A Business Model Archetype Suitable for Both Non-profit-making and Profit-making Organizations| Chapter 1 | Current Topics on Business, Economics and Finance Vol. 7

 The aim concerning this chapter is to suggest a business model original suitable for both non-financial and profit-making arrangements, given that business models are evenly useful in the establishment, development, and analysis of non-profit institutions. Many innovative approaches may cause delivering sustainability through trade models, but have not been composed under a unifying theme of trade model innovation. Sustainable trade model archetypes are introduced to describe groupings of devices and solutions that concede possibility contribute to building up killing model for sustainability.Consequently, the definitions and archetypes of business models proposed in the surviving literature have focused on predominantly profit-making institutions. There is a genuine need for original models for nonprofits because such organisations are complicated in both national and all-encompassing economic government. With this in mind, the paper reframes business models using a non-progressive lens and desires a new archetype that can be used universally to all organisations, either they are for-profit, non-profit, public, or private. A “hybrid” archetype is grown, synthesizing existing trade model archetypes while extending their reach to better adopt the overarching core sense of organizations, indicating the political mandate of not-for-profit systems and the business remit of firms. Business models are chiefly crafted and secondhand internally by organizations as finishes to establish or guide bureaucracy through their establishment and evolution, as they “determine a powerful way for managements to analyze and correspond their strategic choices”. The projected archetype's lawfulness is examined in two international not-for-profit organisations, and it is erect to be a useful abstract framework for understanding by means of what they make decisions and plan policies.  Furthermore, the experiment process demonstrates that business models, when conceived externally and retrospectively, can be evenly well used in retrospect as organizational analysis forms, possibly together with other forms.

Author(s) Details:

Helen Kavvadia,
Institute of Political Science, University of Luxembourg, 11, Porte des Sciences, L-4366 Esch-sur-Alzette, Luxembourg.

Please see the link here: https://stm.bookpi.org/CTBEF-V7/article/view/10931