O modelo de negócio vendor finance é tomado aqui como ponto de partida para o estudo do movimento de expansão do Banco De Lage Landen para o mercado de tecnologia da informação (TI). Foram analisadas as principais características do modelo de negócio, suas capacidades essenciais e posicionamento competitivo. Com base nesta análise inicial, foram efetuadas entrevistas com compradores corporativos de equipamentos de TI. Através das entrevistas foram identificadas características muito específicas deste mercado, que se diferencia substancialmente dos mercados até o momento atendidos pelo Banco De Lage Landen. O mercado de TI se mostrou um mercado muito dinâmico. Alguns fatores estão em constante mudança, como: os produtos, os fornecedores, as formas de atender a mesma necessidade e a própria estrutura do mercado. Algumas das características identificadas serão cruciais para a estratégia de entrada do Banco De Lage Landen neste mercado. / The vendor finance business model is taken here as a starting point for studying the movement of expansion of the De Lage Landen Bank to the information technology (IT) market. The main characteristics of the business model were analyzed, its key capabilities and competitive position. Based on this initial analysis interviews with corporate buyers of IT equipment were conducted. Through the interviews specific characteristics of the market were identified, which differs substantially from the market served by De Lage Landen until now. The IT market has proved to be a very dynamic market. Some factors are constantly changing, like the products, suppliers, ways to meet the same need and the very structure of the market. Some of the features identified will be crucial to the entry strategy of De Lage Landen in the market.

Syftet med den här studien är att   bidra till en mer hållbar utveckling genom att få företag att utforma sin   affärsmodell med hänsyn till ekologiska, sociala och ekonomiska   hållbarhetsaspekter. För att det ska vara möjligt har Osterwalder och   Pigneurs affärsmodellkanvas kombinerats med olika hållbarhetsverktyg.   Hållbarhetsverktygen som valts ut är redan etablerade metoder för hållbar   utveckling inom företag som antingen är lätta att använda eller bidrar till stark   hållbar utveckling, eller bägge. Originalaffärsmodellkanvasens alla olika   delar har berikats med frågor som inspirerats av dessa verktyg. Dessutom har   kanvasen breddats till att också innehålla tidsperpektiv i form av   visionsarbete och arbete med mål/handlingsplaner, då långsiktighet är viktigt   för just hållbar utveckling och också ingår i många av de etablerade hållbarhetsverktygen. Den nya affärsmodellkanvasen har   presenterats i en form där de olika dimensionerna i hållbar utveckling -   ekologisk, social och ekonomisk - tydligare framträder. Ambitionen är att det   nya verktyget ska vara både lätt att arbeta med, bidra till stark hållbar   utveckling, och också stärka företags affärsmodeller. Den nya kanvasen och   resultaten från den här studien behöver testas, mätas och utvecklas vidare. Förhoppningsvis kan denna nya   affärsmodellkanvas för hållbart företagande medverka till att vi i en snarare   framtid får se en mer hållbar utveckling och ett mer hållbart företagande. / The purpose of   this study is to contribute to a more sustainable development by getting   companies to develop their   business model with regard to ecological, social and economic aspects of   sustainability. To make that possible, the Osterwalder and Pigneur business   model canvas has been merged with   various sustainability tools. The selected sustainability tools are already   well-established methods for sustainable development within companies that   are either easy to use or that contribute to strong sustainable development,   or both. All the different parts of the original business model canvas have   been enriched with questions inspired by these tools. In addition, the canvas   has been extended to include the perspective of time by adding work for a company   vision and goals/action plans, since time perspective is important for   sustainable development and is also included in many of the previously   mentioned sustainability tools. The new business   model canvas has been presented in a shape where the different dimensions of   sustainable development - ecological, social and economic - emerge more   clearly. The ambition was that the new tool would be both easy to work with,   contribute to strong sustainable development, and also strengthen corporate   business models. The new canvas and the results of this study need to be   tested, measured and further developed. Hopefully, this   new canvas for sustainable business models can enable both a more sustainable   development but also even more sustainable business and entrepreneurship. / <p>2019-02-06</p>

Submitted by Alisson Mota (alisson.davidbeckam@gmail.com) on 2015-06-25T18:59:51Z No. of bitstreams: 2 Dissertação - Kleber Abreu Sousa1.2.doc: 973824 bytes, checksum: 9f9025461d0e5685e7d9bbed52e5d1ea (MD5) Dissertação - Kleber Abreu Sousa2.2.doc: 82432 bytes, checksum: 27f5bd5c145aeda053c02a7191c1f42a (MD5) / Approved for entry into archive by Divisão de Documentação/BC Biblioteca Central (ddbc@ufam.edu.br) on 2015-06-26T16:35:57Z (GMT) No. of bitstreams: 2 Dissertação - Kleber Abreu Sousa1.2.doc: 973824 bytes, checksum: 9f9025461d0e5685e7d9bbed52e5d1ea (MD5) Dissertação - Kleber Abreu Sousa2.2.doc: 82432 bytes, checksum: 27f5bd5c145aeda053c02a7191c1f42a (MD5) / Approved for entry into archive by Divisão de Documentação/BC Biblioteca Central (ddbc@ufam.edu.br) on 2015-06-26T17:14:20Z (GMT) No. of bitstreams: 2 Dissertação - Kleber Abreu Sousa1.2.doc: 973824 bytes, checksum: 9f9025461d0e5685e7d9bbed52e5d1ea (MD5) Dissertação - Kleber Abreu Sousa2.2.doc: 82432 bytes, checksum: 27f5bd5c145aeda053c02a7191c1f42a (MD5) / Made available in DSpace on 2015-06-26T17:14:22Z (GMT). No. of bitstreams: 2 Dissertação - Kleber Abreu Sousa1.2.doc: 973824 bytes, checksum: 9f9025461d0e5685e7d9bbed52e5d1ea (MD5) Dissertação - Kleber Abreu Sousa2.2.doc: 82432 bytes, checksum: 27f5bd5c145aeda053c02a7191c1f42a (MD5) Previous issue date: 2009-07-01 / This work presents business-oriented an initial model of promotion of high value added for application in the Incubator business-oriented of the Center of Biotechnology of Amazônia - CBA. So that this proposal could be constructed was necessary theoretically to evaluate and to argue the business-oriented context of the generation of technological base, the based business-oriented importance of the generation in Amazonian biodiversity, the paper of the nuclei of technological innovation, the concepts of technological management and innovation, the function of the incubator as technological infrastructures and the business-oriented peculiarities of the incubator of the CBA. With the objective to search base and endorsement to the study it was necessary still to analyze the paper, function and structure of the CBA, to argue the main modalities of incubation, to construct the stages of the incubation process and to argue its great importance for the development of the biodiversity. By means of the bibliographical research it could theoretically be arrived in port the bases for quarrel of theories that turn on incubator of companies of technological base, generation of biodiversity and structuralized models of incubation. The main approach of the present work is concentrated in the qualitative boarding, that is, the study it looks for to know the dynamics of functioning of the incubator of companies of the CBA and on of this perspective considering improvement solutions. Inside of the qualitative boarding, the present project of research involved two stages. In the first stage, a survey with the research method was made that used the information of available archives. Sources of data had been searched that already were available in the incubator of the CBA, as: documents, statisticians and materials. In the second stage a qualitative research in the incubator related one was lead, through the research method that used the participant comment and the half-structuralized interview. The results of this work had been important a time that had allowed the presentation of a proposal of initial model structuralized and defined well of functioning for the incubator of the Center of Biotechnology of Amazônia - CBA, that can be useful in the captation and management of new businesses. / Este trabalho apresenta um modelo inicial de promoção de negócios de alto valor agregado para aplicação na Incubadora de Negócios do Centro de Biotecnologia da Amazônia - CBA. Para que essa proposta pudesse ser construída foi necessário avaliar e discutir teoricamente o contexto da geração de negócios de base tecnológica, a importância da geração de negócios baseados na biodiversidade Amazônica, o papel dos núcleos de inovação tecnológica, os conceitos de gestão tecnológica e inovação, a função das incubadoras como infra-estruturas tecnológicas e as peculiaridades da incubadora de negócios do CBA. Com o objetivo de buscar base e respaldo ao estudo foi necessário ainda analisar o papel, função e estrutura do CBA, discutir as principais modalidades de incubação, construir as etapas do processo de incubação e argumentar a sua grande importância para o desenvolvimento da bioindústria. Por meio da pesquisa bibliográfica pôde-se aportar teoricamente as bases para discussão de teorias que versem sobre incubadora de empresas de base tecnológica, geração de bionegócios e modelos de incubação estruturados. O enfoque principal do presente trabalho está concentrado na abordagem qualitativa, ou seja, o estudo procura conhecer a dinâmica de funcionamento da incubadora de empresas do CBA e em cima dessa perspectiva propor soluções de melhoria. Dentro da abordagem qualitativa, o presente projeto de pesquisa envolveu duas etapas. Na primeira etapa, foi feito um levantamento com o método de pesquisa que utilizou as informações de arquivos disponíveis. Foram pesquisadas fontes de dados que já estavam disponíveis na incubadora do CBA, como: documentos, estatísticas e materiais. Na segunda etapa foi conduzida uma pesquisa qualitativa na referida incubadora, através do método de pesquisa que utilizou a observação participante e a entrevista semi-estruturada.Os resultados desta dissertação foram importantes uma vez que permitiram a apresentação de uma proposta de modelo inicial bem estruturado e definido de funcionamento para a incubadora do Centro de Biotecnologia da Amazônia – CBA, que pode ser útil na captação e gestão de novos negócios.

The world's need for energy is increasing while we realize the consequences of existing unsustainable methods for energy production. Wind power is a potential partial solution, but it is a relatively new source of energy. Advances in technology and innovation can be one solution, but the wind energy industry is embracing them too slow due to, among other reasons, lack of incentives in terms of the added value provided. Collaboration and big data may possibly provide a key to overcome this. However, to our knowledge, this research area has received little attention, especially in the context of the wind energy industry.   The purpose of this study is to explore value as a motivating factor for potential big data collaboration via a collaborative network. This will be explored within the context of big data collaboration, and the collaborative network for wind asset owners O2O WIND International. A cross sectional, multi-method qualitative single in-depth case study is conducted. The data collected and analyzed is based on four semi-structured interviews and a set of rich documentary secondary data on the 25 of the participants in the collaborative network in the form of 3866 pages and 124 web pages visited.  The main findings are as follows. The 25 participants of the collaborative network were evaluated and their approach to three different types of value were visualized through a novel model: A three-dimensional value approach space. From this visualization clusters of participants resulting in 6 different approaches to value can be distinguished amongst the 25 participants.  Furthermore, 14 different categories of value as the participants express are possible to create through the collaborative network has been identified. These values have been categorized based on fundamental types of value, their dimensions and four value processes. As well as analyzed for patterns and similarities amongst them. The classification results in a unique categorization of participants of a collaborative network. These categories prove as customer  segments that the focal firm of the collaborative network can target.  The interviews resulted in insights about the current state of the industry, existing and future market problems and needs as well as existing and future market opportunities. Then possible business model implications originating from our findings, for the focal firm behind the collaborative network O2O WIND International as well as the participants of the collaboration, has been discussed. We conclude that big data and collaborative networks has potential for value creation in the wind power sector, if the business model of those involved takes it into account. However, more future research is necessary, and suggestions are made.

本研究主要探討企業管理者如何因應環境快速變遷而採取必要的企業轉型策略，而企業在進行轉型時，轉型考慮的因素為何？以及在進行轉型時，企業所面臨的問題與挑戰為何？有哪些關鍵因素會促使企業轉型成功進而持續成長？而創新商業模式又如何幫助企業突破難關？本研究經由文獻中尋找合適且相關資料，再透過個案訪談法，深入了解個案公司企業轉型過程與內容，藉由企業高階經理人與企業成員之專業素養與豐富的經驗，進行相關議題之探討，檢視影響個案公司在進行企業轉型面臨的外部和內部環境分析，以及最後歸納出影響企業轉型的關鍵成功因素。 本研究歸納出企業進行轉型以及商業模式創新時，關鍵成功因素包含領導者必須因應環境與趨勢而清楚規畫出企業未來營運之目標與願景外，與員工妥善溝通、激勵員工，以及適時給予回饋也是必要的。最後關鍵成功因素亦包含企業如何與供應商或合作夥伴配合，以快速回應和滿足市場與顧客之需求，而在本研究於此個案研究中發現，企業經營者之策略敏銳度及經營態度會深深影響企業轉型之成功與否。 本研究期望能協助企業之經營者，透過本研究結果去尋找合適的企業轉型策略，以使企業更穩健成長與茁壯，將企業轉型這項艱鉅的任務化成明確且可行的任務。 關鍵字：企業轉型；商業模式；創新 / This study aims at how enterprise manager took necessary transformation strategy to adapt to the rapid change of the environment. And when enterprise transforms, what kind of factors would take into consideration? And in the process of transforming, what kinds of questions and challenges will be concerned? Also, what kinds of the main key factors would make the enterprise successful and continue growing up? How would innovative business model help the enterprise break through the difficulties? This study found out the related information from the past document records, and learned how an enterprise transformed and their transformation process by interviewing the managers and visiting the company. And by visiting the top manager and the employee of the company, the study did research related to the topic. Finally this study did the related outside and inside analysis about the transformation, and sum up the key successful factors affecting the company. The results of this study indicated the critical factors that affected the successful business transformation and innovative business model included that leader must have well planned the future business target and vision according to the environment and trends. Communicating with the employees, encouraging them and giving feedback to them are also necessary. And the critical successful factors included how to cooperate with the suppliers and their business partners in order to response quickly to the market and satisfy the customers’ needs. This study found out that the attitude and vision of the leader also affected how the corporate transformed very much. It was hope that this study can help the leader of an enterprise to find the suitable transformation strategy through the result from this study, and further to change the challenging mission of the transformation into a clear and feasible mission to make the enterprise more strong and grow stably. Key words: Transformation, Innovation, Business model

在全球化、區域經濟整合的時代來臨，兩岸金融隨著世界貿易組織的規範而向全球開放，台灣銀行業將面臨嚴峻的挑戰與機會，且因國內金融市場過度競爭，以及台商全球化布局，為滿足客戶的跨國金融需求，國內金融機構日益著重於海外市場布局，逐漸走向區域化、國際化發展已成必然的趨勢。然而面對瞬息萬變的國際市場，台灣銀行業如何因應環境趨勢，因勢而變，適時轉型，以提升其國際競爭力，並保持永續成長的動能，實為國內銀行業重要的經營議題。 本研究選擇頗受國際財經專業雜誌肯定的個案銀行為例，個案銀行連續多年被國際財經專業雜誌選為台灣地區最佳銀行，在台灣市場的外匯交易、貿易融資、現金管理、網路銀行、財富管理、投資銀行、債券交易與聯貸等業務皆於國內同業領先之地位。本研究試圖分析目前台灣銀行業與個案銀行在現行的海外市場營運面臨之問題與挑戰，並探究個案銀行如何依循其企業願景，擬定海外擴張策略，並決定經營目標和經營方針，然後透過新商業模式的建立，將其所擁有的資源，進行分配和調整，複製台灣成功經驗，建置亞太地區交易型金融平台，有效連結海外分行平台，使得銀行可以建立以客戶為中心的核心價值，以經營客戶全面關係管理為主軸，深入掌握不同客戶區隔的需求與市場脈動，提供最貼切的金融解決方案與服務，以獲得可持續之競爭優勢。 / As a combined result of globalization, economic zone integration, and increased cross strait openness stipulated by WTO rules, Taiwan’s banking industry is now experiencing both intense challenges and increased opportunities. As Taiwanese companies have become more internationalized and Taiwan’s local banking market remains hypercompetitive – Taiwan banks have increasingly focused on building up overseas platforms to meet customers’ financial needs. In short, maintaining competitiveness and growth expectations within this dynamic business environment is a top goal for Taiwanese banks. In our research we look at “Case Bank”, which has been designated ‘The Best Bank in Taiwan’ by several financial magazines. Case Bank is a market leader in FX trade, transactional based lending products, cash management, net banking services, wealth and investment management, bond trading, and syndication. Our research assesses the challenges that both Case Bank and other Taiwanese banks face with respect to overseas platforms. Our study also looks at how Case Bank has executed its overseas strategic objectives including, management strategy, business objectives, resource allocation, transaction platforms, and networking synergies. Overall, our research concludes that Taiwan banks’ best practices with respect to developing overseas business model include: focus on customer-centric core values, relationship management, understanding demand by segment and industry, and providing superior financial solutions.

21世紀是雲端運算的年代，隨著ICT軟硬體技術逐漸成熟，許多公司都加入了雲端運算的行列。然而，雲端運算真的能為企業帶來競爭優勢嗎？倘若所有企業均採用了雲端運算的技術或租用了雲端運算的服務，那麼這些企業還會有競爭優勢嗎？ 　　隨著雲端運算的成熟和普及，最後雲端運算將會如同水電一般的隨手可得，失去其獨特和不可模仿性，也將會使企業失去競爭優勢。因此，企業不能單只是使用雲端運算而已，而是要利用雲端運算來形成其創新的經營模式，才能夠確保其獲利和競爭優勢。雖然目前許多業界和學術都投入了雲端運算的研究之中，但是對於一個好的、創新的、獲利的經營模式卻仍沒有一個定論。本研究試圖找出以雲端運算為基礎的企業其創新獲利的經營模式，將透過個案研究分析兩間公司，一個是搜尋網站中市佔率世界第一的Google，另一個是社交網站中擁有最多會員和最多分享次數的Facebook。 　　Google與Facebook兩者在經營模式上都是透過「平台的整合、深化與擴張」以及「平台上夥伴的引入」來達到其創新、獨特的經營模式，並成為該產業的領導廠商。本研究將深入討論兩者如何運用它們的核心能力來進行這些佈局，也希望藉由對這兩大企業的研究結果，使得我們對於雲端運算在創新經營模式的使用上有更深入的了解，進而給予新興企業或是已成長的企業一個經營模式上的建議。

手機產業是人類發明產品中，成長最快速的產業。近二十年的時間，已銷售超過三十億隻手機。在手機產業成長及利潤趨近成熟飽和之際，智慧型手機的出現，帶給手機業者新的利潤及事業發展空間，但同時也改變了手機產業長久以來的產業生態及營運模式。iPhone 的上市及其結合軟硬體和下載服務的創新營運模式，顛覆了傳統手機市場的思維與操作方式，也讓消費者對於手機上網及應用服務有了不同的體驗與認知。Apple在App Store有超過十萬個應用程式，讓使用者以自行下載自己需求的應用服務。Apple這種爲個人量身打造的個人化行銷，讓iPhone自2007年六月上市以來至今已銷售了四千多萬支，並且讓Apple iPhone 2009年第三季獲利，打敗全球市佔率第一的Nokia，創下手機產業的歷史紀錄。 宏達電在2007年六月搶先在iPhone上市前，搶先推出HTC Touch 觸控智慧型手機，轟動全球，也讓HTC躋身於全球前五大智慧型手機品牌。 HTC自創的HTC Flow使用者介面，不僅打破過去Microsoft WM 的標準介面設計，更奠定HTC在全球智慧型手機的品牌形象及里程碑。在Touch上市之後，HTC 不斷推陳出新，陸續發表了HTC Touch 2， Pro 2等手機，更於2008年10月與Google合作，推出全球第一隻Android手機G1，隨後並推出 HTC Dream、Magic及備受好評的Hero及HTC Sense 使用者介面。在2009年12月更推出全球第一支4.2 吋的Windows Mobile 6.5的手機 HD2，在2010年1月又由Google在CES大展推出宏達電代工生產的第一支Google品牌手機Nexus One，大幅拉抬宏達電的知名度及強化宏達電在Android 手機平台的領先形象。 Google在2007年成立開放手機聯盟(OHA)，把原本封閉的手機作業系統，一舉推向免費授權的系統，把原本在電腦上的服務也盡量複製到手機，推出Google Mobile Service (GMS)，除了HTC，許多手機大廠如Motorola，Samsung，SE，紛紛開始上市Android介面手機且開始經營品牌的加值應用服務，除此之外，還有許多台灣的電腦廠商如華碩、宏碁也紛紛加入Android智慧型手機市場。Google Nexus One於2010年一月上市，Google計畫複製iPhone營運模式的成功經驗，藉由上市Google手機，擴展Android System及應用程式市場的營收，並首度成立全球性的網路商店，宣稱以簡單的概念為核心， 建立一個全新的銷售通路，創造一個簡單的使用者體驗，簡單的購買程式並自由選擇費率方案等服務。 未來的智慧型手機競爭，不僅在於硬軟體的推陳出新，還要思考整體營運模式，把內容服務當成競爭優勢的重點。在這波新的智慧型手機戰役中，iPhone 及HTC是否能夠持續保持優勢？ 本研究將比較Apple iPhone及HTC兩家公司之事業創新營運模式及核心策略並探討Apple iPhone 及 HTC在未來手機產業中將會面臨的挑戰。

創新科技產品往往被視為企業成長的重要關鍵，有許多創新 科技產品成功的案例讓企業獲利大幅成長，但是並非所有創新科技產 品都被市場接受，也有許多創新科技產品在市場上曇花一現，或是經 歷一小段時間的成長之後又被市場淘汰。 許多不同的因素都會影響創新科技產品成功與失敗，在複雜的因 素中，創新科技產品公司的初始經營模式是其中一項重要關鍵。因為 初始的經營模式代表著如何看待自身所處的產業環境與產業鏈的位 置，由此延伸出公司本身應該重視與培養的核心能耐就會不同，獲利 模式也會不同。 如果只是針對現有科技改良的創新，開發新產品時可以遵循先前 產品的基礎來預估新產品的可能市場，但是如果是不連續性創新或是 破壞式創新要進入市場時就沒有前例可循，所以要選擇目標市場時會 非常困難。 因此不連續性創新科技要進入市場之前要先選定經營模式，然後 才能進一步開發新產品，接著遵循行銷學中的新產品開發步驟，STP 與4P將產品推進市場中。 紙喇叭此項不連續創新科技要進入市場時，既可以當成零組件也 可以做為成品來銷售，而企業在經營時也要選擇是否要成立品牌還是 從事代工。 在比較各類經營模式之後，創新科技，尤其是不連續創新或是破 壞性創新的產品，最佳的經營模式是成立品牌，自行銷售成品到市場 上是最合理的選擇。 / All companies embrace innovation as the key for growth. But not all innovation brings fortune to company who owns it. Initial business model is one of the most critical factors that will affect the success of innovating product. If the innovating product follow its predecessor with continuous innovation, it is easy to predict new product market size and revenue. But it is very difficult for a discontinuous innovating product to predict market size without any predecessor as base. Chose a right business model is the basis before discontinuous innovating product start marketing. There are 4 types of business model analyzed in this article; OBM or ODM, selling parts or final product. In the case of flexible speaker, making consumer production with own branding would be the right choice.

Manufacturing companies are nowadays facing an unprecedented series of challenges to their survival: global competition and product mass-customization are the shaping forces of tomorrow’s business success. The consequent need for agile and sustainable production solutions is the utmost motivation behind the development of innovative approaches which often are not in line with the state of art. It is well documented that companies fail in recognizing how such disruptively innovative approaches can yield an interesting economic output. This, in turn, enhances the risk of leaving the aforementioned promising technologies conceptually and practically underdeveloped.  In the field of automatic production systems the Evolvable Production System paradigm proposes modular architectures with distributed, autonomous control rather than integral design and hierarchical, centralized control. EPS technology is thus disruptive: it refuses the present paradigm of Engineer to Order in industrial automation by proposing an advanced Configure to Order system development logic. This dissertation investigates the possibility of using the recent sophisticated developments of the concept of Business Model as a holistic analytical tool for the characterization and solution of the issue of bringing disruptive and non-fully mature innovation to proficient application in production environments. In order to purse this objective the main contributions in the relevant literature have been extracted and combined to an original definition of business model able to encompass the aspects deemed critical for the problem. Such a construct is composed of three elements: (1) Value Proposition that describe the features of a technology that generates value for a given customer, (2) the Value Configuration and the (3) Architecture of the Revenue which describe the mechanisms that allows to create and capture such value respectively.    The subsequent work has focused on the EPS paradigm as a specific case of the overall problem. The first step has been a full characterization of the related value proposition through an innovative approach based on a bottom-up decomposition in its elementary components, followed by their aggregation into meaningful value offerings: with reference to the EPS paradigm such an approach has disclosed an overall value proposition composed of six potentially independent value offerings. This collection of Value Offerings has then been used as a basis to generate the EPS business models. In particular for each single offering a possible set of necessary activities and resources has been devised and organized in a coherent value configuration. The resulting creation mechanisms have then been linked among each other following a logical supplier-customer scheme for capturing the value: this allowed establishing the architecture of revenue, last element of the overall production paradigm. Finally the results have been validated in a semi-industrial system developed for the (IDEAS, 2010-2013) project through the individuation of the areas of application of such business models. / <p>QC 20121120</p> / FP7-IDEAS- Instantly Deployable Evolvable Assembly System / FP6- EUPASS-Evolvable Ultra-Precision Assembly Systems / XPRES- Initiative for excellence in production research