As new food networks are emerging the question about their possibilities to contribute in changing the current unsustainable global food system arises. This case study explores a project of an alternative business model within the coffee sector and its possibility to shorten the food chain and at the same time re distribute margins among the involved actors, for a more democratic and sustainable food chain. We examined in what way the studied business model challenge and/or reproduce the current global food system, focusing on the coffee producer and the economic, social and ecologic sustainability. The study emphasizes several risk factors that are of importance to the outcome of the project. Our findings show that it is possible for alternative food networks to influence on a microlevel, but to change the system on a macro level requires a higher level of governance and cooperation between sectors. The study also points out the importance of control management and documentation as a key activity to make sure that the right actions are performed to stay true to the mission. / I takt med att nya livsmedelsnätverk utvecklas växer frågorna kring vilka möjligheter de har att bidra till förändring av dagens globala och till synes ohållbara livsmedelsystem. Denna fallstudie utforskar ett projekt tillhörande en alternativ affärsmodell inom kaffesektorn, dess möjligheter att korta ned livsmedelskedjan och samtidigt omfördela marginalerna mellan de ingående aktörerna, för att uppnå en mer hållbar och demokratisk kedja. Vi undersökte på vilka sätt projektet och den studerade affärsmodellen utmanar och/eller reproducerar det rådande livsmedelsystemet med fokus på kaffeproducentens ekonomiska, sociala och ekologiska hållbarhet. Studien lägger betoning på ett antal riskfaktorer som är av vikt för ett lyckat utfall av projektet. Våra resultat visar att det finns möjlighet för alternativa modeller att påverka systemet på mikronivå, men att större systemförändringar kräver en högre nivå av styrning och samarbete mellan nivåer och sektorer. Studien pekar också på vikten av dokumentation, kontroll och uppföljning som nyckelaktiviteter i projektet för att kunna säkerställa dess validitet.

Problematisering: En begränsad mängd forskning på tidningsbranschen har genomförts i svensk kontext. Oenighet råder bland forskare vilken del av affärsmodellen som påverkas och på vilket sätt, dessutom är det tvetydigt hurdana affärsmodellsinnovation är framgångsrikt. Syfte: Syftet med studien är att utforska digitaliseringens påverkan på företag i tidningsbranschen och tidningsföretagens strategier med hjälp av affärsmodellkanvasen och teorier inom affärsmodellsinnovation samt branschstruktur. Frågeställningar: (1) Hur har digitaliseringen upplevts av och påverkat tidningsföretag? (2) Hur har tidningsföretag agerat för att bemöta digitaliseringen med hjälp av sin strategi och affärsmodellsinnovation? (3) Hur har digitaliseringen påverkat företag i tidningsbranschen, med avseende på branschstruktur? Metod: Studien grundar sig på det epistemologiska forskningsparadigmet som grundar sig på ett interpretivistiskt synsätt. En kvalitativ forskningsmetod med semi-strukturerade intervjuer ligger till grund för studien som bygger på en deduktiv ansats med induktiva inslag. Studien genomförs med en tematisk analys. Slutsats: Tidningsföretagen har upplevt och påverkats av digitaliseringen på liknande sätt och intäkterna hotas. Genomgående för samtliga företag är att digitaliseringen har varit bristfällig, det främsta utnyttjandet är dataanvändning. Tidningsföretagen använder dual strategi med fokus på digital strategi för att bemöta digitaliseringen. Strategin med multi-plattformar har inte gett önskad effekt och digitala tidningskiosker upplevs inte vara en framtidsstrategi i Sverige. Samtliga företags affärsmodeller är i stor utsträckning identiska och affärsmodellsinnovationer har inte löst problemen i branschen än. Det har uppstått både inom- och mellanbranschkonvergens till följd av digitaliseringen. Branschförändringen identifieras som en radikal förändringsväg men tidningsföretagen behandlar förändringen som progressiv. Studiens bidrag: Studiens teoretiska bidrag är att tidningsbranschen har fått ett större utrymme i akademisk kontext med ett brett och djupt fokus på digitalisering, företagsaspekter och branschstruktur. Studiens praktiska bidrag är att studiens insikter kan hjälpa företag i tidningsbranschen att bemöta digitaliseringen. / Background: A limited amount of research regarding the industry has been conducted in a Swedish context. Studies differ regarding what part of the business model that is affected and in what way. Whether or not business model innovation is successful is ambiguous. Purpose: The purpose of this study is to explore the impact of digitalization on companies in the newspaper industry and the newspaper companies’ strategies applying the business model canvas and theories within business model innovation and industry structure. Research questions: (1) How has digitization been experienced by and influenced newspaper companies? (2) How have newspaper companies acted to respond to digitalization with their strategy and business model innovation? (3) How has digitalization affected companies in the newspaper industry, regarding to industry structure? Methodology: The study is based on the epistemological research paradigm that is based on an interpretivist approach. A qualitative research method with semi-structured interviews forms the foundation of the study, which is based on a deductive approach with inductive elements. The study is conducted applying a thematic analysis. Conclusion: The newspaper companies have experienced and been affected by digitalization in a similar way and revenues are threatened. The adaptation has been problematic, the main utilization of digitalization is the use of data. In this study the newspaper companies use dual strategy with a focus on digital strategy to respond to digitalization. Digital newsstands are not perceived as a future strategy in Sweden and the multi-platform strategy has not had the desired effects. The company's business models are to a great extent identical and business model innovation has not solved the industry problems yet. In this study the industry change is identified as a radical change however, newspaper companies respond to the industry situation as progressive. Contribution: The theoretical contribution is that the newspaper industry has gained a greater scope in academic context with a broader and deeper focus on digitalization, business aspects and industry structure. The practical contribution is that the study can help companies in the newspaper industry to respond to digitalization.

The diploma thesis focuses on build a real business plan for a newly established company MARTart, s.r.o. The business plan is a result of analysis based on a environment business as well as the primary method for a data acquisition market analysis. Also included is a detailed financial plan for the next years of business, giving an important information about the financial development of this company.

健康的重要性，人人皆知，但是知易行難，現代的人忙碌，卻也創造出更多不運動的理由。近年來因為手機的普及，讓資通業者看到的是個人對身體自主健康的需求，隨著智慧手環的關鍵技術發展漸趨成熟，讓智慧穿戴裝置成為生活的必需品，許多人都相信智慧穿戴裝置將是下一個令人期待的高成長產業，而健康管理與穿戴裝置的結合又一直是此類產品發展的重點。 本論文研究的目的是希望經由分析智慧穿戴市場的基本應用與產業現況，來探討穿戴裝置業者的產品在健康管理相關領域的市場應用範圍。研究的架構是藉由分析幾個智慧穿戴業者現行的商業模式圖並輔以價值主張的設計分析探討，找出研究個案的關鍵成功因素，本研究也根據評量分析作出結論與建議，達成在這個互聯網時代，研究機構，廠家跟消費者能精準管理健康，產業成長獲利，全民健康運動的三贏目的。

Idag talar forskare om en utveckling av digitaliseringen där allt är uppkopplat via ”Internet of Things” (IoT), eller på svenska ”Sakernas Internet”, som innebär att produkter förses med sensorer och inbyggda system. Dessa kan sedan kopplas upp mot Internet så att de olika produkterna kan kommunicera med sin omgivning. Även om forskare är oense om när detta nya paradigm kommer bryta ut, är de överens om att ett användande av IoT på rätt sätt medför fördelar då IoT optimerar och effektiviserar arbetsprocesser i företags värdekedjor. Vidare menar forskare att framgång inte längre är en fråga om teknologi, utan istället en fråga om transformationen hos företag samt vilka affärsmodeller som kan ta till vara på och skapa lönsamhet av denna utveckling. Tidigare forskning om affärsmodeller har fokuserat på innehållsmässiga aspekter i affärsmodellen och kommit fram med konceptuella modeller. En väletablerad sådan är canvas-modellen. Hur canvas-modellen kan användas i praktiken är däremot mindre utforskat. Syftet med denna uppsats har således varit att undersöka hur canvas-modellen fungerar i praktiken genom att utföra en fallstudie på Veolia Nordics nutida affärsmodell samt framtida visioner med hänsyn till Internet of Things (IoT). Uppsatsens undersökning visar att implementeringen av canvas-modellen på Veolias affärsmodell har begränsningar. I dagens ständigt föränderliga och konkurrensutsatta affärsmiljö krävs det att företag söker nya möjligheter samt utvärderar dessa mot affärssammanhang för att hitta en optimal passform. Detta innebär att företag, såsom Veolia, bör se affärsmodellen som en process som kräver progressiva förbättringar, snarare än en statisk bild över nutida data. Vidare anses canvas- modellen vara lämpligare att använda av företag som arbetar med produkter, snarare än tjänster. För att använda modellen som ett verktyg för strategiska beslut i ett företag som Veolia, är det lämpligt att den utvidgas till att karaktärisera fler byggstenar ur ett transformativt perspektiv. I utvecklingen av IoT skulle modellen exempelvis kunna anpassas utefter de särdrag inom paradigmet som forskare nämner i form av säkerhetsåtgärder och ansvarsfrågor då dessa är väsentliga att reflektera över vid beslutsfattande av strategiska initiativ. Sammanfattningsvis har studien visat vikten och nyttan av affärsmodeller samt behovet av att anpassa dessa till externa händelser såsom det nya paradigmet IoT. / Many researchers are currently discussing a development of the digitalization, where everything is connected via Internet of Things (IoT), implying that products are equipped with sensors and embedded systems. These sensors can be connected to Internet in order to communicate with their environment. Although researchers disagree on when this new paradigm will happen, they agree that the usage of IoT entails advantages for companies’ value chains, as it optimizes work processes. Furthermore, researchers argues that success not longer is a question of technology, but rather a question of the transformation of companies, and which business models that could take advantage and generate profit from this development. Previous studies regarding business models are focused on substance of the business model, which have resulted in conceptual models. One well-established model is the canvas-model. The usage of the canvas-model in practice is however less explored. The purpose of this study was thus to examine how the canvas-model works in practice by conducting a case study on the contemporary business model of Veolia Nordic. Future visions with respect to IoT have also been examined. The result of the study implies that the canvas-model is inadequate when implementing it on the business model of Veolia. The business environment is constantly changing and competitive, and businesses need to find innovative possibilities and evaluate them against the business context in order to find optimal solutions. This entails that companies, such as Veolia, should look at the business model as a process that requires progressive improvement, rather than a static image of contemporary data. Furthermore, the canvas- model is considered to be better suited for companies focusing on products, rather than services. To use the model as a tool for strategic decisions in a company like Veolia, it is appropriate that the canvas-model is extended to characterize more building blocks from a transformative perspective. When looking at the development of IoT, the model could be further adapted along the specificities within the paradigm, for example along the terms of security and liability issues, as these are important to consider when making decisions about strategic initiatives. This study has shown the importance of business models and the need to adapt these to external occurrences, such as the new paradigm IoT.

汽車電子在過去數年中因汽車駕駛輔助系統(Automotive Driver Assistance Systems，ADAS)發展，取得了顯著的進步，除了豐富駕駛體驗，並為駕駛資訊創造新需求，而影像系統一如汽車的眼睛在ADAS中則扮演了關鍵角色。目前新一代汽車影像系統裝有數個攝像頭，它們精確佈置以覆蓋整個汽車周圍，從而實現更優化的安全系統。經由了解影像系統的發展如何成為未來智能汽車的一部分，以及系統如何進行創新演進，對於車用電子產品開發策略來說非常重要。本研究將分五個部分來探討車用影像系統如何成為S電子科技公司企業策略發展產品。 　　第一章為緒論，主要介紹研究背景、研究動機和研究方法。第二章主要為產業分析和對策略管理相關理論概述。以汽車電子產業為中心，分析汽車零組件、電子元件及電動車發展相關理論，最後介紹策略工具「商業模式圖」。第三章為研究方法，第四章為分析與實證研究，重點分析個案電子公司外部競爭環境及產品競爭力。主要以ADAS在汽車電子產業所誘發新市場及汽車電子零組件產業競爭狀況構面來加以分析，並整合策略競爭理論及汽車電子零組件產業的內、外部競爭，最後藉由「商業模式圖」分析個案電子公司經營策略發展脈絡。 　　汽車電子市場環境變化的並非同一般高科技電子產業快速，雖然不斷有新技術、新產品與新市場出現，但產品生命週期將會隨車用認證標準所牽制，企業的策略要維持競爭力，不能以短期獲利模式來形塑成本結構。電子產業如何打進主要汽車大廠Tier1、Tier2之供應鏈，將電子產業之豐富資源與汽車電子市場媒合，並為企業帶來創新發展，故相當值得業界與學界深思與探討。僅期望透過個案電子公司的車用影像系統發展研究，乃至於未來車用電子零組件企業進行產品發展決策與執行方針，提供理論和實務的參考。 / Since the development of Automotive Driver Assistance Systems (ADAS) prospered, the automotive electronics have significant progress in the past few years, not only enrich the driving experience but also create new demand for the driving information. The imaging system is the automobile's eyes, played a key role in the development of ADAS. A new generation of automotive imaging systems are currently equipped with several cameras, they are precisely arranged to cover the entire car around and in order to achieve a more optimized safe system. Through the development of imaging systems, to understand how they become part of the intelligent car of the future, and how the system evolution. Development Strategy for automotive electronic products is very important. In this study will be divided into five chapters to discuss how a company developing the product of automobile imaging system. The first chapter is the introduction, mainly introduces the research background, motivation and research methods. The second chapter is the industry analysis and an overview of strategic management theory, and introduce the strategies tools "Business Model Canvas." The third chapter is the research methods. The fourth chapter is the analysis and empirical research, focuses on the case of electronic firm external competitive environment and product competitiveness. Mainly in ADAS-induced new market and case study to "Business Model Canvas". The last chapter is the conclusion and recommendations How the electronics firm to becoming the Tier1/Tier2 supply chain of major automotive manufacturers, through the tremendous resources between Electronics Industry and Automotive Electronics Industry. There are many issues worthy of discussion between the industry and academia. We hope that through the case studies on the development of automotive imaging systems, merely provide the theoretical and practical reference.

Utifrån Canvas analysmodell, hur ser Fantastic Franks E-business ut? Hur är synen på E-business hos en liten nischad fastighetsbyrå? Syftet med denna studie är att analysera Fantastic Franks E-business genom Canvas analysmodell och analysera hur differentiering genom E-business påverkar företagets framgång. Genom intervju med ledningsgruppsrepresentant från Fantastic Frank samt med fastighetsmäklare på Fantastic Frank applicerades företagets affärsmodell på modellen Källor till värdeskapande i E-business företag. Denna metod användes för att undersökningens syfte att se hur Fantastic Frank differentierar sig genom E-business skulle kunna undersökas. Nyckelresurser, nyckelpartnerskap och nyckelaktiviteter är de viktigaste blocken inom Canvas analysmodell för Fantastic Frank, för att de ska kunna erbjuda en värdeproposition och differentiera sig. Andra fastighetsbyråer börjar erbjuda liknande tjänster med bostadsstyling och Fantastic Frank bör vidareutveckla sin tjänst. För att skapa värde bör Fantastic Frank utveckla relationer med kunder som köpt eller sålt bostad genom gemensamma intressen inom inredning/design. Fantastic Frank ser möjligheter att använda sig utav E-business för att etablera sig i storstäder runt om i världen. Om de lyckas, kommer antagligen deras nuvarande partners att se möjligheter att växa med Fantastic Frank. Företaget differentierar sig genom att inte använda sig av tidningsannonser eller andra störningsmoment på sin hemsida utan skapar hellre inspiration. Genom att arbeta med målgruppsanpassad bostadsstyling ser ingen bostad ut som den andra vilket leder till att målgruppen återkommer för att söka efter bostad eller inspireras av bostäder. Fantastic Frank har spridit sina risker eftersom de satsar på flera olika medier. / How does the E-business of Fantastic Frank look like according to Business Model Canvas? How does a small and niched real estate agency perceive E-business? The purpose with this study is to analyse the E-business of Fantastic Frank real estate agency by applying it to the Business Canvas framework and analyse how differentiation through E-business affects the success of the company. By conducting an interview with representative from Fantastic Frank management as well as founder of Fantastic Frank real estate agency, and furthermore conducting an interview with one of the real estate brokers at Fantastic Frank, the business model of the company could be applied to the Value creation model by Amit and Zott (2001). The Value creation model was used in order to analyse how Fantastic Frank differentiates by their E-business. Key resources, key partnership and key activities are the most important parts within Business Model Canvas for Fantastic Frank, for the company to be able offer its value proposition and differentiate itself. Other real estate agencies have started to offer similar kinds of home styling services, and Fantastic Frank should have to consider how to further develop its service. To create value Fantastic Frank should develop relationships with customers who have used the company’s services by relating to common interests in interior/design. Fantastic Frank sees opportunities to make use of E-business to establish itself in major cities around the world. Their present partners will most likely appreciate the possibility to expand with Fantastic Frank. The company differentiates itself by not using ads and other kinds of disturbing elements on its homepage, and would rather be inspirational. With their target audience in mind during the styling session home stylings differ from each other with the result that people return to search for new homes or to get inspiration. Fantastic Frank also spreads its risks since the company can be found on many kinds of social media.

The academic and business understanding of how Business Models through Service Logic co-creates, proposes, and captures value in extensive and complex Networked Systems is at its first daylight, specifically in the context of Service Systems with their Ecologies. With the complexity emerging in the Service Economies along with the advances in Information and Communication Technology such as the Cloud and Big Data, to describe and define the business operations, units, and value propositions consequently is done by business modeling and innovation of the company to acquire a current or new capitalization strategy, control and execution. Open Business Models such as the Business Model Canvas are easily integrated in existing or new Enterprises and Service Systems, and aim to facilitate the development of private as well as public entities in adapting, accessing, and integrating operant and operand resources by the ever-so-more used Service Logic. A Service Business Model has the academia and business recognized Service-Dominant Logic (S-D Logic) as a foundation for sensemaking in complex Networked Systems and Service Economies. The authors have conducted 20 face-to-face interviews with private and public company managers at all levels, review of literature in the Business Model and Service Logic fields, and also reviewed case studies from IBM on Business Models and its Leadership, Strategy and Technology (and Services) – which is a natural extension of our Interdisciplinary and Systems Sciences studies with S-D Logic at Karlstad Business School and Karlstad University for the past four years. The author’s research, interviews and IBM’s case studies show a need for further conceptualization and sensemaking of the Value Co-Creations and Propositions in Service Eco-System settings – and also decision-making assistance for managers designing, innovating and using Service Business Models to create sustainable Ecologies. Moreover, a Leadership perspective with a systems level strategy in Service Eco-Systems through externally-faced Value Propositions with the ability to create opportunities needs to be developed through a systems thinking. Furthermore, the quality of interaction, shared information, and influence in Dyad Perspective to facilitate Triad Relationships captures value – which is facilitated by the new Service Canvas Business Model. We argue for a multiple perspective in Service Business Models to cater both partner and customer perspective with internally- and externally-faced Value Propositions to Co-Create or Capture Value – we see that this requires an objective (objectification) foundation for consensus; the 4C model. We contend that Service Eco-Systems cannot scale or sustain without the proper use of Technology specifically Communication but also Information, which determine most of the quality in modern and digital service interactions and perspectives. Our interviews, reviews, and cumulative research in Service Business Models and Eco-Systems with IBM case studies are all strong foundations for current and future research but also for business practice today.

Aim of this thesis is to create a Proposal of Business Model for New Business using critical analysis. To achieve such a goal Business Model Canvas is used. It is dividend into two major parts. First part is theoretical and sums up main subjects of this topic. Second part is practical and offers current state analysis and the proposal itself.

The agency will deal with organising social and cultural events providing gastronomical services and unusual experiences based on customers’ orders. The thesis is composed of two parts – theoretical and practical. The theoretical part focuses on the structure of the business plan, necessary analyses, sources of financing, and legal forms of business. The practical part comprises of knowledge gained from specialised literature and experience in this field. The conclusion involves a comprehensive choice of one most suitable option which is completed from a wide range of possibilities in separate chapters.