Condition monitoring business has been of interest to Sulzer since the 1990s when the Sulzer Diagnostic System (SUDIS) was developed. However, since the invention of SUDIS, Sulzer has had limited commercial success with condition monitoring products and services. Several recent investigations at Sulzer have explored possibilities for new machine monitoring business, with the most recent being the condition monitoring equipment survey of Nyitray. This report leads on from the work of Nyitray to evaluate the attractiveness of current machine monitoring markets and the strength of current and concept control and monitoring business models. Sales and customer support services (CSS) staff in all business segments and areas were surveyed for information regarding customer demand for machine monitoring solutions. The results of the survey lacked a unified view on customer needs, indicating that customer needs vary significantly with industry and region. Results also indicated that Sulzer sales and CSS staff currently have very little contact with customers regarding machine monitoring issues, which was expected since Sulzer currently has very limited machine monitoring offers. Overall customer interest in machine monitoring for cost saving purposes is high. Moreover, some customers expect equipment manufactures like Sulzer to support their equipment with machine monitoring offers. Business model environmental factors for each Sulzer Pumps focus market were identified allowing the most attractive markets for machine monitoring business to be selected. A survey of Sulzer Pumps business segment heads also contributed to the market selection process. This evaluation concluded that the water and power generation industries had favourable markets for machine monitoring business, mainly because Sulzer has a good competitive position in these markets. Unfortunately pumps in the electricity generation industry are relatively reliable compared to other machinery such as electrical generators. Hence, opportunities identified in the electricity generation industry seemed to be more appropriate for Sulzer Turbo Services than Sulzer Pumps. However, cross-divisional collaboration of Sulzer Pumps and Sulzer Turbo services would allow Sulzer to offer solutions for entire drivetrains. Other opportunities suitable for Sulzer Pumps were identified in the district heating and water industries, with energy monitoring being a common theme. An evaluation of the oil pipeline industry yielded that there is significant market demand for machine and pipeline monitoring. However, Sulzer currently does not have the experience or resources to provide the demanded monitoring services independently. Hence searching for key partners or acquisition targets was acknowledged as an essential activity for Sulzer Pumps to enter this market. Another means of market entry would be to develop novel technology or integrate emerging technologies (e.g. online viscosity sensors) into new pipeline monitoring solutions, i.e. to create a novel value proposition. Subsequent feedback from Sulzer alliance managers concluded that oil pipeline customer acquisition may be difficult since many pipeline companies already have monitoring solutions which they are satisfied with. Hence the oil pipeline market is not recommended for new machine monitoring business ventures. ABS pump control and monitoring solutions are currently the only machine monitoring solutions offered by Sulzer Pumps. In this study the business model behind these solutions was analysed to evaluate its strength and identify areas for improvement. Although the ABS control and monitoring business model is profitable, sales figures are below their potential. Recommendations to improve the business models effectiveness mainly focused on improving channels through which Sulzer connects with its customers. These included improving Sulzer digital marketing material, improving product selection tools, increasing complementary advertising and quotation contents to connect Sulzer control and monitoring products with pump equipment products, and most importantly increasing the amount of sales and CSS staff training.

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 concept service infusion implies that services are being included in a product-centric business to some extent. This movement towards integrating services will change how the business is performed in such a company; in other words, service infusion will lead to changes in the business model. This thesis aims to describe how service infusion affects the business in general and more specific effects in the business model. Volvo Trucks are somewhere in the process of service infusion and have several services offered to the market, such as Dynafleet, fuel advice, and driver training. In 2008, the service driver training was launched on the Romanian market and Volvo Trucks struggled with selling the service for a fee. This led to Volvo Trucks making the decision to start giving away the service for free. The objective of the service driver training was from the begging to sell it for a fee and the transition from service for free to service for fee is the main focus in this thesis. Through an analysis of the theoretical framework chosen for this thesis and a case study performed on Volvo Trucks, four success factors for the transition from free to fee could be identified: deep understanding of customers, show the value of the service, introduce sales commissions, and develop a pricing strategy. All these success factors are chosen to ease the transition from a service for free into a service for fee.

Human life must go through birth and death, and how often people have health Kang Qingchun beautiful life? In the ancestors of the wisdom, the Han side effect has become the modern global mainstream medical community recognized, and private medical professionals strongly recommend alternative health care and assisted Western medical integration, and integration of traditional alternative medicine and Oriental medicine best at, in particular, Golden Age of Emperor Kangxi in the Qing Dynasty, of which the most sophisticated technology of pharmaceutical medicine, medicine is the most prosperous. Since Kampo medical care for the world development trend of integration, and integration of comprehensive medical care, in the future under global aging society is essential. Therefore, this study proposes construction of Kampo Medical Center integrates innovative business model, hoping to help promote the integration of Taiwanese Kampo medicine, to create prosperity Kangxi comparable to the integration of Kampo-based health care concept. In this study, expert interviews to collect data, according to the order analysis and discussion of proposed construction of Kampo integrated medical center new business model framework, including the center position and goals, external environment analysis, strategy, service architecture and service processes, etc., and to explore expected benefits. Positioning system innovation model to integrate Kampo Medical Center as the core, with hospitals, clinics, and other professional organizations integrate Kampo integrated health care system. Target for the integration of multi-role medical team to provide prevention-based Kampo treatment and care services. This model can help patients prevent disease recurrence, Proposed the concept of network construction, with the cooperation of different professionals and agencies to form a complete network of services to provide patients with the required integrated service system. The study period can be integrated as of Kampo medical business strategy and future development patterns of the reference.

2 Traditional business model The traditional organizational business model [developed more than a century ago in Britain as 'the method of doing business by which a company can sustain itself – that is to generate revenue' (Rappa, 2001)]' was driven by pre-specific plans and goals, aimed to ensure optimisation based primarily on building consensus, convergence and compliance' (Malhotra 2000b). In this traditional model ['tightly bound command-and-control hierarchy with headquarters staff calling the shots from the top' (Viscio and Pasternack 1996)], organizational information and control systems, performance and behaviour were modelled on the same paradigm, to enable convergence by ensuring adherence to the organizational tried-and-true model, the company way, rules of thumb, procedures, processes and archived best practices to ensure profits and sustainability. As described by Malhotra in his article, A Framework for Business Model Innovation, this routinization of organizational goals for realizing increased efficiencies is suitable for that era, which is marked by a relatively stable and predictable business environment (Malhotra 2000b). 'The pace of change was relatively predictable with some level of certainty', while the components to sustain success ('information, control and performance systems; the procedure manuals, rules of thumbs and best practices in the minds of managers and workers who have comfort in following "tried and tested" business practices') is safely and comfortably embedded in the company's recipe for success (Malhotra 2000a). In the traditional economy, business dictated to customers and customers had to buy what organizations had to offer them to suit their needs. Customers' needs were artificially created and manipulated; therefore, the service and products rendered to them could be planned in advance. It is clear that the old world of business, with its predefined recipes for success and pre-determined strategies and business conduct, was focused on its inner self and its products. Business existed in a comfort zone and organizations were able to programme and archive their business procedures and know-how in databases and human minds for any significant duration of time as 'programmed logic' (Malhotra 2000a).

Firms have to constantly develop or innovate in order to stay competitive. Within the fields of marketing, product development and service development studies have examined how the customer can be a resource for development or innovation. Recently, customer value has been examined within the business model concept, which has emerged as a new unit of analysis and has steadily gained interest during the past 20 years. Linked to the concept of business model is the concept of business model development or innovation. Within this field of research there are very few studies on customer involvement. This is the starting point of our study. The few studies that exist regarding customer involvement in business model innovation have mainly focused on the customer as a resource for screening ideas. In our study, we focus on the customer as resource for idea generation. We also go in to detail and examines in what dimensions different customer groups can be a resource for business model innovation. Our theoretical framework consists of ten different studies that examine business model dimensions, from which we identify nine dimensions relevant for our context. We also use theories regarding business model innovation, business model design and customer involvement. We have conducted the study in the context of a small medical instrument firm. Our empirical data consists of fifteen interviews with customers and company representatives. The customers represent different customer groups: patients, nurses, doctors and managers.  Our analysis originates from the business model dimensions identified in the theoretical framework. We use the theoretical framework to understand in which dimensions the customer can be a resource for business model innovation. We also use the theoretical framework to look for differences and similarities within and between the customer groups.  The study concludes that the customer can be a resource for business model innovation in a number of business model dimensions. Furthermore, the majority of the ideas the customer has is similar or identical to the ideas that the company has. The ideas the customer has seem to be effected by their relationship to the business model. There are also some individuals that have substantially more ideas than others.

This research has explored the business model and business model innovation in the context of the healthy food venture (HFV). The HFV is defined as an organised initiative that aims to improve people's health by encouraging healthy food consumption. This research has grown out of the need to find new ways of tackling the public health issues that stem from the way food is currently produced and consumed. Scholars increasingly suggest that business model innovation helps business practitioners to achieve specific value outcomes. Thought leaders increasingly call for new business models to solve the health problems stemming from the food system. However, the literature fails to offer theory and practical guidance about how to design and manage the business models of HFVs. The research seeks to answer two research questions: 1) what are the challenges faced by HFVs? and 2) how do HFVs innovate their business models? The purpose of this research is to help HFVs create multiple (both social and economic) value outcomes. One objective of the research is to contribute to the knowledge about healthy food intervention and more specifically, healthy food intervention through business models. Another objective of the research is to contribute to practice and offer practitioners tools that help them to operate successful HFVs. The research questions and objectives aligned with a qualitative approach. The researcher answered the research questions by studying a sample of HFVs using action research, autoethnography and traditional case study methodologies. The research has produced specific insights and tools that can help HFV practitioners and scholars. The insights highlight the multiplicity of value that is embedded within food. Its value richness creates both opportunities and challenges for HFVs. The research has developed a context-specific business model framework-the Business Model Blossom (BMB), and has also led to the development of a business model innovation language that complements the Business Model Blossom-the Negative Value Diagnostics (NVDs). Besides these specific insights and tools, the research has challenged the current business model literature as to the precision of the business model and business model innovation concepts. It has created future research opportunities for implementing and refining the Business Model Blossom and Negative Value Diagnostics with HFV practitioners, as well as practitioners from other industries.

Purpose – The purpose of this master thesis is to enhance knowledge about how business model innovationcan be managed in a structured way within large companies. Method – We used a single case study design with an abductive research approach were the main data collection consisted of semi-structured interviews and a focus group, with a total of 29 informants. The data was analysed using a thematic analysis. Findings – The findings show that the developed business model innovation process for large companies differ from previously presented theories. Integrating our empirical investigation with prior literature, the business model innovation process that we recommend consists off our overall phases: (1) clarification, (2) team mobilisation, (3) development and (4) implementation. Theoretical contribution – The findings extend prior literature by suggesting that: (1) The responsibility for business model innovation should be shared between top managers and operational managers; (2) The current business model innovation process should be extended by adding a completely new phase, namely Clarification; (3) Several of the tasks within the original business model innovation process should be split; (4) A new task should be added after composing a project team that defines the projects specific fixed and variable elements of a business model; and (5) The development phase should have a completely iterative design. Practical implications – This study provide top managers with a framework for how large companies can work with business model innovation in a structured way and guidelines for operational managers on how they can manage the actual execution of business model innovation. By using our business model innovation process, managers are provided with a structured working process to streamline their work with business model innovation, by considering business model innovation without using too much resources. Limitations of the study – This study focused on attention to detail and depth rather than providing statistical generalisable findings. Based on different predefined criteria the case study company selected projects and individuals to participate in the empirical investigation which limited the study as it may have affected the scope and result of the study. Furthermore, there may have been ambiguity about which project we asked about during the interviews as several informants were part of several projects, affecting the transferability of the study.

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.

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.