Table 1 Framework with key... | Emerald Publishing

Table 1

Framework with key considerations for circular business model implementation

Phases	Practices	Actions and questions to consider
PHASE A, designing CBM	Experimenting with diverse circular value logics	Action: Try new circular ideas, align them with resource strategies, and get early feedback for a customer-centric validation: What are the ways to tap into various value logics for circular outcomes? How can we synchronize circular value logics with diverse resource strategies? How can key customers be engaged in the early validation of circular concepts? What approaches can be employed to collect and integrate customer feedback effectively?
	Building competency through digital analytics	Action: Enhance digital skills, apply advanced data analytics for circularity, and foster data-driven decision making: How can organizational competency be developed to enable data-driven decision making for implementing circular offerings? What is the current extent of internal competency required to apply advanced data analytics to drive circularity, or is there a need to seek external expertise from ecosystem partners? How should data analytics strategies be reviewed and updated to drive circularity? How can we encourage employees to use new digital and analytical skills to promote circularity actively – for example, via training programs?
	Revitalizing ecosystem partnership	Action: Restructure existing and onboard new ecosystem partners to support circular goals: Are existing partners prepared to align on joint goals? If not, why not? What initiatives are taken to reconfigure partners? How can the identification and onboarding of new partner be done effectively? To what extent can reconfigured partnerships fill organizational capability gaps and benefit the partners constellation as a whole?
PHASE B, developing CBM	Transforming organizational processes	Action: Revise vision and strategy, implement cross-functional teams for circular transformation: How can the vision and strategy be revised to better align with circularity goals? What new roles and units need to be introduced to reduce silo thinking and foster cross-functional collaboration? What targeted initiatives can be implemented to introduce incremental changes in the existing business model? How can changes in vision contribute to the transformation of organizational processes?
	Orchestrating and aligning ecosystem partners	Action: Revise governance, incentivize transformation, and negotiate revenue sharing for improved ecosystem alignment: How can the governance structure be revised for improved operational processes, roles, and activities? What incentives are planned to drive partner transformation for improved circularity? Which strategies work best for negotiating revenue sharing agreements? To what extent does revenue sharing help to align ecosystem partners?
	Extending circular revenue models	Action: Introduce new revenue streams, emphasize advanced contracts, realign models with ecosystem partners: How can new revenue streams, such as a subscription model, be introduced effectively? What strategies can be used to realign new revenue models with ecosystem partners? What challenges might be encountered while extending circular revenue models and how can they be mitigated? What measures can be taken to ensure the sustainability of these new revenue models?
PHASE C, scaling CBM	Customer and market scaling	Action: Coordinate departments to scale vertically and horizontally by accessing broader markets and extending circular offerings to new segments: How is each department contributing to market expansion efforts for circular offerings? What strategies are in place to identify and reach new customer segments with new or improved circular offerings? What are the potential new markets for novel circular offerings? Which new markets present the best opportunities for introducing novel circular products or services? How can customer data be used to identify opportunities for expanding circular offerings in the marketplace?
PHASE C, scaling CBM	Expanding the CBM through digital technology	Action: Streamline operations with ecosystem partners and enhance marketplace connections through data-driven digital solutions: What digital tools are currently used to streamline operations with ecosystem partners, and how can these be improved? How can data analytics be leveraged to expand marketplace connections effectively? Which digital platforms offer the best integration capabilities for connecting with marketplace stakeholders?

Phases	Practices	Actions and questions to consider
PHASE A, designing CBM	Experimenting with diverse circular value logics	Action: Try new circular ideas, align them with resource strategies, and get early feedback for a customer-centric validation: What are the ways to tap into various value logics for circular outcomes? How can we synchronize circular value logics with diverse resource strategies? How can key customers be engaged in the early validation of circular concepts? What approaches can be employed to collect and integrate customer feedback effectively?
	Building competency through digital analytics	Action: Enhance digital skills, apply advanced data analytics for circularity, and foster data-driven decision making: How can organizational competency be developed to enable data-driven decision making for implementing circular offerings? What is the current extent of internal competency required to apply advanced data analytics to drive circularity, or is there a need to seek external expertise from ecosystem partners? How should data analytics strategies be reviewed and updated to drive circularity? How can we encourage employees to use new digital and analytical skills to promote circularity actively – for example, via training programs?
	Revitalizing ecosystem partnership	Action: Restructure existing and onboard new ecosystem partners to support circular goals: Are existing partners prepared to align on joint goals? If not, why not? What initiatives are taken to reconfigure partners? How can the identification and onboarding of new partner be done effectively? To what extent can reconfigured partnerships fill organizational capability gaps and benefit the partners constellation as a whole?
PHASE B, developing CBM	Transforming organizational processes	Action: Revise vision and strategy, implement cross-functional teams for circular transformation: How can the vision and strategy be revised to better align with circularity goals? What new roles and units need to be introduced to reduce silo thinking and foster cross-functional collaboration? What targeted initiatives can be implemented to introduce incremental changes in the existing business model? How can changes in vision contribute to the transformation of organizational processes?
	Orchestrating and aligning ecosystem partners	Action: Revise governance, incentivize transformation, and negotiate revenue sharing for improved ecosystem alignment: How can the governance structure be revised for improved operational processes, roles, and activities? What incentives are planned to drive partner transformation for improved circularity? Which strategies work best for negotiating revenue sharing agreements? To what extent does revenue sharing help to align ecosystem partners?
	Extending circular revenue models	Action: Introduce new revenue streams, emphasize advanced contracts, realign models with ecosystem partners: How can new revenue streams, such as a subscription model, be introduced effectively? What strategies can be used to realign new revenue models with ecosystem partners? What challenges might be encountered while extending circular revenue models and how can they be mitigated? What measures can be taken to ensure the sustainability of these new revenue models?
PHASE C, scaling CBM	Customer and market scaling	Action: Coordinate departments to scale vertically and horizontally by accessing broader markets and extending circular offerings to new segments: How is each department contributing to market expansion efforts for circular offerings? What strategies are in place to identify and reach new customer segments with new or improved circular offerings? What are the potential new markets for novel circular offerings? Which new markets present the best opportunities for introducing novel circular products or services? How can customer data be used to identify opportunities for expanding circular offerings in the marketplace?
PHASE C, scaling CBM	Expanding the CBM through digital technology	Action: Streamline operations with ecosystem partners and enhance marketplace connections through data-driven digital solutions: What digital tools are currently used to streamline operations with ecosystem partners, and how can these be improved? How can data analytics be leveraged to expand marketplace connections effectively? Which digital platforms offer the best integration capabilities for connecting with marketplace stakeholders?