Sustainable Business Model (SBM) has been accepted as a unit of analysis to identify business rationales, structures, tools and “sustainable mindset” (Stubbs & Cocklin, 2008, p.123) that could contribute positively in... [ view full abstract ]
Sustainable Business Model (SBM) has been accepted as a unit of analysis to identify business rationales, structures, tools and “sustainable mindset” (Stubbs & Cocklin, 2008, p.123) that could contribute positively in “improving the quality of life” (Hellstrom et al., p. 2015). Through SBM design and innovation firms may create, deliver and capture value by contributing to the development of the natural environment, human society and economy (Boons and Lüdeke-Freund, 2011; Boons et al., 2013). The SBM value proposition should reflect a business-society dialog which balances economic, ecological and social needs engaging a variety of stakeholders –i.e. suppliers, customers, communities, shareholders, employees and government- into a relationship of mutual need and expectations recognition (Boons & Lüdeke-Freund, 2013, Matos & Silvestre, 2013). To facilitate sustainable business modelling and innovation Bocken et al. (2013) propose a value mapping tool “which introduces three forms of value (value captured, missed/destroyed or wasted, and opportunity) and four major stakeholder groups (environment, society, customer, and network actors)” (Bocken et al., 2013, p.482). This paper focuses in analyzing the business model of Runa Group (a hybrid organization) (www.runa.org) which has developed the guayusa (an ancient Amazonian plant) value chain, engaging with the local Kichwa farmers and communities, the Ecuadorian Government and a variety of international stakeholders (ONG’s, mission brand shareholders, Hollywood celebrities, and commercial partners), launching a new category of organic and natural teas and energy drinks into the USA market. Based on the application of the value mapping tool, our main research questions are: What are the types of value that can be identified in a SBM? What are the challenges of sustainable business modelling? Using a single case study methodology, we investigate the “phenomenon in depth, within its real-life context” (Yin, 2009: 14) considering that “the object of study is a specific, unique, bounded system” (Stake, 2008: 443). Our preliminary findings relate to: (1) mapping the SBM value emphasizing the current value proposition, the value missed and destroyed, and the opportunities for value creation; (2) understanding the positive and negative outcomes of the value proposition and the conflicting values from different stakeholders points of view; (3) identifying the main challenges that sustainable business modelling poses as well as the opportunities for business modeling redesign and stakeholders' realignment to better suit the sustainability vision.
Keywords: value mapping tool; stakeholder analysis; sustainable business models; value creation; Latin America enterprises
