A Recap of the RESTART Framework
In this chapter, we very briefly summarize and revisit the seven components of the RESTART framework—redesign, experimentation, service-logic, the circular economy, alliances, results and three-dimensionality. In doing so, we point forward to the practical and research-oriented implications of the framework, which are developed in Part III of the book.
In Part II of the book, we developed the RESTART framework and its seven constituent components. Each component sheds light on a major development toward enabling companies to become sustainable and profitable. In the following sections, we will draw implications of the framework, and we begin with its potential practical implications. However, as we will discuss further toward the end of the book, much more research is needed in order to investigate how companies can design and innovate more sustainable business models. The framework—in its current form—can at least serve as a platform for asking the right kinds of questions for companies aiming to align their sustainability performance and their business performance and for researchers interested in investigating such phenomena.
The seven chapters outlining the RESTART framework have explored the following propositions about the business models of the future, based on the RESTART framework:
In the following chapters, we outline implications of this framework, both for practical application and for future research. First, we account for The Business Model RESTARTer—a process model for working with sustainable business model innovation in practice. Thereafter, we outline implications for future research based on each of the seven components of the framework. Finally, we present two case studies that build on the framework, of the company Scanship and the alliance between the two companies BIR and Orkla, respectively.
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