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Introduction
A business model is a complex process or rationale that an organization uses for producing and marketing of finished goods to its customers. Companies tend to revolutionize their strategies by monitoring the economic, political, cultural, legal, and social recorded in the external environment. This paper gives a detailed analysis of the implementation of additional business models in the manufacturing industry.
Business Models Implementation
The ultimate aim of any business idea is to maximize shareholder value through continuous innovation and focus on customers demands. The established operational model dictates the gains and results recorded within the shortest time possible. However, the strategy might become unsustainable due to a number of factors, including changing consumer needs and technological developments (Slávik, 2019). A business owner or a manager should be aware of such possible changes in order to decide or select the most appropriate model. The outlined organizational aims and competition levels can inform or guide the nature or speed at which the leaders implement the model.
Managers will apply their skills to execute the suggested model using the best change theory. Before introducing the idea, they can educate all employees about the proposed strategies and how they can add value to the business (Yuliansyah, Gurd, & Mohamed, 2017). The key stakeholders need to identify the existing challenges that might be affecting the manufacturing process (Yi, Park, & Kim, 2019). This initiative will set the stage for the effective implementation of the model. The process needs continuous monitoring until it can transform the level of productivity. The provision of adequate resources and resolution of emerging barriers are evidence-based practices for supporting the intended model.
Leadership remains critical throughout every business model implementation process. Competent managers apply their skills to identify potential barriers to performance and employee involvement. They will apply their competencies to train and empower different stakeholders until the model becomes part of the organization (Lemus-Aguilar, Morales-Alonso, Ramirez-Portilla, & Hidalgo, 2019). Leaders will also have to guide all individuals to embrace the concept of accountability. They will focus on the anticipated aims and practices that can improve performance. Those involved can alter the existing culture and structure to align with the specific business model (Batocchio, Ghezzi, & Rangone, 2016). The purpose of such an initiative is to minimize possible barriers that can disorient the effectiveness of the intended model.
Another crucial issue for leaders to take seriously when planning to design and implement a new manufacturing model is the ability to redefine job descriptions and activities. They will examine the competencies of the current workers and consider whether there is a need to employ new ones. They can create organizational charts to inform the activities that different workers need to complete. The involvement and contributions of all key stakeholders will ensure that possible obstacles are identified and resolved in a timely manner (Batocchio, Ghezzi, & Rangone, 2016). Managers can embrace the power of modern technologies and integrate them to streamline the business model implementation process.
Conclusion
The above discussion has identified business model implementation as a critical strategy for improving competitiveness and streamlining operations in the manufacturing sector. Such a process needs to embrace the power of different change theories depending on the responsiveness of the followers. The inclusion of key stakeholders, provision of proper guidelines and leadership, and the presentation of emerging technologies are some of the evidence-based ideas for launching such models successfully. When all individuals collaborate, chances of recording positive results will increase significantly. In conclusion, the consideration of the above attributes will ensure that firms implement new business models effectively and eventually become more profitable.
References
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Batocchio, A., Ghezzi, A., & Rangone, A. (2016). A method for evaluating business models implementation process. Business Process Management in Journal, 22(4), 712-735.
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Lemus-Aguilar, I., Morales-Alonso, G., Ramirez-Portilla, A., & Hidalgo, A. (2019). Sustainable business models through the lens of organizational design: A systematic literature review. Sustainability, 11(19), 5379-5398. doi:10.3390/su11195379
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Slávik, S. (2019). The business model of start-upstructure and consequences. Administrative Sciences, 9, 69-91. doi:10.3390/admsci9030069
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Yi, H. K., Park, S., & Kim, J. (2019). The effects of business strategy and inventory on the relationship between sales manipulation and future profitability. Sustainability, 11(8), 2377-2394. doi:10.3390/su11082377
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Yuliansyah, Y., Gurd, B., & Mohamed, F. (2017). The significant of business strategy in improving organizational performance. Humanomics, 33(10), 56-74. doi:10.1108/H-06-2016-0049
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