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Open Source Software has been all about myths until recently, with many people believing that open source isn't reliable because the open source projects are held by a small group of amateurs in their friend's garage. Such myths have been refuted with the emerging success and increased popularity of open source, but still many considered open source and proprietary software to be enemies, which can never co-exist in the corporate platform. As a result, some firms have decided to stick to their tradition of commercial software development, while new firms, which base their corporate strategy solely on open source, have emerged. The former group of firms has suffered from losing time and money in fixing the errors and bugs in the software, whereas the latter group has found difficulties in finding financial support and market share in competition among the former group. Neither group has found absolute success in their business, as result a compromise model has emerged in the software industry, which resulted in a third group of firms that work neither with pure open source model nor with pure proprietary models, but instead with “hybrid” business models which allows integration of these so-called two enemies. Such firms have overcome the pitfalls of both approaches, while combining the benefits of them. The growing success of open-source integration attracted further public attention on the potential importance of open-source software (OSS). Indeed, major large commercial IT companies have started to integrate open-source software into their core strategies. Despite the widespread doubts and resistance during the early stages of open source revolution, there has recently been a “change of perception” in the software development industry towards incorporating open source strategies into their business models. This master thesis investigates the open source software scene in Sweden by examining Swedish firms that develop software products either based on open source components (hybrid model) or just open source products (pure open source model). After analyzing the market based on the business models of these firms, further details of the open source strategies pursued by these firms have been analyzed. Our study then finalizes the investigation with an analysis of the open source development scene in Sweden, which we use to determine the characteristics of the software industry in Sweden. Our conclusions reveal that open source strategy shares most of its components with innovation strategy (with some components found to be specific to open source strategy only), confirming the link between open source software and innovation. Therefore, firms that work with open source software have to pay attention to innovation and form an appropriate innovation and open source strategy if they want to be successful in the software industry.

In respond to the trend of globalization and IT applications, the pressure by big international companies on cost reduction to OEM companies required a 3%-5% goal every year. What OEM companies need is to keep on with the goal fulfillment and to work on some innovation programs with their business model. They change business model from OEM to ODM to make them survive through challenges and gain profit margin. OEM companies in Taiwan are mostly smaller in many ways in contrast to foreign companies, although they are good at precision manufacturing as their core and manufacture high quality products. It is suitable for those companies to adopt a strategic alliance to integrate their competences to create synergies. This can build up a solid supply chain collaboration platform and new business model with a vantage position and competitive advantages. GMTC, the case company, applied for industrial technology development projects sponsored by the Department of Industrial Technology (DoIT) of the Ministry of Economic Affairs (MOEA) as strategies to introduce their new collaborating-commerce business model around year 2002 to 2006. They invoked their strategies to integrate the supply chains for expansion through startup a new business model for partners to understand, communicate and improve the value chain to link to the global companies. The performances cause high impacts on collaborative effectiveness among value chain partners. This thesis, based on a case study of GMTC, is to analyze and find the key factors make strategies success and to demonstrate how. Organizational learning - learning history is used in this study to analyze and research the strategies in order to find out what GMTC have done in the past. Implications for planning and moving a new business model or strategy on supply chain are discussed and future research suggestions are provided.

This study uses the case study method to investigate how IT facilitates business model innovation. The Gloria Material Technology Corporation (GMTC) is chosen for this study. We consider the business model and information technology (IT) factors and analyze how GMTC use IT to facilitate business model innovation. Regarding the business model factor, we describe the GMTC¡¦s value propositions, value network, and key resources for co-production; further we identify the needed abilities for each stakeholder among the value network to make the co-production business model possible. For the IT factor, we present what ITs are developed and deployed among the value network in order to make the business model work. Finally, we report GMTC¡¦s performance after its innovation.

The insurance industry in Taiwan has been more open and geared to the international standards during the recent years. At the same time, the Taiwanese and international financial industry has gone through drastic changes. Interest rate dropped and cost of material and human resource went up, leading to increased operation cost for insurance companies. In addition, the popularity of internet and elevated consumer awareness have challenged insurance companies¡¦ traditional marketing model ¡V direct sales force. Therefore, in order to cut down operation cost and expand the market, insurance companies started to develop diversified marketing channels, such as tele-marketing, bank insurance marketing, internet, TV direct sales, etc. New sales channels such as insurance agency and insurance broker also emerged at the same time. Every insurance company has different resources and competitive advantages, and hence created different marketing and operation models. Insurance companies hope to sell insurance through insurance brokers in order to lower operation cost. However, to avoid increasing bargaining power of insurance brokers, insurance companies are reluctant to overly rely on one or two insurance brokers. Insurance brokers, on the other hand, oftentimes recruit sales force from insurance companies to lower training cost. Such competition-cooperation relationship with insurance companies has shaped insurance brokers¡¦ operation model. This research is to analyze the industrial value chain within the insurance industry and to explore the potential operation models for insurance brokers via the five-force analysis of company L.

The launch of Apple iPhone brings the success of App Store application platform, which turns the structure of mobile software industry as well as creating a brand new application business model. It changes not only environment of mobile industry and supply chains, but also the using behaviors of mobile phone users. This research applies wildscale biobligraphy analysis, case study and Delphi method, trying to analyze the market status, business model of application platform. Using 2-phase interviews with smart phone users, developers, and operator, and SWOT and Porter¡¦s Five Force Analysis model to study the business model and strategies for operator¡¦s application platform. The research discovers that telecommunication operator has serveral advantages, such as holding huge user base and payment safety; however, economic scope and service efficiency is the key to the success. Operator should use its strengths and cope with the changing user behavior to create more added value.

Taiwan¡¦s e-commerce market value continued to grow, the scale is about NT$ 430 billion in 2011, as compared to 2010 growing 20 percent. Which B2C e-commerce market reached NT$ 250 billion in 2011 accounted for about 6.4% of the overall retail market revenue, the scale compared to 2010 growing 22%. The relatively low entry barriers lead to a lot of companies to establish. However, each year about 60 percent of E-commerce Company out of the market in such a competitive situation. It is important that E-commerce Company must have a successful business model. Past research of value creation for e-commerce only take single theory such as transaction cost theory, Resource-Based View, Value Chain, Network Theory and Schumpeter Innovation, however, that failed to fully explain to the e-commerce company's value creation. Therefore, this study will according to five theoretical, and based on secondary data and literature for the case study company PChome, Books, and Mayuki to identify the business model of e-commerce company in Taiwan. Through this research found Taiwan¡¦s e-commerce companies are gradually expand from a small niche market to mass market, in addition, " cheap is not the most important, but to provide free activities for consumers that feeling add value. "

The house agency enterprises offer services for promoting the real estate sales and leasing transactions. Due to lower barriers to entry and many house agencies of network trading joining, it becomes more competitive. The main purposes of the thesis listed are to explore how to inject new business model thinking and channel strategies to find a new niche market. A.What is the development and market competition in the industry? B.How the enterprises develop business model in the competitive environment in order to obtain the source of competitive advantage? C.How the enterprises integrate the traditional and virtual channel strategies to get consumers¡¦ attention and revenues. Through the literature reaches and industry interviews, several important findings are summarized as followings: A.The ¡§Seizing the White Space¡¨ of the house agency industry includes that other enterprises has not entered, expand its business to international services, or use its core competence to related businesses. B.The enterprises must offer services for customers in the shortest time to find the correct and attractive objects and give a variety of options of the same price to help determine the value of the house, and related services. C.The traditional and virtual channel strategies of the industry render as a strong complementary relationship. Whether they¡¦re traditional or virtual channels, the industry should focus on its image and giving right services.

Successful strategy of E-commerce is an important research topic in the passed decades. Understanding the relationship between order of entry and competitive advantage is the main purpose of this research. In this research, it collected a lot of survey reports, press releases, financial information and market research data from well-known online research companies, consultant companies and the Securities and Exchange Commission (SEC). This research focus on three kinds of internet business models such as search engine service, online shop and e-auction. After analyzing the data, the market pioneers have better performance in present than the market followers. It can conclude that there is relative pioneer advantage in the Internet business. However the entry of order has different influence on different business models. For search engine service and e-auction, they have the advantage of taking first. But there is no apparent preponderating first in the on-line shop. The types of online shop and product characteristics also affect the performance under different entry of order. Keywords¡GPioneer Advantage¡Bonline shop¡BSearch engine¡Be-auction¡B E-commerce¡Be-business¡Be-business model

As the change of external environment and internal resources, web portals have transformed their business models from online advertisement model into others, such as electronic commerce model, online game model and short message service model. Different external environment, as well as diverse resources of the main web portals of Taiwan and Mainland China , leads the different transformation process across the Taiwan Strait. Generally, the main web portals in Taiwan like Yahoo! Kimo, PC home and Yam, have chosen online advertisement and electronic commerce model as their main business. On the contrary, Sina, Sohu and NetEase, the main web portals in China, which have transformed their business model into online game and short message service model. This research explores some factors which may influence the transformation of web portals in Taiwan and China, and constructs the internal and external conditions which could successfully transform the web portals to their business models by secondary data analysis and case analysis. There are several factors which influence the web portals to adopt certain business to run their business models.