Abstract
Circular Economy has recently become a hot topic for scholars and practitioners as it represents a new industrial paradigm that aims to overcome the traditional open systems of production and resources consumption. Whereas there is still a lot of attention to the formulation of policies that guide governments and policymakers to show and consolidate the benefits of this approach in the society, we still lack of consolidated managerial guidelines that support companies towards the implementation of this paradigm. Accordingly, within this field of research, several contributions started to analyse the managerial actions companies need to perform to establish a circular economy business model or, in other words, the managerial practices needed to the value network and customer value proposition & interface dimensions of a business model of a company. In particular, existing research started to examine the business model design choices related to these dimensions to shift towards circular economy business models. Starting from this premise, we want to propose in this paper a framework for circular economy business models, which figures out the main areas of intervention in companies' business model and the managerial actions required in these areas to establish a circular economy business model. Therefore, we will test the framework on a suitable case of a large Italian multinational company operating in the food sector. In doing so, we aim to answer to the still unanswered question of "how" companies implement circular economy through the adoption of managerial practices in the value network and the customer value proposition and interface dimensions of their business model.