Background: Due to several threats that are facing our planet a hybrid business form has emerged throughout the recent decade, the social enterprise (SE). A SE is created with one purpose, to create social value. However, it is also aiming for financial profit to be able to fulfill its social mission. The dual focus of SEs differentiates them from other business forms and much remains to understand how they manage this over time. Little is known about SE business models (BMs) and how they develop over time. Problem Discussion: Globalization has led to increased business competition, which in turn has led to an increased attention of business model innovation (BMI) as a tool to create and/or sustain competitive advantage. Since BMI can be a key process in all industries it is relevant to understand BMI in order to manage it successfully and achieve a good result. Unfortunately little attention has been given to the BMI process, how BMI unfolds over time. Purpose: The purpose of this study is to explore how BMI unfolds over time at GodEl. This will be done by: (1) looking at how the BM components have changed over time from the establishment of the firm until present, and (2) identifying main events that have triggered these changes. Methodology: This study is a qualitative single case study. The data has been collected via 16 semi-structured interviews, two focus groups, as well as via historical archives. The findings have been analyzed in a within-case analysis. The case organization is GodEl, a Swedish electric retailer. Empirical Findings: The findings contain a complete review of the company history and BMI between 2001 and 2015, based on the collected data. It is structured in identified time periods. Conclusions: It can be concluded that BMI at GodEl between its establishment and present day has been achieved by small incremental changes in the BM components one step at a time. It has been a continuous process of trial-and- error. Future Research: Further research is needed in order to deepen the understanding of BMI process.

Submitted by Irene Nascimento (irene.kessia@ufpe.br) on 2016-06-22T17:17:22Z No. of bitstreams: 2 license_rdf: 1232 bytes, checksum: 66e71c371cc565284e70f40736c94386 (MD5) dissertacao-emp-ABNT.pdf: 3116407 bytes, checksum: 8cd23c19daed8b6c62acf21e44c510b4 (MD5) / Made available in DSpace on 2016-06-22T17:17:22Z (GMT). No. of bitstreams: 2 license_rdf: 1232 bytes, checksum: 66e71c371cc565284e70f40736c94386 (MD5) dissertacao-emp-ABNT.pdf: 3116407 bytes, checksum: 8cd23c19daed8b6c62acf21e44c510b4 (MD5) Previous issue date: 2016-01-29 / Existem muitos estudos sobre inovação em modelos de negócios com startups e grandes empresas, mas a realidade das pequenas empresas é bem diferente e requer uma atenção especial. Neste sentido, o objetivo do trabalho é investigar como uma pequena empresa estabelecida do segmento de Tecnologia da Informação inova em seu modelo de negócio ao longo do tempo. Realizamos então um estudo de caso para identificar os fatores que incidiram sobre o modelo de negócio, sob a ótica dos nove blocos de construção do Business Model Canvas. Avaliamos também a aplicabilidade da ferramenta com relação às facilidades e dificuldades do processo de elaboração, à completude da ferramenta e às oportunidades futuras de inovação a partir do Canvas. O fator mais importante foi a inovação aberta, pois, além de manter o foco no negócio principal, a pequena empresa conseguiu responder às necessidades do mercado mais rapidamente e manteve os clientes engajados com a inovação. É essencial construir um ambiente interno capaz de fomentar a inovação e disseminar a visão sistêmica do negócio com toda a equipe, usando o Canvas como ferramenta auxiliar e permitindo à empresa se relacionar com agentes externos (institutos de pesquisa, grandes e pequenas empresas, startups). As boas parcerias incentivam o crescimento da empresa, gerando benefícios para ambos os lados e promovendo uma solução mais completa para o cliente. / There are many studies on business model innovation with startups and big corporations but the scenario for small businesses is quite different and requires special attention. The objective of this study is to investigate how an established small company of Information Technology innovates on its business model over time. To do this, we conducted a case study to identify the factors that impacted on the business model, from the perspective of nine building blocks of Business Model Canvas. We also evaluated the applicability of the tool related to strengths and difficulties of the drafting process, tool completeness and future opportunities of innovation from the Canvas. The most important factor was the open innovation, because in addition to keep the focus on the core business, the small business can respond to market needs faster and keeps customers engaged with innovation. It is essential to build an internal environment capable of fostering innovation and spreading to the whole team a systematic view of business, using Canvas as assistant tool and enabling the company to relate to external stakeholders (research institutions, big and small companies, startups). The good partnerships encourage the growth of the company while creating benefits to both and providing a complete solution to customers.

The diploma thesis focuses on the identification of the impact of disruptive models in tourism at the Czech travel operators. The theoretical part describes the business model using the canvas method. Subsequently, various patterns of disruptive business models in tourism market are presented. In the practical part, a research was carried out to find out how Czech citizens use disruptive models for traveling abroad. Based on the results of research in the context of different areas, the impact of disruptive models on travel operators was assessed. This work did not confirm the direct negative impact of these models on the growth of Czech travel agencies, but points out the future threat that these disruptive models will introduce in the years to come

Purpose – The purpose of this study is to propose a conceptual framework and research agenda for the development of sustainable business models for companies in the software industry. Methodology – The study was implemented by using primary and secondary data in the methodology. The primary data entailed a qualitative approach where in-depth interviews with five software companies was conducted. The secondary data included a literature review of relevant topics and grey literature from the interviewed companies. Findings – This study proposes a modified set of sustainable business model archetypes for the software industry. The software-specific archetypes are Maximize energy efficiency with renewables and natural processes, Create value from waste, Deliver software as a service, Adopt a stewardship role, Encourage sustainability, Repurpose for the society/environment and Develop scale up solutions. Implications – The revised set of archetypes have been developed in order to set a theoretical framework that can be practiced by software companies to develop their sustainability work. Therefore, this study provides practitioners with a streamlined framework to develop clear sustainable guidelines, activities, principles and goals towards a sustainable business model. Originality / value – This study proposes a conceptual framework on how software companies can develop a sustainable business model with a practical and theoretical foundation. The study proposes a research approach that has not been conducted in the software industry before, using the eight archetypes as an analysis tool. The suggested framework of this study therefore presents unique industry-specific archetypes for the software industry, created by the authors of this study.

In parallel with the popularization and widespread diffusion of the internet, interest in the concept of different business models (BM) has increased dramatically, attracting the attention of both scholars and managers alike (Dodgson, Gann and Phillips, 2013). As a result, an increasing number of businesses decide to establish themselves and compete in the digital arena (Lee, 2001); many of which are employing what is called a platform model capitalizing on the ability to operate with several BMs simultaneously (Gu, Kannan and Ma, 2018; Aversa, Haefliger, Hueller and Reza, 2021). The purpose of this study is to explore how a digital platform company can manage a diversified business model portfolio in a digital platform context. Theoretical concepts relevant to the subject were used to analyze the challenges and opportunities of operating with a diversified BM portfolio, as illustrated in our two research questions: 1) What are the challenges and opportunities in operating with a diversified BM portfolio? and 2) How could a new model be integrated into a diversified BM portfolio with B2C, B2B and B2B2C models already employed? A single case study approach was used in this study in the form of in-depth interviews with executives at a company with a diversified business model portfolio, coupled with data from annual reports and strategic documents to strengthen the empirical foundation. Even though the most commonly voiced drawbacks with a case study design often revolves around the generalizability (or lack thereof), we believe that the findings presented in this study are sufficiently generalizable and broadly applicable, especially considering the prevalence of contextually similar companies (digital companies with a platform model and diversified BM portfolios). The empirical findings highlighted several vital aspects of successfully managing a diversified BM portfolio; the importance of resource management as well as the value of creating a long-term strategy. In short, this study showed that a diversified BM portfolio can provide a) increased firm capacity utilization through effective resource allocation, b) a safeguard toward market fluctuations via multiple revenue streams, c) leverage of resources through BM exploitation and exploration and d) a source of competitive advantage as a result of the complexity of the system. However, the aforementioned benefits are not devoid of challenges. Most notably how to prevent undermining parts of the core business as a result of cannibalization, which could be managed using a Phased Integration Strategy.

Transportation is undergoing major changes, which can be seen as a threat or an opportunity for incumbents. Nowadays, companies are focusing on reacting on market changes and on responding to a major question, which is how to serve an increasing demand for mobility with the lowest enviromental impact. There are few established companies on czech and global market trying to answer this question. The goal of the thesis is to show how these companies work. The main framework which has been used to serve the purpose is Business Model Canvas, which helps to display business models in a structured way. Based on this analysis, we can conclude that the 11 analysed companies would could not exist without the major progress in technology. Future of these companies strongly depends on a support they can get by cities and states. This thesis brings the first deep comprehensive reflection on this topic in Czech language.

The development from an industrial society to a digital society is ongoing, where digitalizationis an engine of development. Digitalization accelerates the necessity of developing traditional business models within organizations. Digitalization also has an impact on organizations and its development through the consumers. The needs of consumers have increased the pressure on organizations to establish new approaches to strategies, business flows and processes. The press to perform and develop has been particularly noted in the automotive industry. Organizations need to re-evaluate consumer needs and create digital business models that take advantage of new opportunities to generate competitiveness. Established organizations must act based on the changes generated by the new technology by updating and improving their traditional business model. In the event of failure, the organization risks being replaced by a competitor who is "faster" and "more efficient" in implementing significant innovations in their digital business model. The entire automotive industry is undergoing a trend that focuses on enhancing the use of digital solutions in a previously mechanically dominant industry. The purpose of the bachelor’s thesis is to investigate the impact of digitalization on traditional business models in the automotive industry. Other industries than the automotive industry are not affected by the study presented in this thesis in order not to risk the validity, transferability and reliability of the thesis. The thesis aims to treat the organization Volvo Cars and their work towards digitalization. A quality data collection method has been used as primary data when designing the empirical research at Volvo Cars to enable vicinity to the interviewee. Vicinity to the interviewee enables objectivity and understanding for the reality that is being studied. The study's conclusion shows that as a result of digitalization, organizations in the automotive industry need to increase the flexibility, reactivity and product individualization in order to create added value for the consumer through the implementation of digital solutions. The consumer is the main reason behind the digitalization and has the greatest impact on an organization's digital design.

There has been an increased demand on the mobile infrastructure, with enhancement in technology, content delivery and regulatory changes on access and competition rules. According to Ericsson the mobile data traffic is expected to grow with 45% from 2013 until 2019. These changes have to do with the fact that the service provider’s traditional pricing schemes are distinguishing. These changes enables new business models. The main two drivers behind the growth of mobile data traffic are (1) increased number of mobile data subscribers and (2) the average volume per subscriber has increased. At the same time the revenues are growing extremely slow in comparison with data usage, the revenues from the mobile broadband are limited to just a few cents off ARPU. One of the operator looking at different solutions in order to reduce the revenue gap is Telenor. Telenor wants to incorporate in its business model is videoconference with QoE taken into account. They have therefore developed a new service called Appear.in. Appear.in is challenging the existing video conferencing market. The main goal of the thesis is to investigate how business model for videoconference services changes when quality of experience is taken into account. Furthermore what will the effect be of having QoE in the BM? The primary steps that needs to be considered in order to achieve the goal is to identify the ecosystem of videoconference solutions and analyzing the business models that can be considered to deploy videoconference systems. Several workshops and survey was conducted. Moreover two different Business Model Canvas was created with and without QoE. A comparison was made and based on these comparisons one can conclude that there is not must that differs. When QoE is considered, three out of nine building blocks in the Business Model Canvas gets affected by the addition of QoE, value proposition, customer relationship and customer segment. These building blocks gets involved with customers in one way or the other. By including QoE in the Business Model Canvas showed a way to keep the customers satisfied. Furthermore companies would have the advantage of monitoring and tracking every movement allowing for quick decisions, guaranteeing video quality by preventing the development of videos problems. A number of investigations have been done in the area of Videoconferencing from a technology point of view, but one can find very little research related to Business model. General studies in the field of business model over QoE are being carried out. This thesis is a first step towards a wider and deeper investigation in the area of Videoconferencing with QoE from a Business model point of view. / Nya paradigm i både grossist- och detaljhandel håller på att bildas och accelereras av tekniska framsteg, content delivery, och regeländringar om tillgång och konkurrensregler. Dessutom så har efterfrågan på den mobila infrastrukturen ökat drastiskt. Enligt Ericsson förväntas mobildatatrafiken öka sin årliga tillväxttakt på cirka 45 % mellan 2013 och 2019. Det finns en ökad användning av det mobila bredbandet datatrafik samt antalet abonnenter. Samtidigt växer intäkterna extremt långsam i jämförelse med dataanvändning, intäkterna från mobilt bredband är begränsade till bara några cent av ARPU. Telenor överväger att i sin affärsmodell även lägga till videokonferens med QoE i åtanke. Telenor Digital har utvecklat en ny tjänst Appear.in. Genom att använda en ny standard för realtidskommunikation är Appear.in med och utmanar den befintliga videokonferensmarknaden. Huvudsyftet med avhandlingen är att undersöka hur affärsmodellen för videokonferens tjänster förändras när man tar hänsyn till QoE. Vidare vad kommer effekterna att bli med QoE i affärsmodellen? De primära steg som måste övervägas för att uppnå målet är att identifiera ekosystemet videokonferenslösningar och analysera affärsmodeller som kan anses implementera videokonferenssystem. Ett flertal workshops, kartläggningar och enkätundersökningar genomfördes. Två olika Business Model Canvas skapades en med och en utan QoE. En jämförelse gjordes och baserat på dessa jämförelser kan man dra slutsatsen att det inte finns någon stor skillnad mellan dessa båda modeller. När man tar hänsyn till QoE, så påverkas tre av de nio byggstenarna i Business Model Canvas, värde proposition, kundrelationer och kundsegment. Dessa byggstenar blir involverad med kunder på ett eller annat sätt.Genom att inkludera QoE i sin Business Model Canvas kan man hålla sina kunder nöjda. Dessutom kan företagen ha fördelen att övervaka och spåra varje rörelse, vilket möjliggör snabba beslut, vilket garanterar bildkvalitet genom att förhindra utvecklingen av video problem. En hel del forskning har gjorts på området videokonferens från en teknik synvinkel, men man hittar mycket lite forskning relaterad till affärsmodell. Allmänna studier inom affärsmodeller över QoE har genomförs. Denna avhandling är ett första steg mot en bredare och djupare forskning inom området videokonferens med QoE från en affärsmodell synvinkel.

The aim of the thesis is to identify a roadmap for well-established companies towards business model innovation to explore data analytics value. The business model innovation currently taking place at Caterpillar and Ericsson in order to explore data analytics value is presented to answer the question: “How do established companies explore data analytics to innovate their business models?” Initially, the problem discussion, formulation and purpose are given. Then, the relevant theory is presented covering the importance of data analytics, IT infrastructure challenges due to the increased volume of data created, data analytics methods currently being used, smart connected products and the Internet of Things. The meaning of business model innovation is given, followed by a well-structured business model process which includes the business model canvas for representation purposes. The business areas affected by data analytics value and the barriers of business model innovation are given as well. After that, the theory addressing business model innovation to explore data analytics value is presented and the main industries which are currently on this journey along with the required initial steps and the business models that can come out of this process are identified. The challenges and risks if the option of not following this route is chosen are also shown. The method section follows to explain the case study design, data collection method and way of analysis. The results cover all the information gathered from numerous sources including on-line available information, papers, interviews, videos, end of year reviews and most importantly current Caterpillar and Ericsson mid-level management employee answers to a questionnaire created and distributed by the authors. The business model canvas tool is used to aid the reader understanding Caterpillar’s and Ericsson’s business model innovation. Each company’s business model is given before and after data analytics adoption. Finally, the analysis of the results and the link with the theory is given in order to answer the thesis question.

Over the years, scholarly interest in the role of business models to unlock the value of latent technology has increased. It is argued that the commercialisation of new technology requires business models that respond to a myriad of challenges and market needs. However, limited attention has been paid to understand how early-stage business models are developed to commercialise new university technology. Specifically, there are limited studies scrutinising the early-stage business models developed by University Spin-Offs (USOs), despite the fact that these are breeding grounds for new technology with commercial potential. Therefore, this thesis examines how USOs develop early-stage business models to commercialise new technology for the cleantech industry. To achieve this, an in-depth case study of four cleantech USOs at the University of Cambridge in the United Kingdom was performed. Sixty interviews with multiple stakeholders were conducted, and effectual logic and the concept of opportunity creation were adopted to inform the investigation. The findings, presented in a conceptual framework, suggest that USOs develop early-stage business models through three interlocking mechanisms. First, value is created through flow-field control, which is achieved by taking active control over a firm's resources and capabilities. Second, value is captured through pragmatic kinesis, defined as being sensible when moving towards profit. Third, value network is managed through deliberate temperament, which is used to align stakeholders' expectations. Along with these findings, the thesis also advances COPE principles (i.e. take control, create opportunities, forge partnerships and embrace contingencies) as parameters for the development of early-stage business models. The empirical evidence offers a critical logical shift in our understanding of early-stage business models development for commercialising university technology in the cleantech industry. The conceptual framework responds to scholarly inquiries to improve the theoretical grounding and construct clarity of business models. The thesis also informs policymakers about the pitfalls and opportunities associated with new technology commercialisation in the cleantech industry, where uncertainties are ubiquitous.