THE BUSINESS MODEL, THE SILENT RULER OF DESIGN LOGIC
Paper in proceedings, 2013

In a traditional linear business model (LBM), focus is on maximization of a product’s value at point of sale (POS) and devaluation towards obsolescence, creating a path dependency towards faster replacement cycles to retain sales volumes. Resulting in increasing volumes of waste and pollution from products being disposed of, with low incentives or possibilities for recovery by e.g. reuse and remanufacturing. Based on a case study of a bicycle manufacturing SME, using an interventionist research setting, findings are that a business model change affects the existing design logic quite effectively. It seems that the business model is conditioning the decision logic of senior management and has to be addressed first in firms that want to make significant ecosustainability improvements.

Product recovery

Product Service Systems

Planned obsolescence

Circular business models

Author

Thomas Nyström

Chalmers, Product and Production Development, Design and Human Factors

Mats Williander

Chalmers, Technology Management and Economics, Entrepreneurship and Strategy

6th International Conference on Life Cycle Management – LCM 2013

4-

Driving Forces

Sustainable development

Innovation and entrepreneurship

Areas of Advance

Transport

Production

Energy

Materials Science

Subject Categories

Design

Other Engineering and Technologies not elsewhere specified

Environmental Management

Economics and Business

Business Administration

More information

Created

10/6/2017