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市場調查報告書
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2120905

循環經營模式平台市場預測至2034年：按平台類型、經營模式、部署方式、平台功能、最終用戶和地區分類的全球分析

Circular Business Model Platforms Market Forecasts to 2034 - Global Analysis By Platform Type, Business Model, Deployment, Platform Function, End User, and Geography
出版日期: | 出版商: Stratistics Market Research Consulting | 英文 200+ Pages | 商品交期: 2-3個工作天內

價格

根據 Stratistics MRC 的數據，全球循環經營模式平台市場預計將在 2026 年達到 11 億美元，並在預測期內以 13.4% 的複合年成長率成長，到 2034 年達到 30 億美元。

循環經營模式平台是一種數位化解決方案，它幫助企業基於資源效率、再利用、維修、再生、再製造、共用以及「產品即服務 (PaaS)」等理念，設計、實施、監控和最佳化其經營模式模式。這些平台整合了生命週期數據、客戶管理、資產追蹤、收入分析和循環性指標，以支援企業從線性消費模式轉型為循環營運模式。這使企業能夠延長產品生命週期、減少材料浪費並發現新的商機。循環經濟策略的日益普及以及提高資源生產力的壓力不斷增加，正在推動對這些平台的需求。

對基於服務的模式的需求日益成長

對服務型模式日益成長的需求正促使企業突破傳統的所有權和一次性銷售模式。企業正擴大探索租賃、訂閱、出租、共享和計量收費等模式。這些模式使企業能夠在保持對產品整個生命週期更大控制的同時，獲得持續的收入。數位化平台有助於評估各種循環模式，並幫助企業了解其商業性潛力。對永續性重視也促使企業將產生收入與資源效率連結起來。這些因素共同支撐了對循環經營模式平台的需求。

轉變複雜的經營模式

將傳統企業轉型為循環經濟模式可能需要重大的營運和組織變革。現有的收入體係可能無法適應定期付款或基於使用量的合約。企業還需要建立產品回收、維護、翻新和再分配系統。這些變革可能需要額外的技術投資和員工培訓。在轉型期間，企業在協調不同部門方面可能會面臨挑戰。這種複雜性可能會延緩循環經營模式平台的採用。

利用人工智慧最佳化循環模型

人工智慧 (AI) 可用於分析客戶需求、產品生命週期、定價模式和資產利用率，從而評估各種經營模式。預測分析使企業能夠確定租賃、共享、訂閱或計量收費模式在商業性是否可行。 AI 還可以識別提高產品利用率和減少閒置資產的機會。自動化分析有助於整體循環服務的定價決策和客戶細分。與供應鏈和客戶數據的整合可以提供更全面的經營模式績效觀點。這些功能使組織能夠更有效率地擴展循環模式。

對改變經營模式的抵制

一些公司可能仍會依賴傳統的基於所有權的收入結構。銷售團隊可能也不熟悉訂閱、租賃和分享等經營模式。如果客戶仍然偏好所有權，他們可能不願意接受新的購買模式。內部對收入可預測性的擔憂可能會進一步阻礙替代模式的試驗。此外，公司可能難以協調銷售、營運和財務團隊之間的獎勵。這些阻力會限制循環經營模式的普及速度。

新型冠狀病毒（COVID-19）的影響：

新冠疫情為探索新經營模式的企業帶來了巨大的不確定性。消費者支出下降和供應鏈中斷影響了企業對經營模式轉型的投資。同時，企業對能夠降低前期成本的彈性採購和服務模式表現出越來越濃厚的興趣。隨著企業尋求更靈活的消費選擇，訂閱、租賃、分期付款和共享等模式在多個行業中日益普及。用於遠端管理客戶關係和交易的數位化平台的重要性也隨之提升。疫情也凸顯了在需求波動時期靈活利用資產的價值。

在預測期內，「循環商業設計平台」細分市場預計將佔據最大的市場佔有率。

隨著企業越來越尋求系統化的工具來制定和評估循環商務策略，「循環商業設計平台」細分市場預計將在預測期內佔據最大的市場佔有率。這些平台可協助企業比較不同的商業模式，例如「產品即服務 (PaaS)」、租賃、共享和轉售。企業可以利用數位化工具來評估收入潛力、所需資源、客戶需求和生命週期影響。集中式平台還可以促進永續發展、財務、營運和產品團隊之間的協作。隨著將循環經濟納入企業策略的壓力日益增大，對這些功能的需求也不斷成長。數位化商業設計工具可以降低從傳統模式轉型過程中的複雜性。這些因素預計將鞏固該細分市場在市場中的主導地位。

在預測期內，「共享存取」細分市場預計將實現最高的複合年成長率。

在預測期內，「共享使用」細分市場預計將呈現最高的成長率，這主要得益於人們對在不擁有產品所有權的情況下提高產品利用率的日益成長的興趣。共享模式允許多個使用者在其整個生命週期中使用產品、設備、車輛和其他資源。數位平台可以管理整個共用資產的預訂、支付、可用性和使用者存取權限。企業可以在提高資產利用率的同時，減少對額外實體資源的需求。都市化進程的加速也推動了共用使用模式在出行、設備和其他消費應用領域的普及。互聯技術則為共用資產的監控和遠端管理提供了便利。

市佔率最大的地區：

在預測期內，北美預計將佔據最大的市場佔有率，這主要得益於其服務型經營模式。美國是技術驅動型共享、租賃和「產品即服務 (PaaS)」解決方案的領先市場。科技、出行、工業設備和消費品產業的公司正在探索新的收入模式。先進的雲端平台和數位支付系統正在支援對週期性交易和基於使用量的交易進行管理。各公司也正在投資能夠提高資產利用率和客戶參與的技術。預計公司對技術的積極採用將支持全部區域循環經營模式平台的持續發展。

複合年成長率最高的地區：

在預測期內，亞太地區預計將呈現最高的複合年成長率，這主要得益於人們對靈活消費模式日益成長的興趣。在中國，共享旅遊、設備使用和服務型交付的數位化平台正在蓬勃發展。在印度，多個新興產業正在採用租賃、訂閱和計量收費模式。日本和韓國擁有強大的互聯產品和數位化服務平台技術生態系統。智慧型手機普及率的提高和數位支付的日益普及，使得共享和服務型模式的運作更加便捷。製造商也在探索循環經濟模式，以提高資產利用率並加強客戶關係。

免費客製化服務：

所有購買此報告的客戶均可從以下免費自訂選項中選擇一項：

  • 企業概況
    • 對其他市場參與者（最多 3 家公司）進行全面分析
    • 對主要公司進行SWOT分析（最多3家公司）
  • 區域細分
    • 根據客戶要求，我們可以提供主要國家的市場估算和預測，以及複合年成長率（註：需經可行性確認）。
  • 競爭性標竿分析
    • 根據產品系列、地理覆蓋範圍和策略聯盟對領先公司進行基準分析。

目錄

第1章執行摘要

  • 市場概覽及主要亮點
  • 促進因素、挑戰與機遇
  • 競爭格局概述
  • 戰略洞察與建議

第2章：研究框架

  • 研究目標和範圍
  • 相關人員分析
  • 研究假設和限制
  • 調查方法

第3章 市場動態與趨勢分析

  • 市場定義與結構
  • 主要市場促進因素
  • 市場限制與挑戰
  • 投資成長機會和重點領域
  • 產業威脅與風險評估
  • 技術與創新展望
  • 新興市場/高成長市場
  • 監管和政策環境
  • 新冠疫情的影響及復甦前景

第4章：競爭環境與策略評估

  • 波特五力分析
    • 供應商的議價能力
    • 買方的議價能力
    • 替代品的威脅
    • 新進入者的威脅
    • 競爭公司之間的競爭
  • 主要公司市佔率分析
  • 產品基準評效和效能比較

第5章：全球循環經營模式與平台市場：依平台類型分類

  • 循環商業設計平台
  • 循環經營模式評估平台
  • 循環產品、服務與平台
  • 循環市場平台
  • 循環協作平台
  • 其他平台類型

第6章：全球循環經營模式與平台市場：依經營模式

  • Product-as-a-Service
  • 共用和存取
  • 再利用和轉售
  • 維修/複製
  • 資源恢復
  • 其他經營模式

第7章 全球循環經濟經營模式與平台市場：依部署類型分類

  • 基於雲端的
  • 現場

第8章：全球循環經營模式平台市場：依平台功能分類

  • 設計循環經濟策略
  • 循環經營模式評估
  • 辨識循環經濟企業中的機遇
  • 追蹤循環效能
  • 合作夥伴生態系統管理
  • 其他平台功能

第9章 全球循環經營模式平台市場：依最終用戶分類

  • 製造商
  • 零售
  • 消費品牌
  • 服務供應商
  • 工業公司
  • 其他最終用戶

第10章：全球循環經濟經營模式與平台市場：依地區分類

  • 北美洲
    • 美國
    • 加拿大
    • 墨西哥
  • 歐洲
    • 英國
    • 德國
    • 法國
    • 義大利
    • 西班牙
    • 荷蘭
    • 比利時
    • 瑞典
    • 瑞士
    • 波蘭
    • 其他歐洲國家
  • 亞太地區
    • 中國
    • 日本
    • 印度
    • 韓國
    • 澳洲
    • 印尼
    • 泰國
    • 馬來西亞
    • 新加坡
    • 越南
    • 其他亞太國家
  • 南美洲
    • 巴西
    • 阿根廷
    • 哥倫比亞
    • 智利
    • 秘魯
    • 其他南美國家
  • 世界其他地區（RoW）
    • 中東
      • 沙烏地阿拉伯
      • 阿拉伯聯合大公國
      • 卡達
      • 以色列
      • 其他中東國家
    • 非洲
      • 南非
      • 埃及
      • 摩洛哥
      • 其他非洲國家

第11章 策略市場資訊

  • 工業價值網路和供應鏈評估
  • 空白區域和機會地圖
  • 產品演進與市場生命週期分析
  • 通路、經銷商和打入市場策略的評估

第12章 產業趨勢與策略舉措

  • 併購
  • 夥伴關係、聯盟和合資企業
  • 新產品發布和認證
  • 擴大生產能力和投資
  • 其他策略舉措

第13章：公司簡介

  • SAP SE
  • IBM Corporation
  • Microsoft Corporation
  • Oracle Corporation
  • Accenture plc
  • Siemens AG
  • Schneider Electric SE
  • PTC Inc.
  • Autodesk, Inc.
  • Circularise BV
  • OPTEL Group
  • Circulor Ltd.
  • Sphera Solutions, Inc.
  • Rheaply, Inc.
  • Prewave GmbH
Product Code: SMRC39135

According to Stratistics MRC, the Global Circular Business Model Platforms Market is accounted for $1.10 billion in 2026 and is expected to reach $3.00 billion by 2034 growing at a CAGR of 13.4% during the forecast period. Circular business model platforms are digital solutions that help organizations design, implement, monitor, and optimize business models based on resource efficiency, reuse, repair, refurbishment, remanufacturing, sharing, and product-as-a-service concepts. These platforms can integrate lifecycle data, customer management, asset tracking, revenue analytics, and circularity metrics to support the transition from linear consumption models to circular operations. They enable businesses to identify new revenue opportunities while extending product lifecycles and reducing material waste. Growing adoption of circular economy strategies and increasing pressure to improve resource productivity are driving demand for these platforms.

Market Dynamics:

Driver:

Rising demand for service-based models

Rising demand for service-based models is encouraging companies to move beyond traditional ownership and one-time sales. Businesses are increasingly exploring leasing, subscription, rental, sharing, and pay-per-use approaches. These models can create recurring revenue while allowing companies to retain greater control over products throughout their lifecycles. Digital platforms support the evaluation of different circular models and help organizations understand their commercial potential. Growing sustainability commitments are also encouraging businesses to connect revenue generation with resource efficiency. These factors are supporting demand for circular business model platforms.

Restraint:

Complex business model transformation

Transforming a traditional business into a circular model can require significant operational and organizational changes. Existing revenue systems may not support recurring payments or usage-based contracts. Organizations also need to develop capabilities for product recovery, maintenance, refurbishment, and redistribution. These changes can require additional technology investments and employee training. Businesses may face difficulties in coordinating different departments during the transition. Such complexity can slow the adoption of circular business model platforms.

Opportunity:

AI-driven circular model optimization

Artificial intelligence can analyze customer demand, product lifecycles, pricing patterns, and asset utilization to evaluate different business models. Predictive analytics can help companies determine whether leasing, sharing, subscription, or pay-per-use models are commercially viable. AI can also identify opportunities to improve product utilization and reduce idle assets. Automated analysis can support pricing decisions and customer segmentation across circular offerings. Integration with supply chain and customer data can provide a broader view of business model performance. These capabilities can help organizations scale circular models with greater efficiency.

Threat:

Resistance to business model changes

Some companies may remain dependent on established ownership-based revenue structures. Sales teams may also be unfamiliar with subscription, leasing, or sharing-based commercial models. Customers can be hesitant to adopt new purchasing arrangements when ownership remains their preferred option. Internal concerns about revenue predictability may further discourage experimentation with alternative models. Companies may also face difficulties aligning incentives across sales, operations, and finance teams. This resistance can limit the pace at which circular business models are implemented.

Covid-19 Impact:

The COVID-19 pandemic created significant uncertainty for businesses evaluating new commercial models. Reduced consumer spending and disrupted supply chains affected investment in business model transformation. At the same time, companies became more interested in flexible purchasing and service arrangements that could reduce upfront costs. Subscription, rental, leasing, and sharing models gained attention in several sectors as businesses looked for adaptable consumption options. Digital platforms became increasingly important for managing customer relationships and transactions remotely. The pandemic also highlighted the value of flexible asset utilization during periods of changing demand.

The circular business design platforms segment is expected to be the largest during the forecast period

The circular business design platforms segment is expected to account for the largest market share during the forecast period as organizations increasingly seek structured tools to develop and evaluate circular business strategies. These platforms can help companies compare different models such as product-as-a-service, leasing, sharing, and resale. Businesses can use digital tools to assess revenue potential, resource requirements, customer demand, and lifecycle implications. Centralized platforms can also support collaboration between sustainability, finance, operations, and product teams. Growing pressure to integrate circularity into corporate strategies is increasing demand for these capabilities. Digital business design tools can reduce the complexity associated with transitioning away from traditional models. These factors are expected to support the segment's leading market position.

The sharing & access segment is expected to have the highest CAGR during the forecast period

Over the forecast period, the sharing & access segment is predicted to witness the highest growth rate due to increasing interest in improving product utilization without requiring individual ownership. Sharing models allow multiple users to access products, equipment, vehicles, or other resources over their useful lifecycles. Digital platforms can manage bookings, payments, availability, and user access across shared assets. Businesses can increase asset utilization while reducing the need for additional physical resources. Growing urbanization is also supporting shared access models in mobility, equipment, and other consumer applications. Connected technologies are making it easier to monitor shared assets and manage usage remotely.

Region with largest share:

During the forecast period, the North America region is expected to hold the largest market share owing to service-based business models. The United States represents a major market for technology-enabled sharing, leasing, and product-as-a-service solutions. Companies across technology, mobility, industrial equipment, and consumer sectors are experimenting with alternative revenue models. Advanced cloud platforms and digital payment systems support the management of recurring and usage-based transactions. Businesses are also investing in technologies that improve asset utilization and customer engagement. Strong enterprise technology adoption is expected to support continued development of circular business model platforms across the region.

Region with highest CAGR:

Over the forecast period, the Asia Pacific region is anticipated to exhibit the highest CAGR driven by growing interest in flexible consumption models. China is expanding digital platforms for shared mobility, equipment access, and service-based offerings. India is seeing increasing adoption of rental, subscription, and pay-per-use models across several emerging industries. Japan and South Korea provide strong technology ecosystems for connected products and digital service platforms. Growing smartphone penetration and digital payment adoption are making shared and service-based models easier to operate. Manufacturers are also exploring circular models to improve asset utilization and strengthen customer relationships.

Key players in the market

Some of the key players in Circular Business Model Platforms Market include SAP SE, IBM Corporation, Microsoft Corporation, Oracle Corporation, Accenture plc, Siemens AG, Schneider Electric SE, PTC Inc., Autodesk, Inc., Circularise B.V., OPTEL Group, Circulor Ltd., Sphera Solutions, Inc., Rheaply, Inc. and Prewave GmbH.

Key Developments:

In May 2026, Microsoft Corporation launched circular supply chain features within Dynamics 365 Supply Chain Management, embedding automated return-stream routing and sustainable stock optimization. The cloud-native update leverages Azure AI to evaluate the economic and carbon impact of restocking versus recycling inventory. This expansion supports enterprise zero-waste goals by preventing premature product write-offs.

In March 2026, SAP SE integrated advanced circular inventory analytics into its SAP Integrated Business Planning (IBP) suite to help enterprises reduce raw material waste and track re-usable stock assets. The software updates deliver real-time visibility into reverse logistics, enabling closed-loop material flows and remanufacturing operations. This launch aligns with global corporate compliance frameworks for sustainable supply chain management.

In January 2026, Oracle Corporation upgraded Oracle Fusion Cloud Supply Chain & Manufacturing (SCM) with specialized circular inventory optimization tools. The enhancement features dynamic lifecycle forecasting and reverse inventory tracking algorithms that manage returned, refurbished, and recycled goods across multi-echelon networks.

Platform Types Covered:

  • Circular Business Design Platforms
  • Circular Business Model Assessment Platforms
  • Circular Product-Service Platforms
  • Circular Marketplace Platforms
  • Circular Collaboration Platforms
  • Other Platform Types

Business Models Covered:

  • Product-as-a-Service
  • Sharing & Access
  • Reuse & Resale
  • Repair & Refurbishment
  • Resource Recovery
  • Other Business Models

Deployments Covered:

  • Cloud-Based
  • On-Premise

Platform Functions Covered:

  • Circular Strategy Design
  • Circular Model Assessment
  • Circular Opportunity Identification
  • Circular Performance Tracking
  • Partner Ecosystem Management
  • Other Platform Functions

End Users Covered:

  • Manufacturers
  • Retailers
  • Consumer Brands
  • Service Providers
  • Industrial Enterprises
  • Other End Users

Regions Covered:

  • North America
    • United States
    • Canada
    • Mexico
  • Europe
    • United Kingdom
    • Germany
    • France
    • Italy
    • Spain
    • Netherlands
    • Belgium
    • Sweden
    • Switzerland
    • Poland
    • Rest of Europe
  • Asia Pacific
    • China
    • Japan
    • India
    • South Korea
    • Australia
    • Indonesia
    • Thailand
    • Malaysia
    • Singapore
    • Vietnam
    • Rest of Asia Pacific
  • South America
    • Brazil
    • Argentina
    • Colombia
    • Chile
    • Peru
    • Rest of South America
  • Rest of the World (RoW)
    • Middle East
  • Saudi Arabia
  • United Arab Emirates
  • Qatar
  • Israel
  • Rest of Middle East
    • Africa
  • South Africa
  • Egypt
  • Morocco
  • Rest of Africa

What our report offers:

  • Market share assessments for the regional and country-level segments
  • Strategic recommendations for the new entrants
  • Covers Market data for the years 2023, 2024, 2025, 2026, 2027, 2028, 2030, 2032 and 2034
  • Market Trends (Drivers, Constraints, Opportunities, Threats, Challenges, Investment Opportunities, and recommendations)
  • Strategic recommendations in key business segments based on the market estimations
  • Competitive landscaping mapping the key common trends
  • Company profiling with detailed strategies, financials, and recent developments
  • Supply chain trends mapping the latest technological advancements

Free Customization Offerings:

All the customers of this report will be entitled to receive one of the following free customization options:

  • Company Profiling
    • Comprehensive profiling of additional market players (up to 3)
    • SWOT Analysis of key players (up to 3)
  • Regional Segmentation
    • Market estimations, Forecasts and CAGR of any prominent country as per the client's interest (Note: Depends on feasibility check)
  • Competitive Benchmarking
    • Benchmarking of key players based on product portfolio, geographical presence, and strategic alliances

Table of Contents

1 Executive Summary

  • 1.1 Market Snapshot and Key Highlights
  • 1.2 Growth Drivers, Challenges, and Opportunities
  • 1.3 Competitive Landscape Overview
  • 1.4 Strategic Insights and Recommendations

2 Research Framework

  • 2.1 Study Objectives and Scope
  • 2.2 Stakeholder Analysis
  • 2.3 Research Assumptions and Limitations
  • 2.4 Research Methodology
    • 2.4.1 Data Collection (Primary and Secondary)
    • 2.4.2 Data Modeling and Estimation Techniques
    • 2.4.3 Data Validation and Triangulation
    • 2.4.4 Analytical and Forecasting Approach

3 Market Dynamics and Trend Analysis

  • 3.1 Market Definition and Structure
  • 3.2 Key Market Drivers
  • 3.3 Market Restraints and Challenges
  • 3.4 Growth Opportunities and Investment Hotspots
  • 3.5 Industry Threats and Risk Assessment
  • 3.6 Technology and Innovation Landscape
  • 3.7 Emerging and High-Growth Markets
  • 3.8 Regulatory and Policy Environment
  • 3.9 Impact of COVID-19 and Recovery Outlook

4 Competitive and Strategic Assessment

  • 4.1 Porter's Five Forces Analysis
    • 4.1.1 Supplier Bargaining Power
    • 4.1.2 Buyer Bargaining Power
    • 4.1.3 Threat of Substitutes
    • 4.1.4 Threat of New Entrants
    • 4.1.5 Competitive Rivalry
  • 4.2 Market Share Analysis of Key Players
  • 4.3 Product Benchmarking and Performance Comparison

5 Global Circular Business Model Platforms Market, By Platform Type

  • 5.1 Circular Business Design Platforms
  • 5.2 Circular Business Model Assessment Platforms
  • 5.3 Circular Product-Service Platforms
  • 5.4 Circular Marketplace Platforms
  • 5.5 Circular Collaboration Platforms
  • 5.6 Other Platform Types

6 Global Circular Business Model Platforms Market, By Business Model

  • 6.1 Product-as-a-Service
  • 6.2 Sharing & Access
  • 6.3 Reuse & Resale
  • 6.4 Repair & Refurbishment
  • 6.5 Resource Recovery
  • 6.6 Other Business Models

7 Global Circular Business Model Platforms Market, By Deployment

  • 7.1 Cloud-Based
  • 7.2 On-Premise

8 Global Circular Business Model Platforms Market, By Platform Function

  • 8.1 Circular Strategy Design
  • 8.2 Circular Model Assessment
  • 8.3 Circular Opportunity Identification
  • 8.4 Circular Performance Tracking
  • 8.5 Partner Ecosystem Management
  • 8.6 Other Platform Functions

9 Global Circular Business Model Platforms Market, By End User

  • 9.1 Manufacturers
  • 9.2 Retailers
  • 9.3 Consumer Brands
  • 9.4 Service Providers
  • 9.5 Industrial Enterprises
  • 9.6 Other End Users

10 Global Circular Business Model Platforms Market, By Geography

  • 10.1 North America
    • 10.1.1 United States
    • 10.1.2 Canada
    • 10.1.3 Mexico
  • 10.2 Europe
    • 10.2.1 United Kingdom
    • 10.2.2 Germany
    • 10.2.3 France
    • 10.2.4 Italy
    • 10.2.5 Spain
    • 10.2.6 Netherlands
    • 10.2.7 Belgium
    • 10.2.8 Sweden
    • 10.2.9 Switzerland
    • 10.2.10 Poland
    • 10.2.11 Rest of Europe
  • 10.3 Asia Pacific
    • 10.3.1 China
    • 10.3.2 Japan
    • 10.3.3 India
    • 10.3.4 South Korea
    • 10.3.5 Australia
    • 10.3.6 Indonesia
    • 10.3.7 Thailand
    • 10.3.8 Malaysia
    • 10.3.9 Singapore
    • 10.3.10 Vietnam
    • 10.3.11 Rest of Asia Pacific
  • 10.4 South America
    • 10.4.1 Brazil
    • 10.4.2 Argentina
    • 10.4.3 Colombia
    • 10.4.4 Chile
    • 10.4.5 Peru
    • 10.4.6 Rest of South America
  • 10.5 Rest of the World (RoW)
    • 10.5.1 Middle East
      • 10.5.1.1 Saudi Arabia
      • 10.5.1.2 United Arab Emirates
      • 10.5.1.3 Qatar
      • 10.5.1.4 Israel
      • 10.5.1.5 Rest of Middle East
    • 10.5.2 Africa
      • 10.5.2.1 South Africa
      • 10.5.2.2 Egypt
      • 10.5.2.3 Morocco
      • 10.5.2.4 Rest of Africa

11 Strategic Market Intelligence

  • 11.1 Industry Value Network and Supply Chain Assessment
  • 11.2 White-Space and Opportunity Mapping
  • 11.3 Product Evolution and Market Life Cycle Analysis
  • 11.4 Channel, Distributor, and Go-to-Market Assessment

12 Industry Developments and Strategic Initiatives

  • 12.1 Mergers and Acquisitions
  • 12.2 Partnerships, Alliances, and Joint Ventures
  • 12.3 New Product Launches and Certifications
  • 12.4 Capacity Expansion and Investments
  • 12.5 Other Strategic Initiatives

13 Company Profiles

  • 13.1 SAP SE
  • 13.2 IBM Corporation
  • 13.3 Microsoft Corporation
  • 13.4 Oracle Corporation
  • 13.5 Accenture plc
  • 13.6 Siemens AG
  • 13.7 Schneider Electric SE
  • 13.8 PTC Inc.
  • 13.9 Autodesk, Inc.
  • 13.10 Circularise B.V.
  • 13.11 OPTEL Group
  • 13.12 Circulor Ltd.
  • 13.13 Sphera Solutions, Inc.
  • 13.14 Rheaply, Inc.
  • 13.15 Prewave GmbH

List of Tables

  • Table 1 Global Circular Business Model Platforms Market Outlook, By Region (2023-2034) ($MN)
  • Table 2 Global Circular Business Model Platforms Market, By Platform Type (2023-2034) ($MN)
  • Table 3 Global Circular Business Model Platforms Market, By Circular Business Design Platforms (2023-2034) ($MN)
  • Table 4 Global Circular Business Model Platforms Market, By Circular Business Model Assessment Platforms (2023-2034) ($MN)
  • Table 5 Global Circular Business Model Platforms Market, By Circular Product-Service Platforms (2023-2034) ($MN)
  • Table 6 Global Circular Business Model Platforms Market, By Circular Marketplace Platforms (2023-2034) ($MN)
  • Table 7 Global Circular Business Model Platforms Market, By Circular Collaboration Platforms (2023-2034) ($MN)
  • Table 8 Global Circular Business Model Platforms Market, By Other Platform Types (2023-2034) ($MN)
  • Table 9 Global Circular Business Model Platforms Market, By Business Model (2023-2034) ($MN)
  • Table 10 Global Circular Business Model Platforms Market, By Product-as-a-Service (2023-2034) ($MN)
  • Table 11 Global Circular Business Model Platforms Market, By Sharing & Access (2023-2034) ($MN)
  • Table 12 Global Circular Business Model Platforms Market, By Reuse & Resale (2023-2034) ($MN)
  • Table 13 Global Circular Business Model Platforms Market, By Repair & Refurbishment (2023-2034) ($MN)
  • Table 14 Global Circular Business Model Platforms Market, By Resource Recovery (2023-2034) ($MN)
  • Table 15 Global Circular Business Model Platforms Market, By Other Business Models (2023-2034) ($MN)
  • Table 16 Global Circular Business Model Platforms Market, By Deployment (2023-2034) ($MN)
  • Table 17 Global Circular Business Model Platforms Market, By Cloud-Based (2023-2034) ($MN)
  • Table 18 Global Circular Business Model Platforms Market, By On-Premise (2023-2034) ($MN)
  • Table 19 Global Circular Business Model Platforms Market, By Platform Function (2023-2034) ($MN)
  • Table 20 Global Circular Business Model Platforms Market, By Circular Strategy Design (2023-2034) ($MN)
  • Table 21 Global Circular Business Model Platforms Market, By Circular Model Assessment (2023-2034) ($MN)
  • Table 22 Global Circular Business Model Platforms Market, By Circular Opportunity Identification (2023-2034) ($MN)
  • Table 23 Global Circular Business Model Platforms Market, By Circular Performance Tracking (2023-2034) ($MN)
  • Table 24 Global Circular Business Model Platforms Market, By Partner Ecosystem Management (2023-2034) ($MN)
  • Table 25 Global Circular Business Model Platforms Market, By Other Platform Functions (2023-2034) ($MN)
  • Table 26 Global Circular Business Model Platforms Market, By End User (2023-2034) ($MN)
  • Table 27 Global Circular Business Model Platforms Market, By Manufacturers (2023-2034) ($MN)
  • Table 28 Global Circular Business Model Platforms Market, By Retailers (2023-2034) ($MN)
  • Table 29 Global Circular Business Model Platforms Market, By Consumer Brands (2023-2034) ($MN)
  • Table 30 Global Circular Business Model Platforms Market, By Service Providers (2023-2034) ($MN)
  • Table 31 Global Circular Business Model Platforms Market, By Industrial Enterprises (2023-2034) ($MN)
  • Table 32 Global Circular Business Model Platforms Market, By Other End Users (2023-2034) ($MN)

Note: Tables for North America, Europe, APAC, South America, and Rest of the World (RoW) are also represented in the same manner as above.