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  • Mason and Chakrabarti 2016_The Role of Proximity inBus Mod Design at the BoP_Pre-Print

    Rights statement: This is the author’s version of a work that was accepted for publication in Industrial Marketing Management. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in Industrial Marketing Management, 67, 2017 DOI: 10.1016/j.indmarman.2016.08.005

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The role of proximity in business model design: making business models work for those at the bottom of the pyramid

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The role of proximity in business model design : making business models work for those at the bottom of the pyramid. / Mason, Katherine Jane; Chakrabarti, Ronika.

In: Industrial Marketing Management, Vol. 61, 02.2017, p. 67-80.

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@article{c34b6b70855f407c8be81e242beaee19,
title = "The role of proximity in business model design: making business models work for those at the bottom of the pyramid",
abstract = "This paper explores the role of proximity in designing business models that work for those at the BoP. BoP markets represent an extreme setting where actors struggle to access and organise limited resources and develop appropriate socio-economic-political practices. Drawing on Boschma{\textquoteright}s (2005) concept of proximity, we analyse three historical cases of business at the BoP to uncover the spatial-temporal dimensions of business model design in practice. Findings suggest that 1) business model design practices iteratively structure connections with markets and open up new spaces for market activity. This means that business models are necessarily understood as plastic and continuously in-the-making; 2) by taking into account the stability and change of proximity dimensions and the dynamics between them as they relate to business activities, managers are better equipped to identity opportunities that create, shape and connect with markets; and 3) the spatial-temporal dynamic of the business model proximities framework reveals that some proximities strengthen others through time, with negative and positive consequences.",
keywords = "Business Models, Proximity, Situated Practice , Markets , BoP, Bottom-of-the-Pyramid",
author = "Mason, {Katherine Jane} and Ronika Chakrabarti",
note = "This is the author{\textquoteright}s version of a work that was accepted for publication in Industrial Marketing Management. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in Industrial Marketing Management, 67, 2017 DOI: 10.1016/j.indmarman.2016.08.005",
year = "2017",
month = feb,
doi = "10.1016/j.indmarman.2016.08.005",
language = "English",
volume = "61",
pages = "67--80",
journal = "Industrial Marketing Management",
issn = "0019-8501",
publisher = "Elsevier Inc.",

}

RIS

TY - JOUR

T1 - The role of proximity in business model design

T2 - making business models work for those at the bottom of the pyramid

AU - Mason, Katherine Jane

AU - Chakrabarti, Ronika

N1 - This is the author’s version of a work that was accepted for publication in Industrial Marketing Management. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in Industrial Marketing Management, 67, 2017 DOI: 10.1016/j.indmarman.2016.08.005

PY - 2017/2

Y1 - 2017/2

N2 - This paper explores the role of proximity in designing business models that work for those at the BoP. BoP markets represent an extreme setting where actors struggle to access and organise limited resources and develop appropriate socio-economic-political practices. Drawing on Boschma’s (2005) concept of proximity, we analyse three historical cases of business at the BoP to uncover the spatial-temporal dimensions of business model design in practice. Findings suggest that 1) business model design practices iteratively structure connections with markets and open up new spaces for market activity. This means that business models are necessarily understood as plastic and continuously in-the-making; 2) by taking into account the stability and change of proximity dimensions and the dynamics between them as they relate to business activities, managers are better equipped to identity opportunities that create, shape and connect with markets; and 3) the spatial-temporal dynamic of the business model proximities framework reveals that some proximities strengthen others through time, with negative and positive consequences.

AB - This paper explores the role of proximity in designing business models that work for those at the BoP. BoP markets represent an extreme setting where actors struggle to access and organise limited resources and develop appropriate socio-economic-political practices. Drawing on Boschma’s (2005) concept of proximity, we analyse three historical cases of business at the BoP to uncover the spatial-temporal dimensions of business model design in practice. Findings suggest that 1) business model design practices iteratively structure connections with markets and open up new spaces for market activity. This means that business models are necessarily understood as plastic and continuously in-the-making; 2) by taking into account the stability and change of proximity dimensions and the dynamics between them as they relate to business activities, managers are better equipped to identity opportunities that create, shape and connect with markets; and 3) the spatial-temporal dynamic of the business model proximities framework reveals that some proximities strengthen others through time, with negative and positive consequences.

KW - Business Models

KW - Proximity

KW - Situated Practice

KW - Markets

KW - BoP

KW - Bottom-of-the-Pyramid

U2 - 10.1016/j.indmarman.2016.08.005

DO - 10.1016/j.indmarman.2016.08.005

M3 - Journal article

VL - 61

SP - 67

EP - 80

JO - Industrial Marketing Management

JF - Industrial Marketing Management

SN - 0019-8501

ER -