Katarína Remeňová, Nadežda Jankelová
University of Economics in Bratislava, Faculty of Business Management, Department of Management, Bratislava, Slovakia
DOI: https://doi.org/10.31410/eraz.2018.222

​​ ​​

4th International Conference – ERAZ 2018 – KNOWLEDGE BASED SUSTAINABLE ECONOMIC DEVELOPMENT, Sofia- Bulgaria, June 7, 2018, CONFERENCE PROCEEDINGS published by: Association of Economists and Managers of the Balkans, Belgrade, Serbia;  Faculty of Business Studies, Mediterranean University – Podgorica, Montenegro; University of National and World Economy – Sofia, Bulgaria; Faculty of Commercial and Business Studies – Celje, Slovenia; Faculty of Applied Management, Economics and Finance – Belgrade, Serbia, ISBN 978-86-80194-12-7

Abstract

The revenue model consists of set of revenue streams and depicts how company monetizes its value. The type of revenue model (one stream or multiple streams model) also depends on the nature of the business model. In order to generate sufficient revenue streams, a company have to create an appropriate mix of sales channels and pricing models in relation to the needs of the serving customer segment. The research article monitors the impact of particular business model parameters on the Scope of revenue model (in terms of revenue streams). Examined are parameters such as  ,,Scope of online sales channels“,  ,,Number of off-line channel types“, ,,Scope of key business activities and „Scope of additional business activities“. All variables represent interval data. The results of the linear regression analysis confirmed statistically significant influence of parameters (p value £ .05) – “Scope of Additional Business Activities”, “Scope of Key Business Activities” and “Scope of Off-line Channels” on the Scope of the Revenue model (in this order). Pearson’s R shows a very high dependency between the Scope of Additional Business activities and the Scope of Revenue model, while the model explains up to 93% variability of the dependent variable.

Key words

Revenue model of a winery, Revenue streams, sales channels, pricing model, customer segment

References

  1. Baker, R. (2010). Impelenting Value pricing. A radical business model for Professional firms. New Jersey: Wiley&Son. ISBN 978-0470584613 368
  2. Bednár, R., & Tarišková, N. (2017). Revenue streams as key determinant of scalability of start-up business model. Podnikateľské modely a podnikateľské stratégie startupov III. Bratislava: Vydavateľstvo Ekonóm. ISBN 978-80-225-4457-3
  3. Canzer, B. (2006). E-business:strategic thinking and practise. Cincinnati:  South-Western College Pub. ISBN 978-0618519880.
  4. Escobar, C., & Gil, J. M. (2016). Marketing channels for small wineries: a means-end chain approach, New Medit, 15(4), 33-42.
  5. Gartner,W.B., & Bellamy,M.G. (2010). Enterprise. Mason: South-Western Cengage Learning. ISBN 978-0-324-78533-3
  6. Hrušovská, D., & Štetka, P. (2017). Vzťah medzi celoživotnou hodnotou zákazníka a vernosťou zákazníka. Moderné marketingové prístupy a možnosti merania ich marketingovej výkonnosti 2017. Bratislava: Vydavateľstvo EKONÓM. ISBN 978-80-225-4398-9
  7. Kähkönen, A.K. (2012). Value net – a new business model for food industry? British Food Journal, 114 (5), 681-701. ISSN 0007-070X.
  8. Kehal, H., & SINGH,V.P. (2005). Digital economy. Impacts, Influences and Challenges. Hershey: Idea Group Pub. ISBN 978-1-5914-0363-0
  9. Kintler, J. (2016). Vplyv analýzy hodnotového systému spotrebiteľa na cenotvorbu firmy. Ekonomika, financie a manažment podniku. Bratislava: Vydavateľstvo EKONÓM. ISBN 978-80-225-4280-7
  10. Mahadevan, B. (2000). Business Models for Internet-based e-Commerce: An anatomy, California Management Review, 42 (4), 55-69. ISSN 0008-1256
  11. Osterwalder, A., & Pigneur, Y. (2002). An eBusiness model ontology for modeling eBusiness. Bled 2002 Proceedings, 2. Retrieved from: https://aisel.aisnet.org/bled2002/?utm_source=aisel.aisnet.org%2Fbled2002%2F2&utm_medium=PDF&utm_campaign=PDFCoverPages (13.6.2018)
  12.  Osterwalder, A., & Pigneur, Y. (2010). Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers. Hoboken: John Wiley & Sons ISBN 978-0470-876-41-1
  13. Rappa, M. (2004). The utility business model and the future of computing services. In IBM Systems Journal, 43 (1), 32-43. ISSN 0018-8670
  14. Remeňová, K. (2015). Price differentiation – the efficiency strategy for revenue growth. In Moderné trendy v manažmente a ich uplatňovanie v podnikoch na Slovensku. Bratislava: Vydavateľstvo EKONÓM. ISBN 978-80-225-4165-7
  15. Rogovská, V. (2018). Konkurencieschopnosť slovenského vinárskeho priemyslu v európskom hospodárskom priestore s dôrazom na krajiny Vyšehradskej štvorky, Vedecký časopis Ekonomika poľnohospodárstva,  18 (1), 100-112. ISSN 1338-6336
  16. Weill et al. (2005). Study: Do Some Business Models Perform Better than Others? A Study of the 1000 Largest US Firms. MIT Sloan School of Management, MIT Center for Coordination Science Working Paper No. 226.
  17. Zagoršek, B., Procházková, K., Bednár, R. (2017). Importance of systematic and first mover approach in startups. Vision 2020: sustainable economic development, innovation management and global growth. International business information management association conference (IBIMA). Norristown: International Business Information Management Association. ISBN 978-0-9860419-9-0
  18. Zott, C., Amit, R., & Massa, L. (2011). The business model: recent developments and future research, Journal of management, 37(4), 1019-1042. DOI:10.1177/014920631140626