E-Ticaret Girişimlerine Dayalı İşletmelerin Geliştirilmesi ve Bunlara Yapılan Yatırımların İyileştirilmesi için Uygun Bir İş Modeli Sağlanması

Öz

Bu çalışmanın amacı, girişimcilerin yeni işletmeler ve e-ticaret girişimleri geliştirmelerine yardımcı olacak yeni bir iş modeli sunmaktır. Araştırma yöntemi, uygulama amacı açısından keşifsel, yönelimi açısından gelişimsel ve doğası gereği niceldir. Araştırmanın uzman evreni, girişimcilik ve e-ticaret alanında 25 uzmandan oluşmaktadır. Modelin geliştirilmesinde Ostwalder ve Pignor'un (2010) temel girişimci modeli ve bu modelde belirlenen kısıtlamalar esas alınmıştır. Modelin geliştirilmesinde, teorik temelli çalışmalar gözden geçirilerek boyutlar ve her bir boyuta ilişkin bileşenler toplanmıştır. Daha sonra, kapsam geçerlilik oranını hesaplamak için uzmanların görüşlerine dayanarak, başlangıçta ortaya konan boyut ve bileşenlerden 12 boyut ve 83 bileşen nihai olarak onaylanmış ve son haline getirilmiştir. Çalışmanın sonuçları, bu çalışmada sunulan iş modelinin, Osterwalder ve Pignor'un iş modelini geliştirmenin yanı sıra, iş modelinin unsurlarının girişimciler tarafından daha iyi anlaşılmasına yol açtığını ve girişimciler ile yatırımcılar arasında yakınlaşma ve ortak bir iş kavramları anlayışı yaratarak yatırım müzakerelerini geliştirdiğini göstermektedir. Girişimciler, bu gelişmiş iş modeli yatırımından yararlanarak teknik ayrıntıların yanı sıra değer önerisine odaklanmaktadır.

Anahtar Kelimeler

• E-ticaret İşi
• İş Modeli İyileştirme
• Startup Büyümesi
• Yatırım İyileştirme

Providing a Suitable Business Model for Developing Businesses Based on E-Commerce Startups and Improving Investment in them

Öz

The aim of this study is to present a new business model to help entrepreneurs develop new businesses and e-commerce startups. The research method is exploratory in terms of its application objective, developmental in terms of its orientation, and quantitative in nature. The research expert population is 25 experts in the field of entrepreneurship and e-commerce. The model development was based on the basic entrepreneur model of Ostwalder and Pignor (2010) and the limitations identified in it. In the development of the model, the dimensions and components related to each dimension were collected by reviewing theoretical basis studies. Then, based on the opinions of experts in order to calculate the content validity ratio, 12 dimensions and 83 components were finally confirmed and finalized from the initially introduced dimensions and components. The results of the study show that the business model presented in the present study, in addition to improving the business model of Osterwalder and Pignor, leads to a better understanding of the elements of the business model by entrepreneurs and improves investment negotiations by creating convergence and a common understanding of business concepts between entrepreneurs and investors. By leveraging this improved business model investment, entrepreneurs focus on the value proposition in addition to technical details.

Anahtar Kelimeler

• E-commerce Business
• Business Model Improvement
• Startup Growth
• Investment Improvement

Kaynakça

1. Aghazadeh, H., Haghighi, M., Torkestani, M. S., & Zare, M. S. (2023). Investigating the Process and Factors Affecting the Branding of Startups in Iran: A Multiple - Case Study. Journal of Business Management, 15(1), 27-53. doi: 10.22059/jibm.2020.289327.3649 (In Persian).
2. Ali Ahmadi, A., Tajaddin, I., & Fathullah, M. (2007). A comprehensive approach to strategic management. Knowledge Production. (In Persian).
3. Allegretti, S., Seidenstricker, S., Fischer, H., & Arslan, S. (2021). Executing a business model change: identifying key characteristics to succeed in volatile markets. Leadership, Education, Personality: An Interdisciplinary Journal, 3, 21-33. DOI: 10.1365/s42681-021-00020-x
4. Arabi, S. (2007). Strategic planning manual. Cultural Research Office. (In Persian).
5. Ardolino, M., Saccani, N., Adrodegari, F., & Perona, M. (2020). A business model framework to characterize digital multisided platforms. Journal of Open Innovation: Technology, Market, and Complexity, 6(1), 10. DOI: 10.3390/joitmc6010010
6. Baghdadi, M., Mohammadi, M., Elyasi, M., & Radfar, R. (2022). Identification of the Affecting Factors on Development of Business Model of Startups along with the Maturity Stages of a Startup. Journal of Technology Development Management, 9(4), 11-43. DOI: 10.22104/jtdm.2022.5169.2870 (In Persian).
7. Blank, S. (2016). The Mission Model Canvas-An Adapted Business Model Canvas for MissionDriven Organizations. [online] Steve Blank. Available at: steveblank. com.
8. Blank, S., & Dorf, B. (2012). The Start-up Owner’s Manual. The Step-by-Step Guide for Building a Great Company. K&S Ranch Publishing Division.

9. Charekhah, C., Fartusi, M.R., & Malayeri, M. (2013). Investing in new businesses (startups). Looking at the situation of the country and the region. Information technology and digital media development center. (In Persian).
10. Choudary, S. P. (2013). Platform power. Secrets of billion-dollar internet startups. Platform Thinking Labs.
11. Coes, D. H. (2014). Critically assessing the strengths and limitations of the Business Model Canvas [Master's thesis, University of Twente). Cuc, J. E. (2019). Trends of Business Model Research: A Bibliometric Analysis. Journal of Business Models, 7(5), 1-24.
12. Dobrowolski, Z. & Sułkowski, Ł. (2021). Business Model Canvas and Energy Enterprises. Energies, 14(21), 7198. DOI: 10.3390/en14217198
13. Dobrowolski, Z., Sułkowski, Ł., & Panait, M. (2022). Using the business model canvas to improve audit processes. Problems and Perspectives in Management, 20(3). DOI: 10.21511/ppm.20(3).2022.12
14. Donofrio, K. (2014). Content marketing enhances public relations strategies through social media to increase market shares for businesses. (?)
15. Ghaderi, I., Taghavifard, M., & Bapiri, J. (2018). Business model for tour and activity multisided platforms. Journal of International Business Administration, 2(1). 199-219. DOI: 10.22034/JIBA.2019.9069 (In Persian). Giourka, P., Sanders, M. W., Angelakoglou, K., Pramangioulis, D., Nikolopoulos, N., Rakopoulos, D., ... & Tzovaras, D. (2019). The smart city business model canvas—A smart city business modeling framework and practical tool. Energies, 12(24), 4798. DOI: 10.3390/en12244798
16. Guckenbiehl, P. & Corral de Zubielqui, G. (2022). Start-ups’ business model changes during the COVID-19 pandemic: Counteracting adversities and pursuing opportunities. International Small Business Journal, 40(2), 150-177. DOI: 10.1177/02662426211055447
17. Haji Gholam Saryazdi, A., Rajabzadeh Ghatari, A., Mashayekhi, A., & Hassanzadeh, A. (2017). Providing a Business Model of Crowdfunding in Iran. Journal of Value Creation in Business Management 10(19). 307-342. DOI: 20.1001.1.2645386.1397.10.19.14.3 (In Persian). Hajipourfard, H., Soltani, B., Tolouei Eshlaghi, A., & Tabatabaeian, S. H. (2022). Investigating factors affecting the development of information technology-based businesses in Iran. Journal of value creating in Business Management, 2(1), 49-72. DOI: 10.22034/jbme.2022.349737.1031 (In Persian).
18. Hajizadeh, E., &Asghari, M. (2014). Statistical methods and analyzes with a view to research methods in biological and health sciences. Jihad University Publishing Organization, second edition. (In Persian).
19. Huang, L., & Pearce, J. L. (2015). Managing the unknowable: The effectiveness of early-stage investor gut feel in entrepreneurial investment decisions. Administrative Science Quarterly, 60(4), 634-670.
20. Ibarra, D., Ganzarain, J., & Igartua, J. I. (2018). Business model innovation through Industry 4.0: A review. Procedia manufacturing, 22, 4-10.
21. Joyce, A., & Paquin, R. L. (2016). The triple layered business model canvas: A tool to design more sustainable business models. Journal of cleaner production, 135, 1474-1486. Kuchi, S., & Gupta, S. (2023). Value-Creation Strategies for E-Commerce Businesses. IIM Kozhikode Society & Management Review, 12(2), 234–249. DOI: 10.1177/22779752231153482
22. Mehrotra, S., & Jaladi, S. R. (2022). How start-ups in emerging economies embrace circular business models and contribute towards a circular economy. Journal of Entrepreneurship in Emerging Economies, 14(5), 727-753. DOI: 10.1108/JEEE-10-2021-0410
23. Mohammadian, A., Vares, H., & Nabizade, N. (2021). Circular business model canvas: Proposing the business model design options in a circular economy. Iranian journal of management sciences Journal.17(65). 123-147. https://civilica.com/doc/1492446 (In Persian).
24. Ode, K. A. & Wadin, J. L. (2019). Business Models for Sustainability—Change in Dynamic Environments. Journal of Business Models, 1(7). 13-38. DOI: 10.5278/ojs.jbm.v7i1.2084
25. Osterwalder, A. & Pigneur, Y. (2010). Business model generation: a handbook for visionaries, game changers, and challengers (Vol. 1). John Wiley & Sons.
26. Padash, H. (2016). New entrepreneurship Development mechanisms In the framework of the resistance economy discourse In Iran. Critical research paper of humanities texts and programs.16, 1-27. (In Persian).
27. Pellegrini, M. (2021, October). The Business Canvas. In Proceedings of the 39th ACM International Conference on Design of Communication, 224-230.
28. Pulizzi, J. (2014). Epic content marketing: How to tell a different story, break through the clutter, and win more customers by marketing less. McGraw - Hill Education. New York.
29. Pratiwi, S. D., Mulyadi, H., & Hendrayati, H. (2020). Analysis of business model canvas to increase competitiveness. In Advances in Business, Management and Entrepreneurship (pp. 930-937). CRC Press.
30. Ries, E. (2011). The Lean Start-up. Crown Business.
31. Rochet, J. C., & Tirole, J. (2003). Platform competition in two-sided markets. Journal of the european economic association, 1(4), 990-1029.
32. Rodrigues, V. & Lopes, H. E. G. (2018, March). The limits of the business model canvas as a dynamic framework. In Proceedings of the SMS Sao Paulo Conference, Sao Paulo, Brazil (pp. 15-17).
33. Rohn, D., Bican, P. M., Brem, A., Kraus, S., & Clauss, T. (2021). Digital platform-based business models–An exploration of critical success factors. Journal of Engineering and Technology Management, 60, 101625. DOI: 10.1016/j.jengtecman.2021.101625
34. Sabri, M. O., Al-Qawasmi, K., Odeh, M., & Aydin, M. E. (2023). Adoption of business model canvas in exploring digital business transformation. Information Sciences Letters, 12(2), 845-854. Sadeghi, A., Safari, S., & Abbasi, R. (2018). Designing a business model Based on LARG Approach.Journal of Entrepreneurship Development, 12(2). 221-239 (In Persian). DOI: 20.1001.1.20082266.1398.12.2.4.9
35. Santos, J. (2003). E-service quality: a model of virtual service quality dimensions. Managing service quality: An international journal, 13(3), 233-246. DOI: 10.1108/09604520310476490
36. Slávik, Š. (2019). The Business model of start-up—Structure and consequences. Administrative Sciences, 9(3), 69. DOI: 10.3390/admsci9030069
37. Sorri, K., Seppänen, M., Still, K., & Valkokari, K. (2019). Business model innovation with platform canvas. Journal of Business Models, 7(2), 1-13.
38. Sort, J. C. & Nielsen, C. (2018). Using the business model canvas to improve investment processes. Journal of Research in Marketing and Entrepreneurship, 20(1), 10-33. DOI: 10.1108/JRME-11-2016-0048
39. Sparviero, S. (2019). The case for a socially oriented business model canvas: The social enterprise model canvas. Journal of social entrepreneurship, 10(2), 232-251. DOI: 10.1080/19420676.2018.1541011
40. Timeus, K., Vinaixa, J., & Pardo-Bosch, F. (2020). Creating business models for smart cities: A practical framework. Public Management Review, 22(5), 726-745. DOI: 10.1080/14719037.2020.1718187
41. Estimates, O. G. E. (2021). Commerce 2019 and Preliminary Assessment Of Covid-19 Impact On Online Retail 2020. UNCTAD. https://unctad. org/system/files/officialdocument/tn_unctad_ict4d18_en. pdf.
42. Widmer, T. (2016). Assessing the strengths and limitations of Business Model Frameworks for Product Service Systems in the Circular Economy: Why Canvas and co. are not enough.
43. Witschel, D., Döhla, A., Kaiser, M., Voigt, K. I., & Pfletschinger, T. (2019). Riding on the wave of digitization: Insights how and under what settings dynamic capabilities facilitate digital-driven business model change. Journal of Business Economics, 89, 1023-1095.
44. Zangeneh, N., moeini, A., Haji heydari, N., Azar, A. (2021). A framework to develop Platform business model: Findings based on Meta-synthesis approach. Management Research in Iran, 25(1), 95-115. DOI: 20.1001.1.2322200.1400.25.1.5.5(In Persian).
45. Zeithaml, V. A., Bitner, M. J., & Gremler, D. D. (2010). Services marketing strategy. Wiley international encyclopedia of marketing.