This research is conducted to identify the integration of sustainability principles into the business model of Indonesia’s banks’ lending to the palm oil sector and the implementation by the banks’ employees to support the Indonesian government to achieve the sustainability of its palm oil sector. Three of Indonesia’s state-owned banks which are among the world’s largest creditors to the palm oil sector were evaluated using documentary research and semi-structured interviews. Firstly, these banks’ annual reports and sustainability reports from 2017 were evaluated using the business model canvas concept to identify their lending business model to the palm oil sector. Afterward, the sustainability level of each bank’s lending business model to the palm oil sector was assessed using the 4P (Principles, People, Planet, and Profit) framework of corporate sustainability. Moreover, fourteen employees of the banks’ lending department were interviewed to reveal the implementation of the sustainability principles that are integrated into each bank’s lending business model to the palm oil sector at the branch office level. The stakeholder groups that are involved in the banks’ lending to the palm oil sector were also identified using the stakeholder theory perspective on a business model in value creation for sustainability. From this research, it’s revealed that even though the palm oil sector has a significant contribution to these banks’ revenue, none of them has a designated business model in lending to the palm oil sector. These three banks’ lending business models only cover general lending and are not designated only to one particular sector. Nonetheless, these banks have been integrating sustainability principles into their lending regulations to the palm oil sector. However, these sustainability principles are only integrated into the banks’ lending regulations to palm oil companies who apply for specific loan nominals. In contrast, no sustainability principle has been integrated into the banks’ lending regulations to individual palm oil businesses. Furthermore, it’s revealed that the banks’ employees don’t strictly implement the sustainability principles that are integrated into the banks’ lending regulations to the palm oil companies because they prioritize their lending target achievement. The reason is that lending target achievement is one of the important factors for each bank’s head office to decide the annual financial bonus and career development of its employees. Moreover, these banks’ employees also argued that the Environmental Impact Assessment (EIA) documents are not reliable to represent the sustainability of the debtors’ palm oil businesses because the banks can order their partner-independent consultants to issue the EIA result according to the banks’requests.

Thesis’ background This thesis intends to contribute to the literature gap identifying when connecting the literature on capabilities required for the transition towards circular business models and the literature that investigates the value creation and capture in these business models. Research aim Identifying the key capabilities that facilitate the transition towards circular business models and investigating their use for value creation and capture Methodology A qualitative approach was followed, and semi-structured interviews were conducted with four managers working at companies that are experiencing circular business models Findings Eight key capabilities were identified from this research including: (1) Developing the systemic thinking, (2) Managing the circular network,(3) Managing knowledge, (4) fostering open innovation, (5) Understanding customer’s requirement for exploring the wasted value, (6) Designing products for longevity, (7) Innovating in the sale and use phase and (8) managing circular suppliers to close the loops between the end use and the production. Deploying these eight key capabilities with a systemic thinking would enable companies moving to circular business models and creating and capturing economic and non-economic sustainable values.

This research aims to present, analyse and discuss how to sustain a competitive advantage in the Fashion Luxury market throughout a case study of Emerging Fashion Brands. The analysed data determines that considering the customers’ demands, the attributes of the Emerging Fashion Brands and the idiosyncrasy of the Fashion Luxury Market these brands must apply a Differentiation Strategy directed to a focal target group in order to sustain their competitive positions in the market. Furthermore, the findings of the research prove the relevance for Emerging Fashion Brands to identify their innovative capabilities where to design or redefine their Business Models. Also, this research describes a future scenario of the Fashion Luxury Market whereby the identification of the upcoming trends and opportunities are identified. Therefore, a holistic approach of the Fashion Luxury Market is provided in order to help the managerial decision-making.

The pervasive nature of technological advancements has increased the complexity, and thus the environmental volatility that span well across the borders of industries and na-tions. It could be argued that the need for firms to demonstrate dynamic capabilities are greater than ever before. In this conceptual study we take an exploratory approach to understand how dynamic capabilities are dynamically interconnected with digital trans-formation and the consequences this has on the business model(s) and further, the over-arching business strategy. This is realized through the introduction of a conceptual framework for “data-driven dynamic capabilities” which constitutes that there is a dynam-ic interconnectivity at play between the dynamic capabilities and digital transformation themes. Our findings suggest that the dynamic conflation between the two help fuel one another and that the firm’s business model(s) ought to be congruent with its data-driven dynamic capabilities. Further our findings suggest that there is a feedback loop between the firm’s overarching business strategy and its data-driven dynamic capabilities. Thus, the implications of this conceptual paper will be to create new value, adding knowledge and new theoretical trajectories into the field with the help of the integrative conceptual framework introduced in our study.

Additive manufacturing (AM), also called 3-dimensional printing (3DP), emerged as a disruptive technology affecting multiple organizations' business models and supply chains and endangering incumbents' financial health, or even rendering them obsolete. The world market for products created by AM has increased more than 25% year over year. Using Christensen's theory of disruptive innovation as a conceptual framework, the purpose of this multiple case study was to explore the successful strategies that 4 individual managers, 1 at each of 4 different light and high-tech manufacturing companies in the Netherlands, used to adopt AM technology into their business models. Participant firms originated from 3 provinces and included a value-added logistics service provider and 3 machine shops serving various industries, including the automotive and medical sectors. Data were collected through semistructured interviews, member checking, and analysis of company documents that provided information about the adoption of 3DP into business models. Using Yin's 5-step data analysis approach, data were compiled, disassembled, reassembled, interpreted, and concluded until 3 major themes emerged: identify business opportunities for AM technology, experiment with AM technology, and embed AM technology. Because of the design freedom the use of AM enables, in combination with its environmental efficiency, the implications for positive social change include possibilities for increasing local employment, improving the environment, and enhancing healthcare for the prosperity of local and global citizens by providing potential solutions that managers could use to deploy AM technology.

Le business model (ou BM, ou modèle d’affaires) est une notion popularisée par les praticiens dès la fin des années 90. Depuis, elle est l’objet de discussions au sein de la sphère académique : si sa définition fait consensus, son intérêt, ses composantes et sa relation avec la stratégie font débat. Nous nous sommes attachée à analyser l’articulation entre les concepts de modèle d’affaires et de stratégie dans un contexte de changement technologique majeur. Ce contexte particulier nous a offert de nombreuses modifications (de stratégie et de BM) à observer. A partir de la littérature, nous avons proposé un cadre conceptuel qui nous a servi de grille d'analyse dans l'étude de 8 cas d'acteurs français positionnés sur le marché émergent du livre numérique.Cette étude empirique nous amène à confirmer la nature systémique du BM : une composante stratégique impacte en moyenne trois composantes du BM directement et six composantes du BM indirectement. Nous pouvons également conclure à l’existence d’un processus de co-construction du business model et de la stratégie : si la stratégie impacte quasi systématiquement le BM, les composantes stratégiques sont impactées par le BM dans près de 60% des cas. Les ressources et compétences et le réseau de valeur sont les composantes du BM qui influencent le plus la stratégie. Nos résultats peuvent ainsi enrichir des réflexions portant notamment sur l’effectuation. Nous observons aussi que l’histoire de l’entreprise et l’environnement impactent davantage le BM que la stratégie (en volumétrie). Cela nous amène à développer le principe de sentier de dépendance, mais aussi à nuancer l’affirmation selon laquelle le BM se distinguerait de la stratégie en raison d’une moindre sensibilité à l’environnement. Nos résultats laissent aussi supposer une appropriation différente du changement technologique en fonction des caractéristiques des acteurs. Nous nous sommes également intéressée à une question de nature plus managériale : la répartition de la valeur sur la filière. Nous sommes amenée à en conclure que la valeur en amont de la filière est plus forte qu’en aval, et que l’activité centrale d’e-diffusion/e-distribution est la plus délicate à rentabiliser. / The business model (or BM) has been popularised by managers since the end of the 1990’s. This notion is much debated within the academic sphere: even if a consensus has been reached with regards to its definition, a debate around its significance, components and its relationhip with strategy remains. We have focused on analysing the articulation between the notions of business models and strategy in the context of major technological change. Through this particular context, we were able to observe many modifications of strategy and business models. Starting from the literature, we suggest a conceptual framework that we have deployed to study eight case-studies of French actors who are positioned in the emergent market of ebook.This empirical study has enabled us to confirm the systemic nature of the BM: on average, a strategic components impacts three components of BM directly and another six indirectly. We also conclude that there is a co-construction process of the business model and the strategy: the strategy impacts the BM almost systematically, and the BM affects strategic components in almost 60% of the cases. The resources and the value network are the components of the BM that affect the strategy most. Thus, our results can contribute towards reflections such as effectuation. We have also observed (that both the company's history and environment have an impact on the BM more than on the strategy (in volumetry). This has led us to broaden the notion of path dependence, but also to nuance the statement that the BM would be different from the strategy due to a slighter sensitivity to the environment. Our results also suggest that the adjustment to technological change differs depending on the characteristics of the actors. We were also interested in a more managerial issue: the distribution of value in the sector. We concluded that the chain upstream value is greater than its downstream counterpart, and that managers will have the greatest difficulties in making the central activity of e-diffusion profitable.

Bride Squad es un modelo de negocio que satisface las demandas del mercado de despedidas de solteras, otorgando productos innovadores que complementan las temáticas propuestas por evento. El problema que nos permite llevar a cabo este proyecto va más allá de la tendencia de consumo y la casi inexistente oferta de productos de calidad que puedan ser utilizados para la despedida de soltera de una gran amiga, hermana o hija. Decidimos investigar algunos componentes del mercado, como: el origen del problema, las preferencias del consumidor y la necesidad de incluir productos ajustados a las exigencias de este. Posteriormente, por medio de entrevistas y encuestas; adicionalmente a analizar fuentes secundarias; hemos podido validar la siguiente hipótesis: “Las personas que realizan una despedida de soltera no encuentran con facilidad una tienda que les brinde accesorios y prendas que vayan con sus gustos”. En este trabajo aportamos una extensa investigación sobre dicho mercado, tales como: tamaño de mercado, análisis externo e interno, experimentos de validación, y demás. Adicionalmente, hemos utilizado herramientas aplicadas de administración; tales como, el modelo de Canvas, matriz de flujogramas, diagramas de Gantt, FODA, matriz de Peyea, matrices EFE y EFI, entre otras. Finalmente, hicimos uso de herramientas financieras, las cuales, junto con el pronóstico de ventas estimado, nos permitió presentar el Estado de Resultados y Balance General. Con estos y el costo de capital, determinamos el VAN de nuestro modelo de negocio; así como, los ratios oportunos para afirmar con que nuestro modelo es económicamente viable y escalable. / Bride Squad is a business model that meets the demands of the bachelorette market, providing innovative products that complement the themes proposed by event. The problem that made us develop this project is the almost non-existent offer of quality products that can be used at a bachelorette party of a friend, sister or daughter. We decided to investigate some market components, such as: the origin of the problem, consumer preferences and the needs to include these in the market to solve the problems. Subsequently, through interviews and surveys and the analysis of secondary sources, we were able to validate the following hypothesis: "People who organize a bachelorette party cannot easily find a store that provides them with accessories and clothes that match their tastes". In this work we provide extensive research on this market, such as: market size, external and internal analysis, validation experiments, and so on. Additionally, we applied administration tools; such as, canvas model, flowchart matrix, Gantt diagrams, SWOT, Peyea matrix, EFE and IFE matrixes, among others. Finally, we made use of financial tools, which together with the estimated sales forecast, allowed us to present the Income Statement and Balance Sheet. With these and the cost of equity, we determine the NPV of our business model; as well as, the appropriate ratios to affirm that our model is economically viable and scalable. / Trabajo de investigación

En la actualidad, los negocios en los aplicativos móviles son unos de los servicios más usados para la vida cotidiana, ya que las nuevas generaciones han cambiado su estilo de compra, el cual es a través de despóticos móviles como smartphones o Tablets. Esto se debe a que se quiere ahorrar más tiempo para la realización de más actividades en el día. La idea de negocio que se está presentando trata de un aplicativo de reservas de mesas, el cual sirve de intermediario entre restaurantes y comensales. El aplicativo lleva el nombre de ROT365, y tiene funciones innovadoras que empieza con la reserva, luego puede pasar a la elección del pedido y por último puede hacer el pago a través de sus dispositivos móviles. Mientras que a los restaurantes se les está bridando un sistema integrado, en el cual se pueda observar hábitos de sus consumidores. Esta idea de negocia busca brindar facilidades para el procesos de reserva, aumentar la calidad del servicio y ahorrar el tiempo de ambas partes. Para ello, se ha desarrollado evaluaciones comerciales, operacionales y financieras para determinar la viabilidad de implementar el proyecto en el mercado. A continuación, se presenta el proyecto de negocios ROT365, un aplicativo intermediario entre restaurantes y comensales para la reserva de una mesa, elección de platos y pago online. / Currently, business and mobile services are more used services for everyday life, new generations have changed their style of purchase, which is through mobile phones such as smartphones or tablets. This is due to what you want to save more time for carrying out more activities on the day. The idea of a business that is being presented is a table reservation application, which serves as an intermediary between restaurants and diners. The application is called ROT365, and has innovative functions that begin with the reservation, then you can move to the choice of the order and finally you can make the payment through their mobile devices. While the restaurants are using an integrated system, which can observe the habits of its users. This idea of negotiation seeks to provide facilities for booking processes, increase the quality of service and save time for both parties. For this, it has developed commercial, operational and financial evaluations to determine the viability of implementing the project in the market. Next, we present the business project ROT365, an application intermediary between restaurants and diners for the reservation of a table, choice of dishes and online payments. / Trabajo de investigación

The emergence of new media technologies has influenced the broadcasting marketplace causing it to evolve and become more competitive. The various platforms that new media technologies have made available for content repurposing and the increased number of channels available via digital television and radio has altered the landscape of the public service broadcaster in an unprecedented manner. Thus, questioning its viability amongst the other private media organisations whose core focus is on commercialisation of content rather than serving the public interest. Based on the case study of the South African Broadcasting Corporation (SABC), this study articulates the influence of new media broadcasting on the public broadcaster’s business model and value chain. It investigated the legitimacy of public service broadcasting in the new media age. This study examined the current status of the SABC’s broadcasting policy and concluded that there is urgency for policy revisions to be fast tracked.

Trends in the surrounding society have made companies more interdependent and increased the number of actors in value chains, emphasizing the importance of business ecosystems. This is especially relevant for the hydrogen gas-based mobility ecosystem, as it presents novel opportunities for delivering solutions in relatively uncharted territory. This study therefore examines how solution-oriented business models apply in the context of hydrogen gas-based mobility solutions. By identifying key actors within the business ecosystem, a better understanding of key activities and success factors can be established and used for understanding the proper governance configuration that maximizes shared value creation in the ecosystem. An abductive approach with a methodological choice of qualitative research through a case study was applied in this study. The case study was conducted at the Scania Pilot Partner division at Scania and investigated the hydrogen gas-based mobility ecosystem with Scania as the focal firm. The case study consisted of 12 interviews, of which five were conducted with employees at Scania and seven with various actors in the business ecosystem. The theoretical and empirical findings suggest that energy suppliers, authorities, customers, and an ecosystem leader are key actors for hydrogen gas-based mobility solutions. Furthermore, the usage of a business model framework, being flexible, integrating customers, having proper knowledge management, and enabling a single touchpoint seem to be important elements to include. It is also indicated that risk sharing, joint venture, dedicated sales and service companies as well as incentives, trust, and transparency are beneficial governance mechanisms. Companies should also consider ownership structure, but the analysis is inconclusive on how much of a value chain should be owned by the focal firm. Based on the results, five recommendations are made to companies looking to deliver hydrogen gas-based mobility solutions: (1) establish a joint venture with key actors, (2) establish a single touchpoint for customers through dedicated sales and service companies, (3) set up processes for both internal and external knowledge management and knowledge sharing, (4) engage and align incentives with authorities early, and (5) take a leadership position in the ecosystem if the resources necessary for such a commitment are available.