of schooling.
9.17 CrescerSer http://www.crescerser.org
The CrescerSer Association is nationwide and headquartered in Lisbon.
The association is comprised of 7 temporary shelters. There are two in
Porto: the “Casa do Vale” welcomes boys from 12 to 18 years, and the
“Casa de Cedofeita” welcomes children of both sexes from birth to 10
years old. The innovation of these shelters is evidenced in that
institutional care is accomplished in small units, much like a home, with a
resident population between 10 and 14 children. It is what distinguishes
the homes from other institutions which have greater capacity, however,
innovative work with families, the direct relationship with the
community, and the very emotional and personal hosting are also
distinctions.
9.18 Nomeiodonada http://www.nomeiodonada.pt
A non-‐profit association, beginning in July 2012, was established to
address deficiencies in supporting children who are in intensive care and
their parents. The support can be comprised of money, clothing, food,
and technical aids which currently are not subsidized by the state. Most
founders have worked in intensive care and noted daily the problems of
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parents who require psychological support to cope with the situation and
also do not have the economic means to remain near their children
during their stay in intensive care. Some even sleep in their own cars.
Therefore, to be able to provide them with some assistance, partnerships
were established with the Porto City Council, Hospital Centre of Porto,
Abbot, and Pingo Doce which support these parents with facilities,
housing, financial support, advertising support, and food.
9.19 SAOM http://www.saom.pt
SAOM was initially founded in 1976 and focused on two major aspects:
support for seniors (a Day Center and Home Care Service) and support to
children and young people. Since 2005, the latter valence ceased to exist
when it was discovered that it no longer made sense given the reduction
in the population in these age groups in the historical center of the town
and the existence of many other institutions with those types of services.
A new valence was then created: the social reintegration of adults in
situations of extreme vulnerability, including the homeless – the "Give
Way to Life” project.
9.20 C.V.P. em Matosinhos http://matosinhos.cruzvermelha.pt
A new and innovative response to the need for an emergency foster
home for victims of domestic violence, this service consists of providing
temporary support to the victim (10 days maximum). During this period
of time, the victim receives psychological, legal, and social support. After
this period and upon determining a diagnosis, the victim is then directed
to his/her home or is placed in a different home or shelter.
9.21 Santa Casa da Misericórdia do Porto http://www.scmp.pt
Just as with any organization of social economy, the “Santa Casa”, at this
time, is concerned about and strives to provide a different solution to the
situations of the economic and social crises and also the need to establish
a new paradigm in the relationship between Institutions of Social
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Economy and the State. This entails that, in the name of sustainability,
there is better and more efficient management. This organization is
accomplishing this by introducing management rules that allow vertical
and centralization of services, called Back-‐Office, which are spread over
several areas within the organization. These areas of social intervention
are linked to the social security system, through the work with at-‐risk
children, women victims of domestic violence, the most varied situations
with the elderly, and social entrepreneurship projects.
9.22 Mundos de Vida http://www.mundosdevida.pt
The “Mundos de Vida” is organized around three major services:
childhood, older persons, and family. All services are performed through
intervention models based on quality models (the institution is certified
by ISO 9001-‐2008). Within the family service, foster care for children was
created seven years ago that is also based on a model of intervention
with new processes: building awareness and raising families (a new
generation of quality host families) that requires a very high level of
strong partnerships with civil society (through the tools of social
marketing) and changes in the mentality both of the protection system
and ordinary citizens (employing innovative and extensive awareness
campaigns).
9.23 Percurso das Memórias
http://www.facebook.com/percursodasmemorias
This is a community tourism project which aims to promote the economic
and social development of local communities through the promotion of
tourist activities that are streamlined by the communities themselves in
order to defend and respect their identities by disclosing their customs.
The project not only promotes interaction with the community but also
its socio-‐economic development. This is a product/service that is not
offered in the programs of other travel agencies.
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9.24 Recriar http://www.misericordiadamaia.com/Default.aspx?tabid=955
The project called “Bué de Escolhas” is designed to cover a specific
program (Program Choices – 5th Generation) whose scope of work is
children and youth at risk from 6 to 24 years. It is the first time that there
has been a Choices Project in Maia encompassing this age group. They
established a consortium for this program, comprising 14 companies and
institutions, to ensure the continuity of the project. These organizations
also have an interest in maintaining this cooperation by the visibility that
is provided by the project, representing one profitable marketing
operation that fits perfectly in the concept of social economy.
9.25 Coração da Cidade http://ccidade.no.sapo.pt
This is an NGO wherein all work is completed on a volunteer basis. Its
activities extend to several areas of the Great Porto. There is a new
project called “TAKE” which is intended for pensioners, the unemployed,
and people who still have economic difficulties even while working. The
organizational process begins with a diagnostic evaluation, inscription
proceedings and data confirmation after which the user is provided with
an access card to the take-‐away store. The user is required to inform the
take-‐away store, the day before, of the desired number of meals in order
to avoid waste and is mandated to bring properly cleaned containers for
transporting the food. He/she pays only 50 cents, and the meal consists
of a main course (meat or fish), soup and dessert (sweet, fruit or yogurt).
One of the concerns of the institution is the personalized service (one
person at a time) to assure privacy to the user.
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10. Switzerland
University of Applied Sciences North-‐western Switzerland
The cases below were identified in the research study regarding New Business
Models that was conducted during spring 2013 by national and international
students studying M.Sc. in International Management in Basel at the University
of Applied Science Northwestern Switzerland. All situations represent business
cases in Switzerland. A report based upon these cases will be available by August
2013 upon request. Please direct all correspondence to Jan Jonker; email:
[email protected] and Spafford Marc; email: [email protected]
10.1 Tropenhaus Frutigen http://www.tropenhaus-‐frutigen.ch
Tropenhaus takes a leading role in using the renewable energy in the
Alpine region i.e. warm mountain water from the Lötschberg Base
Railway Tunnel for a sturgeon fish farm and production of tropical fruit. It
has several complementary and mutually reinforcing offerings: Caviar,
sturgeon meat, restaurants, tropical fruits, exhibitions and events. They
also create local employment and the project gives major impulse to the
regional economy and adds a new attraction to the range of tourist
activities. It’s a unique business model in Switzerland.
10.2 Solafrica http://solafrica.ch
Solafrica is a social enterprise. The company deals with solar energy, and
it trains young people in Africa on solar technology and installation and
on servicing solar systems for free and in process creates solar
entrepreneurs. The company’s business model is that they get money out
of the installation and also raise funds through foundations and donations
and use this capital in training people. It creates employment for youth in
Africa.
10.3 RRRevolve http://rrrevolve.ch
RRRevolve is a trading company. The business model is that there is an
online shop and is trading is done for business to consumer (B2C). Most
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of the products are innovative, new and sustainable and they are trying to
reach new client group i.e. younger population which were not so
interested in sustainability before. They have products like reusable
coffee capsules for Espresso machines, solar bag packs, rechargeable
chargers, solar lamps and organic clothes (bio-‐cotton) and are fair trade,
organic food etc.
10.4 Mahler & Co. http://www.mahlerundco.ch
Mahler & Co are pioneers in organic farming in Switzerland. They have
started way back in 1960’s with a vision of better and sustainable farming
and it’s a family owned enterprise with a generation of farmers. The
current business model which they have started in last two years is to buy
products directly from the producers and sale online. The key strength is
long-‐term partnerships with the producers. They also have an organic
restaurant in Sengen.
10.5 COOP http://www.coop.ch
COOP is the second largest retailer in Switzerland. The sustainability is
elementary and is really part of the business model of COOP. It’s included
in the entire strategy. They have three pillars in their sustainability model.
• sustainability products and services
• resource efficiency and climate protection
• employee and society
One of the sustainability visions is to become CO2 neutral in 2023. They
make 2 billion CHF with sustainable products which is about 14.5% of the
total sales. One of the most delighted results is that they were rated as
most sustainable retailer worldwide in 2011, by Ecom research.
10.6 Revamp IT http://www.revamp-‐it.ch
Revamp-‐it recycles used hardware in a functional way. They accept PC-‐
Hardware, clean it, install and configure software on it. This way they
make the hardware operable again, primarily under Linux operating
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systems which is open source. This is how they save the energy required
to produce a brand new hardware product. In the partnership with relief
organizations and social welfare offices, they offer internships as well
employment programs to people who enjoy working with computers.
They also support retired people (having some computer skills) by giving
them a chance to work with them.
10.7 Mr. Green http://www.mr-‐green.ch
The company started in 2010 with an idea of doing something for the
environment/society and being profitable at the same time. The business
model of „mr-‐green“ is to collect recyclable waste from various
customers, sort them out and sell it to the recycling companies. Offices
and households both are its customers. The company charges the
customers on the monthly basis and the amount varies with the customer
requirement. The company makes recycling easy and convenient.
10.8 Hub Zürich http://www.zurich.the-‐hub.net
The company provides hosting and development of social entrepreneurs
and the people interested in social entrepreneurship. They provide them
space, tools and connections to other social entrepreneurs and people
who are in the field. They also make sure that these companies who get
their support are linked to sustainability or become related to
sustainability when they get their support. They also do training programs
related to social issues e.g. climate change in collaboration with NGOs
and also independently.
10.9 Eaternity http://www.eaternity.ch
The company aims to establish climate-‐friendly diet in society. They
provide a wide range of services which reduce carbon emission. The
company provides its climate friendly food services to organizations,
restaurants and individuals. The company has the expertise to cut CO2
emissions happening due to food and they encourage/educate others to
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have a sustainable meal. The company helps other social start-‐ups also by
knowledge sharing.
10.10 Designwerk GmbH http://www.design-‐werk.ch
This company’s business is focused on innovative design, engineering and
electric vehicle construction with a special emphasis on sustainable
transportation and mobility management. Designwerk constructed the
first fully electric truck in Switzerland.
10.11 EcaVert Sarl http://www.ecavert.ch
EcaVert Sarl designed a very unique sustainable system for the qualitative
protection of the soil. The company wants to link to a form of responsible
entrepreneurship that rather concentrates on the humans and
environment than on the profit. The agency has fixed different aims and
tries to develop its activities, not only to propose beneficial competences
in the natural environment and the human health (environmental and
sanitary goal), but also to give young graduates from technical colleges
and universities in the area an opportunity to benefit from a pleasant and
enriching professional surrounding (social and economic goal).
10.12 Alpha-‐Innotec Schweiz AG http://www.alpha-‐innotec.ch
The company produces and sells solar cells and unique heat pumps which
heat the whole house using energy that comes directly from the solar
heating plant or directly from stored heat into the air. The company
promises 100% independence from oil and gas and aims to reduce the
CO2 emissions.
10.13 Taboobreaker GmbH http://www.taboobreaker.com
This company produces special games for children and teenagers, which
aimed at tabooing topics such as HIV/ Aids, suicide or gender diversity.
These games reduce barriers among teachers and their students and let
them discuss the latter topics freely and without prejudices. Beside
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developing and distributing game tools, the company offers trainer
programs and specific workshops.
10.14 Kaskad-‐E GmbH http://www.kaskad-‐e.ch
Kaskad-‐E offers a wide range of sustainable solutions, namely: district
planning analysis, green waste management, fruit tree management,
economic analysis and test data management of sustainable technical
devices, (fruit) tree cutting, and different small and big sustainable
technical devices to produce heat and bio char. The company’s goal is to
use natural materials in a cascade way (Use – pear tree as a dessert fruit,
juice or brandy; Compost -‐leaves for the humus; Char -‐ branches and bark
bio char; > Process logs to furniture; Burn -‐ Edgings; Graze – meadow).
10.15 Ortoloco http://www.ortoloco.ch
Ortoloco is a self-‐managed vegetable cooperative (selbstverwaltete
Gemüsekooperative). Its goals are quality food, fair working conditions
and ecological production methods. In addition, ortoloco is perceived as a
laboratory for economic experiments providing a network for people who
bring innovative ideas about how to improve environmental conditions
and citizens life, and creating the necessary space for economic initiative
projects.
10.16 Lee-‐light http://www.lee-‐light.com
A start-‐up exists since 2012, produces lighting equipment and products.
Sustainability considered the core of the business, where raw materials
are exported from Chinese suppliers who are certificated in the IZO
14001, and thus materials are choosing carefully to be certain that they
do not have any harming effects on the nature and they are able to be
recycled. So there is a complex process to choose the inner material
composed the product where the LED chip is the main component for
designing and making the product, and thus materials are mostly
expensive.
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10.17 Bcomp http://www.bcomp.ch
A start-‐up started in 2011 and it serve in textile industry. They are
producing the fibres used in making sport equipment and especially
skiing. Sustainability is concentrated in the model by producing the
natural fibres instead of carbon or glass fibres which are polluting the
nature. The company does not own the factory or any other kind of
property enters in the core of their business and rather they are
collaborating with the different parties of production and farmers…
10.18 Label Vert http://www.label-‐vert.ch
A company started since 4 years and it is active in the domain of creating
projects that improve and stimulate the awareness in community
regarding sustainable ways of living in terms of energy consumption,
mobility, and nature. They are working with different private associations,
public administrations, and foundations.
10.19 Royal Blush http://www.royalblush.ch
A fashion company operates since 2006. It makes leather from vegetables
fibres and also using organic Salmon skin in producing the accessories and
instead of the chemical tanning way of leather they are using the
vegetables tanning which is minimizing the risk of dying for workers in
this industry. The products are made to target the middle class and most
of materials are exported from Germany where the vegetable tanning
factory exists, and from Italy.
10.20 I.C.E. AG http://www.iceag.com
I.C.E. AG Company was founded in 1993 in Switzerland. In just a few
years, it has progressed to become a leading service provider for thermal
waste disposal, the energy industry, and plant construction. I.C.E. AG is a
family-‐owned company. The company provides services in incineration of
garbage, waste, biomass or sewage sludge.
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10.21 Green-‐cube.org http://green-‐cube.org
Green-‐cube.org is a company aiming to improve the quality of life
through a combined production of renewable energy such as sun, wind,
water and biomass. Green-‐cube.org thus includes the storage of energy,
drinking water purification and various important and specific „life-‐
modules“. Its founder, Daniel Styder, is also the founder of DST group
and Swiss Cleantech companies. All his companies operate in open
cooperative manner, complimenting each other’s necessities.
10.22 Podspital http://www.macworks.ch/macworks
Podspital is a small company based in Geneva, providing technical
support for Apple products users. Company’s vision is based on economic
as well as ecologically friendly solutions for the users of Apple products.
The company is not an official representative of Apple. The company
provides help with software installation as well as technical repairs from
physical damage of apple products.
10.23 Orphanbiotec http://www.orphanbiotec-‐foundation.com
Orphanbiotec is a company which produces drugs for rare diseases and
tackles new projects concerning drug development for these rare
diseases. The company combines the existing knowledge with rare
diseases and with the expertise of its competence group of scientists and
consultants with experience in research, therapy, patient organizations,
social network, as well as, innovation and strategy advice. Thanks to this
cooperation, the Foundation is supported for future research.
10.24 weACT http://www.weact.ch/en
weACT is a young start-‐up based in Zurich, which organizes group
challenges making sustainable living easier and fun. People try out new
actions with friends, colleagues and family, and contribute to create a
sustainable future. The company creates challenges for groups of people
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for the purpose of making their lives more sustainable and bringing them
together in reaching for such a goal.
10.25 Zwischenraume http://www.zraeume.ch
Zwischenraume is organized as a non-‐profit organization with
headquarters in Zurich. The aim of the association is the empowerment of
children and adolescents (up to 25) and the accompaniment of the
necessary interdisciplinary processes. The association is politically and
denominationally neutral. It has no commercial objectives and is
therefore tax exempt.
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11. Turkey
Yasar University
The following cases were conducted as a component of the European Research
Project 2013 regarding New Business Models during spring 2013 by graduate and
undergraduate students of Yasar University under the supervision of Duygu
Turker, Huriye Toker, and Ceren Altuntas (Turkey). A report based on these cases
will be available as of May 2013 upon request. Please direct all correspondence
to the initiator of this project, Prof. Jan Jonker, from the Radboud University
Nijmegen (The Netherlands) (em: [email protected])
11.1 Turkcell İletişim Hizmetleri A.Ş. http://www.turkcell.com.tr
Turkcell was established in 1993, and the current number of subscribers is
approximately 34.5 million people. As the leader in its sector, Turkcell is
one of the largest investors contributing to Turkey with the sum of 1.6
billion consolidated capital expenditure performed in 2011. Turkcell has
been a company that encourages a broader sense of responsibilities from
its stakeholders and aims to simultaneously achieve a sustainable and
financial success. Since the company believes that a close relationship
exists between sustainability and education, it has executed several
important CSR projects over the past decade such as Kardelenler, Gönül
Köprüsü and Geleceğe Koşanlar. Additionally, according to Turkcell, one
of the basic units of sustainability is to improve new technology and
provide to customers. In doing so, for instance, Turkcell has pioneered
mobile phone technology to Turkey and incorporated mobile net to its
structure. Currently, “Mobile Net” has been implemented as the new
business model of Turkcell. The concept was initiated in 2006 and
performed in 2009 by obtaining the license of 3G. This model is the
fastest operator in the world in regard to the speed of data downloading
resulting from measurements that Ericsson has made in 639 different 3G
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operators of the world’s 53 countries. Ericsson also continues to make 2G
and 3G investments.
11.2 Mondi Tire Kutsan http://www.mondigroup.com.tr
Mondi Tire Kutsan is one of the leading companies in the corrugated
packaging market in Turkey since they established in Tire (İzmir) in 1974.
It is mainly a paper and packaging company which provides customized
products depending on changing customer demands. The company has
been listed on the Istanbul Stock Exchange since 1991. In 2007, it joined
Mondi Group, which is one of the world's leading suppliers of paper and
packaging groups with operations in 28 countries. The company has taken
advantage of this involvement with the Mondi Group in order to increase
its network in other countries. Currently, Mondi Tire Kutsan is employing
1,200 employees at seven production facilities in Turkey. Their vision is to
become the number one corrugated packaging company in Turkey by
sustainably conducting its business and ensuring safety, health, and
the protection of the environment.
11.3 TARİŞ Zeytin A.Ş. http://www.ta-‐ze.com.tr
TARİŞ Zeytin was established in 2001 by the union of Tariş Olive and Olive
Oil Co-‐operatives comprised of 33 cooperatives affiliated with the union
and 28,000 olive producers. Products include olive oil, olives, gourmet
products, olive oil soaps and personal care products. Since establishment,
testing has been conducted on Tariş brand olives and olive oil in the
company’s laboratories and the brand has been accredited by the
International Olive Oil Council. Tariş Olive and Olive Oil Union is the only
producer in Turkey achieving such accreditation. The company aims to
gratify both consumers and its members. The union provides services to
its members such as healthy planting in compliance with the regional
conditions, fighting diseases in olive groves, preparation of “analysis
reports” required by the producers, proper pruning methods, training in
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pruning and harvesting, providing cash and non-‐cash financing tools, and
sharing operational income with members. Tariş retails its olive oil to the
local consumers through a wide network of dealers and chain stores.
Consumers abroad can enjoy the products by purchasing from stores in
Chicago, Toronto, and Singapore as well as from kiosks and corners in
various cities throughout the world.
11.4 Petkim Petrokimya Holding A.Ş. http://www.petkim.com.tr
Petkim Petrokimya Holding A.Ş. was established on April 3, 1965, under
the leadership of TPAO following studies and evaluations. Petkim, one of
the most popular corporations in Turkey, is an indispensable raw-‐material
producer in the industry with a range of over 50 products. Its
petrochemical products are an important input for construction,
electricity, electronics, packaging, textiles, medical, dying, detergent, and
in the cosmetic sectors. The company strives to add value to the national
economy and prides itself in regard to respecting people and employing
environment-‐friendly production technology while also contributing to
the cultural, social, and economic life.
11.5 Altensis Danışmanlık http://www.altensis.com
Altensis Danışmanlık has been operating as a consultancy company in the
construction sector in Turkey since 2008. The company attempts to assist
other companies in managing their sustainability. It provides services
regarding green buildings (LEED consultancy, BREEAM consultancy, green
building assessment, zero energy homes); energy efficiency (energy
management; energy audits, energy modeling, commissioning, EPC);
corporate sustainability (carbon offsetting, institutional policies,
sustainability reporting); alternative energy (feasibility studies, wind farm
consultancy, project management); acoustics consultancy; and design
builder software etc.
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11.6 Mazars http://www.mazarsdenge.com.tr
The firm was founded by two partners as a simple accounting firm in
1977. Currently, Mazars Turkey operates in seven offices
including Istanbul (2 offices), Ankara, Bursa, Denizli, Gaziantep, and
İzmir with a more than 300 person workforce. The company realized the
importance of an international presence and became a member of the
French originated company, Mazars, in 1998. As Mazars Turkey, the
organization is among the top 5 Audit & Accounting firms in Turkey. It
serves a portfolio of more than 600 clients in various sectors from which
50% are foreign companies with their 32 partners (including 15 Sworn
Financial Advisors). From the date of establishment, the company’s
mission has been to help its clients to expand their operations in
accordance with International Auditing, Internal Auditing and Accounting
Standards.
11.7 Greenway Solar http://www.greenway.com.tr
Greenway Solar supplies concentrated solar energy that is zero polluting,
pure, has minimum waste, minimum cost and maximum reliability for
national and local utility companies worldwide but mainly in the Sun Belt
areas. The company’s immediate future energy vision makes solar energy
acceptable worldwide by reducing construction prices and operating
costs to a minimum by developing and operating zero polluting, minimum
maintenance concentrated solar power tower systems. The Greenway
engineering team is the first to introduce high efficiency solar systems to
Turkey and remains the pioneers with their special solar energy practical
use systems. One of Greenway’s main concerns is the environment, and
the company supports this by offsetting greenhouse gases, reducing air
pollution, and conserving energy.
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11.8 Rixos http://www.rixos.com
Rixos was established in 2000 in Antalya and now includes 19 hotels
around Turkey and certain other countries. The concept of "All Inclusive -‐
All Exclusive" was developed at Rixos and represents the key brand image
of the company. The company aims to redefine perfection utilizing the
"Art of the Holiday" concept and responds to its guests’ desires and
wishes before the guests even know what they would like. The company
has experienced substantial growth over recent years as a direct result of
dynamic, flexible, and proactive strategic management. The company is
attempting to expand its operations, resources, and collaborative
partnerships and shares its expertise and good practice with new
establishments.
11.9 Japan Tobacco International (MNC) http://www.jti.com
JTI was established in 1999 when Japan Tobacco, Inc. acquired the non-‐
US operations of the tobacco company R.J. Reynolds. Further acquisition
of the UK-‐based Gallaher in 2007 nearly doubled the size of JTI with the
addition of 11,000 new employees. Today, the company hosts over
25,000 employees and operates in 120 countries. In addition to being the
profit growth engine of the JT Group, the company works with the
principles of building and nurturing outstanding brands, continuing to
enhance productivity, sharpening focus on responsibility and credibility,
and developing human resources as a cornerstone of its growth.
11.10 Bey Metal Alüminyum Ltd. Şti http://www.beymetal.com.tr
Beymetal, which exhibits activity in numerous sectors, was founded by
the Gül family in Izmir in 1997. Beymetal prefers quality instead of
inexpensive and inferior quality materials which many firms demand. In
order to sell quality material at a suitable price, Beymetal became the
distributor of leader firms in the aluminum sector. Beymetal works hard
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in order to increase quality in accessories and also imports accessories. In
2001, Beymetal began retailing “Alfore” which is one of its systems.
11.11 Green Lojistik Danışmanlık http://www.greenlojistik.com.tr
Green Lojistik Danışmanlık works with companies mainly in İzmir but also
in the Aegean Region that provide or receive logistics services. The
organization attempts to improve and develop logistics processes by
introducing green logistics initiatives in supply chain processes,
transferring knowledge and technologies from abroad to the region,
offering consultation on creating projects and managing them and takes
active roles in application, project writing and management when
necessary.
11.12 Ekantinci.com http://www.ekantinci.com
Ekantinci.com was founded in January of 2012 to provide e-‐commerce
sales and rentals of video game consoles services. The company was
executed by an undergraduate student. Similar to its entrepreneur, the
team of employees is comprised of university students and its current
growth model is based on this web of social relationships among young
generations. The company’s business model is based on bringing joy and
entertainment to its customers who become bored of their daily routine
and stress. Additionally, adopting an active CSR approach, the company
organizes free social activities for child welfare institutions in an attempt
to increase their motivation and involvement to social life.
11.13 Ohannesburger http://www.ohannesburger.com
OhannesBurger is a fast food restaurant which was established in 2010
and is located in İzmir. The small, well-‐driven restaurant produces
healthier alternatives to conventional fast food restaurants by selling
homemade hamburgers. Another company established by the same
young entrepreneur, Süslü Kasap, is a pioneer in İzmir which sells meat
and meat products online. Through its innovative marketing strategy and
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customer-‐oriented business concept, these small enterprises are the
extension of a core business mode, which provides healthy and tasty
foods with an intense customer focus.
11.14 Litum http://www.litum.com.tr
Litum was established in 2004 and provides RFID products and turnkey
RFID solutions to various industries such as logistics, retail and apparel,
healthcare, FMCG and automotive. As a distributor of Sirit RFID products
in Turkey and the Middle East, Litum is specialized in RFID technology and
"Manufacturing Data Collection/ Analysis" software systems. With the
support of global partnerships, Litum holds a very strong position in
marketing RFID products in Turkey and the Middle East. Litum has been
ranking in Turkey's first 500 IT companies since 2008.
11.15 Sel Sulama Sistemleri http://www.selsulamasistemleri.com/
Sel Sulama Sistemleri has operated since 2000 in the agricultural
irrigation sector. The company has spent a significant amount of time and
effort to promote its innovative and high quality products for
greenhouses and open field agriculture with the aim of meeting the daily
watering need in each region. In doing so, the company first identifies the
objectives and actual needs of its customers and then offers creative and
competitive solutions that provide significant savings in labor, water,
time, energy, fertilizer, and medicine costs of production.
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Appendix I
Interview Protocol International Research Project
NEW BUSINESS MODELS
A qualitative research project across Europe (2013)
Version: January 1st 2013
INTRODUCTION
Besides providing some background information about the notion of value
creation, this document serves principally as a research protocol. This research
protocol is designed to act as a tool to guide the research in different institutes
now that it will be executed across Europe. It plays an important role in this
study since it enables the participating researchers to generate comparable
results. The aim is to conduct a series of interviews in each of the co-‐operating
institutes during the second semester of the academic year 2012 -‐ 2013
INTERVIEW STRUCTURE
Design: Explain the interview structure: It is based on a series of
open questions, followed by asking the interviewees to
draw their own NBM, and ending with a checklist.
Time: The interview will take approximately 60 minutes.
Permission: Does the respondent agree to the interview being
recorded? The recording will only be used to comprehend
and analyse the answers.
Confidentiality: Confidential information will not be passed on to other
parties. Collected data will only be used for the present
research.
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Summary: The outcome of the research will include a short summary
(maximum two pages), including public contact
information (with website if available).
Questions: Before starting, ask if there are any questions or the need
for clarification(s).
PREPARATION
1. Acquire or borrow a voice-‐recorder/memory stick – check if it works and
if there are sufficient batteries.
2. Prepare in advance: for each interview, bring a couple of ‘thick’ (if
possible 90 grams or more) pieces of A3 paper and some coloured
markers. Do not forget the drawing! It’s the best part.
3. Conduct a test interview before the ‘real thing’. This enables you to
master the technology of the questions and the timing of the interview
itself.
4. Read this research protocol carefully and stick to it. Don’t start inventing
your own procedure. This is important to obtain comparable results.
INTRODUCTION
(I) Interviewer(s) introduce themselves: education, course, thank the
interviewee for sparing some of his or her time.
(II) Explain the purpose of the research: research of new business models
(key words, such as shared value creation, business community building,
and sustainability as a practice).
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(III) Purpose of the interview: through interviewing people across Europe who
are working on new business models, different emerging practices can be
pulled together. This will help identify the principles and building blocks
of NBMs.
(IV) Background: Previous research in Holland in the spring of 2012 resulted in
a report in the form of a working paper. The results were warmly
welcomed. Anyone who is interested can obtain a free English or French
translation of the first report. Working papers of national results will
eventually become available for free (– the consequence of living in what
is gradually becoming a ‘sharing economy’!).
(V) The ambition is also to organise a conference with delegations from all
institutes involved. This conference will take place on Friday June 15th
2013, at the Campus of the Radboud University Nijmegen (Holland).
(VI) The ultimate ambition is to process all of the outcomes into a book. For
now it is not sure yet whether this will occur.
PART 1: CHARACTERISTICS OF NEW BUSINESS MODELS
(1) Why is it a business model (what is the nature of the business the model
generates) and why/what is new about it?
(2) What is the role of sustainability within the new model (help question:
‘Where is sustainability positioned in the model?’ or ‘What is the nature
of sustainability in the model?’)
(3) When did you start developing this new business model?
(4) Why did you start developing this model? (Ask for reasons and drivers –
keep asking about the latter.)
(5) How far do you believe the business is in its development – just started,
halfway through or finished?
(6) How much lead-‐time did it take? What can you say about the number of
man hours used?
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(7) What criteria do you feel need to be met by a mature, new business
model? (Ask for requirements/criteria of the model itself.)
(8) How would you categorise your business model? Ask this question twice,
the second time with a check on the categories used originally namely:
Swapping, Sharing and Creating – see the paper that describes the
preliminary Dutch research outcomes.
(9) Could you illustrate your new sustainable business model for use?
(NOTE: bring thick pieces of A3 paper and coloured markers – ask the
interviewee to draw the model right then and there, and insist gently
even if they say they can’t draw.)
PART II: RESULTS OF THE NEW BUSINESS MODEL
(10) Does the business model generate value(s) other than profit? If so, what
kind of value(s)?
(11) Did you start new collaborations or strengthen previous collaborations
for the new model? (If so, with which actors and what does that
collaboration look like?)
(12) Did the new business model lead to access to new products or markets?
(13) IF RELEVANT: Up till now, what are the results of the new sustainable
business model?
(14) FILLING IN THE CHECKLIST: Ask the respondent to kindly fill in the
checklist (see attached appendix).
PART III: CLOSING THE INTERVIEW
(A) This concludes the interview. In your opinion, are there any subjects that
have not been addressed or do you have anything to add?
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(B) Do you know other new business models or people working on it in your
environment? Could you introduce them to us (ask for contact
details/websites)?
(C) Within a week, we’ll e-‐mail you a one-‐ or two-‐page summary of this
interview for your control and approval.
NOTA BENE: Make sure this is done and that you receive via email or in
conventional writing the approval of the interviewee!
(D) May we contact you if things aren’t clear to us when analysing the
outcomes of the interview or for a possible follow-‐up interview?
(E) Thank you very much for the interview and your time.
Thank you very much.
THE INTERNATIONAL NBM RESEARCH TEAM
Nijmegen, Basel, Toulouse, Graz, Lodz, Porto, Limerick, Kassel, Essen, Izmir,
Zagreb and Kaunus
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APPENDIX II
CLASSIFYING THE BUSINESS MODEL
Name of company:
Name and function of interviewee:
Name of the company’s/project website:
Date of interview:
Introduction
New business models represent a new generation of creating transactions in an
increasingly collaborative world. They shape new ways of organising in order to
balance individual needs with those of our communities and the planet. After
combining and connecting all findings so far, seven prominent characteristics of
NBMs were identified. These NBMs shape new ways of organising in order to
balance individual needs with those of our communities and the planet.
Please be so kind as to indicate the extent to which your NBM represents one or
more of the characteristics below: 1 = strongly not the case – 7 = strongly the
case
Please circle what is most appropriate in your NBM.
Be aware that not in all countries this is the usual order of scoring!
1) Works on shared value creation 1-‐ -‐ -‐2-‐ -‐ -‐3-‐ -‐ -‐4-‐ -‐ -‐5-‐ -‐ -‐6-‐ -‐ -‐7
2) Cooperative collaboration as central principle 1-‐ -‐ -‐2-‐ -‐ -‐3-‐ -‐ -‐4-‐ -‐ -‐5-‐ -‐ -‐6-‐ -‐ -‐7
3) Money is not the only transaction medium 1-‐ -‐ -‐2-‐ -‐ -‐3-‐ -‐ -‐4-‐ -‐ -‐5-‐ -‐ -‐6-‐ -‐ -‐7
4) Focused on fulfilling needs 1-‐ -‐ -‐2-‐ -‐ -‐3-‐ -‐ -‐4-‐ -‐ -‐5-‐ -‐ -‐6-‐ -‐ -‐7
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5) Based on access and use -‐ not property 1-‐ -‐ -‐2-‐ -‐ -‐3-‐ -‐ -‐4-‐ -‐ -‐5-‐ -‐ -‐6-‐ -‐ -‐7
6) Founded on long-‐term commitment (trust) 1-‐ -‐ -‐2-‐ -‐ -‐3-‐ -‐ -‐4-‐ -‐ -‐5-‐ -‐ -‐6-‐ -‐ -‐7
7) Allows alternative currencies 1-‐ -‐ -‐2-‐ -‐ -‐3-‐ -‐ -‐4-‐ -‐ -‐5-‐ -‐ -‐6-‐ -‐ -‐7
Thank you very much.
THE EUROPEAN NBM RESEARCH TEAM
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General References
Brundtland, G.H. (eds.) (1987). Our Common Future. Cambridge, UK: Oxford
University Press.
Carroll, A. (1999). “Corporate Social Responsibility: Evolution of a Definitional
Construct”. Business & Society, 38 (3), pp. 268-‐295.
Elkington, J. (1997). Cannibals with Forks: The Triple Bottom Line of 21st Century
Business. Gabriola Island, CA: New Society Publishers.
Ellen MacArthur Foundation (2012). Towards the Circular Economy. Economic
and Business rationale for an accelerated transition. Internet publication:
www.ellenmacarthurfoundation.org.
Freeman, R.E. (1984). Strategic Management: A Stakeholder Approach. Boston:
Pitman/Ballinger.
Jackson, T. (2009). “Prosperity without growth? The transition to a sustainable
economy”. Sustainable Development Commission, retrieved from internet
30.08.12 (placed on the internet 30.03.09): www.sd-‐
commission.org.uk/publications.php?id=914.
Osterwalder, A., Pigneur, P. & Tucci, C. (2005). Clarifying Business Models:
Origins, Present and Future of the Concept. Working Paper, CAIS:
Communications of the Association for Information Systems.
Porter, M.E. & Kramer, M.R. (2011). “Creating Shared Value: How to Reinvent
Capitalism and Unleash a Wave of Innovation and Growth”. Harvard Business
Review, Jan-‐Feb, pp. 62-‐77.
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Contact details
This project is an initiative of the Nijmegen School of Management of the
Radboud University Nijmegen (The Netherlands).
Feel free to contact the initiator.
Prof. Dr. Jan Jonker
Professor Corporate Sustainability
Nijmegen School of Management (NSM)
Radboud University Nijmegen (RU)
PO BOX 9108 -‐ 6500 HK Nijmegen -‐ Holland
E-‐mail: [email protected]
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