English (United Kingdom)

https://curated-unify.zendy.io/wp-json/zendy-region/v1/featured_content/oa?rat=en

https://curated-unify.zendy.io/wp-json/zendy-region/v1/highlighted_journal/

Global: Zendy Plus annual

Presents the access of premium content as premium feature

Premium Content

Presents the keyphrase highlighting as premium feature

Keyphrase Highlighting

Presents the summarisation as premium feature

Summarisation

Insights

Presents the pdf analysis as premium feature

PDF Analysis

Presents the zaia usage as premium feature

ZAIA

Global: Zendy Tools annual

Global: Zendy Free Plan

Global: Zendy Tools monthly

Global: Zendy Plus monthly

AlinA KozArKiewicz, AgnieszKA KAbAlsKA 116 The purpose of the article is to distinguish the diversity of Polish health resort’s business models. Throughout Poland, 45 health resort’s districts occur – various enterprises are operating in each of those towns and those enterprises acquire different resources, serve different customer segments or implement various types of activities. Consequently, every firm could be characterized by the distinctness of elements, establishing its business model. Therefore, the pivotal problem is to answer the question: what impact does the geographical location have on business models? Moreover, do health resort companies, operating in a different location, create different business models? The research material was derived from a survey, conducted at the turn of October and November of 2017; only fragments of research on selected geographical locations of health resorts and selected business models, are being put under discussion. The article is comprised of two major sections. The first part analyzes the problem of business model’s classification – the diversity of classifications in literature of the field and the heterogeneous methods used to create these classifications. The second, empirical part of the article, presents the results of research on the diversification of business models of enterprises, in the context of different geographical locations. 1. CLASSIFYING BUSINESS MODELS On the grounds of the literature review, it could be stated that not only the diversity of business model definitions is noticeable, but also various approaches to business models classification emerge. As stressed by S. Lambert [2015], business model’s classification has great scientific importance, primarily for both the creation of business model theory, as well as for management practice. Comparable, both in foreign and Polish scientific literature, many multifarious articles and studies, elaborating on the subject of business model’s classification, have been presented. In Polish publishing, T. Gołębiowski and others [2008], recounted a broad research spectrum of identification and classification of business models of Polish enterprises. The attempt to classify business models of enterprises in the selected sector was undertaken, among others, by B. Matusiak [2013], who examined business models of enterprises in the energy market, or by D. Hołodnik [2017], who identified and classified business models of wine farms. Similarly, in scientific articles, the authors were able to create a more extensive classification, e.g. of small and medium-sized enterprise’s business models [Rogoda, 2011]. In a narrower perspective – business models in the TSL industry were examined and classified by M. Zysińska [2013]; for another example, business models of flagship companies for distribution networks of steel products were categorized by M. Kramarz [2016]. Despite the diversity of Similar or heterogeneous? The influence of localization on health resort’s... 117 research topics related to business models, no attempts to classify business models of Polish health resorts have been made so far. In the process of constituting the classification of business models, authors employ various methodologies. Clustering, a statistic method based on numerical data, is a common choice. According to W. Rand [1971], ‘cluster analysis has come to be used as a generic term for techniques, which are concerned with the problem: given a number of objects, how to select those, which are closer to each other than they are to the rest of the objectives’. Applying the clustering method, M. Farnè and A. Vouldis [2017] attempted to categorize business models of banks in the euro area. The author’s purpose was, by using appropriate distance measures, to classify banks into separate clusters, which are containing ‘similar’ business models. The mathematical formula has been improved by a component, detecting cases outpacing from others, in order to avoid contamination of clusters by institutions with a very characteristic specialization (distinguishing from other traits).The clustering method has been extensively used, for instance, by B. Bigliardi and others [2005], in assorting business models of the Italian biotechnology sector, in categorization of business models in Spanish Industry, provided by C. Camisón and A. Villar-López [2010], or in clustering Austrian bank’s business models [Ferstl, Seres, 2012]. An interesting approach was proposed by J. Wartini-Twardowska [2014],who characterized it as ‘a combination of a heuristic guiding the search for business models in the SIZ sector with the deduction method, adopted in creating the methodological framework of the models, and with the induction, initiating subsequent iterations of the prototyping procedure’. Case study [Yin, 2009] is subsequent scientific approach in classifying business models. The exploitation of case study method in research on business models was proposed e.g. by A. Ranerup and others [2016], when analyzing and classifying business models in Public Service Platforms. The thesis involved a multiple-case study approach; to create a synthesized description of each case, authors used 3 different methods of data collection, i.e. direct interviews with project leaders, analysis of existing sources, as well as, netographic research. Ultimately, the authors were able to establish a detailed analysis of business models, differing from each other in value components (e.g. value proposition, value architecture, etc.). The case study method, based on Internet sources and databases was also used, among others, by S. Burger and M. Luke [2016], in their research on business models for distributed energy resources. In subject area of Polish health resorts, multiple case study method was utilized by A. Kozarkiewicz and A. Kabalska [2015]. In this article the classification and description of business models is based on the inductive approach and visualization –the research results were presented with the usage of graphical method. AlinA KozArKiewicz, AgnieszKA KAbAlsKA 118 2. RESEARCH PROCESSAND METHODOLOGY Research into the diversity of business models, resulting from the different geographic location of Polish health resort’s enterprises, is a part of the research conducted for the purpose of the doctoral thesis. The survey was taken at the turn of October and November of 2017. The research sample included a total of 135 health resorts’ enterprises. The selection of enterprises was purposeful – the questionnaires were addressed only to those enterprises, which are located in one of 45 spa towns and which provided socalled ‘health resort treatment’. Finally, 48 (36% of all) health resort enterprises actively participated in the study. The article presents only those fragments of the research that concern selected geographical locations of health resort enterprises. The research tool was a survey, consisting of two parts, i.e. in the first part, closed-ended questions, concerning the characteristics of the health resort were included (the results are discussed in this paper). In the second part, the respondents were asked to indicate the level of the given factor, which is the most characteristic of their company. The questions tenuously referred to key components of A. Osterwalder’s and Y. Pigneur’s [2010] business model canvas and regarded: 1. key resources (How do you acquire balneological resources?), 2. value proposition (What is the basis for the success and development of your health resort enterprise?), 3. key activities (and competences) (How do you enrich the offer?), 4. customer segments and customer relationships (How would you describe your relationships with clients?), 5. key partnerships (Is cooperation important to you?). The analysis of the impact of geographic location on the business model of health resorts’ included three groups of companies with a similar geographic location: the article is focused on enterprises located in the Sudeten Mountains, resorts located by the Baltic Sea and firms with an ‘unattractive’ tourist location. In the authors’ understanding, the lack of tourist attractiveness implies that it is difficult to combine a stay in a health resort town with active tourism or other benefits or values related to the attractive location. 3. VARIETY OF BUSINESS MODELS OF HEALTH RESORTS WITH A SIMILAR GEOGRAPHIC LOCATION Seaside resorts business model Business models of seaside resorts could be explicitly classified into two categories: purchasers of balneological resources and entities using various sources – both own and foreign (Figure 1). Similar or heterogeneous? The influence of localization on health resort’s... 119 Figure 1. Relations between sources of balneological resources and other components of ‘Seaside resort’ business models Origins of success Offer development Customer relations Cooperation various

acta universitatis nicolai copernici. zarządzanie/acta universitatis nicolai copernici. ekonomia/acta universitatis nicolai copernici. nauki humanistyczno-społeczne. zarządzanie/acta universitatis nicolai copernici. nauki humanistyczno-społeczne. ekonomia

PODOBNE CZY RÓŻNORODNE? WPŁYW LOKALIZACJI NA MODELE BIZNESU PRZEDSIĘBIORSTW UZDROWISKOWYCH