کاربست رویکرد کارآفرینانه در ایجاد مدل کسب و کارهای تأمین انرژی مطالعه موردی؛ بازار بین المللی گاز
محورهای موضوعی : مدیریت صنعتیامیرهوشنگ کرمی 1 , سید مجتبی سجادی 2 * , سید رضا حجازی 3 , عسگر خادم وطنی 4
1 - دانشگاه آزاد اسلامی قزوین
2 - دانشگاه تهران
3 - دانشگاه صنعتی شریف
4 - دانشگاه صنعت نفت
کلید واژه: مدل کسب و کار بازاریابی کارآفرینانه بازار بین المللی انرژی گازطبیعی جمعیت محروم از انرژی,
چکیده مقاله :
پایداری عرضه و تامین انرژی در جهان بستگی به کیفیت بهره برداری ازآن، برنامه ریزی مطلوب و استراتژی های استفاده ازآن دارد. یکی از مهمترین منابع پاک، ارزان وقابل دسترس انرژی، گازطبیعی می باشد. درحالیکه تولید این منبع توسط کشورهای تولید کننده از جمله ایران به طور مرتب (حدود 4 درصد سالانه ) وبیش از 30 میلیون تن در سال در حال رشد است؛ اما "جامعه ی محروم از انرژی " واقعیت انکار ناپذیری است که گریبانگیر میلیاردها نفر از ساکنان کره زمین بوده که از دستیابی به انرژی سالم و پاک بی بهره اند. به عبارت دقیق تر حدود 3 میلیارد نفر از ساکنان کره زمین به انرژی پاک و پایدار دسترسی ندارند. از منظر اقتصادی، در صورت برنامه ریزی مناسب و بهره گیری از مدل های مناسب کسب و کار، عرضه و تقاضای گاز ضمن رسیدن به نقطه تعادلی بهینه، با وجود جریانات ورودی نقدی و گردش مالی بهتر، ازوضعیت پایدارتری در بلند مدت برخوردار خواهد شد. ازطرفی بخش عظیمی از معضلات و آسیب های اجتماعی، اقتصادی و مسائل مربوط به محیط زیست نیز که امروزه از ناحیه سوء مصرف منابع طبیعی انرژی ، مبتلابه جوامع مختلف است؛ کشورهای صادر کننده گاز را ناگزیر از اندیشیدن ویافتن مدل های نوآورانه کسب وکار برای غلبه بر چنین مشکلاتی می نماید. بدون تردید یکی از رویکردهای کارآمد که باعث اثرگذاری کارآمد صادرکنندگان انرژی بر بازارهای هدف و توسعه بازار پایدارمیشود؛ بازاریابی کارآفرینانه وکاربست آن در قالب مدل های جدید کسب و کار است. دراین پژوهش تلاش شده است تا با نگرش کارآفرینانه و نگاهی نوآورانه و نقادانه به مبانی بازاریابی کلاسیک (مانند ترکیب 4P ) برای بازار گاز، با بهره گیری از روش های کاربردی برآمده از مطالعات موردی و منابع آنلاین از جمله وب سایت شرکتها شامل تجزیه و تحلیل محتوا و انجام تجزیه و تحلیل متقاطع، به درک شباهت ها و تفاوت های مدل های کسب و کار انتخاب شده دست یافت. سپس برمبنای یافته های کلی ومقایسه آنها وبا توجه به نتایج به دست آمده ، ویژگی های کلیدی مدل های مناسب برای کسب و کارهای تامین وعرضه انرژی را ارائه نمود. تجزیه و تحلیل داده های ذکر شده منجر به معرفی مبانی ایجاد مدل کسب و کار برای پاسخگویی به نیازهای پایه ودسترسی جامعه محروم از انرژی خواهد بود که به نوبه خود رونق و گشایش دربازار بزرگ و بکر اقتصادی- اجتماعی رابه ارمغان خواهد آورد.
Sustainability of energy supplying in the world depends on the quality of its utilization, optimal planning and usage strategies. One of the most important sources of clean, inexpensive and affordable energy is Natural Gas. While production of this source by producer countries, such as Iran, is constantly increasing (about 4 percent annually) and more than 30 million tons per year, but the "Energy Deprived Population" is an undeniable fact that has hit billions of inhabitants the planet does not have access to safe and clean energy. Precisely, about 3 billion people in the world do not have access to clean and sustainable energy. From the economic point of view, in case of proper planning and applying the appropriate Business Models, gas supply and demand, while achieving the optimal balance point, will have a more stable status in the long run, despite better cash flow and turnover. On the other hand, a large part of the social, economic and environmental problems which are caused by the abuse of natural resources of energy in various societies; enforces the Gas exporting countries to think and find innovative Business Models to overcome such issues. Undoubtedly, one effective approach that effectively affects the energy exporters on target markets and will able them to develop the market is Entrepreneurial Marketing and its application in new Business Models. In this research, has been attempted based on entrepreneurial approach, innovative and critical attitude at classical marketing (such as 4Ps) for the Gas market, thru applied methods from case studies, online resources, and companies website, by content and cross-sectional analysis have grasped the similarities and differences between selected Business Models. Then based on the overall findings and their comparison, the key features for the Business Models of energy market were presented. Analyzing of the above data has led to introduce the foundations for creating a Business Model to meet the basic needs of a deprived energy community, which will bring prosperity for the target population and open a large and untapped socioeconomic market for the energy exporters.
1. Andersson, S. and Tell, J. (2009), “The relationship between the manager and growth in small firms”, Journal of Small Business and Enterprise Development, Vol. 16, No. 4, pp. 586-598.
2. Annual Energy Outlook 2017, www.eia.gov.
3. Armstrong, M. (2006), A Handbook of Human Resource Management Practice, Kogan Page, London.
4. Ashden (2010) D.Light Design, India and Global [online] http://www.ashden.org/ files/reports/D.light%20case%20study.pdfon (accessed 8 January 2013).
5. Ashden (2011) Husk Power Systems India [online]http://www.ashden.org/files/Husk%20winner.pdf (accessed 8 January 2013).
6. Berthon, P., Ewing, M.T. and Napoli, J. (2008), “Brand Management in Small to MediumSized.
7. BP energy anuual report 2016, for a secure, affordable and sustainable energy future, www.bp.com.
8. BP energy outlook 2016, www.bp.com.
9. BP Statistical Review of World Energy June 2017, www.bp.com.
10. Bower, J.L., Christensen, C.M., 1995. Disruptive technologies: catching the wave. Harvard Business Review, January/February 1995, 43–53.
11. Chaskis, R.J., Brown, P., Venkatesh, S. and Vidal, A. (2001) Building Community Capacity, Aldine Transaction, NJ.
12. Chesbrough, H., 2007. Business model innovation: it's not just about technology anymore. Strategy and Leadership 35 (6), 12–17.
13. Chesbrough, H., 2010. Business model innovation: opportunities and barriers. Long Range Planning 43, 354–363.
14. Chen, S. and Ravallion, M. (2001) ‘How did the world’s poorest fare in the 1990s?’, Review of Income and Wealth, International Association for Research in Income and Wealth, Vol. 47, No. 3, pp.283–300.
15. Christensen, C.M., Bower, J.L., 1996. Customer power, strategic investment, and the failure of leading firms. Strategic Management Journal 17 (3), 197–218.
16. Christensen, C.M., 2006. The ongoing process of building a theory of disruption. Journal of Product Innovation Management 23, 39–55.
17. Daniela,I., Entrepreneurial Marketing: A New Approach For Challenging Times, Management & Marketing Challenges for the Knowledge Society (2012) Vol. 7, No. 1, pp. 131-150.
18. Duncan, R.B., 1976. The ambidextrous organization: design dual structures for innovation. In: Kilmann, R.H., Pondy, L.R., Slevin, D.P. (Eds.), the Management of Organization Design 1. Strategies and Implementation. North-Holland, New-York, pp. 167–188.
19. Eisenhardt, K.M., 1989. Building theories from case study research. Acad. Manag.Rev. 14 (4), 532e550.
20. Enterprises” Journal of Small Business Management, Vol. 46, No. 1, pp. 27-4.
21. Hammond, A., Kramer, W.J., Tran, J. and Katz, R. (2007) The Next 4 Billion – Market Size and Business Strategy at the Base of the Pyramid, World Resources Institute, Washington, DC [online] http://www.wri.org/publication/the-next-4-billion (accessed 7 January 2013).
22. Hansen, E.G., Große-Dunker, F., Reichwald, R., 2009. Sustainability Innovation Cube —A framework to evaluate sustainability-oriented innovations. International Journal of Innovation Management 13 (4), 683–713.
23. Hart, S.L. and London, T. (2005) ‘developing native capability: what multinational corporations can learn from the base of the pyramid?’ Stanford Social Innovation Review, Vol. 3, No. 2, pp.28–33.
24. Hart, S.L. and Sharma, S. (2004) ‘Engaging fringe stakeholders for competitive imagination’, Academy of Management Executive, Vol. 18, No. 1, pp.7–18.
25. Haub, C. and Sharma, O.P. (2010) what is Poverty Really? The Case of India [online] http://www.prb.org/Articles/2010/indiapoverty.aspx (accessed 26 January 2012).
26. Helms, Thorsten(2015) Cleaner and Less Energy –Investment and Business Model Dynamics in the Energy Transition Context,Dissertation of the University of St. Gallen,School of Management,Economics, Law, Social Sciences and International Affairs to obtain the title of Doctor of Philosophy in Management.
27. IEA (2017) World Energy Outlook 2017 [online] http://www.worldenergyoutlook.org/ publications/weo-2017.
28. IFMR (2009) Power to the People [online] http://www.wri.org/publication/power-to-the-people (accessed 12 January 2013).
29. IFMR (2011) The Base of Pyramid Distribution Challenge [online] http://cdf.ifmr.ac.in/? Publication=the-base-of-pyramid-distribution-challenge (accessed 12 January 2013).
30. Global gas report 2018, World Gas Conference 2018, IGU.
31. Karnani, A. (2007) ‘Mirage of marketing to the bottom of the pyramid: how the private sector can help alleviate poverty’, California Management Review, Vol. 49, No. 4, pp.90–111.
32. London, T. (2008) ‘the base-of-the-pyramid perspective: a new approach to poverty alleviation’, in Solomon, G.T. (Ed.): Proceedings of the Academy of Management Meeting. Miles, M.B. and Huberman, A.M. (1994) ‘Data management and analysis methods’, in Denzin, N.K. and Lincoln, Y.S. (Eds.): Handbook of Qualitative Research, Sage Publications, London.
33. McGrath, R.G., 2010. Business models: a discovery driven approach. Long Range Planning 43 (2-3), 247–261.
34. Medium-Term Gas Market Report 2016, International Energy Agency.
35. Michael H. Morris, the Emergence of Entrepreneurial Marketing: Nature and Meaning, University of Hawaii (2001).
36. Michael Morris, Minet Schindehutte, Jeffrey Allen, The entrepreneur’s business model: toward a unified perspective, Journal of Business Research 58 (2005) 726– 735.
37. Miller, D. (1996) ‘Commentary: the embeddedness of corporate strategy: isomorphism vs. differentiation’, in Baum, J.A.C. and Dutton, J.E. (Eds.): Advances in Strategic Management, JAI Press, Greenwich, CT.
38. Morris, M.H., Schindehutte, M. and LaForge, R.W. (2002), “Entrepreneurial marketing: a construct for integrating emerging entrepreneurship and marketing perspectives”, Journal of Marketing Theory and Practice, Vol. 10, No. 4, pp. 1-19.
39. Mukherji, S. (2011) SELCO: Bringing Sunlight to Rural India, GIM Case Study No. B091, UNDP, NY [online] http://cases.growinginclusivemarkets.org/documents/81 (accessed 8 January 2013).
40. Oliver D. Integrated Business Model, (2015).
41. Oliver Schuster, Christine Falkenreck, Ralf Wagner, Entrepreneurial Marketing in the Last Decade – A Literature Review, 2015.
42. Osterwalder, A. and Pigneur, Y. (2010) Business Model Generation, John Wiley & Sons, New Jersey.
43. Porter, M.E. and Kramer, M.R. (2011) Creating Shared Value – How to Reinvent Capitalism and Unleash a Wave of Innovation and Growth, Harvard Business School.
44. Prahalad, C.K. (2004) the Fortune at the Bottom of the Pyramid: Eradicating Poverty through Profits, Pearson Education, and Upper Saddle River, NJ.
45. Raisch, S., Birkinshaw, J., Probst, G., Tushman, M.L., 2009. Organizational ambidex-terity: balancing exploitation and exploration for sustained performance. Organization Science 20 (4), 685–695.
46. Saebi, T., Nicolai J. Foss. (2016) Fifteen Years of Research on Business Model Innovation: How Far Have We Come, and Where Should We Go? Journal of Management Vol. 43 No. 1, January 2017 200–227.
47. Samuel S. Holloway, the Role of Business Model Innovation in the Emergence of Markets: AMissing Dimension of Entrepreneurial Strategy? Journal of Strategic Innovation and Sustainability vol. 6(4) 2010.
48. Silverman, D., 2009. Doing Qualitative Research: A Practical Handbook, 3rd ed. Sage, London.
49. Simanis, E. and Hart, S.L. (2009) ‘Innovation from the inside out’, MIT Sloan Management Review, Vol. 50, No. 4, pp.77–86.
50. Sosna, M., Trevinyo-Rodriguez, R.N., Velamuri, S.R., 2010. Business model innova-tion through trail-and-error learning. Long Range Planning 43 (2-3), 383–407.
51. Teece, D.J., 2010. Business models, business strategy and innovation. Long. Range Plan. 43 (2e3), 172e194.
52. Tushman, M.L., Andersen, P., 1986. Technological discontinuities and organizational environments. Administrative Science Quarterly 31 (3), 439–465.
53. Tushman, M.L., O’Reilly, C.A., 1996. Ambidextrous organizations: Managing evolu-tionary and revolutionary change. California Management Review 38 (4), 8–30.
54. Viswanathan, M., Seth, A., Gau, R. and Chaturvedi, A. (2007) ‘Doing well by doing good: pursuing commercial success by internalizing social good in subsistence markets’, Paper presented at Best Paper Proceedings of the Annual Meeting of the Academy of Management, Philadelphia, USA.
55. World LPG Market Outlook, www.purvingertz.com.
56. Www.nioc.ir.
57. Www.nigc.ir.
58. Yang, M., & Gabrielsson, P., Entrepreneurialmarketing of international high-tech business-to-business new ventures: A decision-making process perspective, Industrial Marketing Management (2017), http://dx.doi.org/10.1016/j.indmarman.2017.01.007.
59. Yin, R.K. (1981) ‘the case study crisis: some answers’, Administrative Science Quarterly, Vol. 26, No. 1, pp.58–65.
60. Yin, R.K. (2009) Case Study Research: Design and Methods, 4th ed., Sage Publications, California.