MGMT20132 Essay On Innovation And Sustainable Business Development.

Business models created on an international or any local platform choosing specific media to explore and simultaneously promote the structures, goals and development processes of an organization in concern, solely to acquire social, financial and cultural grandeur. The business models constructed enables an insight to the organization’s set methodologies, customer base, management strategies, structural-strength, inbound and outbound sourcing opportunities and adaptations (Amit & Zott, 2012). Based on precise literature reviews, providing variant formal and informal approaches of the models, distinctively elaborating on the utilization of the same for commercial benefits are studied to evaluate the importance of the relevant innovation. Directions for improvisations necessary for an entrepreneur built or for the management department of any organization, can be achieved through these ((Zeleti, Ojo & Curry, 2016). This essay concentrates on highlighting the concepts, impacts and importance of business models, in reference to e-business arch-types, active business system and cost or revenue model for sustainable stature.

Emphasizing on the importance and impacts of the three business models in concern is the next topic of section-discussion. Firstly, elaborating the E-business model calls for a brief insight to the procedures involved with this (Zeleti, Ojo & Curry, 2016). This venture solely sets its expansion plan via internet. The various aspects of a venture inclusive of purchase, supply chain, promotional events and services concerning a product, for the existing and potential customer base are the prime aims. Payment methods, production management and business partnerships are the additional area of attention (Gloor, 2012). The model in this category of business concept visualizes the basic or the prime implications and simultaneously the investment and profit it generates in sales. A brief review on the set attributes of the model is presented in the upcoming section.

Value-Proposition: this component of the model enables an access to the customer-benefit measures through the service provided. Revenue-Arch: calculates the profit generation for an organization (Dudin et al., 2015). Brand-Position: charts the competencies and response from the customer base. Competitor Analysis: enlists the contemporaries, highlighting the major limitations and advantages. Venturing-Advancement: sets the strategy to attract and develop the fan-base and finally, Managerial-Conducts: enforces strategies for sustainable growth of the organization.

Next in briefing process, is the active-system business model based on literature reviews on business models enacting on interdependent decisions that overcome the existing challenges by analyzing the present potentials of the venture to improve in market positioning and later partnerships (Kiel, 2014). Simulation relative to the business plans help in structuring innovative procedures and improvised categories (Gloor, 2012). Prior to enactment of any managerial implication, this field provides an insight to any potential risk oriented with decided methodology. It offers a reality check, by highlighting possible or existing uncertainties revolving around propositions. Relevant analysis suggests setting two parameters involving the structure and themes for the foundation, sighting resources for revenue generation of the organization (Muhtaroglu et al., 2013).

Revenue/ Cost archetype in business is a modeled strategy towards sustainable growth of a venture (Dudin et al., 2015). This model focuses on the strategic marketing procedures, enabling sales-increment by amalgamating variant channels, audiences, the commodity and programs and campaigning towards promotions to expand in a wider form. This also enforces attention towards technological improvements involving the overall performance (Goiri, Guitart & Torres, 2012).

A business model as a prime priority promotes transparency and capabilities revolving the invested venture, much necessary for an establishment. This at first manages to simplify a situation to provide clarity to the necessary business plan to achieve the objectives (Bohnsack, Pinkse & Kolk, 2014). This is a charted display to provide certain methodologies as solutions.  Networking improvisations aims to disintegrate a dynamic challenge into categories of static limitations and optimization of performances in accordance (Kiel, 2014). The evaluations provided through this help us discover the suitability of the proposed ideas for the venture.

The prime activities of a model can be segmented into slots primary and secondary. Former slot focuses on the development of the commodity, while the latter accentuates improvisations. The core attention lies on sales and production alongside evaluating the necessity for outsourcing facilities inclusive of technical development, codes of policies; not having a direct impact on the sales generation but still a has a vital role to pay for further growths and inventions in a venture (Macchion, Fornasiero & Vinelli, 2017). The maximum possible investment is coated initially and then forwarding to the two segmented sections, first one focusing on the cost-control and hence minimizing the capital figure while the other attentive towards value-generation. Most organizations are recorded to lie between these extremities. Developing ventures consider reconfiguration of models enforcing better communication with the customer base, as a prime example is social-marketing spreading widely with a providence of witness to a developing brand-positioning (Muhtaroglu et al., 2013). Developing business models prove to be beneficial for organizations for sustainable growth (Bohnsack, Pinkse & Kolk, 2014).

Fluctuations relative to modern economy and society, the organization strategy is volatile (Goiri, Guitart & Torres, 2012). Uncertainty and risk intuitions constrict the innovations in a field, yet inventions and transformations are the essential base points to build a market position, satisfying the demands from the customers (Amit & Zott, 2012). Brands experimenting with their traditional approach and production plans are evidently observed to gain a hiked remuneration compared to stagnant contemporaries in the market. Consistency in brand positioning needs a consistency towards the attitude to innovate rather to earn an evaluated profit. Collaborating with dynamic partners determines a wider range of opportunities and benefits, with the need to revise traditions.

Ray-Ban is a brand of sunglasses founded by Bausch and Lomb in 1937 ("Ray-Ban", 2017). In 1999, the brand is bought by Italian eyewear company Luxottica, due to its market loss and chaos in business (Macchion, Fornasiero & Vinelli, 2017). After that, the brand made a heavy comeback and generated 252 million Euros in 2000. Today, Ray-Ban owns 5% of global market of eye-wear and one of the largest brands of sunglasses.

In 1930s, anti-glare sunglasses were the first approach of Ray-Ban as it became very necessary for US military aircraft pilots. Two models Aviator and Shooter were launched back to back (Black, 2013). These two models were designed with metal frame, green and yellow lens and ‘cigarette-holder’ middle circle.

In 1940s, Ray-Ban brought gradient mirror lens with coated upper lens and uncoated lower lens for eye protection as well as clear view. The main reason was, these military sunglasses were getting popular within common people.

In 1950s, Wayfarer model was introduced by Ray-Ban, influenced by the impact of Hollywood. Gold or silver frame, use of horizontal banding at nose bridge, front corners and ear stems were some special features of this model.

In 1960s, the brand had undergone a massive reconfiguration and expanded its catalogue from thirty to fifty models. Styles for men, women and children were separated as per market demand. New models Olympian I and II were launched.

In 1970s, integration of technology and different development perspectives led some major innovations in Ray-Ban sunglasses like mountaineering glasses along with side shields of leather and mirrored lens.

In 1980s, arcade gaming became another criteria for sunglass design.

In 1990s, the popularity and profitability of this brand had been reduced extremely. Luxottica bought the brand at the cost of $ 640 million. Different marketing strategies like using convenience stores and gas-stations as fundamental outlets had been completely changed for growth of the band.

In 2000s, business model of Ray-Ban had undergone several changes and as a result it had risen to more than 27% of total company sales, in 2014. Prescription and junior lenses had been introduced. In 2007, NEVER HIDE campaign had been launched for publicity. Ray-Ban Tech Carbon Fiber collection was the biggest example of remodelling and integration of technology.

From 2010 and onwards, different colors of lens, use of improved titanium alloy were the latest innovations of Ray-Ban (Black, 2013). Integrating new technologies, reconfiguring business value chains the brand is progressing continuously.

As a result, on analysis it is witnessed that business models provide medium for communicating the plans and ideas revolving the business development, providing strategic methods for attainment of goals with clarity to set the foundation as grandeur. This basically is a documented format in relevance with the evaluations and propositions set utilizing technical support, conceptualizations towards financial scopes and workforce, determined enough to follow up with strategies.