Esta pesquisa investigou como os modelos de negócios (MDNs) das empresas de e-commerce, atuantes no Brasil, foram modificados com a ação dos empreendedores nas fases de: concepção; início de operação e confirmação dos respectivos MDNs pelo mercado. Investigou, também, as razões que justicaram tais mudanças e suas contribuições para os desempenhos das empresas estudadas. Foi realizada uma pesquisa qualitativa, baseada no método de múltiplos casos, realizada junto à quinze empresas de e-commerce que adotam o modelo painel de controle e que atuam no mercado brasileiro. As entrevistas foram pessoais e orientadas por um roteiro de pesquisa. A apresentação dos dados dos casos e as análises qualitativas, extraídas dos depoimentos dos empresários, foram realizadas com base em uma Matriz de Análise Cruzada. A pesquisa revelou que os MDNs das empresas que haviam sido idealizados pelo empreendedor, na fase de concepção, sofreram mudanças dos tipos: estratégicas, mercadológicas, financeiras, tecnológicas e operacionais, as quais modificaram um ou mais dos submódulos do modelo, no sentido de introduzir ajustes na proposta/oferta de valor, no acervo de recursos, na base de fornecedores, nas redes de parceiros, nas formas de captura de valor (receitas), nas definições de segmentos de mercado e nos sistemas de gerenciamento e controle das operações. As razões destas mudanças, segundo os empreendedores, foram as necessidades de conquistar mercado para conseguir realizar vendas, atrair e ampliar a clientela. As mudanças realizadas pelos empreendedores, segundo eles, contribuíram positivamente, para gerar melhorias nos resultados de desempenho, ou seja, aumento da quantidade de clientes-usuários, clientes-fornecedores e crescimento do faturamento, conforme os índices utilizados.Os achados desta pesquisa foram: 1º) Nenhum dos MDNs idealizados pelos empreendedores estudados foi definitivo. 2º) O processo de construção do MDN só pode ser concluído depois que a empresa é submetida às condições de mercado, o que indica os ajustes e mudanças que serão necessárias neles. 3º) A confirmação do MDN, ou seja, quando ela gera resultados econômicos e atende às exigência de seus stakeholders, sempre é uma confirmação em caráter provisório. As limitações principais das conclusões são: a impossibilidade de generalização das conclusões para o universo de empresas de e-commerce atuantes no Brasil e utilizar informações de uma única fonte, que foram os depoimentos dos empreendedores ou dirigentes das empresas estudadas.A originalidade dos achados desta pesquisa contribuem para a teoria da construção de MDN em condições de mercado presente, revelando a ação do empreendedor na condução de diferentes fases do processo para a confirmação do modelo pelo mercado. Mostra as razões das mudanças incorporadas e suas contribuições para o desempenho da empresa. Para os empreendedores, os resultados da pesquisa servem como orientações para condução do processo, alertando para a necessidade de identificar as mudanças oriundas das necessidades dos clientes, da concorrência e de outros stakeholders. Em síntese, a pesquisa revelou que a construção dos MDNs, nos casos estudados, é um processo contínuo e sempre inacabado. / This research investigated how the business models (MDN) of e-commerce companies, active in Brazil, have been modified by the action of entrepreneurs in stages: conception; startup and confirmation of their MDN by the market. Also investigated the reasons justified such changes and their contributions to the performance of the companies studied. A qualitative research was made, based on the method of multiple cases performed by the fifteen companies of e-commerce that adopt the model panel of control and operating in the Brazilian market. The interviews were personal and guided by roadmap for research. The presentation of case data and qualitative analyzes extracted from the testimonies of businessmen, were made based on a Matrix Analysis Crusade. The research revealed that the MDNs of the companies that had been conceived by the entrepreneur, at the conception stage, passed for changes the types: strategic, marketing, financial, technological and operational, which changed one or more of the sub-modules of the model, in order to introduce adjustments in the proposal / offer value, the collection of resources, on the basis of suppliers, networks of partners, ways to capture value (revenue), the definitions of market segments and the management and control of operations systems. The reasons for these changes, according to entrepreneurs, were the needs to boost market to accomplish sales, attract and expand clientele. Changes made by entrepreneurs, according to them, contributed positively to generate improvements in performance results, in other words, increasing the amount of customers-users, customers-suppliers and revenue growth, as the indexes utilizados. Os findings of this research were: 1) None of the MDN conceived by entrepreneurs studied was final. 2) The process of building the MDN may be concluded only after the company is subject to market conditions, which indicates the adjustments and changes that will be required of them. 3) Confirmation of MDN, in other words, when it generates economic outcomes and meets the requirements of its stakeholders, it is always a confirmation provisionally. The main limitations of the conclusions are: the inability to generalize the findings to the universe of active e-commerce companies in Brazil and use information from a single source, that the statements were entrepreneurs or managers of companies studied. A originality of the findings of this research contributes to theory building MDN present market conditions, revealing the action of the entrepreneur to conduct different phases of the process to confirm the model by the market. Shows the ratios of incorporated changes and their contributions to the company\'s performance. For entrepreneurs, the survey results serve as guidelines for conducting the process, stressing the need to identify the changes originating from the needs of customers, competition and other stakeholders. In summary, the survey revealed that the construction of the MDN, in the cases studied, is an ongoing process and never finished.

The Investment bank industry is considered to be an essential element of not only the financial system but also the whole economy. Understanding multiple business models employed by multi-services industry such Investment bank is a matter of great significance for Investment banks’ executives, regulators and analysts. In 2008 the business model that had been employed by investment banks for almost two decades vanished due to the global financial crisis. Investment banks were forced to change and innovate their traditional business models. This research intends to develop a conceptual framework which helps to realize and study investment banks’ business models with the core components and related activities. Multiple business models mapping for investment banks is developed to give seniors executives core and possible activities and alternatives to innovate and change various business models for different lines including asset management, brokerage, investment banking and custody services. In addition, the business model (innovation) drivers are investigated to empirically explore the most powerful drivers on investment banks’ multiple business models (innovation), potential changes and degree of alteration on its activities for each business line. For these aims, a systematic literature review was carried to synthesise the recent advancements in the business model literature and explore how firms approach business model innovation. As result, a conceptual framework for business model (innovation) was developed, which encompasses four components value proposition, operational value, human capital and financial value. This framework can be utilized by practitioners as a 'navigation map' to determine where and how to change their business models. By using the qualitative methodology through semi-structured interviews with 29 senior executives from 10 fully-licensed investment banks in Saudi Arabia and secondary data including financial statements, annual reports and pillar III disclosures, the empirical study mapped the investment banks’ multiple business models and identified a business model for each business line. Sixteen activities for each business line were determined to provide core and possible activities and alternatives. This research contributes to our understating of managing and innovating multiple business models in the industry when investment banks should run these multiple business models. The Investment banks’ business models are different in terms of business lines, core offerings, clients, key assets, key process, revenue streams and costs structure. Over and above, each line shows diverse business models applied by investment banks. Furthermore, unlike other studies, this research contributed by investigating drivers that force investment banks to change their existing business models, the degree of changes and which activities did investment banks consider when responding to particular drivers. This study found that clients, crisis and economic changes, rivalry, top management and regulations are the five drivers forcing investment banks to not only embark on change events, but also carry out business model changes in most investment banks’ business lines.

Innovative Business Models (BMs) are essential in commercialising new technologies that are initially seen as inferior. Battery second use (B2U) brings used batteries from an electric vehicle (EV) into a secondary storage application and holds the potential to improve the sustainability of EVs while generating value for stakeholders across the automotive and energy sectors, as well as for the environment and society (Gohla-Neudecker et al. 2015; Neubauer et al. 2015). However, important knowledge gaps exist as the potential value of second-life batteries and how to better extract that value are still poorly understood by both practitioners and researchers. To fill the knowledge gap, this study explores the BMs of repurposing a second life for the retired EV batteries through rich empirical case studies. The main outcomes of the research are firstly, a deeper understanding of the sustainable value of second-life batteries as is currently being achieved by industry, which also provides a comprehensive view of the potential value of B2U. Secondly, the critical B2U challenges are identified from a multi-stakeholder’s perspective across the value chain that present a fresh overview of the key factors that might impair the potential value of B2U. Thirdly, an empirically-generated typology of existing B2U business models is proposed that shows how B2U stakeholders are interacting in different ways to create and capture value from B2U. Fourthly, three critical BM design elements, namely, lifecycle thinking, system-level design and the shift to services are proposed as helpful aspects for B2U stakeholders to consider to better design their B2U business models. Fifthly, Business Model of a Technology (BMoT) is proposed as a new perspective to understand the value potential of second-life batteries and how to maximise the total value creation from B2U at the system level. The research has filled a literature gap, has met an industrial need, and has made contributions to knowledge on sustainability and BMs in the specific context of B2U. Practically, the findings have the potential to inspire practitioners toward better understanding the potential value of second-life batteries and improve their BMs to better extract value from B2U.

O mundo globalizado e o estado-da-arte dos desenvolvimentos nos remetem a um ambiente tecnologicamente complexo. Nos dias de hoje a convergência tecnológica é indiscutivelmente realidade. O usuário tem a necessidade de movimentar-se fisicamente dentro do meio em que vive e interagir com o aplicativo ou serviço que lhe é prestado. As novas gerações de sistemas de comunicação, que não mais utilizam fios em suas conexões, prevêem a integração de vários sistemas heterogêneos já existentes, unidos em uma infraestrutura capaz de, transparentemente, entregar a usuários móveis uma ampla gama de serviços com a finalidade de permitir sua comunicabilidade e acesso à informação. Com base nessas premissas, este trabalho apresenta um método para descrever um modelo de negócio para um usuário em movimento dentro de um ambiente convergente heterogêneo. O trânsito do usuário dentro das várias tecnologias de acesso para que esteja conectado a um determinado serviço é mostrado através de um framework de mobilidade e interatividade e, fundamentado nesse framework, é construído um modelo de negócio para a consecução da entrega desse serviço ao usuário. Este trabalho conceitua um modelo para um framework de mobilidade e interatividade aplicáveis a sistemas abertos; e um modelo de negócio voltado aos serviços num cenário com soluções tecnológicas interoperáveis. / The global world today and the state of the art of the technology send us to a very complex environment. Nowadays, the technological convergence a reality, where the users have the necessity of moving and where they need to interact with services and applications while moving on a wireless base. The new generations of wireless networks can integrate some existing heterogeneous systems providing a new infrastructure capable of delivering several services to moving users with transparency, allowing the communicability and the access to the users’ information. This work presents a method for the description of a generic business model for a moving user inside of a convergent heterogeneous environment. The user’s movement in this environment is modelled on a mobility and interactivity framework, where there has been built a business model to deliver services to the moving user. This thesis also presents the basic concepts of a business model for mobility and interactivity applicable to open systems.

Atendendo à premissa de expor a vivência do pesquisador em inovação e empreendedorismo, esse trabalho trata-se de um estudo de caso adaptado que teve como objetivo, propor um quadro de modelo de negócios para uma organização de Medicina Integrativa. A proposta do modelo de negócios atendeu um processo proposto por Kolb, onde através da experiência concreta, observação reflexiva e experimentação ativa, conseguiu-se realizar a conceptualização abstrata para um modelo de negócios inovador. Engajando-se na racionalidade médica contemporânea, que busca encontrar um mecanismo de cuidado com o indivíduo por práticas e protocolos que possam ser eficientes e de menor custo, e impulsionado pela experiência profissional e interesse de um investidor, realizou-se uma sequência de ações que pudessem formar um modelo de negócios estruturado e que atendesse um negócio inovador. Foi possível observar que: A) O modelo de negócios mostra-se bastante eficaz para compreender um negócio inovador; B) A Medicina Integrativa é um conjunto de práticas que envolve o cuidado global do indivíduo; C) APor meio do modelo de negócios, é possível proporcionar subsídios para alcançar investidores e, por fim, D) Por meio do modelo de negócios foi possível que o principal stakeholder, o médico proprietário, pôde obter, após a aplicação da ferramenta, novas ideias e insights a respeito de ações imediatas e futuras. Para os outros, a compreensão estabeleceu clareza e direcionamento maior dos objetivos, assim como, possibilitou a definição das responsabilidades e prioridades de cada um. / Given the premise of exposing the experience of research in innovation and entrepreneurship, this work is an appropriate case study that aimed to propose a business model framework for an organization of Integrative Medicine. The proposed business model attended a process proposed by Kolb, which through concrete experience, reflective observation and active experimentation, was managed to achieve the abstract conceptualization to an innovative business model. Engaging in contemporary medical rationality, which seeks to find a care facility with the individual for practices and protocols that may be efficient and lower-cost, driven by experience and interest of an investor, was held a sequence of actions that could form a structured business model and that meets an innovative business. It was observed that: A) The business model is the most effective way to understand an innovative business; B) The Integrative Medicine is undoubtedly the most effective and involves less cost in the overall individual care; C) Through the business model, it is possible to provide subsidies to reach investors and, finally, D) Through the business model it was possible that the main stakeholder, the physician owner could get, after application of the tool, new ideas and insights regarding immediate and future actions. For others, understanding clearly established and greater targeting of objectives, as well as made possible the definition of responsibilities and priorities of each.

This thesis regards pricing, more specifically how to price products no one wish to have use of, but that are invaluable once they come to use. This is a case study that investigates a specific product that is about to enter the market. The product is a fire safety product invented and patented by the company investigated, who also will sell the product. The product is a water-based fluid that due to a cooling effect and can extinguish and prevent fires. This thesis is looking into a product package developed by the company that includes the fluid mentioned above, namely the home defense kit.   Back in the days, pricing used to be a rather simple process where the price used to be based solely on costs. Nowadays, due to technological development, the process of pricing has become more complex.  Increased transparency and the ease to order products from anywhere in the world has developed the art of pricing, which now rarely is based only on costs but on the value which it creates for the customer. The research question of this thesis is as follows: What kind of price models can enable value capturing for products that no one wishes to use? To answer the research question of this thesis, existing theories on pricing and price models have been used as well as empirical data in the form of structured interviews with the company’s executive management team as well as with potential customers from the company’s customer segment. The result has shown that it is important to target the right group of customers and then develop a suitable price model for them. Not one single price model can be 100 percent right for all customers and/or environments. On the basis of Olve et.al’s (2013) Price Model Equalizer, the company’s price model has been identified as well as suggestions on alternative price models suitable for specific groups of customers.

As empresas startup na área de biotecnologia podem adotar um portfólio de modelo de negócios diversificado com o intuito de maximizar a captação de valor do know how e das atividades associadas à pesquisa e desenvolvimento. O equilíbrio entre esses modelos de negócios é determinante para a geração de receita para subsidiar o longo prazo intrínseco ao desenvolvimento do negócio derivado de pesquisa e desenvolvimento em biotecnologia. Nesse cenário, é relevante a análise e seleção do método apropriado de construção de modelos de negócios para empresas startup no setor de biotecnologia. O presente estudo tem como objetivo desenvolver o modelo de negócios de uma startup de biotecnologia de diagnóstico molecular no mercado brasileiro. O método de pesquisa adotado foi a pesquisa-ação que derivou na seleção do método de construção de modelo de negócios descrito por Pedroso, 2018. A autora demonstra que a aplicação desse método em uma startup brasileira de biotecnologia gerou 4 ciclos interativos de planejamento, ação, avaliação e diagnóstico. Ainda, a autora aponta sugestões para a aplicação desse método em empresas brasileiras startup de biotecnologia. / Startups in the biotechnology area may adopt a diversified business model portfolio that seek to maximize the value of know-how and activities associated with research and development. The balance between these business models is decisive for the generation of revenue to subsidize the long term intrinsic to the development of the business derived from research and development in biotechnology. In this scenario, it is relevant to analyze and select the appropriate method to construct business models for startup companies in the biotechnology sector. The present study aims to develop the business model of a biotechnology startup on the molecular diagnostic sector in the Brazilian market. The research method adopted was the action research that resulted on the selection of the method of business model construction described by Pedroso, 2018. The author shows that the application of said method in a Brazilian biotech startup generated 4 interactive cycles of planning, action, evaluation and diagnostic. In addition, the author gives some suggestions for applying this method on Brazilian startups

天下沒有白吃的午餐，但免費產品卻大行其道。創新的免費營運模式佔據我們生活的同時，多數研究還是以探討生產面或技術面之創新為主。因此，本研究希望能夠分類免費營運模式、探討企業如何利用免費定價模式營運、並探討企業提供免費產品的主要目的。 　　本研究利用內容分析法，蒐集各產業共計六十三個案，並以自營運模式版圖（business model canvas）衍伸出的六大分類變數：產業資訊特性、交換產品特性、贈送的產品屬性、贈送的單位成本、收費對象、與贈送產品的目的，將免費模式歸納成七大免費營運模式：直接交叉補貼、三方或雙邊市場、免費增值、非金錢市場、對企業免費、一開始免費、及累積而成的免費。 　　實務上，免費的七大模式可以混合利用，為了使企業能夠有效率的做免費模式的運用，本研究利用兩大面向與九大問題，製作出免費模式決策流程圖，以利企業在實務上做免費模式的選擇。 / Free products have become very popular these days but it is common sense that there is no free lunch. Innovative zero-pricing business model is happening everywhere but the major innovation research is about production innovation or technical innovation. Therefore, this study is to classify types of zero-pricing business model, to find out how enterprise survive with zero-pricing, and to explore why companies offer products for free. 　　With content analysis method, this study collects 63 cases of various industries, analyze these cases with 6 variables come from business model canvas, industrial characteristics, attributes of free products, consumer, and purpose for free products, and group into seven major zero-pricing business mode: direct cross-subsidy, ad-supported, freemium, gift economy, free to enterprise, free at first, and accumulated free. 　　In practice, enterprise can run business with mixed method. In order to help enterprise to fasten the efficiency of free business model decision-making, this study present a decision-making flow chart with two major phases and nine questions.

This research is about understanding effectiveness achieved from B2E (Business-to-Employee) e-business model. Though many studies have been undertaken on B2B and B2C models; research on B2E is still at an infancy stage. This research addressed the identified niche with a focus on the factors that lead to organisational effectiveness from B2E e-business model in the Australian context. The research was guided by Resourced Based Theory and Competing Values Framework to understand the impact of the model on organizational effectiveness. Research methods adopted for this research are exploratory; so that the 'new' area can be investigated and emerging new concepts in the same phenomena can be examined. Analysis of the data is interpretive, which was collected via interviews using a semi-structured questionnaire. The findings reveal that the Australian organisations investigated regard B2E e-business to be a dynamic and evolving model for internal management and servi ce to employees. The findings also indicate that B2E model is adopted differently in different organizations. However, the general pattern or theme that the data revealed is that the B2E applications tend to follow a stream of electronic applications such as electronic news (e-news), electronic documents (e-documents), electronic information (e-information), electronic human resource (e-HR) applications and electronic business processes for the management of employees and their internal processes. The resulting outcomes include both internal and external effectiveness in organisations with B2E e-business models.

<p>Most forestry machines being produced today include a PC that monitors and controls the harvester head, and an information system that stores data on every action the driver or the machine performs. ICT thus provides an opportunity to improve efficiency and competitiveness and possibly also opens up for new ways of working for actors in the forestry industry. The purpose of this study is to investigate how ICT can enable the transformation from selling products to selling services in the forestry industry. We investigate this through performing a Case Study including a number of actors from the Forestry industry in northern Sweden. First, we investigate the barriers for establishing an Open Innovation system in forestry. Then we describe the main steps to be taken and how the use of ICT can enable the establishment of such a system. The case study shows that the forestry industry is committed to working according to a traditional value chain and is committed to a closed innovation paradigm. We argue that the ICT component in Timbercut’s forestry machines constitutes a latent potential that cancaptured through changing the business model and setting up a joint venture with Rewire.</p>