Integrating Reverse Cycle Strategy in Circular Business Model Innovation: A Case Study

Ahmad Fatih Fudhla (), Budisantoso Wirjodirdjo () and Moses Laksono Singgih ()
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Ahmad Fatih Fudhla: Universitas Maarif Hasyim Latif
Budisantoso Wirjodirdjo: Institut Teknologi Sepuluh Nopember
Moses Laksono Singgih: Institut Teknologi Sepuluh Nopember

Foresight and STI Governance (Foresight-Russia till No. 3/2015), 2024, vol. 18, issue 3, 84-103

Abstract: This study integrates The Reverse Cycle Strategy (RCS) framework within circular business model innovation, focusing on sugarcane agribusiness as an innovative foresight. Empowering the qualitative method, the research utilises the Business Model Canvas (BMC) to visually articulate and analyse business operations, interactions, and the impact of the RCS’s ten principles (10R). These principles aim to facilitate a transition from linear to circular business practices, encompassing R0-Refuse, R1-Rethink, R2-Reduce, R3-Reuse, R4-Repair, R5-Refurbish, R6-Remanufacture, R7-Repurpose, R8-Recycle, and R9-Recover. The findings reveal that incorporating the full spectrum of the RCS enhances the business models’ circularity and significantly influences sustainability outcomes. Unlike previous studies focusing on one to three RCS principles, this research demonstrates that a holistic approach can lead to more substantial environmental and operational improvements. This study offers a robust model for practitioners implementing sustainable business practices under the auspices of the circular economy paradigm.

Keywords: Business Model Innovation; Reverse Cycle Strategy; Business Model Canvas; Sugarcane Agribusiness; Circular Economy (search for similar items in EconPapers)
JEL-codes: O33 Q53 Q55 (search for similar items in EconPapers)
Date: 2024
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