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Business model innovation during Covid-19

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Sara Ekberg suggests business model innovation (BMI) might be a solution to recover from and successfully cope with the COVID-19 crisis.

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This video video discusses a study initiated in response to the widespread lockdowns in Australia due to the COVID-19 pandemic beginning on March 23, 2020. The researchers aimed to understand how hospitality businesses, such as restaurants, cafes, and bars, were affected by the pandemic and how they could innovate their business models to survive during this unprecedented disruption.

The study's motivation stemmed from projections suggesting that many hospitality businesses would fail, significantly impacting not just small businesses but also Australia's tourism industry, which relies heavily on hospitality. With strict lockdown measures in place, these businesses faced drastic changes, including reduced customer demand and limitations on operations.

The research team, comprised of scholars and experts in entrepreneurship and food writing, conducted a mixed-methods study that included a survey sent to hospitality organizations in July 2020. The survey aimed to capture the rapid innovations these businesses implemented in response to the pandemic.

The analysis revealed three categories of innovation among the responding organizations:

1. **Process Innovators**: Focused on improving efficiency and cutting costs through streamlined operations and new technologies.

2. **Product Innovators**: Developed new offerings, such as takeaway meals and virtual cooking experiences, to adapt their services to changing customer needs.

3. **Ambidextrous Innovators**: Engaged in a broad range of trials, combining elements of process and product innovation to find solutions in a rapidly changing environment.

The study highlighted that innovation is not solely about product development but also involves organizational processes. The findings suggest that small hospitality firms can adapt and innovate effectively even during significant disruptions.

The researchers noted the challenges posed by evolving government restrictions and the burden placed on organizations to comply with new regulations, emphasizing the need for supportive policies from government entities. A report was produced to share practical advice for these businesses and outline broader policy implications. Overall, the study aims to inspire hospitality organizations to explore innovative strategies amidst uncertainty.

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The reason why we started this study, it,

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it was really when in Australia, they put in,

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really broad restrictions.

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On March 23rd in 2020, we got basically noticed from one day

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to the next that we would go into full lockdown.

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And there were some projections quite early on that only 50%

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of the hospitality businesses would make this,

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will make it through this pandemic.

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Because basically we couldn't go to our normal coffee shops,

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we couldn't go to restaurants.

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And this doesn't only have effect on small businesses,

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but our broader tourism industry in general in Australia,

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we realize so much in our culture on tourists coming to us.

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So the hospitality industry is an integral part

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of the culture and the society that we have here,

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but it's also something

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that we rely on other people coming here

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and using that industry.

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So we went into lockdown,

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we couldn't even leave the apartment.

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They had restrictions of who could go into their businesses,

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of what they could sell,

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and that was just from one day to the next.

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So it was a huge impact on these organizations.

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They basically couldn't sell any in-house dining

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through these restrictions.

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They couldn't have basically their staff come in

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because most of these organizations are quite small,

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not only in terms of how many people they have,

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but even the location

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and how many meters they have in there.

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So they had restrictions on

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how many people they could have in there.

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And of course the demand obviously decreased as well

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for these organizations.

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The people who would normally go into the city to go

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through their work, buy coffee on the way,

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no one would travel that way.

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So the demand for certain types of businesses

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or even the general side of hospitality

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then changed drastically just overnight.

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So as a team, we have all worked in hospitality.

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We have a variety of people as part of the research team.

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So I'm the lead investigator

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and I'm an entrepreneurship scholar.

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We have Dr. Julian Seard, who's also in entrepreneurship.

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We have Dr. MOA Kobi, who's a food writer and journalist.

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Um, we also have Dr.

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Lily, me who joined in,

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who obviously know this F-S-Q-C-A really well as well

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and is very, very strong on methods.

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So we all have this passion for this industry.

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So in broad, we wanted to know

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how are these organizations doing

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and how are they gonna survive this huge disruptive

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disruption that COVID-19 was and,

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and still is to a certain extent.

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So that's how we landed on our question of how restaurants,

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cafes, bars in Australia affected by the pandemic.

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How do they innovate their business

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model to try to sur survive?

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Really wanted to look at this innovation piece

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because basically

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what the literature is saying is obviously you need

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to innovate when there is some sort of disruption.

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Um, so you need innovation, innovative capabilities,

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and these organizations are generally quite small.

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So we were wondering what their capacity is

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to actually change something on such a Pat's note.

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So we wanted to see what are the new ways that they then try

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to, you know, capture

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and create value,

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which is the general side of business models.

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But we know quite a bit about

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how they innovative over a longer period of time.

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But this very rapid innovation was something

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that we didn't really find much about in the literature

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and in particular when we are looking at smaller firms,

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so SMEs in general, very little about them

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and the faster innovation.

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So we wanted to see quite early on,

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after within a few months

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of those restrictions being implemented, we wanted

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to see what they had changed.

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We actually partnered with an industry association,

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and sent out the survey.

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Um, we sent out the first one in July, 2020.

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So as you can see quite fast setting this up.

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And we asked them, you know, about what type of innovations

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that they have changed and what they've changed

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and how they approached it,

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and also of course their performance, in these,

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first six months of 2020 compared to last year.

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Um, and then we found

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that this was a very complicated data set.

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We had a lot of moving parts

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and when there is a lot of uncertainty,

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F-S-Q-C-A is a quite good approach

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to make sense of that data.

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So we use the fosset qualitative comparative analysis

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and F-S-Q-C-A basically helps you look at

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a bigger piece of the puzzle where you can see the majority

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of a piece of a puzzle basically.

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And then you can take a step back

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and see how these pieces fit together and create categories.

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So in this says the types of innovations that the majority

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of these organizations looked at,

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and we can look at how these different combinations also fit

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together in that final outcome, which would be then in terms

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of their performance as well.

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I do wanna mention that this is part of a larger study,

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so it is, mixed methods approach.

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So we have the survey, but we're also doing interviews

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with these organizations to get that understanding

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of what's happening on the ground

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and we're following them over time as well.

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So this study is still ongoing,

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but for this piece, we used that first survey to make sense

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of their initial rapid innovation of their business model.

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From this analysis, we basically found three categories

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of the innovations that they did.

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Uh, so we came up with this, typology

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to capture these three approaches,

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and they vary basically between innovation

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and retrenchment, you can say.

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So the first category was basically the process innovators.

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So they really focused on creating, a unique position

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by streamlining the background of the organization.

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They tried new technologies,

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they tried more streamlined processes, just tried

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to cut cost and be more efficient.

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And then the second part was the product innovators.

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They really focused on creating something new.

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One example of this was

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that many people started take away containers

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or take away food

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or ready-made meals that you can cook at home.

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So they focused a lot on

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how they can adapt their in-house experience,

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that you can get that at home.

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Some even had Zoom meetings where they talked you through

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how to cook it or how you can pair it with wine.

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And Australia also changed their restrictions during this,

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where they, you could sell alcohol, from the bar.

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So they relied a lot on that with the combination to kind

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of maximize their sales.

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So the process of product innovators were

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the two first typologies.

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And then the last part was something we call

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ambidextrous innovators.

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These were basically the, the companies that trial

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and errored, they had multiple responses going,

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basically from the beginning

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where they tried new products, they tried

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to streamline new technologies, they tried new way to,

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connect with their audience through social media

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and new ways of marketing.

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They tried basically anything that you could think of

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and also try to cut costs

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or minimize the menu just to, to see what they can do.

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That was basically the three bigger parts

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of those typologies that we saw.

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What we felt was really interesting was that a lot

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of the research that we found say that organizations,

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if they have to innovate

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quickly, it's only about the product.

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And we show through the study

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that it's actually not just about the product.

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There's so much more that they can look at

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and innovate in terms of the background of the organization

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and the processes.

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So these innovation in terms of processes, we hope

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that open up a lot of new ideas for these organizations on

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how they actually can innovate during a major disruption.

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I think mostly as well, I wanna speak to,

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the practical side of this

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and what we found in terms of giving organizations help

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by showing the different types of org innovations,

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we are hoping that organizations also can get some

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inspiration on how they can actually change something under

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very fast and disruptive, circumstances.

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And what we found through this was really,

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difficult challenges

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where the restrictions changed from day to day.

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It was difficult for the organizations to actually keep up

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with the restrictions and know

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exactly how they affected them.

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So a lot of this responsibility was put back

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on the organizations.

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So that's also a lesson for policy makers to think about how

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everyone is gonna keep up with the changes when something

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happens so, so quickly.

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And even with the vaccinations, we had

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to carry a vaccination card

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and for some time we had to show that to even be able

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to enter or buy something from the organizations.

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And if they didn't take responsibility of this,

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they were liable for a fine.

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So it's interesting to see as well how this,

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new legislations or policies or

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and new changes from the government actually changed the

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way that they work and how much of

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these changes were put on the organizations.

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And the government said that, you know, we're doing all this

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to help and we have the support structures,

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but it really disrupted the organization so much

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That they struggled even more to just keep up

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with these changes and make sure

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that they followed the square meter restrictions,

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and then trying to survive

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and change their product at the same time.

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I think a lot of them found it really, really challenging.

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So we put out a report as well

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with industry associations just to highlight these practical

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and policy implications broader, more so like on top

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of this new way providing inspiration

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for these organizations and how they can innovate.

Adapting Hospitality: Innovations During COVID-19

00:00:00 - The reason why we started this study, it, it was really when in Australia, they put in, really broad restrictions. On March 23rd in 2020, we got basically noticed from one day to the next that we would go into full lockdown. And there were some projections quite early on that only 50% of the hospitality businesses would make this, will make it through this pandemic. Because basically we couldn't go to our normal coffee shops, we couldn't go to restaurants. And this doesn't only have effect on small businesses,
00:00:33 - we realize so much in our culture on tourists coming to us. So the hospitality industry is an integral part of the culture and the society that we have here, but it's also something that we rely on other people coming here and using that industry. So we went into lockdown, we couldn't even leave the apartment. They had restrictions of who could go into their businesses, of what they could sell, and that was just from one day to the next.
00:01:04 - They basically couldn't sell any in-house dining through these restrictions. They couldn't have basically their staff come in because most of these organizations are quite small, not only in terms of how many people they have, but even the location and how many meters they have in there. So they had restrictions on how many people they could have in there. And of course the demand obviously decreased as well for these organizations. The people who would normally go into the city to go through their work, buy coffee on the way,
00:01:33 - So the demand for certain types of businesses or even the general side of hospitality then changed drastically just overnight. So as a team, we have all worked in hospitality. We have a variety of people as part of the research team. So I'm the lead investigator and I'm an entrepreneurship scholar. We have Dr. Julian Seard, who's also in entrepreneurship. We have Dr. MOA Kobi, who's a food writer and journalist. we also have Dr.
00:02:04 - who obviously know this F-S-Q-C-A really well as well and is very, very strong on methods. So we all have this passion for this industry. So in broad, we wanted to know how are these organizations doing and how are they gonna survive this huge disruptive disruption that COVID-19 was and, and still is to a certain extent. So that's how we landed on our question of how restaurants, cafes, bars in Australia affected by the pandemic. How do they innovate their business
00:02:34 - Really wanted to look at this innovation piece because basically what the literature is saying is obviously you need to innovate when there is some sort of disruption. so you need innovation, innovative capabilities, and these organizations are generally quite small. So we were wondering what their capacity is to actually change something on such a Pat's note. So we wanted to see what are the new ways that they then try to, you know, capture and create value, which is the general side of business models. But we know quite a bit about

Rapid Innovation in Small Hospitality Firms

00:03:07 - But this very rapid innovation was something that we didn't really find much about in the literature and in particular when we are looking at smaller firms, so SMEs in general, very little about them and the faster innovation. So we wanted to see quite early on, after within a few months of those restrictions being implemented, we wanted to see what they had changed. We actually partnered with an industry association, and sent out the survey.
00:03:39 - So as you can see quite fast setting this up. And we asked them, you know, about what type of innovations that they have changed and what they've changed and how they approached it, and also of course their performance, in these, first six months of 2020 compared to last year. and then we found that this was a very complicated data set. We had a lot of moving parts and when there is a lot of uncertainty,
00:04:08 - to make sense of that data. So we use the fosset qualitative comparative analysis and F-S-Q-C-A basically helps you look at a bigger piece of the puzzle where you can see the majority of a piece of a puzzle basically. And then you can take a step back and see how these pieces fit together and create categories. So in this says the types of innovations that the majority of these organizations looked at, and we can look at how these different combinations also fit
00:04:41 - of their performance as well. I do wanna mention that this is part of a larger study, so it is, mixed methods approach. So we have the survey, but we're also doing interviews with these organizations to get that understanding of what's happening on the ground and we're following them over time as well. So this study is still ongoing, but for this piece, we used that first survey to make sense of their initial rapid innovation of their business model. From this analysis, we basically found three categories
00:05:12 - so we came up with this, typology to capture these three approaches, and they vary basically between innovation and retrenchment, you can say. So the first category was basically the process innovators. So they really focused on creating, a unique position by streamlining the background of the organization. They tried new technologies, they tried more streamlined processes, just tried to cut cost and be more efficient.
00:05:44 - They really focused on creating something new. One example of this was that many people started take away containers or take away food or ready-made meals that you can cook at home. So they focused a lot on how they can adapt their in-house experience, that you can get that at home. Some even had Zoom meetings where they talked you through how to cook it or how you can pair it with wine. And Australia also changed their restrictions during this,

Navigating Innovation Amidst Rapid Disruption

00:06:14 - So they relied a lot on that with the combination to kind of maximize their sales. So the process of product innovators were the two first typologies. And then the last part was something we call ambidextrous innovators. These were basically the, the companies that trial and errored, they had multiple responses going, basically from the beginning where they tried new products, they tried to streamline new technologies, they tried new way to, connect with their audience through social media
00:06:45 - They tried basically anything that you could think of and also try to cut costs or minimize the menu just to, to see what they can do. That was basically the three bigger parts of those typologies that we saw. What we felt was really interesting was that a lot of the research that we found say that organizations, if they have to innovate quickly, it's only about the product. And we show through the study that it's actually not just about the product. There's so much more that they can look at and innovate in terms of the background of the organization
00:07:18 - So these innovation in terms of processes, we hope that open up a lot of new ideas for these organizations on how they actually can innovate during a major disruption. I think mostly as well, I wanna speak to, the practical side of this and what we found in terms of giving organizations help by showing the different types of org innovations, we are hoping that organizations also can get some inspiration on how they can actually change something under very fast and disruptive, circumstances.
00:07:53 - difficult challenges where the restrictions changed from day to day. It was difficult for the organizations to actually keep up with the restrictions and know exactly how they affected them. So a lot of this responsibility was put back on the organizations. So that's also a lesson for policy makers to think about how everyone is gonna keep up with the changes when something happens so, so quickly. And even with the vaccinations, we had
00:08:21 - and for some time we had to show that to even be able to enter or buy something from the organizations. And if they didn't take responsibility of this, they were liable for a fine. So it's interesting to see as well how this, new legislations or policies or and new changes from the government actually changed the way that they work and how much of these changes were put on the organizations. And the government said that, you know, we're doing all this to help and we have the support structures,
00:09:19 - That they struggled even more to just keep up with these changes and make sure that they followed the square meter restrictions, and then trying to survive and change their product at the same time. I think a lot of them found it really, really challenging. So we put out a report as well with industry associations just to highlight these practical and policy implications broader, more so like on top of this new way providing inspiration for these organizations and how they can innovate.

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