Abstract. Business model innovation and design is an important tool in successful implementation of an organizational strategy. The purpose of this study is to explore value creation throw business model innovation. In this case is proposed to consider the possibility of implementing so-called virtual classes or interactive training. The purpose of this master thesis is to gain a better understanding of how value creation can be achieved throw business model innovation, using digital solution.  More specifically, this research aims to increase the understanding of factors that affect customer value by examining customers’ needs.  And understanding of factors that transformer need take into account to organization's part on this way, reaching the win-win situation for all participants. And how these factors can become drivers of value creation. This study applies the Amit and Zott’s (2001,2012) theoretical lenses to propose a new business model. This thesis uses a case study approach, which is based on qualitative data gathered from 2 semi-structured interviews with management of the fitness club and a survey with 16 club members.  The gathered data were analysed through an abductive analysis approach and a thematic coding. The findings show that value creation achieves could be achieves throw satisfaction of customers’ needs and make conditions where company’s need will be also take into account. The first is that the customers want to have available, diverse and new training experience that can be achieved through a digital solution. The digital experience is their second wish.  The third relates to the fact that customers want to keep a relationship with that fitness club. The fitness club, in turn, having a client-oriented model, aims to satisfy these needs, keeping a financial balance, since this is a profitable organisation.  The proposed transformation of the business model foe fitness club will most likely attract more new members, and therefore will increase the financial flow by increasing the number of purchased subscriptions. Economic calculation to substantiate this statement is proposed as future research.

Agribusiness leaders in emerging economies require effective business model innovation strategies to succeed in closing innovation gaps and increasing market share in the growing smallholder farmers' market. Small agribusiness seed companies in Malawi, Zambia, and Zimbabwe in southern Africa often face the challenge of closing the innovation gap in the smallholders' market, resulting in small-scale seed companies missing 90% of the smallholder farmers' seed market segment. The purpose of this multiple case study was to explore strategies that small agribusiness seed company leaders used to close innovation gaps in smallholders' markets. The conceptual framework was based on the business model innovation(BMI). Ten agribusiness seed company executives selected for their innovations in smallholder markets shared their experiences with and insights into strategies that they successfully designed and implemented in closing innovation gaps in the smallholders' market. Data were collected using semistructured interviews. The data analysis process followed De Massis and Kotlar 5-phase analysis cycle: from interview responses analysis to member checking and a review of documents on seed businesses and BMI. Three themes emerged from the data analysis: seed production model, product and market differentiation, and value chain partnerships. The implications of this study for social change are that the results could improve food and nutrition security for more than 51 million impoverished smallholder farmers throughout Sub-Saharan Africa.

Les ventes de Véhicules Electriques ont été en constante augmentation ces dix dernières années, stimulées par l’adoption de politique publique favorisant la décarbonation du secteur automobile. Dans un contexte d’accroissement des énergies renouvelables dans le mix énergétique, entraînant des besoins plus important en flexibilité, la diffusion massive des véhicules électriques pourrait constituer une nouvelle source de contrainte pour les gestionnaire de réseaux d'électricité si la recharge n’est pas gérée de manière intelligente.La gestion de la recharge des flottes de Véhicules Electriques peut aussi constituer une opportunité pour apporter cette flexibilité, en particulier si les véhicules sont équipés de chargeurs bidirectionnels, capables de réinjecter de l’électricité dans le système pour équilibrer les réseaux.La recherche s’est principalement intéressée à la conception d’algorithmes permettant cette recharge « intelligente », qui prennent en compte les besoins en mobilité des utilisateurs, tout en fournissant différents services de flexibilité.Cette thèse s’attache à aller au-delà de l’aspect algorithmique, en balayant l’ensemble des aspects qui permettraient d’aboutir à un modèle d’affaire viable, et en se focalisant sur la fourniture d’un type de service : la réserve primaire (Frequency Containment Reserve), qui constitue le service identifié comme ayant la plus forte valeur pour des flottes de Véhicules équipés de chargeurs bidirectionnels. / Transport industry being one the first CO2 emitters, there is an urgent need to decarbonize this sector, which could be achieved by the conjunction of the electrification of the vehicles and decarbonization of the electricity generation mix. In conjunction with increasing flexibility needs to support the introduction of Renewable Energy Sources, the development of Electric Vehicles could add new constraints for System Operators if charging process is not managed in a smart way.However, considering mobility requirements, there is a flexibility in the charging pattern of the vehicles, which could be used to offer flexibility services to System Operators, using smart-charging algorithms. Moreover, this flexibility could increase with the possibility to have reverse flow from the battery to the grid.Research focused mainly, during last years, on the design of algorithms to provide services with electric vehicles, taking into account mobility needs of users. In this thesis, we try to go beyond this design of algorithms, going through the different steps to elaborate a viable business model. We focus on the provision of one service – Frequency Containment Reserve – identified as the most valuable for Electric Vehicles equipped with bidirectional chargers.

There has been an unexpected wave of growth in social entrepreneurship globally (Bornstein, 2004). This growth is followed by the number of research in the field. Academic research has been mainly focused on defining what it is, what it does and does not have in common with commercial entrepreneurial activity (Nicholls, 2006). Thus, there has not been many studies related to the business model of social enterprise. Osterwalder & Pigneur (2010) believes that every organization has a business model, regardless the word ‘business’ not used as descriptor. This description includes social enterprise. Social enterprise, not unlike business enterprise, creates and delivers value and it must generate enough revenue to cover its expenses. By acknowledging that social enterprise has a business model, it opens itself to business model innovation with advantages to optimize its operations, deliver more values through effective channels, capture more values through profits and growth and drive innovation. This research is conducted on Indonesia Mengajar, a social enterprise in Indonesia that has no experience in business model design or Business Model Canvas using qualitative methods and interpretive paradigm. Primary data is collected from interviews with Indonesia Mengajar. Secondary data comes from books, articles, journals and websites. The data are analysed with grounded theory method. By completing Business Model Canvas (Osterwalder & Pigneur) complemented with literature review and critical analysis of Indonesia Mengajar, the objective of this research to understand business model of social enterprise can be achieved. From this research it is found that adjustments are necessary for Business Model Canvas to capture the business model of social enterprise and based on the findings, it is concluded how social enterprise creates, delivers and captures value.

Date: 27/05/2021 Level: Bachelor thesis in Business Administration, 15 cr Institution: School of Business, Society and Engineering, Mälardalen University Authors: Hekmat Bsirini, Moe Gamil Hashem, and Hasitha Gayathri Jayasinghe                    (93/04/22)        ( 90\08\23 )                 ( 86/11/04 ) Title: A Disruptive Innovation Approach to Design a Business Model for a Startup DigitalHealthcare Platform. Tutor: Leanne Johnstone Keywords: disruptive innovation - healthcare - business model - digitalization - business modelinnovation. Research question: How should a disruptive innovation be successfully integrated into the business model of a digital healthcare platform startup, in terms of its value proposition? Purpose: Understanding the importance of innovative business models for new entrants to the healthcare sector, in terms of the marketing-related elements (namely, customer relationships, segments, and channels) which affect the whole process as the means to implement strategic aims. Method: This study used an action research approach. Data was generated by three integrative methods; a discussion with five board members of the case company, a secondary data review, and a questionnaire survey with potential customers. Conclusion: The model developed in this study identifies the implications of the disruptive innovation approach for a startup digital healthcare platform. It points out, identifying a customer segment that has been away from digital healthcare platforms due to certain inefficiencies in current platforms and designing the business model elements to cater to their needs eventually leads to the domination of the startup in the market.

This thesis investigates the performance of business model innovation (BMI) by incumbent power utility and clean-tech start-up firms influenced by the German Energiewende. It emphasises the factors that impact BMI from a managers’ perspective, examines success factors for managers to overcome BMI challenges, and addresses contingencies to perform BMI in a more structured way. The research is driven by the German Energiewende. It has been chosen as Germany is considered one of the world’s leading markets for renewable energies and a transformation of the power sector is currently underway. Therefore, established power utility firms face severe changes, which have the characteristics of a potential disruption to their business model (BM). At the same time, new players are challenging these incumbents with new BMs. The research is underpinned by the extant literature on BMs and BMI. The research approach is based on two case studies; the incumbent power utility and the clean-tech start-up sector. The qualitative study comprises of 24 semi-structured interviews conducted with top tier managers, from 18 firms, responsible for BMI within these firms. Key findings: This study extends our knowledge of BMI in both a start-up and an incumbent environment that is influenced by various contingent events. It portrays barriers to BMI and depicts critical success factors for BMI that point out solutions on how to overcome these barriers. It provides a structured BMI framework for established firms and illustrates future BM archetypes in this sector. It clearly documents the German Energiewende is regarded as a disruptive threat from the perspective of incumbent power utility managers. The theoretical contribution of this thesis is a process framework including all identified drivers and challenges for BMI in both established and start-up firms. Contributions to practice include critical success factors for BMI, recommendations to overcome barriers to BMI and future BM archetypes within the newly evolving Energiewende industry based on sustainable technologies.

This study investigates the drivers and forms of business model innovation. It is built on the business model innovation typology proposed by Koen et al. (2011), we have developed its dimensions into Hurdle rate, technology, partners value network and customer value network. The study used these dimensions as a base to differentiate between the two approaches of the business model innovation which were identified as innovating the existing business model approach and multiple business model approach. The study used qualitative analysis, through a dual case study approach in the automotive industry, consequently Fiat and Tata Motors were selected as case studies. Furthermore, the study foundation is secondary data supported by primary data (i.e. interviews) to investigate how each of these two organizations has implemented business model innovation in each case study, by highlighting and contrasting their different approaches of business model innovation. The results of the study showed that each of the two approaches of business model innovation implies open innovation and expands the organization’s value network. However, innovating the existing business model focuses on improving the organizations’ performance, and sustaining innovation. On the other hand, the multiple business model approach aims to disrupt the industry or a competitor (i.e. New entrant), through disruptive innovation. Moreover, the study proposed a process based framework and a checklist on business model innovation, to assist the decision makers in organizations while choosing between innovating their existing business model or designing a new one.

Business model innovation is used parallel with technical development to create competitive advantage within certain line of businesses. Many business have although not yet fully embraced business model innovation as a competitive foundation and still rely on technical development of products and services. The actual concept of business models and business model innovation has many different definitions and is perceived as ambiguous. The real estate business is a traditional line of business that often rely on technical development, location of the property and rent levels primarily as the competitive factors. As other line of businesses work more with business model innovation, as the IT-business, the interest for business model innovation grows in the real estate business.The purpose with this essay is to describe and analyze business model innovation within different types of real estate companies. Furthermore it’s investigated how companies within the real estate business today defines and uses business models.The study is based on a qualitative method whereof interview studies have been performed on different types of real estate companies. Primary data consists of interviews with 11 representatives from ten different real estate businesses. The result from the interviews have passed a thematic analysis to showcase eventual patterns in the answers from the interviewees.The definition of business models amongst the real estate companies was varying but all of them approached a definition that describes how a company works or creates profitability. None of the interviewees used business model innovation in a structured manner via for example a framework. The real estate companies on firsthand used technological development when innovating and not business model innovation. / Affärsmodellsinnovation används inom vissa branscher parallellt med teknisk utveckling för att skapa konkurrensfördelar. Många branscher har dock ännu inte anammat affärsmodellsinnovation såsom konkurrensmedel och förlitar sig fortfarande på i första hand teknisk utveckling av t.ex. produkter eller tjänster. Begreppen affärsmodell och affärsmodellsinnovation har många olika definitioner och upplevs som tvetydiga. Fastighetsbranschen är en traditionell bransch som ofta förlitat sig på teknisk utveckling, läget på fastigheterna och hyresnivåer som konkurrensmedel. I takt med att andra branscher arbetarmer med affärsmodellsinnovation, såsom IT-branschen, växer intresset föraffärsmodellsinnovation i även fastighetsbranschen.Syftet med denna uppsats är att beskriva och analysera affärsmodells-innovation inom olika typer av fastighetsföretag. Vidare utreds hur företag i fastighetsbranschen definierar och använder sig av affärsmodeller.Studien har sin grund i den kvalitativa metodläran varav intervjustudier har utförts på olika typer av fastighetsbolag. Primärdata består av intervjuer med elva representanter från tio olika fastighetsbolag. Resultatet från intervjuerna har genomgått en tematisk analys för att synliggöra eventuella mönster i respondenternas svar.Definitionen av affärsmodeller bland fastighetsbolagen var varierande men samtliga närmade sig en definition som beskrev hur ett företag arbetar eller skapar lönsamhet. Ingen av respondenterna använde sig av affärsmodells-innovation på ett strukturerat sätt genom exempelvis ett ramverk. De undersökta fastighetsbolagen använder sig i första hand av teknisk utveckling vid innovation och inte av affärsmodellsinnovation.

Abstract The purpose of this study is to explore the role of dynamic capability in business model change in Internet-based business start-ups and Internet-based business enterprises. This study reviews the literature on business models, business model change, and dynamic capability, and defines business model change as a dynamic capability that is expected to lead to increased speed of business change and competitive advantages over the long term. This empirical study of business model change is accomplished by the case study method. The study is based on field data of four case companies regarding entrepreneurs’, business developers’, and business leaders’ behavior and actions while they are utilizing the business model concept for the purpose of business change. This study approaches business model change as a dynamic capability from three dynamic capability cluster perspectives. It explores how businesses can use the concept of business model for business decisions as well as how they can use the concept of business model to improve the speed of business change after new business opportunities or threats are found. The analysis identifies the process of business model change and factors that affect business model change, and the outcomes are results from three dynamic capability clusters that Internet-based companies are able to follow in a fast-changing business environment. This study develops a posteriori model proposing that a dynamically capable business model change consists of sensing, seizing, and transforming activities to obtain successful business and competitive advantages over the long term. A posteriori model of business model change as a dynamic capability creates a framework to support a quick business model change, especially in a fast-changing business environment. This study adds a dynamic capability viewpoint to the business model literature pertaining to business modeling and business model change. Regarding the managerial implications, this study shows how entrepreneurs and business owners can utilize the concept of business model in order to support a quick business change and possibly gain a competitive advantage in the long term. The study results indicate that internal and external factors for business model change are company-specific and those vary between the start-up and enterprise. And thus, a successful business model change can be achieved through analyzing and further developing these company-specific factors. These factors can be seen as a micro foundation of dynamic capability, and development of these factors can improve competitive advantage. / Tiivistelmä Tässä tutkimuksessa tarkastellaan nuoreen Internet liiketoimintaan pohjautuvaan kasvuyritykseen ja kypsiin Internet liiketoimintaan pohjautuviin yrityksiin tehtyjä liiketoimintamallimuutoksia dynaamisten kyvykkyyksien näkökulmasta. Tutkimuksen aihetta lähestytään nuoren kasvuyrityksen sekä kypsien yritysten kannalta ja työn teoreettinen viitekehys rakennetaan liiketoimintamallin, liiketoimintamallimuutoksen sekä dynaamisen kyvykkyyden tutkimusjulkaisujen kautta. Työssä liiketoimintamallimuutos määritellään dynaamiseksi kyvykkyydeksi joka kehittyy eri toimintojen avulla. Tämä dynaaminen kyvykkyys voi mahdollistaa nopeamman liiketoimintamuutoksen ja pitkällä aikavälillä se voi vaikuttaa myös kilpailuedun saavuttamiseen. Työn empiirisessä osassa liiketoimintamallimuutosta tutkitaan tapaustutkimusmenetelmällä neljässä yrityksessä. Yrittäjien, liiketoimintakehittäjien, sekä johtajien käyttäytymistä ja toimenpiteitä tutkitaan liiketoimintamallikonseptin kautta muutostilanteessa. Yrittäjien, liiketoimintakehittäjien, sekä johtajien käyttäytymistä ja toimenpiteitä tutkitaan liiketoimintamallikonseptin kautta muutostilanteessa. Työssä dynaamista liiketoimintamallimuutosta lähestytään kolmen dynaamiselle kyvykkyydelle määritellyn klusterin kautta (havaitseminen, tarttuminen, sekä uhkien hallinta ja muuntautuminen). Nämä klusterit toimivat erityisesti silloin kun yritysten tulee tehdä nopeita liiketoimintapäätöksiä ja liiketoimintamuutoksia. Analyysissa tunnistetaan liiketoimintamallin muutosprosessi, sekä sisäiset ja ulkoiset tekijät joilla on vaikutusta liiketoimintamallimuutokseen. Lopputulokset ovat seuraus kolmesta dynaamisen ominaisuuden klusterista joita organisaatioiden tulisi huomioida nopeasti muuttuvassa ympäristössä. Tutkimuksessa kehitetään jälkikäteismalli jossa liiketoimintamallimuutos dynaamisena kyvykkyytenä synnytetään dynaamisen kyvykkyyden klustereissa esiintyvien toimenpiteiden kautta. Näiden toimenpiteiden avulla on mahdollista saavuttaa pitkällä aikavälillä menestystä ja mahdollisesti myös kilpailuetua. Jälkikäteismalli tukee dynaamista liiketoimintamallimuutosta nopeasti muuttuvassa liiketoimintaympäristössä. Työn teoreettinen kontribuutio on erityisesti dynaamisen kyvykkyyden näkökulma liiketoimintamallintamiseen ja liiketoimintamallimuutokseen. Työssä osoitetaan myös kuinka yrittäjät ja liiketoimintaomistajat voivat käytännössä hyödyntää liiketoimintamallikonseptia nopeasti tehtävään liiketoimintamuutokseen. Tutkimustulokset osoittavat, että sisäisillä ja ulkoisilla tekijöillä on vaikutusta liiketoimintamallimuutokseen. Nämä tekijät ovat yrityskohtaisia, ja nuoren kasvuyrityksen ja kypsien yritysten väliltä löytyy eroja. Sen vuoksi onnistunut liiketoimintamallimuutos voidaan tehdä näitä tekijöitä analysoimalla ja kehittämällä.

Ces dernières décennies ont été marquées par l’apparition d’un nouveau contexte en faveur du développement soutenable, dans lequel de nouveaux modes de consommation et de production émergent. Ce nouveau contexte tend à se substituer à l’innovation intensive, les entreprises industrielles à réorienter leur business model vers l’innovation soutenable. Cependant ce changement nécessite des bouleversements stratégiques et organisationnels que certaines entreprises ne parviennent pas à surmonter. Ces situations d’entreprises révèlent un double enjeu : la nécessité de caractériser l’innovation soutenable d’une part et l’intérêt de définir une stratégie d’évolution et de diffusion de l’innovation soutenable au sein des entreprises d’autre part. Afin de caractériser l’innovation soutenable, trois notions sont mobilisées : le business model, la soutenabilité et la fonctionnalité. Les résultats de cette exploration suggèrent l’utilisation du business model comme objet intermédiaire afin de favoriser la co-construction et l’évolution de business models. L’étude de la soutenabilité du business model conduit à la proposition de l’association de l’économie de fonctionnalité - business model serviciel - à l’éco-conception - modèle de conception environnemental - comme déclinaison de l’innovation soutenable. L’analyse de la fonctionnalité révèle une complémentarité de ces deux démarches. Celles-ci permettent de définir de nouvelles offres du point de vue des valeurs d’usage et permettent d’intégrer l’utilisateur dans la définition de l’offre. L’exploration de ces trois notions conduit également à la proposition d’un changement de paradigme en faveur du paradigme soutenable suivi du développement de trajectoires de business models afin de garantir aux entreprises l’atteinte à long terme des plus hauts niveaux de l’innovation soutenable. Ces résultats théoriques servent ensuite au développement d’une méthode d’aide à la décision : Business Model Explorer for Sustainability (BMES). La méthode BMES permet aux entreprises de concevoir de nouveaux business models soutenables et de définir des trajectoires vers ces business models soutenables comme stratégie de diffusion de l’innovation soutenable à long terme. Elle s’appuie sur la notion d’upgradabilité comme déclinaison opérationnelle de l’innovation soutenable. La méthode est développée et testée avec les deux industriels partenaires du projet IDCyclUM : Neopost et Rowenta. Une des principales perspectives de recherche proposée consiste à engager des travaux visant à poursuivre la définition de l’innovation soutenable qui reste un concept ambigu pour lequel il n’existe pas de consensus à l’heure actuelle. / Over the past decades, a new context in favor of sustainable development emerged. New models of consumption and production are developed. This shift from intensive innovation to sustainable innovation leads some companies to rethink their business model. However, this business model evolution requires strategic and organizational changes that some companies fail to overcome. These companies’ situations reveal a double challenge : the need to characterize sustainable innovation on the one hand and defining a strategy for disseminating sustainable innovation on the other hand.To characterize sustainable innovation, three notions are mobilized : the business model, sustainability and functionality. The results of this exploration suggest the use of the business modelas an intermediary object to promote the co-construction and the evolution of business models. The study of sustainable led us to associate functional economy - servicial business model - to eco-design- environmental design - as a declination of sustainable innovation. Functionality concept analysis revealed the complementarity of functional economy and eco-design approaches. This allows us to define new offers from the use-values point of view. The exploration of these three notions also leads to propose a paradigm shift in favor of sustainable paradigm. This paradigm shift is followed by the development and characterization of business models trajectories. These trajectories guide companies in achieving the highest levels of sustainable innovation on the long term. These theoretical results were used to develop a method called Business Model Explorer for Sustainability (BMES). The BMES method allows companies to develop sustainable business models and to define trajectories toward these business models. The method is based on the upgradability concept as operational application of sustainable innovation. The method was developed and tested with the two industrial partners of IDCyclUM project : Neopost and Rowenta. One of the main proposed research perspectives is to continue defining sustainable innovation. This concept remains indeed ambiguous and there is still no consensus about its definition at present.