Yes / Gold

Background: In today's digitalized and globalized business environment, entrepreneurs are constantly challenged to carefully plan its start-ups products, services or business model. Any failure in one of those components may result in a less competitive company, which could lead to failure as consequence. Business model is often seen as a central and important part of a start-up. Over time, entrepreneurs look for new ways of improving its current business model or new ways doing business always aiming economic growth. Business Model Innovation is a technique that supports companies, business managers and entrepreneurs to look for business opportunities (or business models) that would somehow be related to the company. Purpose: The main purpose of this master thesis is to expose the challenges that start-ups face in terms of business model and then to understand how the companies studied overcame those challenges by making use of business model innovation (BMI). We also look to understand what kind of impact business model innovation generated in the start-up, in terms of economic growth. Method: Primary data and secondary data were collected through qualitative semi-structured interviews involving multiple case study of five technology start-ups in Sweden. Once all data were collected and stored, we made use of open and axial coding techniques in order to perform data analysis to possibly generate a theory and the answer to the research questions. Conclusion: All start-ups are aware about the importance and positive benefits that business model innovation could bring. When it comes to challenges, there are two main problems, where the first one is related about the difficulty to abstract different business model and then incorporate into the company’s context while the second one is once they manage to overcome the first challenge, they still needs to find a way to make sure it would be profitable. Another finding is that older start-ups tends to be more aware about the positive and negative impacts that business model innovation could bring, and each company has its own method to validate a business model innovation. We analyzed each case, identified some patterns and develop a model that helps start-ups to validate potential business models to be incorporated in the company.

This thesis is about exploring the suitable business model framework for open innovation projects in incumbent organizations like Ericsson. Due to the rise in global competition and digitalization incumbent companies cannot innovate in closed innovation systems. Open innovation accelerates the flow of internal and external knowledge for expanding to the new markets by the use of innovation. Companies need reliable and working tools to innovate their business models. Along with technological innovation, business models also play a dominant role in businesses. Companies need to protect their business models by building them strong.  Through making them hard to replicate for placing companies ahead of their competition. Companies employ the business model to understand value creation, delivery, and capture mechanisms. Open innovation explicitly incorporates the business model as a source of both value creation and value capture.  Later role of the business model is to enable the organization to sustain its position in the industry(West et al. 2006). The content of the thesis is explaining how the early stage startups and innovation projects are building their business models in incumbent organizations — then developing a suitable business model framework for such projects in incumbent organizations to building their business ideas.  Using design thinking methodologies proposed a business modeling approach with existing tools from the literature for creating a viable business model and using a value-based approach to quantify the value propositions by understanding value delivered to the customer and developing capturing model.  By converting those values in monetary terms, it makes it easy to propose a value-based price for the solution. Through this thesis, the author has introduced a framework and process model for business modeling by early stage projects. The contributions were in empirical findings and analysis focused on design thinking-based business modeling approach for MVBM framework and process model.

When exploring business in China we noticed that companies behaved in a different way, Corporate Social Responsibility was seen as integrated in companies’ business models as an integral part in order for them to grow and sustain. This seemed to be a new approach to us as well as poorly discussed in the literature we had experienced. Therefore, the purpose of this study is to explore the content of Business Model, the conceptualisation of corporate social responsibility in the Chinese context and the importance of including the concept of corporate social responsibility in firms’ Business Models. Based on the exploration, we decided to employ the hermeneutics perspective of social science. Accordingly, the research was conducted through a qualitative study with an inductive approach. Based on interviews of the respondents’ organisational and personal perspective of the Chinese context, with literature review as reference to and reflection on the findings to have in-depth understanding of the concepts, we conducted this study, which is shaped by the following major findings. Business Model and Corporate Social Responsibility are dependent on the complexity in a certain context, the studied Chinese context, and therefore need reconfiguration. Sustainability in China is assumed to move, but rather in its own direction than similar way to the development in West. The focus of Business Model is moving more towards creating value in terms of economic, social and societal rather than only considering money making. The Chinese government is seen to have political power and influence on the business market with heavy interference in the business’s direction, operation and management. As a result, collaboration with government can guide, facilitate and increase success of businesses. Business Model for Sustainability should be created on an aggregate level, where businesses should consider integrating Corporate Social Responsibility as the foundation in their business model, which is pushed and driven by the government. A business model for sustainable development in China is proposed with the two integral constituents: Corporate Social Responsibility and Politics represented by the government. Lastly, reflecting on the literature review of the studied fields respectively, it has been dragged behind the current state of the evolving world. What is happening in China, the second largest economy in the world and one of the biggest countries suggests that more intensive attention of researchers should be paid to business practice with Corporate Social Responsibility as an integral part of business model. With a focus more on the contextualisation, new dimensions or horizons of the literature development can be revealed when hidden or untouched aspects such as political influence in business are investigated. Accordingly, the heterogeneity in perspectives on conceptualisation and configuration of Business Model and Corporate Social Responsibility in the literature along with that in practice is inevitable. It is more important to see how the concepts look like and work in close connection with the context, rather than trying to shape the literature in one particular way to prove that it works in all contexts.

Cette thèse en finance s'intéresse à la transmission de chocs financiers à l'économie réelle. Dans une première partie, avec Mathias Lé, nous analysons le lien entre le secteur bancaire et l'économie réelle de 1989 à 2012. Les questions posées sont : quel est l'usage du crédit bancaire par les firmes ? Comment cet usage change-t-il en fonction des caractéristiques des firmes ? Ce travail montre que plus l'entreprise est petite, plus le crédit bancaire est utilisé pour financer l'investissement ; plus l'entreprise est grande, plus il est utilisé pour financer les besoins en liquidité. Ainsi l'article fournit une grille de lecture des effets réels potentiels en période de rationnement du crédit. Pourquoi cette différence dans l'usage du crédit ? L'article propose plusieurs pistes en réponse. La deuxième partie de cette thèse s'intéresse aux canaux de transmission de chocs financiers avec une approche par business models bancaires. Les questions sont : en période de crise financière, certains business models sont-ils plus résilients ? Quels sont les canaux de fragilités par business models ? L'article montre que le risque de liquidité n'est pas uniformément réparti entre business models. Dès lors ne pas prendre en compte cette hétérogénéité dans la réglementation conduit à une réglementation centrée sur des exigences en capital et au développement de fragilités financières. Dans la dernière partie de cette thèse, je propose un modèle théorique analysant l'impact de la décision publique sur l'amplitude des chocs financiers. L'article montre la réglementation comme un outil du décideur politique pour calibrer l'arbitrage entre croissance et stabilité financière. / This thesis in Finance analyzes the transmission of financial shocks to the real economy. First we analyze, with Mathias Lé, the bank-firm relationship. The addressed questions are: what is the role of bank credit ? How does this role change with firm features ? The results show that the smaller the firm, the higher the use of bank credit to fund investment. The higher the firm size, the higher the use of bank credit to fund liquidity needs. But why such a discrepancy ? The paper proposes several answers. All in all, this work provides a framework to analyze potential real effects of credit rationing, by firm size. The second part of the thesis analyzes the transmission channels of financial shocks with a bank business model approach. The addressed questions are: are some business models more resilient in financial crisis ? What are the fragility channels by business models ? The paper shows that the liquidity risk is not uniformly distributed across business models. Thus, not considering such heterogeneity in the definition of the regulation leads to (I) concentrate the regulation on capital requirements (like in Basel I & II) and (II) it enables the development of financial fragilities. Eventually, the paper shows the complementarity between the separation of banking activities and a liquidity regulation. Third, I propose a model to highlight the impact of regulation choice on the magnitude of financial shocks. The paper shows the regulation as a tool of the policy maker to arbitrate between growth and financial stability. Thus, in a low growth period, the policy maker seeking a new electoral mandate has incentives to loosen the financial regulation.

Récemment, une nouvelle ère du commerce « connecté » arrive, dans laquelle l’offre des services logistiques fluides entre les différents canaux de vente, sera primordiale pour les réseaux de distribution. Dans ce contexte d’omnicanalité, nous focalisons aux liens pouvant être établis entre le logistics model adopté et le business model. Nous formulons l’hypothèse selon laquelle le logistics model adopté peut faire évoluer le business model : P1: le business model a un impact sur le logistics model. P2: Le logistics model a un impact sur le business model. P3: Quand le business model évolue, le logistics model évolue et s’adapte. P4 : L’évolution du logistics model a un impact sur l’évolution du business model. P5 : L’innovation du logistics model peut pousser l’innovation du business model. Une recherche empirique (4 cas) est menée permettant de capter les aspects dynamiques. Des entretiens semi-directifs avec les dirigeants, les responsables logistiques ont été réalisés. Des analyses intra-cas et inter-cas ont été menées. Apports: Au plan théorique, nous définissons les composants des business model et des logistics model dans l’industrie du prêt-à-porter et montrons 4 processus logistiques liés à la proposition de valeur. Nous montrons comment les évolutions ou les innovations logistiques peuvent permettre d’acquérir des compétences et du savoir-faire distinctifs susceptibles de proposer de nouvelles propositions de valeur aux clients et d’améliorer le business model d’une enseigne. Au plan managérial, les distributeurs trouveront matière à modéliser leurs activités et à positionner les services logistiques au centre de leurs business models futurs. / Recently, a new era of “connected commerce” is emerging, where the ability of offering effective and fluid logistics services among the different channels will be a key feature of distribution networks. In the context of omnichannel, we focus on the dynamic links between logistics model adopted by a distribution company and its business model. We make the hypothesis that the adopted logistics model can lead to changes in the business model: P1: the business model impacts the logistics model. P2: the logistics model impacts the business model. P3: the evolution of the business model impacts the evolution of the logistics model. P4: the evolution of the logistics model impacts the evolution of the business model. P5: The innovation of the logistics model impacts the innovation of the business model. To answer the research questions, we conducted a dynamic empirical research (four case studies in the ready-to-wear industry). Semi-structured interview with leaders, and logistics managers were conducted, followed by an intra-case and cross-case analyzes.Implications: At the theoretical level, we define precisely the components of the business model and the logistics model and demonstrate an association between four logistics processes and the value proposition to customers. We show how evolution and innovation of logistics can provide distinctive skills and know-how that can help create new value propositions to customers and improve the company’s business model. At the managerial level, our study offers insights to retailers certain ways to model their activities and to position the logistics services at the center of their future business model.

Submitted by Renato Lago Pereira Chaves (renatochaves.jazz@gmail.com) on 2016-12-07T12:00:08Z No. of bitstreams: 1 Dissertação versão final - completa.pdf: 944839 bytes, checksum: 8b600dfc73c30bb2aa4684d3725ced47 (MD5) / Approved for entry into archive by Janete de Oliveira Feitosa (janete.feitosa@fgv.br) on 2016-12-07T19:18:46Z (GMT) No. of bitstreams: 1 Dissertação versão final - completa.pdf: 944839 bytes, checksum: 8b600dfc73c30bb2aa4684d3725ced47 (MD5) / Made available in DSpace on 2016-12-20T16:02:44Z (GMT). No. of bitstreams: 1 Dissertação versão final - completa.pdf: 944839 bytes, checksum: 8b600dfc73c30bb2aa4684d3725ced47 (MD5) Previous issue date: 2016-10-31 / The impacts of the so-called craft beer revolution reached Brazilian beer industry in the first years of this century. As a result, a group of new entrepreneurs emerged in the country, who argue that they are restoring beer to its rightful status, not only as a local business but also as a product that may bring a specific regional personality. The recent evolution of the craft beer segment is paving the way to the development of different forms of organizing, such as contract brewing, designed for companies which do not own physical brewing facilities. Although most companies still understand contract brewing as a transitional business model, it did change into a permanent form of organizing. Limited to contract breweries from the Rio de Janeiro metropolitan area, this research attempts to assess how contract breweries changed from a temporary, transitional business model into a permanent form of organizing. Furthermore, in view of some distinctive features observed in the models adopted by contract breweries, which may differ from each other considerably with regard to their temporariness and the ability to survive in the long term, I propose a typology of contract breweries. / Os impactos da chamada revolução da cerveja artesanal chegaram à indústria de cerveja brasileira nos primeiros anos deste século. Por conseguinte, um grupo de novos empreendedores surgiu no país, segundo os quais eles estariam retornando a cerveja a seu devido lugar, não apenas como um negócio local, mas também como um produto que pode conferir uma personalidade regional específica. A recente evolução do segmento de cerveja artesanal está abrindo caminho para o desenvolvimento de diferentes formas de se organizar, tais como produção por contrato, modelo desenhado para empresas que não dispõem de instalações fabris próprias. Embora a maior parte das empresas ainda perceba produção por contrato como um modelo de negócio de transição, este modelo evoluiu até tornar-se uma forma permanente de organização. Limitada a cervejarias por contrato da região metropolitana do Rio de Janeiro, esta pesquisa busca analisar como as cervejarias por contrato evoluíram de um modelo de negócio temporário e de transição para uma forma permanente de organização. Ademais, haja vista algumas características específicas observadas nos modelos de negócio adotados pelas cervejarias por contrato, que podem diferir consideravelmente uma das outras no que concerne a sua temporariedade e capacidade de sobreviver a longo prazo, uma tipologia de cervejarias por contrato é proposta.

Submitted by Jorge Silva (jorgelmsilva@ufrrj.br) on 2017-08-04T18:08:49Z No. of bitstreams: 1 2017 - Aline Pereira Neves da Costa.pdf: 1511725 bytes, checksum: 4a7c2e556973dfc168dc63ecedd0298b (MD5) / Made available in DSpace on 2017-08-04T18:08:49Z (GMT). No. of bitstreams: 1 2017 - Aline Pereira Neves da Costa.pdf: 1511725 bytes, checksum: 4a7c2e556973dfc168dc63ecedd0298b (MD5) Previous issue date: 2017-01-09 / This dissertation aimed to analyze the association of the Business Model Canvas (BMC) methodology with the critical factors for the success of MSBs in Brazil in light of Porter's competitive strategy theory. The work is justified by the fact that there are factors in the management mechanisms that, oftentimes, when neglected, can cause an increase in the probability of small business mortality. These factors can be divided into three categories: environment, company and managers. These have intrinsic connections with strategic issues, because they relate to legacy forces to both the internal and external environment organizational environment. In the wake of the reasoning it was realized that as MSBs can be efficient in their day to day, but ineffective with regard to strategic decisions. This may be related to the fact that managers do not formalize the strategy of the company because they do not know and/or they don?t know how to use the strategic tools or believe that employing them will require a lot of time. Thus, it was understood as important to reflect on the implementation and operationalization of a management methodology (BMC), associated to an approach for the elaboration of competitive strategies in order to contribute to the survival of small businesses. To achieve the goal of the study, the research is outlined as bibliographic because it was analyzed the main work on the BMC. The analysis of the results was based on the analysis of qualitative structural content, in which structuring categories and anchors were defined based on the theoretical reference. From this, the textual elements, that was extracted from the chapters referring to the BMC units, were compared with the literature review about MSBs and strategy. It was noticed that the analyzed tool has strengths, but also weak points. Although the model presents itself in a practical but in a less bureaucratic way, it analyzes the organization's' external environment in a superficial way, understanding the competitive forces uncritically. Besides that, it was understood that the greatest weakness of BMC is based on the fact that it does not address the relationship of the company and the business' sector, as it exerts influence both in the actions that encompass the internal and external environment. The understanding of the industry that the organization is inserted makes it possible to assess the barriers that prevent it from entering and leaving the business. In this way, it was understood that from the point of view of MSBs survival, it is necessary for the manager to be able to project the value chain and the strategic actions of the enterprise according to the behavior of the industry. Thus, the need was felt to reformulate the BMC structure to include the organizational strategy. The proposed layout addresses the analysis of the industry, considering the competitive forces. The intention was to associate the characteristics of strategic planning in order to assist the leader in the perception of the influence of the external environment and its stakeholders under the company. / Esta disserta??o teve como objetivo analisar a associa??o da metodologia Business Model Canvas (BMC) com os fatores cr?ticos para o sucesso das MPEs no Brasil ? luz da teoria da estrat?gia competitiva de Porter. O trabalho justifica-se pelo fato de existirem fatores nos mecanismos de gest?o que, muitas vezes, quando s?o negligenciados, podem ocasionar o aumento da probabilidade de mortalidade dos pequenos neg?cios. Tais fatores podem ser divididos em tr?s categorias: ambiente, empresa e dirigentes. Estes possuem conex?es intr?nsecas com as quest?es estrat?gica, pois relacionam-se com for?as legadas tanto ao ambiente interno quanto ao ambiente externo organizacional. Percebeu-se que as MPEs podem ser eficientes no seu dia a dia, por?m ineficazes no que diz respeito as decis?es estrat?gicas. Isto pode estar relacionado ao fato dos dirigentes n?o formalizarem a estrat?gia da empresa por n?o terem conhecimento e/ou n?o saberem utilizar as ferramentas estrat?gicas ou acreditarem que empreg?-las demandar? muito tempo. Desta maneira, entendeu-se como importante refletir sobre a implanta??o e operacionaliza??o de uma metodologia de gest?o (BMC), associada ? uma abordagem para elabora??o de estrat?gias competitivas de forma a contribuir para a sobreviv?ncia dos pequenos neg?cios. Para alcan?ar o objetivo do trabalho, a pesquisa delineou-se como bibliogr?fica, pois foi a analisada a principal obra sobre o BMC. A an?lise dos resultados fundamentou-se na an?lise de conte?do qualitativa estrutural, na qual foram definidas categorias e ?ncoras estruturantes com base no referencial te?rico. A partir disto, foram confrontados os elementos textuais extra?dos dos cap?tulos referentes as unidades do BMC com a revis?o de literatura sobre MPEs e estrat?gia. Percebeu-se que a ferramenta analisada possui pontos fortes, mas tamb?m fracos. Apesar do modelo apresentar-se de forma pr?tica, menos burocr?tica, o mesmo analisa o ambiente externo a organiza??o de maneira superficial, compreendendo as for?as competitivas acriticamente. Al?m disto compreendeu-se que a maior fraqueza do BMC se baseia no fato do mesmo n?o abordar rela??o da empresa e o setor que o neg?cio, pois o mesmo exerce influ?ncia tanto nas a??es que englobam o ambiente interno quanto o externo. A compreens?o da ind?stria que a organiza??o est? inserida possibilita a avalia??o das barreiras que a impendem de entrar e sair do neg?cio. Desta forma, entendeu-se que sob a ?tica da sobreviv?ncia das MPEs ? necess?rio que o dirigente saiba projetar a cadeia de valor e as a??es estrat?gicas do empreendimento conforme o comportamento da ind?stria. Sendo assim, percebeu-se a necessidade em reformular a estrutura do BMC de forma a incluir a estrat?gia organizacional. O layout proposto aborda a an?lise da ind?stria, considerando as for?as competitivas. A inten??o foi associar as caracter?sticas do planejamento estrat?gico a fim de auxiliar o dirigente no que diz respeito a percep??o da influ?ncia do ambiente externo e seus intervenientes sob a empresa.

Cette thèse s'intéresse au concept d'entrepreneuriat social qui combine un projet économique et une finalité sociale. Durant les premières étapes de développement du projet, les startups sociales sont souvent confrontées à une évolution de leur business model (BM) pour faire face aux contraintes organisationnelles mais également aux menaces et aux opportunités de leur environnement. Notre objectif dans cette recherche est d'identifier les mécanismes qui permettent de concilier l'« économique » et le « social » à travers la problématique suivante : comment garder l'équilibre entre la dimension économique et la dimension sociale du BM de l'entreprise sociale face à son environnement ? Ainsi, nous avons mobilisé une approche mixte (contenu et processus) pour étudier l'évolution du BM des startups sociales. Cela nous a permis de répondre aux questions subsidiaires du « pourquoi » et « comment » ainsi du « quoi » de l'évolution du BM des entreprises sociales. Pour répondre à cette problématique, nous adoptons une approche qualitative par une étude comparative de startups sociales des TIC (technologies de l'information et de la communication) en France et au Sénégal. Les données collectées par entretiens semi-directifs (55 au total) et lors d'évènements (meet-up, conférences, panels, salons, etc.) sont enrichies de données secondaires (sites web, documents internes, rapports, etc.). Ce corpus de données a fait l'objet d'un traitement avec le logiciel Nvivo 11. Les résultats de ce travail de recherche peuvent être déclinés comme suit : D'abord, notre recherche enrichit la littérature de nouveaux facteurs externes et internes qui influencent l'évolution du business model à savoir la levée de fonds, les subventions, l'augmentation de l'impact social et l'autonomie financière. Ensuite, nous avons identifié les éléments du BM qui évoluent avec les phases de développement des startups de même que leurs logiques d'évolution. Puis, notre principale contribution consiste en l'identification des principaux mécanismes qui peuvent permettre de garder un bon équilibre entre la dimension économique et la dimension sociale du BM lorsque ce dernier évolue. Enfin, nos résultats montrent les différences et les similitudes de l'évolution des BM des cas en France et au Sénégal en analysant leur écosystème entrepreneurial. / This thesis focuses on the concept of social entrepreneurship, which combines an economic project and a social purpose. During the early stages of project development, social startups often face challenges in their business model (BM) due to organizational constraints, but also threats and opportunities of their environment. Our goal in this research is to identify the mechanisms that allow to reconcile the 'economic' and 'social' through the following issue: How to keep balance between the economic and the social dimension of social enterprise's BM in the face of its environment? Thus, we have mobilized a mixed approach (content and process) to study the evolution of the BM of social startups. This has allowed us to meet the ancillary issues of the 'why' and 'how' as well as the "what" of the evolution of the BM of social enterprises. To answer our research question, we have adopted a qualitative approach by conducting a comparative study of social startups of ICT (information and communication technologies) in France and Senegal. Fifty five (55) in-depth interviews supplemented with secondary data (websites, internal documents, reports, etc.) was analyzed thanks to the assistance of the software Nvivo 11. As regards our results : first, our research enriches the literature of new internal and external factors that influence the evolution of the BM like fundraising, grants, the increase of the social impact and financial independence. Second, we have identified the elements of the BM that change with the startups development phases, as well as their logical evolution. On the other hand, our main contribution remains on the identification of main mechanisms that can allow to keep a good balance between the economic dimension and the social dimension of the BM when the latter evolves. Finally, our results show the differences and similarities in the evolution of the BM between the Senegal and France thanks to their entrepreneurial ecosystem.

Selon le rapport de la Commission Européenne (2011), le départ du dirigeant d’une entreprise se traduit trop souvent par la disparition de cette dernière. Face à l’ampleur du phénomène de reprise par un tiers physique externe, force est de constater le manque de travaux consacrés à cette modalité entrepreneuriale (Durst et Wilhelm, 2009 ; Parker et van Praag, 2012) alors que de moins en moins de descendants sont prêts à prendre la relève (TRANSREGIO, 2005). L’un des challenges auxquels fait face le repreneur (personne physique) est lié à la nécessité d’apprendre et de comprendre rapidement un système complexe dont il assumera sous peu la responsabilité. Ce travail doctoral relève le risque de faux pas du repreneur défini comme une action allant, sans que ce dernier en ait conscience, à l’encontre de la marche normale de l’entreprise. Le cadre opératoire déployé met au jour la représentation que possède le repreneur du Business Model de l’entreprise transmise pour la comparer à celle du cédant et ainsi révéler des types d’écart susceptibles de conduire à des faux pas.Après un cas exploratoire, quatre cas de transmission ont été étudiés sur la base d’entretiens semi-directifs ayant permis de produire une version narrative des Business Models. Pour chacun des cas, la comparaison systématique de la représentation du repreneur à celle du cédant a permis l’observation de cinq cas de figure : carence, dissonance, concordance, précellence et modèles différents. / According to the report of the European Commission (2011), owner-manager departures lead too often to the demise of the firm. Faced with the worrying growth of this phenomenon, little research has been conducted on non-family business successions (Durst et Wilhelm, 2009 ; Parker et van Praag, 2012) while fewer and fewer descendants are willing to take on the succession (TRANSREGIO, 2005), little research has been conducted on non-family business succession (Durst & Wilhelm, 2009). One of the main challenges faced by the buyer (individual) is to rapidly learn and understand a complex system which is going to be under his or her guidance. Our research brings to light the risk of faux pas which we define as a decision of the buyer which goes against the ordinary working of the firm, without the buyer being aware of it. Our research protocol formalises the buyer’s representation regarding the Business Model of the firm he buys to compare it with the seller’s one. This comparison reveals types of deviations likely to lead to faux pas.After an exploratory investigation, four cases of business transfer have been studied using a semi-structured checklist allowing us to produce a written version of the Business Models. For each case, a systematic comparison of the buyer’s and the seller’s representations allowed us to draw some conclusions bringing to light five situations: shortcomings, discordance, concordance, superiority and different models.