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

This study integrates the Reverse Cycle Strategy (RCS) framework within circular business model innovation, focusing on sugarcane agribusiness as part of an innovative foresight study. Employing a qualitative method, the research utilizes the Business Model Canvas (BMC) to visually articulate and analyze 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.