Sustainable entrepreneurship
Lecture 1: Businessmodels and co-evolution
UN stelt 17 SDG’s to end poverty, protect the planet and ensure properity for all.
Sustainable development is development that meets the needs of the present without compromising
the ability of future generations to meet their own needs (WCED, 1987); van the Brundstland Report.
Limit to growth: earth’s resources can not provide for everyone. Niet alleen komen er meer mensen
bij, maar ook per hoofd zijn er meer resources nodig om te voorzien (1972).
Davids and Goliaths
Co-evolution
There is co-evolution between Davids and Goliaths; Sustainable transformation of an industry when
both start-ups and incumbents influence each other in the market.
Firms can be divided into 2 categories: •Greening Goliaths represent larger incumbent firms using
incrementalinnovation to bring about sustainable development, •Emerging Davids are start-up and
young companies introducing disruptive innovations. Both can play a role in contributing towards
sustainable development but they do so in different ways. For future success the interaction of the
two types is needed.
Zie characteristics-tabel in artikelen.
Starting point: incremental solutions will not be enough to maintain critical levels of natural and
social capital. Therefore, sustainable Entrepreneurship has a role to play.
Definition of sustainable entrepreneurship: “the discovery and exploitation of economic
opportunities through the generation of market disequilibria (unstable) that initiate the
transformation of a sector towards an environmentally and socially more sustainable state.” There is
a need for transformational change.
According to Hockerts & Wüstenhagen only Davids introducing disruptive innovations can be
classified as demonstrating sustainable entrepreneurship.
Emerging Davids
They are not limited by previous (technological) mindsets and are more innovative. They are part of
the solution and not seen as part of the problem. Sustainability start-ups have a value-based
approach and externalize costs by asking customers to pay a premium for socially and
,environmentally superior products (and services). They tend to have a single issue focus and can be
less good at adressing a broader range of sustainability issues (AKA they are good in one thing).
Idealistic approach can lead to little or no attention to growth strategies. They prefer to keep their
niche market small and exclusive, in order to avoid incumbents moving into their markets.
Greening Goliaths
Incumbents may be slow to react but are often able to catch up quickly once they have decided to
follow. They may then benefit from being able to charge premium prices, following the price level
established by the start-up. They can launch Venture Capital funds to monitor innovating Davids (e.g.
Philips, Sabic, Unilever). They may be able to influence the setting (or reduction) of environmental
standards in their favour (e.g. car industry lobby). They may try to keep standards fixed rather than
encourage continuous improvement.
As shown in the maturity model, Davids and Goliaths follow different approaches to maturity, but
they can also converge (AKA Davids can become Goliaths).
Ze kunnen worden geplaatst in het maturity-model (co-evolution). Hun gedrag verschilt per fase.
Een line extension (naast je huidige line) is een kenmerk van early growth (denk aan de vegan zeep).
Davids hebben een economische en een duurzaam (belangrijkste) goal. Goliaths hebben in eerste
instantie geen duurzaam goal.
Sustainable business models archtypes
Bocken et al. argue that the route to a sustainable economy, will require the development of
innovative Sustainable Business Models (SBMs). Sustainable Business Models will incorporate a triple
bottom line approach and consider a wide range of stakeholder interests, including environment and
society.
Wat zijn business models?
Business models are concerned with how the firm defines its competitive strategy through:
• the design of the product or service it offers to its market,
• how it charges for it, (revenue model)
• what it costs to produce,
• how it differentiates itself from other firms by its value proposition,
• and how the firm integrates its own value chain with those of other firms in a value network
Business models worden vaak gezien als revenue models. Business model key components in the
paper have a value proposition (de waardepropositie en de klanten), value creation (key activities,
resources, channels, partners, technology and delivery) and value capture (costs vs revenue streams).
Check het grote archtypes model. Je moet gewoon kunnen redeneren wat welke archtype inhoudt
adhv de value proposition (aka voorkant van BMC), value creation (achterkant van BMC) en value
creation (onderkant van BMC).
, The challenge for a sustainable business model is designing the business model in such a way that it
enables the firm to capture economic value for itself through delivering social and environmental
benefits.
Triple bottom line BMC
This canvas is an extension of the regular business model canvas. It accommodates a sustainable
business model that aims to enable the firm to capture economic value for itself through delivering
social and environmental benefits. (Zie slide 48).
Lecture 1: Businessmodels and co-evolution
UN stelt 17 SDG’s to end poverty, protect the planet and ensure properity for all.
Sustainable development is development that meets the needs of the present without compromising
the ability of future generations to meet their own needs (WCED, 1987); van the Brundstland Report.
Limit to growth: earth’s resources can not provide for everyone. Niet alleen komen er meer mensen
bij, maar ook per hoofd zijn er meer resources nodig om te voorzien (1972).
Davids and Goliaths
Co-evolution
There is co-evolution between Davids and Goliaths; Sustainable transformation of an industry when
both start-ups and incumbents influence each other in the market.
Firms can be divided into 2 categories: •Greening Goliaths represent larger incumbent firms using
incrementalinnovation to bring about sustainable development, •Emerging Davids are start-up and
young companies introducing disruptive innovations. Both can play a role in contributing towards
sustainable development but they do so in different ways. For future success the interaction of the
two types is needed.
Zie characteristics-tabel in artikelen.
Starting point: incremental solutions will not be enough to maintain critical levels of natural and
social capital. Therefore, sustainable Entrepreneurship has a role to play.
Definition of sustainable entrepreneurship: “the discovery and exploitation of economic
opportunities through the generation of market disequilibria (unstable) that initiate the
transformation of a sector towards an environmentally and socially more sustainable state.” There is
a need for transformational change.
According to Hockerts & Wüstenhagen only Davids introducing disruptive innovations can be
classified as demonstrating sustainable entrepreneurship.
Emerging Davids
They are not limited by previous (technological) mindsets and are more innovative. They are part of
the solution and not seen as part of the problem. Sustainability start-ups have a value-based
approach and externalize costs by asking customers to pay a premium for socially and
,environmentally superior products (and services). They tend to have a single issue focus and can be
less good at adressing a broader range of sustainability issues (AKA they are good in one thing).
Idealistic approach can lead to little or no attention to growth strategies. They prefer to keep their
niche market small and exclusive, in order to avoid incumbents moving into their markets.
Greening Goliaths
Incumbents may be slow to react but are often able to catch up quickly once they have decided to
follow. They may then benefit from being able to charge premium prices, following the price level
established by the start-up. They can launch Venture Capital funds to monitor innovating Davids (e.g.
Philips, Sabic, Unilever). They may be able to influence the setting (or reduction) of environmental
standards in their favour (e.g. car industry lobby). They may try to keep standards fixed rather than
encourage continuous improvement.
As shown in the maturity model, Davids and Goliaths follow different approaches to maturity, but
they can also converge (AKA Davids can become Goliaths).
Ze kunnen worden geplaatst in het maturity-model (co-evolution). Hun gedrag verschilt per fase.
Een line extension (naast je huidige line) is een kenmerk van early growth (denk aan de vegan zeep).
Davids hebben een economische en een duurzaam (belangrijkste) goal. Goliaths hebben in eerste
instantie geen duurzaam goal.
Sustainable business models archtypes
Bocken et al. argue that the route to a sustainable economy, will require the development of
innovative Sustainable Business Models (SBMs). Sustainable Business Models will incorporate a triple
bottom line approach and consider a wide range of stakeholder interests, including environment and
society.
Wat zijn business models?
Business models are concerned with how the firm defines its competitive strategy through:
• the design of the product or service it offers to its market,
• how it charges for it, (revenue model)
• what it costs to produce,
• how it differentiates itself from other firms by its value proposition,
• and how the firm integrates its own value chain with those of other firms in a value network
Business models worden vaak gezien als revenue models. Business model key components in the
paper have a value proposition (de waardepropositie en de klanten), value creation (key activities,
resources, channels, partners, technology and delivery) and value capture (costs vs revenue streams).
Check het grote archtypes model. Je moet gewoon kunnen redeneren wat welke archtype inhoudt
adhv de value proposition (aka voorkant van BMC), value creation (achterkant van BMC) en value
creation (onderkant van BMC).
, The challenge for a sustainable business model is designing the business model in such a way that it
enables the firm to capture economic value for itself through delivering social and environmental
benefits.
Triple bottom line BMC
This canvas is an extension of the regular business model canvas. It accommodates a sustainable
business model that aims to enable the firm to capture economic value for itself through delivering
social and environmental benefits. (Zie slide 48).
