Bukowski, HubertRok, Boleslaw2019-11-202021-11-192018http://hdl.handle.net/10347/20257One of the R2π project’s missions is to identify and develop sustainable business models and guidelines that will facilitate the circular economy implementation in new entities and markets. Having those objectives in mind Vivenge was chosen as one of the case organizations because of their circular ambitions and the long-term effort Vivenge was willing to put in the pursuit of sustainability of their business model. Vivenge is a Polish family company established in 1997. Since day one of their operations they are producing items for visual identification purposes. Currently the company is a one-stop-shop for durable visual identification as they provide both outdoor (outdoor signage, small architecture) and indoor visual identification (durable indoor signage, furniture, small architecture) as well as related services (e.g. installation, logistics). The company has experienced considerable growth since its inception. Currently its clients comprise of 48 brands in 9 countries. The visual identification industry is strictly cost-oriented and could not compromise yet profitability with a costly image of being environmentally friendly. Although rebranding waste is not a media-worth issue yet, Vivenge has started The Brandbility programme as a sustainable rebranding process based of selected recommendations. Currently they employ two circular business models, first of which is “resource recovery”. In every disassembly and utilization practice Vivenge recovers the resources from the products using their own sorting facility. Part of the reclaimed parts is reused once again without the need for recycling. This process could be described as a “re-make” business model as it returns the end-of-life parts into a new overall product. A detailed look at Vivenge’s circularity assessment indicates that the company is extremely heterogeneous when it comes to implementing circular economy elements in their business model. The visual identification products’ circularity is highly graded, mainly thanks to visual products’ characteristics. This fact is counterbalanced by Vivenge’s business model itself and the system it operates in. The business model is driven by assets sale, with a focus on the sale transaction. The system lacks circularity specifically in the end-of-life phase. Nevertheless, it seems that Vivenge’s business model has important traits that make it easily adaptable to incorporate circular elements beyond what has already been done. The Brandbility programme could be modified to incorporate more circularity elements and at the same time to influence demand for the new circular products and services. The main proposed approach concerns servitizing the industry and putting more effort on the end-of-life phase of the products life cycle. Furthermore, those two objectives could be attained simultaneously. The visual identification products could be offered as a service. In this arrangement it is the producer that is responsible for the whole lifecycle of the product. That way the customer pays only for the time the visual identification product is on display (with prearranged quality). The producer would have an incentive to design with durability, quickness of assembly and disassembly and standardization on his mind. The greater extend of reuse of parts could further diminish the costs of production. This approach could be easily replicable and transferable to other entities and markets.engCircular economyBusiness modelDurable visual identificationreportopen access