Marius Leibold

The Wheel of Business Model Reinvention: How to Reshape Your Business Model and Organizational Fitness to Leapfrog Competitors

In todays rapidly changing business landscape, new sources of sustainable competitive advantage can often only be attained from business model reinvention that is based on disruptive innovation and not on incremental change or continuous improvement. Extant literature indicates that business models and their reinvention have recently been the focus of scholarly investigations in the field of strategic management, especially focusing on the search for new bases of building strategic competitive advantage, not only to outperform competitors but to especially leapfrog them into new areas of competitive advantage. While the available results indicate that progress is made on clarifying the nature and key dimensions of business models, relatively little guidance of how to reshape business models and its organizational fitness dimensions have emerged. This article presents a systemic framework for business model reinvention, illustrates its key dimensions, and proposes a systemic operationalization process. Moreover, it provides a tool that helps organizations to evaluate both existing and proposed new business models.

Using the Delphi Technique to Predict Future Tourism Potential

The South African tourism industry is expected to develop substantially over the next five years owing to anticipated high tourism market growth rates. However, tourism demand is subject to a host of uncontrollable factors which are difficult to measure and project. Despite this fact the tourism industry of a country, including both private sector and public sector operators, needs scientifically accepted projection bases to make investment and other strategic decisions. Aims to convey the results and recommendations of an empirical study based on the Delphi research model and to indicate the implications thereof for future national tourism strategies of South Africa. The approach, methodology and techniques used in the research are relevant to researchers internationally and the recommendations are useful for national tourism policy and strategy formulation in any geographical context.

Rejuvenating corporate intellectual capital by co‐opting customer competence

Предлагается подход, использование которого поможет предприятиям, уже занимающим определенное положение на рынке, обновлять свой интеллектуальный капитал в реальном режиме времени. Подход основан на внешней оценке компетентности компании, которая дает объективную картину и может помочь фирме сохранять и укреплять свои позиции.

Managing purposeful organizational misfit: Exploring the nature of industry and organizational misfit to enable strategic change

Abstract The article argues that organizations need to seek and effectively manage purposeful ‘misfit’ to traditional industry and organizational norms and behavior, if they are to develop unique new value and enable successful change in highly innovative environments. The complexity and uncertainty of the early 21st century business environment requires fundamental transformation in organizational thinking and practices. The ‘conventional’ competitive advantage envisaged in achieving a continuous ‘fit’ between the organization and the competitive environment, or attaining optimal ‘fit’ between an organizations resources and capabilities and market opportunities, is waning fast due to rapid changes in industry and organizational boundaries. Rather, organizations need to create new customer value and innovation through purposefully becoming a ‘misfit’ to traditional ‘ways of thinking’ and ‘ways of doing business’ in industries and business models, thereby ‘leapfrogging’ competitors instead of just out-competing them. This involves collaboration, experimentation and risk-taking, and ambidextrous managerial capabilities, in the search for application of business practices that transcend traditional industry boundaries and business models. The concept of industry and organizational ‘fit’ is reviewed critically and contested. The paper describes what is meant by creating ‘purposeful misfit’, and identifies five managerial implications in achieving purposeful organizational misfit: balancing the risks of misfit experimentation; co-shaping new value with supply and demand chain members; managing the paradox of fit and misfit simultaneously; implementing a redefined concept of ‘strategic fitness’; and measuring performance through systemic scorecards.

The organizational fitness navigator: enabling and measuring organizational fitness for rapid change

In todays fast-evolving environment, dynamic capabilities for the management of organizational change are regarded as being crucial for business survival and improved performance. Although dynamic organizational capabilities have been receiving intense scrutiny from researchers and practitioners over the past few years, relatively little attention has been directed toward creating a systemic model of dynamic capabilities and toward the question of how to effectively measure what the authors call organizational fitness capabilities. This article builds on the concepts of organizational fitness and its profiling (OFP), and proposes the organizational fitness navigator (OFN) as a systemic model of dynamic organizational capabilities. Part of the OFP model is a systemic scorecard (SCC) as a measurement tool for organizational fitness – in contrast to the well-known balanced scorecard (BSC) – for managing rapid change and improving business performance in increasingly networked environments.

Broad Marketing Implications of Recent Trends in the Multicultural South African Market Environment

This article documents the centrality and importance for marketers of acknowledging and accommodating multicultural consumer market trends in South Africa. Following an overview of recent research in consumer value systems in South Africa, including mega trends shaping the multicultural South African society, a case is made for adopting appropriate paradigms, contextual approaches, and strategies and tactics relevant to multi culturally segmented consumer groups. Further research challenges are outlined.

A Cross-Sectional Analysis of Emerging Markets and Business Strategies in the Multicultural South African Environment

The multicultural South African environment poses significant challenges for South African business organizations. This paper reviews the initial results of a research project in progress, with major objective to analyze and compare emerging South African business strategies in dealing with the complexities of its multicultural environment. A comparative approach by way of cross-sectional corporate case study analyses is being followed.

Developing a Strategic Model for Branding South Africa as an International Tourism Destination, with Special Consideration of Multicultural Factors

Recent developments towards global orientation and communication in both the business and the individual/household sector have had strong impacts on the tourism industry. As traveling becomes easier, faster, better organised and more affordable, the competition among tourism destinations intensifies (Freyer [199S] pp.12–13; WTTC [1996] pp.8–9). More destinations become accessible and comparable in the eyes of the consumer. A high degree of brand parity is the resultant perception (Krippendorf [1987] p.22).When marketing South Africa in markets for long-haul vacations it is important to ensure that tourism will be beneficial for its society. Tourism is a key foreign exchange earner for South Africa, promising a growing potential, while certain other sources of foreign exchange appear to relatively decline or stagnate. South Africa is a relatively new destination for tourism generating countries and therefore still at the beginning of the product life-cycle. If the destination is managed wisely, there is a good opportunity, due to the acknowledged magnificent physical quality of the tourism product, to survive short-term product life-cycles, and endure as a tourism brand.

Community Policing in a Multicultural Community Environment: Marketing Issues for a Police Service, with Specific Reference to South Africa

The South African Police Services (SAPS) is in the process of transformation towards a community policing model. Strategic partnerships between the community, police service, business and other stakeholders are likely to play an important role in this process. This article explores the theories of crime and responses to crime in South Africa, and the philosophy of community policing and the need for marketing skills. The need for both internal and external marketing is emphasized, and the adoption of a political-economy model to underpin a macro-marketing approach to community policing is suggested.

Religious Beliefs and Practices Affecting Marketing by Health Care Organizations in a Multicultural Community: A Preliminary Investigation

Different religious beliefs and practices in multicultural communities could have a considerable effect on health care organizations. It is a fact that many communities are characterized by multicultural and multireligious compositions, especially in certain parts of the world. Health care organizations, such as hospitals, clinics and care centres, have been experiencing increasing demand for differentiated services and related marketing activities, in line with the multireligious demands of their markets. To some extent this matter can be addressed by way of target or niche marketing practices, but in large health care organizations management inevitably has to accommodate various needs due to multicultural differences in religious beliefs and practices.