Wind power is one of the world fastest growing electricity sources in the world and has since 1990 roughly been doubling in capacity every four years. The industry boom and the followed technology development has made the clean and inexhaustible wind energy, price competitive with fossil fuels, making wind power a sustainable tool to address climate change. The European and the North American market was long the dominant wind power markets in the world. Due to the rapid development in emerging economies a change in both market and turbine manufactures has occurred, making Asia the largest market in the world, housing five of the top ten wind power manufactures in 2015. This thesis focus on business model research in Envision Energy, a Chinese wind turbine manufacture, which in short time has gone from being a new entrant to one of the top manufactures in the world, focusing on quality and technology innovation. The research combines primary data from a semi structured interview with secondary data about Envision, the wind industry and the Chinese wind industry. By exploring Envisions business model and the context they operate in, this study found some key factors for Envision successful business model and drivers to enter the international market. As a Chinese wind turbine manufacture, Envisions have done many things that stands out compared to their domestic competitors. Already in their initial stage they set out to establish international innovation centers to be present in the global technology hot spots and be up to date with the newest technology and solutions. Their global presence was made possible by requiting industry experts from competitors, which also came to Envision with the necessary technical know-how, market knowledge and industry networks. Focusing on technical innovation and emphasizing on quality, Envisions has developed new innovative turbine and software solutions, using globally recognized suppliers instead of the domestic suppliers mostly used by their Chinese competitors. Envision has become recognized as quality wind turbine provider in the Chinese market who takes system integrated life cycle approach to lower the cost of energy. With their vision of revolutionize the energy sector on a global scale, Envision recently entered the international space on three continents, with a generic internationalization strategy. The human resources are the core of Envisions business model and are the underlying factor of their rapid success in the Chinese market as they managed to provide reliable turbines when their competitors struggled. With the human resources Envision could establish themselves internationally short after their foundation. The combined knowledge from the international organization enabled them to develop innovative wind turbine solutions, while emphasizing on quality. With a system integrated life cycle approach Envision focus to lower the cost energy with wind turbine solutions and a software system which can enhance asset life and performance on any renewable energy asset. The vision to make an impact on the energy sector has been the main driver behind Envisions internationalization, even though external drivers are imminent.

The global mobile telecommunications service market has witnessed an explosion of users after telecommunication liberalization, and the market is still growing. The global mobile phone subscribers will climb to 2 billion by the end of 2005, accounting for 1/3 of the global population. In the meantime, mobile communications system evolves into the 3rd generation system, which has wider bandwidth and higher transmission speed. Except for the pure voice services, mobile services increase variousvalue added services, helping mobile operators generate new revenues andfight back the declining voice ARPU. Consequently, mobile contentproviders, which creating, producing, aggregating and publishing themobile content, are attracted to this important emerging industry. In sum, mobile phone is a new media, which has great potential. At this moment, large mobile content providers grow quickly through acquisition. The global business scale is forming. On the other hand, giant brand media gradually enter the mobile content industry and enhancethe competition of the industry.After the telecommunication liberalization, Taiwan mobilesubscribers had grown dramatically in the late 1990s and now the market ismatured.Therefore, the value added services are more important to the mobileindustry. However, compare to the other countries, Taiwan market islimited and lack of economic of scale. Also, Taiwan subscribers do not get used to the mobile Internet, and the voice service is the most part of usage. The percentage of mobile data revenue is 5% only, far below that of Koreaand Japan. The whole environment is unfavorable to the mobile contentproviders.To break through the development bottleneck in Taiwan, this researchoffers the following suggestions.(1) The large mobile content aggregators / publishers should establish thebrand awareness and customer loyalty, based on the stable,differentiate, and various content products, convenient market channels,and superior community management.(2) The smaller mobile content providers with limited resources shouldverify and reinforce the core competence, look for the complementaryresources setting up an agreement or alliance to enhance thecompetitive advantage.(3) Content providers should think about the global oriented products whendesigning the product, which is favorable for export.Besides, the mobile operators and government should play animportant role to establish the friendly environment to boost the mobile content industry. 1. Only integrated business platform can satisfy users expectations of MC and such platforms providers hold the role of value distributor in MC value net. 2. Leaderships are proved again the key driving force to lead corporate exploring MC opportunities, especially the leaders¡¦ vision and strategic move of focusing on business platform rather than product activates new core competences which can generate new values. 3. Integrality of MC business platform determines its competition advantages, while the extensibility of which determines its potential market scale. 4. Products or serviced with clear core functions, simple operation and easy user interface will win the MC game. Sophisticated and complicated integration products only brings hurdle to the majority of end users. 5. Right tariff model turns the MC business platform to positive cycle. Challenge to new MC business platform providers is to convince relevant partners a beneficial intergrowth model and, on the other hand, accept ion of user value oriented tariff model, e.g. flat rate, to lower down users hurdle to adopt new service. Keywords ¡G Mobile Commerce, Business Model

The objective of this research is to find the electronic commerce business model suitable for traditional stationers which focus on enterprise customers. Summarized from different researchers¡¦ opinions for the definition of business model, we grouped them into 4 components: object, parties, mechanism, and distribution. Besides, according to the evolution of B2B electronic commerce, we classify two typical B2B web models. They are Basic electronic commerce and E-marketplace. The results of this research shows that current B2B web models widely used are not suitable for the attributes of domestic stationery industry and also can not meet the needs of traditional stationers. This study suggests a new B2B web model named Localized E-marketplace and provides concrete proposals which can be taken as an example for traditional stationers or dot.com companies which are interested in MRO market.

Among the development of the B2B E-commerce, the B2B e-marketplace is the most noticeable one in the world. However, does the B2B e-marketplace really make the performance of the companies in every industries improve greatly? The target of this thesis is to analysis the business models of the B2B vertical e-marketplace in Taiwan. To find any causes in the industries those will hinder or reinforce the development of the B2B vertical e-marketplace is one of the study purposes. The author takes the steel industry and motor vehicles and parts industry for examples to analysis deeply. Using the methods of the quality research, the author has many interviews with managers who have experiences in steel or motor industries. According to the findings in the research, we have some inferences about the business models of the future vertical e-marketplace in the steel and motor vehicles and parts industries. In the steel industry, the author has five inferences. (1)The e-marketplace is managed by the company that has goodwill and domain knowledge in the steel industry. (2) The participators of the steel e-marketplace are localized companies, which business contain from steel-making to steel-processing. (3)The products traded in the steel e-marketplace are spot goods these are the inventories. (4)Buyers and Sellers exchange the spot goods by the action on the Internet. (5) The e-marketplace will provide the companies these added-services, such as to confirm the financial credit of the buyers or help the buyers to finance their capitals from the banks. In the motor vehicles and parts industry, the author has four inferences. (1)The e-marketplace is managed by the company that has goodwill and domain knowledge in the motor industry. In addition, the company operates it that familiar with the B2B e-commerce. (2) The products traded in the motor e-marketplace are direct or indirect materials those are made by lower-level technology. (3) The participators of the motor e-marketplace are automobile manufacturing companies and first-tier suppliers. (4) Buyers and Sellers exchange the spot goods by the many-to-many actions, negotiation and contracts on the Internet.

Clusters seem to not only contribute directly to productivity of the nation as a whole but seem to have a positive effect on other clusters. Yet there has been no research made by researchers that look into the development of business models or joint value propositions made by a cluster as a whole. The authors have failed to identify any common view on the research field today of just how a business model for an industrial logistic cluster should look like as well as what components are essential and must be included. Therefore, the purpose of our research was to explore the contextual conditions for developing BM for industrial cluster in the logistic area.  In order to reach the goal of our research, inductive based approach was used when trying to investigate a cluster in Halmstad called “Innovative Logistic in Halmstad”. The cluster is in a early stage at this moment. Data was collected through interviews and secondary data was collected to complement our findings as well.  The main findings of our study are as follows. The authors create a conceptual business model for industrial cluster in the logistic area. We also offer a value package proposal where the cluster offer a client a joint value proposition as the main majority of companies buy their logistic transports. This could result in e.g. more eco-driven means of transportation.

Small and Medium Enterprise (SME) retail businesses in many countries, including Thailand, are facing challenges of high competition, as modern retail formats have grown rapidly in many Asian countries such as Singapore, Taiwan, China and Thailand (Howard, 2009). Thus, SME retail Businesses are facing an "innovate or die" situation, as non-adapting retail firms have always been and will continue to be driven out of the business (Evans, 2011). A new critical capability of retail business is the ability to configure and reconfigure its processes into a coherent blueprint - known in other words as a Business Model (Sorescu et al., 2011). The research question becomes "How can SME retail Business in Thailand successfully compete through Business Model Innovation?" Business Model Innovation requires system wide changes, since modifying one component always has network effects on other components (Tikkanen et al., 2005). There is no fixed method or successful formula that all companies will adopt; therefore disciplined experimentation and adaptation is recommended (Berman, 2011; Chesbrough, 2010; McGrath, 2010; Mitchell et al., 2003; Teece, 2010). However, most past studies on innovation are about large companies (Tim, 2004) and not many articles cover empirical studies on Business Model Innovation. In particular, few studies address the dynamic view (Demil and Lecocq, 2010; Svejenova et al., 2010; Sosna et al., 2010).This research focuses on the implementation of Business Model Innovation within SME retail business. The research uses a methodology called Action Research, and was conducted within the researcher's organization, which is a SME retail business in Thailand. This overcomes the practical challenges of studying SME business, which is related to limited opportunity to conduct empirical research. The study was conducted over the 4 year period from October 2010 to August 2014 by implementing Business Model Innovation in order to exploit opportunities in rural areas. Business Model concepts were employed as sources of innovation and units of analysis. Action Research consists of multiple cycles of changes and adaptation. It was found that Business Model concepts can be represented at different levels of abstraction from reality. At a high level of abstraction, the Business Model Canvas helps to understand the overview of the firm's business logic in a broad way, and provide ideas about what can be adapted. At the operational level, the Retailing Business Model provides a structural approach to the conceptualisation, planning and implementation of activities that support high level changes. In all, Business Model Innovation can be conceptualised as an ongoing learning process similar to the iterative cycles of Action research. These cycles consist of constructing actions, planning, taking actions and evaluating actions. The Business Model concepts at different levels of abstraction can be used for understanding and planning, as well as to capture learning experiences, both on the high level and on the operational level. Therefore, Business Model Innovation is a dynamic process where changes and learning happen continuously. Such a process enables SME retail businesses to improve their understanding of their Business Model and thus improve their chances of success?

The thesis covers the phenomenon of business model innovation. It provides with theoretical background of the concept based on the works of several scientists who stand at the beginnings of the discipline. The paper also introduces the principles of design thinking applied to business model innovation in order to get superior results and serve as a guideline for ideation processes and presenting enhancements to existing business models. The practical part is devoted to applying the described concepts on examples from real life, which can especially help small companies in their battle with incumbents. Three industries are analyzed to see the flaws with the current state of things. New business models that can disrupt corresponding industries are offered at the end of each case.

Condition monitoring business has been of interest to Sulzer since the 1990s when the Sulzer Diagnostic System (SUDIS) was developed. However, since the invention of SUDIS, Sulzer has had limited commercial success with condition monitoring products and services. Several recent investigations at Sulzer have explored possibilities for new machine monitoring business, with the most recent being the condition monitoring equipment survey of Nyitray. This report leads on from the work of Nyitray to evaluate the attractiveness of current machine monitoring markets and the strength of current and concept control and monitoring business models. Sales and customer support services (CSS) staff in all business segments and areas were surveyed for information regarding customer demand for machine monitoring solutions. The results of the survey lacked a unified view on customer needs, indicating that customer needs vary significantly with industry and region. Results also indicated that Sulzer sales and CSS staff currently have very little contact with customers regarding machine monitoring issues, which was expected since Sulzer currently has very limited machine monitoring offers. Overall customer interest in machine monitoring for cost saving purposes is high. Moreover, some customers expect equipment manufactures like Sulzer to support their equipment with machine monitoring offers. Business model environmental factors for each Sulzer Pumps focus market were identified allowing the most attractive markets for machine monitoring business to be selected. A survey of Sulzer Pumps business segment heads also contributed to the market selection process. This evaluation concluded that the water and power generation industries had favourable markets for machine monitoring business, mainly because Sulzer has a good competitive position in these markets. Unfortunately pumps in the electricity generation industry are relatively reliable compared to other machinery such as electrical generators. Hence, opportunities identified in the electricity generation industry seemed to be more appropriate for Sulzer Turbo Services than Sulzer Pumps. However, cross-divisional collaboration of Sulzer Pumps and Sulzer Turbo services would allow Sulzer to offer solutions for entire drivetrains. Other opportunities suitable for Sulzer Pumps were identified in the district heating and water industries, with energy monitoring being a common theme. An evaluation of the oil pipeline industry yielded that there is significant market demand for machine and pipeline monitoring. However, Sulzer currently does not have the experience or resources to provide the demanded monitoring services independently. Hence searching for key partners or acquisition targets was acknowledged as an essential activity for Sulzer Pumps to enter this market. Another means of market entry would be to develop novel technology or integrate emerging technologies (e.g. online viscosity sensors) into new pipeline monitoring solutions, i.e. to create a novel value proposition. Subsequent feedback from Sulzer alliance managers concluded that oil pipeline customer acquisition may be difficult since many pipeline companies already have monitoring solutions which they are satisfied with. Hence the oil pipeline market is not recommended for new machine monitoring business ventures. ABS pump control and monitoring solutions are currently the only machine monitoring solutions offered by Sulzer Pumps. In this study the business model behind these solutions was analysed to evaluate its strength and identify areas for improvement. Although the ABS control and monitoring business model is profitable, sales figures are below their potential. Recommendations to improve the business models effectiveness mainly focused on improving channels through which Sulzer connects with its customers. These included improving Sulzer digital marketing material, improving product selection tools, increasing complementary advertising and quotation contents to connect Sulzer control and monitoring products with pump equipment products, and most importantly increasing the amount of sales and CSS staff training.

Abstract The fertility rate of Taiwan has been decreased year by year,a ministry of the interior announced the number of new born baby which was a record low below 200 thousand;a ministry of education proposed the bill of integrating kindergartens and nuesery schools to the legislative yuan for the first reading,it will be legally public school to recruit kids who from 0~6 years old,at the same time,the requisitions of operating threshold to private kindergarten owners has raised,otherwise the subsidies for tuition will be rescind;the government established policy of downward extension of one year compulsory education,but the big class(5~6) kids are the largest proportion for most of private kindergartens;individual counties to implement the nation primary free after school,others will follow a succession like this. Meanwhile, the same language and same race with China which provided an opportunity for a large fertile soil in China to extend business advantage which successful operating kindergartens or/and after schools in Taiwan.Especially, the progress and the increase in GDP per-capital in China for past ten years,it means ¡§Education¡¨really an one of ten great future industries.At this moment,the Taiwan business entrances the China market that will go along with higher cost and risk,if no any unique¡Bcreative and differential business model with,it¡¦s hard to success.As a result,for studing the business model-¡yone-stop shopping¡zto face the giant China educational market in this thesis,by case study¡Bdeep interview the CEO of development successful enterprise in China¡Agathering the raw data compare with myself studied and experiences in China fied work,combining with 5 forces analysis and investment results in order to go up the successful probability of such a business model. By the assessment¡Bstructure and risk management in this thesis, expects to provide a different idea or strategy thinking to accessible innovation model, therefore bring a strong sense of mission and enhance the self-motivation throughout the organization to build up the win-win prospects for both institute and employees. Keyword¡Gintegrating kindergartens and nuesery schools¡Bone-stop shopping¡B 5 forces analysis¡BGDP per-capital¡Binvestment results¡C

The paper deals with the dynamic simulation of possible development scenarios of small farmers. The model is based on the official data sources but also on the qualitative research of small farmers. The modelling structure reflects the specifics of the examined field and personal and social specifics of small farmers. For the purposes of the analysis, the business model describes the value creation in the small farms, thereafter the model is extended into dynamic simulation model and the selected scenarios of development are simulated. The analysis shows the impact of the current setup in the field. Despite the paper contains the optimistic scenarios, simple change of parameters leads to unsustainable situation. The pessimistic scenarios grow from realistic conditions when parameters reflects the recent period settings. This clearly depicts the influence of weak market position of the farmers and advocates the diversification tendencies.