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The impact of the pandemic on the functioning of business models with an example of selected family businesses

Ociepa-Kubicka Agnieszka

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

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2022

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z. 158

461--472

EN

Purpose: The purpose of the study was to indicate the impact of the COVID-19 pandemic on the functioning of business models of selected companies. The analysis of the operation and direction of changes in the business model was carried out with an example of two family businesses. Conducting research on the impact of the COVID-19 pandemic on the change in business models of companies is important due to the fact that the pandemic forced changes in the operation of many plants, which could affect the functioning of the business models adopted so far. For entrepreneurs, it is important to indicate how to modify and create business models that will work in different conditions. A good business model concept not only allows the company to gain better insight into its own business, but also allows for improvements and innovations. Design/methodology/approach: Business model analysis is based on one of the most popular business model templates, which is the Business Model Canvas. Changes in the functioning of the business model before the pandemic in 2018 and in 2021 were assessed. Nine elements of the business model were analysed, i.e. customer segments, value proposition, channels/communication, distribution, sales, customer relations, revenue streams, key resources, key activities, key partners, cost structure. The analysis was based on literature studies on the subject discussed and on the basis of data obtained during interviews with business owners. Findings: When analysing the examples of companies and their business model, it can be concluded that the changes in the elements of the business models of the surveyed enterprises were both quantitative and qualitative. Companies have made the most changes in the following elements: key resources, key activities, key partners, cost structure. Other elements included in the Business canvas model have only partially changed, such as customer relations. During the pandemic, another important aspect was noticed in companies, related closely to employees. The lack of an employee due to illness or the lack of a replacement for such an employee generated big problems, confusion at the level of customer relations, customer contacts, contacts with partners, timeliness of production and delivery, etc. The author proposed modifications to the existing BUSINESS CANVAS MODEL by adding the “employees” element. An analysis of this additional element in the model already at the stage of creating a business model can help new companies build a stable business model that will work in difficult situations. In crisis situations, such as the Covid-19 pandemic, employers should quickly plan the division of responsibilities in accordance with the principles of safety and prevention of infection, and make efforts to restore a normal, healthy rhythm of their company as soon as possible. Therefore, it is necessary to develop and implement new strategies and additional activities to ensure the safety and productivity of people and thus build a business-resilient company. Practical implications: Implementation of a new business model modified by the author of the publication will help new companies build a stable business model that will work in difficult situations such as the pandemic. Originality/value: The research is aimed primarily at owners of family businesses. The added value to the article is an attempt to identify elements of the business model that should be paid special attention to when creating new business models. The operation of business models during the pandemic requires a broader analysis and the presented research results contribute to reducing the cognitive gap in this area. Analysis of business models of the sample companies may constitute an introduction to broader research on the creation of innovative business models that will be able to work in the rapidly changing conditions of the company's environment.

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Pro-innovative perception of environment in family businesses

Głód Grzegorz, Swałek Aleksandra

Organizacja i Zarządzanie : kwartalnik naukowy

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2021

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nr 1

5--16

EN

Introduction/background: Family businesses play a very important role in modern economic processes around the world in both developed and developing countries. Family companies are currently experiencing higher and more complicated requirements, which are directed to them from the environment. The increase in the above requirements is a derivative of the increasing variability of this environment, but also of the fact that the set of people, entities, and often social groups interested in the activities of a given business that has been expanded.Aim of the paper: The aim of this paper is to characterize the process of perception of the environment of companies and to identify pro-innovation perception of the environment in family firms on the basis of Oslo Manual 2018 guidelines. Materials and methods: This research is a part of a project carried out in the Department of Entrepreneurship and Competitiveness of family and non-family businesses – a comparative analysis in selected areas. Stage II. Innovation: family and non-family businesses in Poland based on methodological assumptions of Oslo Manual. The survey was conducted from June to August 2020 by the Center for Research and Knowledge Transfer of the University of Economics in Katowice. Results and conclusions: The presented results of empirical research indicate selected areas of perception of the environment in innovation processes from the perspective of family firms. Based on the presented results, it can be observed that family firms should pay special attention to monitoring the environment of the market on which they operate.

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Current and future challenges of family businesses

Hastenteufel Jessica, Staub Mareike

Managerial Economics

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2019

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Vol. 20, no. 2

119--132

EN

Family businesses are an important part of every economy. They are characterized by long traditions that combine aspects such as trust and reliability, as well as by features such as innovativeness, foresight, long-term focus and flexibility. Both family businesses and the entrepreneurial families themselves do have some weaknesses and face current challenges like digitization, internationalization and demographic change. These issues must be kept in mind in order to constantly develop appropriate solutions that will help them survive and thrive in the market. Moreover, the high relevance of the family in a family business is associated with opportunities – for example, when a family strategy with clear values, roles and goals is defined, and a so called family business governance is developed.

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Znaczenie sukcesji w polskich przedsiębiorstwach rodzinnych

Dźwigoł-Barosz M.

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

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2018

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z. 121

97--110

PL

W artykule zaprezentowano zagadnienia z obszaru sukcesji przedsiębiorstw rodzinnych. Zwrócono szczególną uwagę na procesy sukcesji w polskich przedsiębiorstwach ze szczególnym uwzględnieniem zbliżającej się zmiany pokoleniowej przedsiębiorców rodzinnych. Uzupełnieniem rozważań jest wskazanie czynników warunkujących pomyślny proces sukcesji oraz wskazówek w zakresie planowania tego procesu w przedsiębiorstwach rodzinnych.

EN

The paper presents issues concerning succession of family businesses. Particular emphasis has been placed on succession processes in Polish enterprises, with particular emphasis on the upcoming generational change of family entrepreneurs. The reflections are supplemented with an identification of factors conditioning a successful succession process and guidelines for planning this process in family enterprises.

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Factors of Succession of Polish Family Production and Mixed Enterprises

Dźwigoł-Barosz M., Lazarenko D.

Multidisciplinary Aspects of Production Engineering

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2018

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Vol. 1, Iss. 1

561--567

EN

The article presents issues in the area of succession of family enterprises. Particular attention has been paid to succession processes in Polish enterprises, with particular emphasis on the upcoming generational change of family entrepreneurs. The factors determining a successful succession process in family enterprises were indicated on the basis of the research cited in the authors' study and the methodology for examining the factors determining the succession process of Silesian family enterprises was presented. The results of the own research questionnaire in the form of a ranking of factors according to the successors and nestors of the examined production and mixed enterprises were presented.

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Prerequisites for successful succession in family company according to its successor

Dźwigoł-Barosz Mariola

Managerial Economics

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2018

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Vol. 19, no. 2

169--185

EN

The aim of this paper was to indicate prerequisites for successful succession in a family company from the successor’s point of view. The author presented the methods used to assess the conditions of the succession process with the use of observations and an individual semi-structured interview. Particular emphasis was placed on the influence of being brought-up in an entrepreneurial family on the further development of the successor’s professional career. Special consideration was given to finding out why a successor chose a particular area of education and what the parents’ influence on was shaping his/her entrepreneurial attitudes. The author underlined the role of emotional intelligence, as the latter is a part of the successor’s competencies. In this field, the author defined the competencies that are of crucial importance for the given process. The author enumerated factors affecting the succession process to the greatest extent, and the key role of the senior member in ensuring the continuity of the family company was also shown. Furthermore, the paper indicated the course of the succession process in the family business, as the former should be a comprehensive, long-term, and meticulously planned process in which (apart from the formal requirements and competencies) one should take into consideration family values, rules of the behavior and traditions of the company.

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Niwelowanie luk w procesie sukcesji przedsiębiorstw rodzinnych

Dźwigoł-Barosz M.

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

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2017

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z. 101

125--139

PL

W artykule zaprezentowano zagadnienia z obszaru sukcesji przedsiębiorstw rodzinnych. Szczególną uwagę zwrócono na cztery bariery, które w tym procesie mogą wystąpić, tj. lukę: pokoleniową, wiarygodności, komunikacyjną i emocjonalną. Uzupełnieniem rozważań jest propozycja teoretycznego modelu sukcesji przedsiębiorstw rodzinnych, który zawiera przykładowe metody niwelowania tych zjawisk, celem zapewnienia ciągłości zarządzania w tego typu przedsiębiorstwach.

EN

The paper presents issues concerning succession of family businesses. Particular emphasis has been placed on four barriers which may occur in this process, i.e. the generation gap, the reliability gap, the communication gap and the emotional gap. The reflections are supplemented with a proposal of a theoretical model of family business succession which include sample methods of elimination of those occurrences with the purpose to ensure continuity of management in such enterprises.

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Crises and their impact on conflicts in family businesses

Więcek-Janka E., Wieczorek A.

Zeszyty Naukowe Politechniki Poznańskiej. Organizacja i Zarządzanie

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2016

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Nr 69

113--124

EN

The article deals with the impact that macro- and micro-scale crises have on the functioning of family businesses and in particular on family-business conflicts. The article presents a research-based theoretical model of the influence of crises on conflicts in Polish family businesses.

PL

W artykule przedstawiono problematykę wpływu kryzysów w makro i mikro skali na funkcjonowanie przedsiębiorstw rodzinnych, a szczególnie na konflikty rodzinno-biznesowe. Zaprezentowano opracowany na postawie przeprowadzonych wcze niej badań teoretyczny model wpływu kryzysów na konflikty w polskich przedsiębiorstwach rodzinnych.

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Integracja roli właściciela i sukcesora firmy rodzinnej w zarządzaniu sukcesją

Lewandowska A., Kiewel A.

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Łódzka

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2013

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z. 50

223--234

PL

Charakterystyczną cechą przedsiębiorstw rodzinnych, które chcą działać w perspektywie długookresowej, jest konieczność przeprowadzenia procesu sukcesji. Proces ten jest niezwykle złożony i wymaga przygotowania. Kluczową rolę w tych działaniach odgrywa senior, który ma istotny wpływ na kształtowanie przebiegu procesu sukcesji. W niniejszym opracowaniu analizie poddane zostały przesłanki wskazujące na rolę właściciela firmy rodzinnej w zarządzaniu procesem sukcesji oraz jej integrację z punktem widzenia sukcesora wchodzącego do firmy. Wyspecyfikowano kluczowe momenty w procesie sukcesji, w których istnienie sprzężenia zwrotnego pomiędzy tymi dwoma interesariuszami determinuje powodzenie całego przedsięwzięcia.

EN

A characteristic feature of family businesses is the need for succession process by which the company's management passed from senior’s hand to junior’s hand. This process is extremely complex and requires a number of actions to ensure business continuity. A key role in this work plays a senior who has a significant impact on the process of succession. His attitude and his initiatives affect both juniors, as well as other employees of the family business. Therefore, it is extremely important to properly manage of the process of succession. Adequate preparation for the role and integration of both seniors and successors give you the chance.