Wind power is one of the world fastest growing electricity sources in the world and has since 1990 roughly been doubling in capacity every four years. The industry boom and the followed technology development has made the clean and inexhaustible wind energy, price competitive with fossil fuels, making wind power a sustainable tool to address climate change. The European and the North American market was long the dominant wind power markets in the world. Due to the rapid development in emerging economies a change in both market and turbine manufactures has occurred, making Asia the largest market in the world, housing five of the top ten wind power manufactures in 2015. This thesis focus on business model research in Envision Energy, a Chinese wind turbine manufacture, which in short time has gone from being a new entrant to one of the top manufactures in the world, focusing on quality and technology innovation. The research combines primary data from a semi structured interview with secondary data about Envision, the wind industry and the Chinese wind industry. By exploring Envisions business model and the context they operate in, this study found some key factors for Envision successful business model and drivers to enter the international market. As a Chinese wind turbine manufacture, Envisions have done many things that stands out compared to their domestic competitors. Already in their initial stage they set out to establish international innovation centers to be present in the global technology hot spots and be up to date with the newest technology and solutions. Their global presence was made possible by requiting industry experts from competitors, which also came to Envision with the necessary technical know-how, market knowledge and industry networks. Focusing on technical innovation and emphasizing on quality, Envisions has developed new innovative turbine and software solutions, using globally recognized suppliers instead of the domestic suppliers mostly used by their Chinese competitors. Envision has become recognized as quality wind turbine provider in the Chinese market who takes system integrated life cycle approach to lower the cost of energy. With their vision of revolutionize the energy sector on a global scale, Envision recently entered the international space on three continents, with a generic internationalization strategy. The human resources are the core of Envisions business model and are the underlying factor of their rapid success in the Chinese market as they managed to provide reliable turbines when their competitors struggled. With the human resources Envision could establish themselves internationally short after their foundation. The combined knowledge from the international organization enabled them to develop innovative wind turbine solutions, while emphasizing on quality. With a system integrated life cycle approach Envision focus to lower the cost energy with wind turbine solutions and a software system which can enhance asset life and performance on any renewable energy asset. The vision to make an impact on the energy sector has been the main driver behind Envisions internationalization, even though external drivers are imminent.

The global mobile telecommunications service market has witnessed an explosion of users after telecommunication liberalization, and the market is still growing. The global mobile phone subscribers will climb to 2 billion by the end of 2005, accounting for 1/3 of the global population. In the meantime, mobile communications system evolves into the 3rd generation system, which has wider bandwidth and higher transmission speed. Except for the pure voice services, mobile services increase variousvalue added services, helping mobile operators generate new revenues andfight back the declining voice ARPU. Consequently, mobile contentproviders, which creating, producing, aggregating and publishing themobile content, are attracted to this important emerging industry. In sum, mobile phone is a new media, which has great potential. At this moment, large mobile content providers grow quickly through acquisition. The global business scale is forming. On the other hand, giant brand media gradually enter the mobile content industry and enhancethe competition of the industry.After the telecommunication liberalization, Taiwan mobilesubscribers had grown dramatically in the late 1990s and now the market ismatured.Therefore, the value added services are more important to the mobileindustry. However, compare to the other countries, Taiwan market islimited and lack of economic of scale. Also, Taiwan subscribers do not get used to the mobile Internet, and the voice service is the most part of usage. The percentage of mobile data revenue is 5% only, far below that of Koreaand Japan. The whole environment is unfavorable to the mobile contentproviders.To break through the development bottleneck in Taiwan, this researchoffers the following suggestions.(1) The large mobile content aggregators / publishers should establish thebrand awareness and customer loyalty, based on the stable,differentiate, and various content products, convenient market channels,and superior community management.(2) The smaller mobile content providers with limited resources shouldverify and reinforce the core competence, look for the complementaryresources setting up an agreement or alliance to enhance thecompetitive advantage.(3) Content providers should think about the global oriented products whendesigning the product, which is favorable for export.Besides, the mobile operators and government should play animportant role to establish the friendly environment to boost the mobile content industry. 1. Only integrated business platform can satisfy users expectations of MC and such platforms providers hold the role of value distributor in MC value net. 2. Leaderships are proved again the key driving force to lead corporate exploring MC opportunities, especially the leaders¡¦ vision and strategic move of focusing on business platform rather than product activates new core competences which can generate new values. 3. Integrality of MC business platform determines its competition advantages, while the extensibility of which determines its potential market scale. 4. Products or serviced with clear core functions, simple operation and easy user interface will win the MC game. Sophisticated and complicated integration products only brings hurdle to the majority of end users. 5. Right tariff model turns the MC business platform to positive cycle. Challenge to new MC business platform providers is to convince relevant partners a beneficial intergrowth model and, on the other hand, accept ion of user value oriented tariff model, e.g. flat rate, to lower down users hurdle to adopt new service. Keywords ¡G Mobile Commerce, Business Model

The objective of this research is to find the electronic commerce business model suitable for traditional stationers which focus on enterprise customers. Summarized from different researchers¡¦ opinions for the definition of business model, we grouped them into 4 components: object, parties, mechanism, and distribution. Besides, according to the evolution of B2B electronic commerce, we classify two typical B2B web models. They are Basic electronic commerce and E-marketplace. The results of this research shows that current B2B web models widely used are not suitable for the attributes of domestic stationery industry and also can not meet the needs of traditional stationers. This study suggests a new B2B web model named Localized E-marketplace and provides concrete proposals which can be taken as an example for traditional stationers or dot.com companies which are interested in MRO market.

Among the development of the B2B E-commerce, the B2B e-marketplace is the most noticeable one in the world. However, does the B2B e-marketplace really make the performance of the companies in every industries improve greatly? The target of this thesis is to analysis the business models of the B2B vertical e-marketplace in Taiwan. To find any causes in the industries those will hinder or reinforce the development of the B2B vertical e-marketplace is one of the study purposes. The author takes the steel industry and motor vehicles and parts industry for examples to analysis deeply. Using the methods of the quality research, the author has many interviews with managers who have experiences in steel or motor industries. According to the findings in the research, we have some inferences about the business models of the future vertical e-marketplace in the steel and motor vehicles and parts industries. In the steel industry, the author has five inferences. (1)The e-marketplace is managed by the company that has goodwill and domain knowledge in the steel industry. (2) The participators of the steel e-marketplace are localized companies, which business contain from steel-making to steel-processing. (3)The products traded in the steel e-marketplace are spot goods these are the inventories. (4)Buyers and Sellers exchange the spot goods by the action on the Internet. (5) The e-marketplace will provide the companies these added-services, such as to confirm the financial credit of the buyers or help the buyers to finance their capitals from the banks. In the motor vehicles and parts industry, the author has four inferences. (1)The e-marketplace is managed by the company that has goodwill and domain knowledge in the motor industry. In addition, the company operates it that familiar with the B2B e-commerce. (2) The products traded in the motor e-marketplace are direct or indirect materials those are made by lower-level technology. (3) The participators of the motor e-marketplace are automobile manufacturing companies and first-tier suppliers. (4) Buyers and Sellers exchange the spot goods by the many-to-many actions, negotiation and contracts on the Internet.

Clusters seem to not only contribute directly to productivity of the nation as a whole but seem to have a positive effect on other clusters. Yet there has been no research made by researchers that look into the development of business models or joint value propositions made by a cluster as a whole. The authors have failed to identify any common view on the research field today of just how a business model for an industrial logistic cluster should look like as well as what components are essential and must be included. Therefore, the purpose of our research was to explore the contextual conditions for developing BM for industrial cluster in the logistic area.  In order to reach the goal of our research, inductive based approach was used when trying to investigate a cluster in Halmstad called “Innovative Logistic in Halmstad”. The cluster is in a early stage at this moment. Data was collected through interviews and secondary data was collected to complement our findings as well.  The main findings of our study are as follows. The authors create a conceptual business model for industrial cluster in the logistic area. We also offer a value package proposal where the cluster offer a client a joint value proposition as the main majority of companies buy their logistic transports. This could result in e.g. more eco-driven means of transportation.

Background: As the business world faces significant changes to adapt to the rapidly increasing sustainability demand, they also face significant changes to their business core. The European Commission established a circular action plan in 2015, pressuring businesses operating in the EU area to work to implement sustainability in their operations proactively.    Purpose: The aim is to understand how companies select, develop and incorporate sustainable factors in their business model. The gap in the existing literature was identified to be within the field of illustrating the process of sustainable business model innovation. The authors aim to discuss the existing literature and provide new insights on the chosen subject.   Method: A multiple case study was designed with a qualitative research approach to align the study with the purpose. The case study built on data collection through semi-structured interviews, letting the interviewees carry the most significant part of the conversation. This was beneficial since the authors adopted an interpretive research paradigm, highlighting the importance of individuals' perceptions of the process.    Conclusion: The results show that the decisions that drive the implementation of sustainable business model innovation are often profit-driven but can also be driven by morale and ethics, governmental regulations, and stakeholder pressure. Both internal and external resistance can be expected when transforming a company towards sustainability. Therefore, broad acceptance amongst shareholders and stakeholders will enable a transformation, which can partly be achieved through a robust organizational identity that ties sustainability to it.

In today’s competitive market, a well-integrated business model can play an important role for a competitive advantage. One tool to create business models is the business model canvas. This method is used by many big organizations, and among these users is Communication Ltd. They are currently working on changing their focus from product to service. This change requires some big changes in the company´s business models, revenue streams and in their value proposition. The goal of this thesis is to analyse new possible revenue streams and also investigate if these could be of use for Communication Ltd. To reach this goal this thesis uses a theoretical base along with empirical data such as interviews, secondary data and a study of revenue streams in external markets. The conclusion reached in this thesis is that going from a product focus to a service focus requires structural changes in revenue streams, but also a clear communication of the value an organization is offering their customers. Furthermore for an organization to meet future customer needs, new types of revenue streams must be implemented. One solution to this could be for an organization to offer different types of memberships where different values are bundled together deepening on what the customers’ demands.

Business model is a concept that has gained increasing attention in recent years. It is seen as a firm’s ticket to success and has been studied by researchers and managers alike to find the ultimate template for prosperity. Little research has, however, been conducted on the necessary adjustments of a business model in the case of new market entry. Globalization has inspired companies to grow internationally, and firms increasingly look for new markets to capture, and China has become one of the most attractive markets for western firms. Existing theory claims that business model adjustment is necessary when expanding globally. Hence, our aim is to research how a firm’s business model adjusts when entering a new market. We also aim to further develop existing theory on the interrelation between business model elements, and see how change in one element influences other connected elements. We have conducted a qualitative exploratory case study using the business model of a European e-commerce company on the verge of entering China. To reach the purpose of the thesis we have conducted interviews with employees of the studied company to understand their current business model, previous changes when entering new markets and the expectations on China’s influence on the business model. We have also collected information on the Chinese market through interviews and secondary sources. The gathered data has been analyzed in accordance with theories concerning culture, consumer behavior and business model features. The results of the data gave us a foundation for researching the influences of culture on the business model. Through increased knowledge in the area of business models, information on the Chinese culture and market, and theoretical findings regarding e.g. culture and consumer behavior, we have been able to analyze how cultural aspects influence business model elements. We found potential links between cultural traits of the Chinese market and the market’s consumer behavior and preferences. The conclusion of the thesis states that the elements primarily affected by new market entry are target customer, relationships, partnerships and capabilities. The two first are influenced by the changing consumer preferences (culture) whereas the final two are operational and affected by the organizational changes necessary when entering a new market. We also found change in value configuration, distribution channel and cost structure as a result of the adjustments made in the previously mentioned elements. Due to the lack of information on other markets, apart from the European, it has, however, been difficult to draw generally applicable conclusions on cultural influence on the business model.

Most companies have some sort of business model showing how they operate their activities,resources, cost and revenues etcetera. What is becoming increasingly emphasised in today'sbusiness is however to integrate sustainability within the business model. Our research willtherefore investigate how companies are attempting to make their business model moresustainable. We have chosen to focus on the mobile phone industry as reports have shown thatthey are a significant contributor to carbon emissions and electronic waste. With this in mind ourresearch question is formulated as follows:"How is the mobile phone industry attempting to innovate their business models towardssustainability?"As we attempt to understand how the mobile phone industry is attempting to innovate towardsgreater sustainability, we have chosen to perform a qualitative study. The material we usedconsisted of reports and web pages as well as interviews with manufacturers of mobile phonesand MNO’s. To analyse the material we had collected, we chiefly utilised a list of materialconcerns specific to the aforementioned mobile phone industry stakeholders, a proposedarchetype system for classifying attempts to innovate the business model to become moresustainable and finally a tool for graphically presenting a business model and its inner workings.Our conclusions show what the companies we have interviewed are attempting to innovate intheir business model. The innovations focus mainly on their partnerships, activities, resourcesand value propositions. By performing this study we contribute to the still young research area ofsustainable business model innovation through providing a snapshot of what our interviewedcompanies are attempting to innovate at the time of our study. Furthermore it also contributes tothe empirical use of the proposed sustainable business model innovation archetypes as we applythem to empirical data in an attempt to classify the data. Through performing both of theseactions we also contribute a proposed way of classifying sustainable business model innovationwithin a business model through the combining of the archetypes and the business model canvas.

Small and Medium Enterprise (SME) retail businesses in many countries, including Thailand, are facing challenges of high competition, as modern retail formats have grown rapidly in many Asian countries such as Singapore, Taiwan, China and Thailand (Howard, 2009). Thus, SME retail Businesses are facing an "innovate or die" situation, as non-adapting retail firms have always been and will continue to be driven out of the business (Evans, 2011). A new critical capability of retail business is the ability to configure and reconfigure its processes into a coherent blueprint - known in other words as a Business Model (Sorescu et al., 2011). The research question becomes "How can SME retail Business in Thailand successfully compete through Business Model Innovation?" Business Model Innovation requires system wide changes, since modifying one component always has network effects on other components (Tikkanen et al., 2005). There is no fixed method or successful formula that all companies will adopt; therefore disciplined experimentation and adaptation is recommended (Berman, 2011; Chesbrough, 2010; McGrath, 2010; Mitchell et al., 2003; Teece, 2010). However, most past studies on innovation are about large companies (Tim, 2004) and not many articles cover empirical studies on Business Model Innovation. In particular, few studies address the dynamic view (Demil and Lecocq, 2010; Svejenova et al., 2010; Sosna et al., 2010).This research focuses on the implementation of Business Model Innovation within SME retail business. The research uses a methodology called Action Research, and was conducted within the researcher's organization, which is a SME retail business in Thailand. This overcomes the practical challenges of studying SME business, which is related to limited opportunity to conduct empirical research. The study was conducted over the 4 year period from October 2010 to August 2014 by implementing Business Model Innovation in order to exploit opportunities in rural areas. Business Model concepts were employed as sources of innovation and units of analysis. Action Research consists of multiple cycles of changes and adaptation. It was found that Business Model concepts can be represented at different levels of abstraction from reality. At a high level of abstraction, the Business Model Canvas helps to understand the overview of the firm's business logic in a broad way, and provide ideas about what can be adapted. At the operational level, the Retailing Business Model provides a structural approach to the conceptualisation, planning and implementation of activities that support high level changes. In all, Business Model Innovation can be conceptualised as an ongoing learning process similar to the iterative cycles of Action research. These cycles consist of constructing actions, planning, taking actions and evaluating actions. The Business Model concepts at different levels of abstraction can be used for understanding and planning, as well as to capture learning experiences, both on the high level and on the operational level. Therefore, Business Model Innovation is a dynamic process where changes and learning happen continuously. Such a process enables SME retail businesses to improve their understanding of their Business Model and thus improve their chances of success?