Ekonomiczne Problemy Turystyki

Previously: Zeszyty Naukowe Uniwersytetu Szczecińskiego. Ekonomiczne Problemy Turystyki


ISSN: 1644-0501     eISSN: 2353-3188    OAI    DOI: 10.18276/ept.2018.4.44-04
CC BY-SA   Open Access   DOAJ

Issue archive / nr 4 (44) 2018
Business models analysis in the context of health resorts enterprises activity - literature review

Authors: ADAM R. SZROMEK
Silesian University of Technology

KRZYSZTOF HERMAN
Silesian University of Technology
Keywords: business models health resorts spa enterprises
Whole issue publication date:2018-12-20
Page range:12 (35-46)
Klasyfikacja JEL: L83 Z32 C45
Cited-by (Crossref) ?:

Abstract

Background. The basic background of the conducted research was the need to modernize business models of spa enterprises. In many cases the lack of formalized business model can be noticed, while in some areas there are attempts to describe it. Yet, this is often a deceptive activity, forced by hurried introduction of market conditions into health resorts enterprises and an attempt to fit into difficult economic situation. Health resorts sector is still characterized by business models dependent on other entities creating their market system. Research aim. The main aim of the article is the analysis of literature in the field of business mode¬ling and business models classification, referring to the needs of spa enterprises. Methodology. The basic methodology of the conducted research was critical analysis of literature. Key findings. Business models used in health resort facilities need to be re-defined in terms of components and business architecture, especially in terms of the occurring processes and relations, as the social changes, and with them the services reorganization in this sector, constitute the neces¬sity to introduce changes to the health resort business model. Modern health resort business model should be targeted towards the market dependency of B2C (Business-to-Customer) type, creating especially value for the customer. Modern health resort enterprise business model should take into account changes in the health resort product structure and its components.
Download file

Article file

Bibliography

1.Al-Debei, M., El-Haddadeh, R., Avison, D. (2008). Defining the Business Model in the New World of Digital Business (pp. 8-9). Proceedings of the Fourteenth Americas Conference on Information Systems, August 14-17. Toronto, ON, Canada.
2.Battistella, C., Toni, A., Zan, G., Pessot, E. (2017). Cultivating business model agility through focused capabilities: A mul¬tiple case study. Journal of Business Research, 73, 65-82.
3.Brzóska, J. (2009). Model biznesowy - współczesna forma modelu organizacyjnego zarządzania przedsiębiorstwem. Organizacja i Zarządzanie, 2, 5-23.
4.Doligalski, T. (ed.) (2014). Modele biznesu w Internecie. Teoria i studia przypadków polskich firm. Warsaw: Wydawnictwo Naukowe PWN.
5.Duczkowska-Piasecka, M. (ed.), Poniatowska-Jaksch, M., Duczkowska-Małysz, K., (2013). Model biznesu. Nowe myślenie strategiczne. Warsaw: Difin.
6.Dworak, J. (2016). Modele biznesu współczesnych przedsiębiorstw. Research on Enterprise in Modern Economy theory and practice, 4, 17-30.
7.Falencikowski, T. (2012). Strategia a model biznesu - podobieństwa i różnice. Prace Naukowe Uniwersytetu Ekonomicznego we Wrocławiu, 260, 80-93.
8.Gassmann, O., Frankenberger, K., Csik, M. (2013). The St. Gallen Business Model Navigator, Working Paper, University of St. Gallen.
9.Geissdoerfer, M., Savaget, P., Evans, S. (2017). The Cambridge Business Model Innovation Process. Procedia Manufacturing, 8, 262-269.
10.Grefen, P. (2010). Mastering e-Business. London: Routledge.
11.Gromalska, A. (2015). Uzdrowiska polskie i czeskie w okresie transformacji okresie transformacji w latach 1989—2013. Cracow: Proksenia.
12.Iwasieczko, B. (2014). Modele biznesowe i ocena czynników ich efektywności. Prace Naukowe Uniwersytetu
13.Ekonomicznego we Wrocławiu, 343, 154-163.
14.Johnson, M. (2010). Seizing the white space: Business model innovation for growth and renewal. Boston: Harvard Business School Publishing.
15.Johnson, W., Christensen, C., Kagerman, H. (2008). Reinventing Your Business Model. Harvard Business Review, 12 (87), 52-60.
16.Kardas, M. (2016). Pojęcia i typy modeli biznesu. In: K. Klincewicz (ed.), Zarządzanie, organizacje i organizowanie — przegląd perspektyw teoretycznych (pp. 298-318). Warsaw: Wydawnictwo Naukowe Wydziału Zarządzania Uniwersytetu Warszawskiego.
17.Knop, L., Brzóska, J. (2016). Rola innowacji w tworzeniu wartości poprzez modele biznesu. Zeszyty Naukowe Politechniki Śląskiej. Organizacja i Zarządzanie, 99, 213-232.
18.Linder, J., Cantrell, S. (2000). Changing business models: Surveying the landscape. Institute for Strategic Change work¬ing paper, Accenture, 7-8.
19.Magretta, J. (2002). Why business models matter? Harvard Business Review, 5 (80), 86-92.
20.McGrath, R. (2010). Business Models: A Discovery Driven Approach, Long Range Planning, 43, 247-261.
21.Nagumo, T. (2002). Innovative Business Models in the Era of Ubiquitous Networks, NRI Papers No. 49, 1-11.
22.Nogalski, B. (2009). Modele biznesu jako narzędzia reorientacji strategicznej przedsiębiorstw, Master of Business Administration, 17, 3-14.
23.Norris, M., West, S. (2001). E-biznes. Warsaw: Wydawnictwa Komunikacji i Łączności.
24.Obłój, K. (2010). Pasja i dyscyplina strategii. Warsaw: Poltext.
25.Osterwalder, A., Pigneur, Y. (2010). Business Model Generation. Hoboken-New Jersey: John Wiley & Sons.
26.Picker, R. (2010). The Razors and Blades Myth(s), John M. Olin Law & Economics Working Paper No. 532, 225-255.
27.Prendeville, S., Bocken, N. (2017). Sustainable Business Models through Service Design. Procedia Manufacturing, 8, 292-299.
28.Rusu, B. (2016). The Impact of Innovations on the Business Model: Exploratory Analysis of a Small Travel Agency.
29.Procedia — Social and Behavioral Sciences, 221, 166-175.
30.Slywotzky, A., Morrison, D.J., Andelman, B. (2000). Strefa zysku. Warsaw: Polskie Wydawnictwo Ekonomiczne. Szromek, A. (2011). Działalność turystyczno-lecznicza Zakładów Lecznictwa Uzdrowiskowego. Transformacja działalności przedsiębiorstw uzdrowiskowych w latach 1989—2010. Cracow: Proksenia.
31.Szromek, A.R. (2018). Changes in the management model of health care institutions in health resorts in the context of so¬cial and economic changes in the years 1989-2018. Health and Primary Care, 2 (2).
32.Teece, D. (2017). Business models and dynamic capabilities. Long Range Planning, 51, 1-10.
33.Wirtz, B., Pistoia, A., Ullrich, S., Gottel V. (2016). Business Models: Origin, Development and Future Research Perspectives. Long Range Planning, 49, 36-54.
34.Wiśniewski, A. (2017). Konstrukcja modeli biznesu. Acta Universitatis Nicolai Copernici. Zarządzanie, 2, 75-85.