Combined with farmers¡¦ innovations and modern biotechnological discoveries since 20 years ago, Taiwan has become a critical exporter of phalaenopsis. In 2004, Council of Agriculture set phalaenopsis, mango, tea and Taiwan porgy as the four crucial exporting agricultural products. Yet it was when the total value of phalaenopsis exported went down, a significant siren indicating that the phalaenopsis growing industry is facing severe environments. This research discussed business model, related practice and competition advantages of the case company in the phalaenopsis growing industry, and compare them with researchers¡¦ papers including Dr. Peng Tso-kuei¡¦s discoveries of the trends of management and competition. Results are: I. The case company carried out its idea, spirit and objectives in their operation, II. Differentiation strategy is the main source of the case company¡¦s competitive advantage, and III. The management and competition situations of phalaenopsis growing industry changes fast, firms should adjust practices to adjust themselves to the market.

Why does Wal-Mart - the world¡¦s number one corporation of retailing industry in ¡§Fortune Global 500¡¨ ¡V not have the same effect of business expansion in China market as in the international market? How does foreign investment of retailing do under Chinese economic reform to entering WTO¡HThis study mainly discusses business expansion of multinational corporations in China Retailing. The readers can understand how multinational corporations developed in global market and China¡¦s market through the analysis of retailing development under the global economy. In addition, the developing progress of China retailing industry after economic reform is also analyzed in this research. In the example of Wal-Mart¡¦s business expansion in China, this study found that if foreign retailing corporations wanted to expand their business well, they needed to obey the limitation by law and still overcame the problems such as government relation, transportation and consumers preference. This study also found that Wal-Mart wanted to transplant their successful business model into China. However it can¡¦t be done under current law of China and limitations. Before there is no adjustment or any new business model for ¡§Wal-Mart China¡¨, observation of transplanting successful mode in China can be a great help for the readers to understand how Wal-Mart developed in China.

Recently years environmental protect conscious have raised and the people who concern the healthy issue. Lead to the organic food industry has been developing rapidly in Taiwan. Owing to the organic food industry are getting more acceptable and lovely by customers, therefore, organic food industry direct residence channel enter into the market, due to the organic food selling increasingly to be the current developing in the future, and the brand mark of organic of the stores have increasing rapidly in recently years. The system of producing and selling of the organic industry, different from the general industry, the persons who engage in organic food industry at present promote idea mainly, therefore, the purpose of the study is to study the organic food industry development status, and try to adopt in-depth interview to study the motivation of the organic food industry and business model framework. For view point of the theory of the industry analysis and competitive strategy, intend to study the feature of the case company practical operation, and submit business model suggestion for researchers and managers reference. The study results as follows¡G ¡]1¡^Under the uncertain environment, the case company will modify the organization framework and the other functions in order to construct suitable business model. ¡]2¡^The case company adopts prospectors strategy to suitable for enter into new industry or business model. ¡]3¡^The case company adopts both of emergent strategy and intended strategy to modify business model and competitive strategy continuously and in order to response non-forecast environment.

This study presents a conceptual model to investigate the electronic health (E-Health) capability required by healthcare professionals. First, a scale to measure E-Health capability was developed and validated, then it was used to collect the survey data. Second, the partial least squares (PLS) method was used to empirically test the conceptual model and hypotheses through the survey data collected. The empirical results support the proposed structure for E-Health capability encompassing the three skills/knowledge domains: IT governance capability, practice management capability, and business model innovativeness. The findings improve our understanding of the concept of E-Health capability. The conceptual model of E-Health capability is of particular value to those concerned with skills/knowledge training and competency development for healthcare professionals in healthcare organizations. Healthcare organizations can develop E-Health capability profiles for individual healthcare professionals in accordance with their own organization contexts.

In the beginning of internet development, the advertising revenue is the most important income of a website. After the burst of internet bubbles, some scholars mentioned that the information content is priced and user-charged. Nowadays, because of the broadband network, users spend less money and more time in connecting to internet. The owners of websites also find out more online business models for earning advertising fee, recharging fee, transacting fee and license fee from customers and providers. This research intends to discuss what difference in website attributes between chargeable websites and free website and what kinds of service and content are attractive to users¡¦ willing to pay. Based on previous studies, this research concludes six website attributes: fit to purpose, ease of use, interaction, personalization, customization and trust. The 85 samples are the most popular websites in Taiwan and some experts scored their six website attributes, website awareness and competitive situation. After discriminant analysis, the result indicates that personalization, interaction and trust are discriminative between different chargeable models. Besides, an online questionnaire survey is used to know users¡¦ experience and willing to pay. There are three kinds of principle component after factor analysis: efficiency, design and personalization. The managers of websites can make their pricing strategy by measuring this attributes and factors.

Industries want to add value to their offerings but to do this, rather than just accepting customer requirements, they now need to know how their products and/or services have been embedded within their customer’s process to achieve a goal that the customer has; any gaps within the process then present an opportunity for the provider to fill these gaps. The System-In-Use (SIU) Methodology presented in this thesis facilitates customer issues in “pulling” the supply chain into creating new solutions as well as the supply chain “pushing” new value propositions into improving customer processes. It does this by drawing on a detailed theory of value and capability which was developed as part of this research. The method has been applied in five industries in processes encompassing high value-assets with very positive outcomes for each of the stakeholders involved: notably, three solutions have been adopted in industry for which a KT-Box award was granted by Cambridge University. Cont/d.

The mobile data market in South Africa is predicted to be a significant revenue contributor for mobile telecommunication operators, such as MTN, over the next five years. In light of the declining revenue from the traditional voice services, most operators worldwide are turning to mobile data as the solution to this problem. However, there is widespread confusion on which is the correct business model to implement in order to maximise the gains from this new market. To add to the complexity, there is also no clear cut technology upgrade path. While it is well understood that the main driver for the mobile data market will be high data throughputs, the industry is still unsure on which is the best route for an operator to follow as it moves from a second generation (2G)to a third generation (3G) network. This dissertation discusses the business model that MTN should implement in order to become the market leader for mobile data in South Africa. A literature survey on the latest market characteristics and forecast for the mobile data industry is presented. The recent developments on mobile data business models is also discussed. The technology upgrades, i.e. GPRS, EDGE and UMTS, available to a mobile telecommunication operator is described in detail. GPRS is the first stage in the evolution from a 2G to a 3G network and offers data rates of 40 Kb/s. EDGE improves on the GPRS technology with data speeds of 59.2 Kb/s per timeslot and utilise the same frequency, radio and switching equipment. UMTS is the final stage and is capable of delivering 2 Mb/s data rates. It operates on a different frequency spectrum, thus, requiring a new licence from the telecommunications regulator. In order to develop a new business model, MTN's current GPRS model is analysed. The poor success rate of this model can be attributed to the high prices being charged for the services and the lack of any "killer applications" to entice the users. The business model focuses on the customer value of service, organisational, technical and pricing models. For the customer value of service, it is shown that MTN must offer cheaper prices for the services, higher data rates and more exciting applications. The pre-paid subscribers should also be allowed access to the mobile data network. The main changes to the organisational arrangement in MTN includes creating sub-departments in marketing, sales and network group to focus solely on mobile data. MTN must develop an integrated services approach and this can only be achieved by developing partnerships with all key players in the mobile data industry, such as content providers and application developers. Due to the high costs, the technology arrangement section proposes that MTN first upgrade the network to be EDGE capable and later implement a UMTS network. The financial arrangement discusses the revenue, pricing and cost model. The revenue model proposes the development of an exciting and attractive mobile portal. New services and applications such as mobile gaming and gambling must be created for the personal consumers. For the corporate consumers, applications and services must be developed for customer relation management, supply chain management and workforce application. A hybrid pricing model must be adopted. A fixed, metered and value based pricing structure should be implemented to make the services more affordable and to gain the maximum revenues. Finally, the various elements that constitute the cost model is examined. The major contributing costs for the operator will be the network upgrade and subscriber acquisition. / Thesis (MBA)-University of KwaZulu-Natal, 2004.

Industries want to add value to their offerings but to do this, rather than just accepting customer requirements, they now need to know how their products and/or services have been embedded within their customer’s process to achieve a goal that the customer has; any gaps within the process then present an opportunity for the provider to fill these gaps. The System-In-Use (SIU) Methodology presented in this thesis facilitates customer issues in “pulling” the supply chain into creating new solutions as well as the supply chain “pushing” new value propositions into improving customer processes. It does this by drawing on a detailed theory of value and capability which was developed as part of this research. The method has been applied in five industries in processes encompassing high value-assets with very positive outcomes for each of the stakeholders involved: notably, three solutions have been adopted in industry for which a KT-Box award was granted by Cambridge University. Cont/d.

Technological innovations and development have caused rapid changes in the business environment. These changes have forced firms to change in the way they do business and operate. Two industries that are affected by these changes are the telecommunication industry and the information technology (IT) industry. Here, it is no longer possible for firms to operate completely individually, and many firms are pushed to engage in so called coopetition, which is cooperation with both vertical and horizontal competitors. As a consequence of the environmental changes, firms’ business models also need to change. They need to find new ways to create and deliver value that meet customer demand, and to capture a fair portion of that value from customers. We have found a connection between coopetition and business models, since value creation and value capture is central in both concepts. Previous research has however only touched the connection between coopetition and business model, and literature still lack research on this new subject. The research gap has led us to formulate the following problem definition: How can coopetition and business models be integrated, and what effect does it have on firms’ value creation, delivery, and capturing? With this problem definition the study has three purposes. Firstly, the study aims to find how coopetition and business models can be seen and understood through the lenses of each other. Secondly, how such integration can lead to that the complex nature of coopetition can be managed more appropriately. Thirdly, create an understanding for what effects coopetition and business models can have on value creation, delivery, and capturing when integrated. As the aim with this degree project is to develop a deeper understanding for this connection, we have chosen to do a qualitative study. We have conducted interviews with participants from seven different firms. In order to complement the theoretical framework we have held an expert interview with Professor Devi Gnyawali. The analysis has led us to the conclusion that coopetition and business models are connected in more ways than is admitted in the literature today. We have found that coopetition and business models are not only connected in value creation and value capture, but also in value delivery. We can also conclude that it is important to develop principles in the business model of when, why, and how to engage in different forms of coopetition to better manage it. This can have a positive influence on value creation, value delivery and value capture.

Wind energy industry has been growing fast during last years, and the demand for operation and maintenance (O&M) services has been increasing rapidly. As wind turbine manufacturing companies have been focusing more on selling rather than after sales services, this created problems in O&M, which started to influence the overall profitability of wind energy projects. In the current conditions, business model innovation in O&M services is needed. While initial step in business model innovation is identifying what is valuable for customer (customer value), it is not clear what is of customer value in B2B context, how to identify it and what is valuable for industrial customers in O&M overall and in wind energy industry in particular. Therefore, the purpose of our research was to explore customer value as an input in the process of business model innovation in B2B context. In order to reach the goal of our research, inductively based approach was used for multiple case study of O&M services customers in wind energy industry in Sweden. Semi structured interviews were conducted with a representative from each company. The parts of their business models connected to wind turbine O&M were mapped, as well as customer value was outlined. The connection between customer value and business model components was analyzed within each case and then the results were compared across the cases. The main findings of our study are as follows. Business model in B2B context serves as the frame of reference for customer value formation. Characteristics of business model components, in particular key activities and key resources, as well as the intentions for further business model development become more specific underlying criteria of value proposition assessment. In wind energy industry in Sweden there is a core customer value to get the highest possible energy production, shared by all studied cases. Differences in customer value among O&M customers were identified in their perceptions of customer value of O&M service (contracts, SCADA system, reports, and education) and relationship with service providers. Such business model related criteria as competence, characteristics of fleet, involvement in O&M activities, and intention for development of O&M involvement explain why customer value differs among the studied customers of O&M services in wind energy industry in Sweden. Customer business model should be used by managers in both wind energy industry and other contexts for understanding customer value in a holistic way. Further customer segmentation should be done based on customer business model related criteria, and in the context of wind energy industry the criteria identified in this study can be used. What is more, O&M service providers should allow more flexibility in contracts and give additional attention to customer relational mechanisms in their business models as the source of customer value. / Business model innovation: A case study of maintenance services for the wind power industry